Henrik Schmidt-biography

I work as a senior development consultant in Novonesis, situated in Nordhavnen, Copenhagen. My areas of expertise are Brain Based Learning, Leadership Development, Change Management, Behavioural Design (Nudging), Systemic / Executive Coaching, and Cross-Cultural Understanding.
I have more than 30 years of experience as a trainer, teacher and coach. In 1985 I began my career as a school teacher and became a school principal 2005. Concurrently I worked with educational counselling, private health practices and schools and have been a commissioned writer of educational and pedagogical materials.

In 2011 my professional career took a major shift when I joined corporate life in Novo Nordisk as a Senior Leadership Development Specialist. I worked at Novo Nordisk for nearly 8 years before I started as an independent consultant in Momentum Consulting in 2018.
I have a master’s degree in psychology, diplomas in leadership development, social counselling (“AKT”) coaching and a bachelor’s degree in teaching.
Much of my time is spend on investigating human conditions and studying the fascinating human brain. It is a great passion of mine, and I work tirelessly to communicate the implications of this knowledge for teaching, leadership, coaching, etc. This, my many years of work in the public sector, and with my recent experience within corporate life, is what I bring with me.

My approach to human development and leadership.
I believe that you “only” need to learn two things:
1. To be able to distinguish between theories based on hot air and empty talk vs. what is scientifically based knowledge and practice.
2. Know the 4 basic human and psychological needs: the need for 1) autonomy, 2) competence
(professional and personal development), 3) relatedness, and 4) meaning.
There are still many models and tools in use that are built on myths about human nature that we have become accustomed to. They are based on an understanding of man, which was developed in the 16th Century, when man was perceived as being rational, well-considered and sensible and always acting in his own best interests.
Two Nobel Prizes have already been awarded to researchers who have emphatically refuted this myth
(Daniel Kahneman 2002 and Richard Thaler 2017). Their research has been completely consistent for more than 50 years: People act and make decisions based on moods and non-conscious assumptions rather than sensible and rational considerations. However, it has not changed the way we educate children, train leaders and how employees are treated. Often training is referred to as being based on the newest and most up-to-date knowledge, but it is just “old wine in new bottles”.
My starting point is the knowledge about human beings that comes from Kahneman and Thaler’s research, as well as a deep understanding of human relationships and on how you create a practice which is meaningful (Deci & Ryan). I teach leaders, leadership teams and employees to distinguish
between what merely sounds right but doesn’t work, and what we actually know for sure works and will enable them to succeed with what they want.

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Understanding how people are motivated is one of the greatest challenges for knowledge workers in modern educational institutions and other knowledge-intensive organisations. When engaged in producing knowledge through teaching, development, and innovation, research indicates that individuals are largely driven by intrinsic motivation. However, motivation is not a one-size-fits-all concept. Far too often, we mistakenly believe that the way we ourselves are motivated and engaged at work is the same for others, but there can be significant differences from person to person.

What motivates one person may be draining and demotivating for another. Through 20 years of research, four overarching archetypes have been uncovered, and understanding these motivational archetypes also reveals learning and working styles. By understanding your motivational archetype and what energizes you at work, you can also deduce what works conversely and leads to stress. Similarly, because stress types are often misunderstood, many are misdiagnosed and mistreated.
 

Just as what may be motivating for one person, what is stressful for one type may be completely different for another. We will work on understanding our own and others' motivational archetypes through practical exercises.

As a leader, it is crucial to understand what drives employees. Motivated employees experience greater well-being and job satisfaction, which directly leads to increased engagement and stronger retention. But how do you ensure that everyone on your team feels motivated?

 

During the two day conference we will:

 

• Dive into the four motivational archetypes and their unique driving forces.

• Learn to identify and meet different motivational needs.

• Participate in practical exercises and reflections to translate theory into practice.

• Uncover your own motivational profile and understand its influence on your management style.

• Develop strategies to create a more engaging work environment.

 

Special focus on the education sector:

 

We also put the spotlight on why educational institutions should implement this knowledge. By understanding and working with motivational archetypes in both staff and pupils/students, you can create more engaging learning environments and increase both well-being and performance.

 

Whether you are a leader in business or the education sector, this workshop will provide you with invaluable insights and tools. Join and learn how you can create a workplace or a learning environment where everyone thrives, gives their best and wants to stay.

 

Invest in your own development and in the future of your employees or students!