Hans Nilsson is Chairman of E-commerce and payment platform provider, Hubtel. CEO, Director, Advisor, Mentor, Coach, NED: some of his titles from a wide-ranging career that describe his contribution to organisations over the decades. We caught up with him to get his take on leadership, culture, motivation and how people make the difference.

On the values of leaders:

I believe that effective leaders prioritise others over themselves and demonstrate intellectual integrity. This means being honest not just in words but in understanding and conveying the truth accurately. These traits help them to understand their position and relate to others effectively. It’s also important to continuously refine and understand the values needed for the organisation. This involves regular discussions and alignment with the Board and other key stakeholders.

Leaders should possess humility and respect, which are essential for self-awareness and emotional intelligence.

The primary goal of a business should be to add value through innovation and cost-efficiency. Profit is an outcome of this value creation, but without meaningful contributions, there is no sustainable business.

We are considering all stakeholders, not just shareholders.

It’s also important to have a clear purpose and live by it. This purpose should guide the organisation’s actions and decisions, ensuring that they align with the broader goals and values of the company.

On learning from mistakes:

I distinguish between good and bad mistakes. Good mistakes are those from which the organisation can learn and gain a competitive advantage, while bad mistakes are those that simply cost money without adding value. Leaders should maintain a level head and focus on learning and moving forward. Effective delegation is crucial when it comes to this: being brave, letting go and watching what happens. As long as people have the right intentions, then most mistakes aren’t catastrophic and can reduce the fear factor around trying things out.

 We need to encourage initiative and be comfortable with failure.

On teams:

Recognising one’s limitations and ensuring that the team is composed of individuals who complement each other’s strengths and weaknesses is critical. This diversity in skills and perspectives helps avoid groupthink and leads to better decision-making.

On hiring leaders:

I value intelligence and integrity highly. These traits are essential for effective leadership and should be a focus when hiring and developing managers.

When I am interviewing, I give people ten minutes to write down, ‘what they praise’, ‘what they punish’, ‘what they pay attention to’ and then ‘what they ignore’ in their work – this gives me an insight into how they will behave.

On continuous development:

My approaches are shaped by my experiences and the influence of structured management methodologies I’ve learnt and adopted over the years. Continuous learning and adapting is key. Reading books, putting time aside to learn, being willing to take on new perspectives.

On personal de-stressing and downtime!

Skiing – that’s the ultimate solution!

Visit: Hubtel.com

February 2025

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