{"id":4269,"date":"2026-02-23T10:52:17","date_gmt":"2026-02-23T10:52:17","guid":{"rendered":"https:\/\/brianfrandsen.com\/lederskabsroller-aktiver-det-uformelle-lederskab\/"},"modified":"2026-03-04T14:31:37","modified_gmt":"2026-03-04T14:31:37","slug":"lederskabsroller-aktiver-det-uformelle-lederskab","status":"publish","type":"post","link":"https:\/\/brianfrandsen.com\/en\/lederskabsroller-aktiver-det-uformelle-lederskab\/","title":{"rendered":"Leadership roles \u2013 Activating informal leadership"},"content":{"rendered":"

Leadership does not only happen between a manager and employees.<\/h3>\n

We both practice and seek leadership all the time \u2013 in peer sparring, in advice, in support, in frustrations shared over lunch, and in the short conversations between meetings. We help each other succeed professionally, and we help each other make life work across both work and private life.<\/p>\n

But our need for leadership is not constant.<\/p>\n

Sometimes we need sharp professional sparring on a critical decision.
\nOther times we need help understanding our position within a larger context.
\nAnd sometimes we simply need someone to listen \u2013 without trying to fix anything.<\/p>\n

The problem is that we lack the language for it.<\/p>\n

We rarely have a precise vocabulary for:<\/p>\n