I work with leaders, teams, and boards in questions related to leadership, business, and strategic direction. I operate in contexts where there are no simple answers, but where perspective can transform how you think, lead, and make decisions.
My work is personal, professional, and always tailored to the context. My goal is to provide perspectives, new insights, and concrete tools that make a real difference – both at work and in everyday life.
Coaching is not about advice. It is about seeing more clearly what affects direction, decisions, and results. We work with how you think, what guides your choices, and how you act in decisive situations.
You gain perspectives and tools that sharpen your thinking – to make better decisions, lead with greater clarity, and create results that last. This work requires a willingness to challenge how you think, see things from new perspectives, and do things differently to see how far it takes you.
I am not the right coach for everyone. But I am right for you if you want to challenge your thinking, see things from new perspectives, and are prepared to do things differently to see how far it leads.
That is where development happens.
We start with a discovery call. That is enough to know if we are right for each other.
For those who want to work more consciously in their leadership.
We define a clear goal and work on how you think, prioritize, and act. 60 minutes per month.
For those who want to work structured over time.
We begin with an assessment and deepen how you think, make decisions, and lead in a complex organization. 60 minutes per month, with access to me between sessions.
For those who want to take the next step in how they lead.
We work with Dynamic Management as a framework, focusing on direction, decisions, and development. 90 minutes per month, with access to me between sessions.
Mentoring is about creating clarity in questions that affect direction, decisions, and results – supported by experience, perspective, and, when needed, concrete advice.
I work with leaders and entrepreneurs who make decisions with consequences, often in situations where much is at stake and where simple answers are lacking. Leading and running a company is often lonely. Many of the most important questions lack a natural forum, while the consequences of the decisions are significant.
In mentoring, you get a confidential sparring partner where we work with what is unclear, test alternatives, and sharpen how you think, prioritize, and act. The focus lies on what actually affects the outcome – direction, change, complex decisions, and the quality of your leadership.
We start with a discovery call. That is enough to know if we are right for each other.
For those who want to work continuously and with a high presence in their leadership.
30 minutes every week. Focus lies on follow-up, direction, and decisions – maintaining momentum in what is important and working actively with the issues that drive development and results over time.
For those who want a recurring sounding board for important issues.
45 minutes every second week. Focus lies on working through current challenges, creating clarity, and strengthening the quality of your decisions and priorities.
For those who want support in a specific situation or issue.
60–90 minutes per session based on need. Focus lies on quickly creating clarity, structure, and direction in a concrete question or situation.
What do you need clarity on? What is at stake?
We start there. In an initial conversation, we put into words the current situation, what actually needs to be addressed, and the results you need to achieve.
From there, we clarify what a collaboration could look like, with a focus on strengthening direction, decisions, and results.
I am available for an initial conversation.
Leadership is not about knowing more. It is about seeing more clearly in matters that affect direction, responsibility, and results.
I work with leaders and organizations where decisions have real impact – where the quality of how you think affects the decisions made and what actually happens in the business. Often in contexts where pace, change, and complexity are part of everyday life, and where direction, priorities, and execution need to become clearer.
My role is not to give answers. It is to challenge how you think, create clarity, and contribute to ensuring that decisions hold – both strategically and operationally.
The work is based on “why”. What actually matters and why. This clarifies what drives you forward and what is shaped by habitual patterns. This is where space is created to prioritize, opt out, and make decisions that endure over time.
I work within what affects the outcome—in how you think, prioritize, and act in your daily life. Leadership is ultimately about the future: creating the conditions to reach goals and develop, both as an organization and as individuals.
Each assignment is shaped based on your context, with a focus on the individual and the group—based on what is actually required to create results.
The assignment looks different depending on your context – it can involve leadership academies, workshops, or targeted efforts around specific issues. In other situations, I step in more directly into the business, for example in an interim role when direction, structure, or pace is lacking, or when change requires a more hands-on leadership approach.
My focus is always on strengthening the quality of how you think, prioritize, and act in the situations that actually determine the outcome. The effect is noticed in clearer priorities, better decisions, fewer restarts, and a higher pace in execution—and in a leadership that holds, even when conditions change.
If you want to develop how you think, gain new perspectives, and make more conscious decisions, it starts with a conversation. We look at your situation, what actually needs to change, and what you want to achieve. From there, it becomes clear how I can best contribute – by developing your leadership over time or stepping into the work where needed.
Working in teams looks different today. Pace, hybrid work, and increased individual responsibility mean that more happens on one’s own – and this affects how you collaborate.
When collective work decreases, behaviors change. You have fewer check-ins, dare to challenge each other less often, and more frequently act on your own – or hesitate and wait for someone else to take the initiative.
This makes responsibility unclear and lowers the quality of collaboration. It also becomes harder to maintain direction – shared goals lose their power, time for planning and follow-up is deprioritized, and the connection to the bigger picture is weakened.
Making it work requires more than just will, it requires you to address how you actually work together.
I work with teams that want to strengthen how they communicate, make decisions, and take responsibility.
Psychological safety is a decisive factor – not as a buzzword, but as a business-critical prerequisite. It is not about who laughs the most together, but about more perspectives surfacing, questions being asked in time, and responsibility being taken – for delivery, goals, customers, and for us as a team.
When it works, collaboration becomes clearer, decisions better, and results stronger – that is when the business is driven by both heart and brain, by everyone together.
Most teams don’t lack competence. They don’t use it fully. Differences are a strength – but only if they are actually used in the work.
Different perspectives, experiences and ways of thinking can strengthen both collaboration and decision-making. But when they are not used, misunderstandings, friction or silence tend to emerge. When similarity dominates, perspectives narrow, fewer questions are raised and decisions are made on a weaker foundation.
I work with making visible the behaviours that determine whether differences become an asset or a liability – and how they are used to strengthen collaboration, decision-making and results.
EASI is integrated into the work. It provides a clear picture of how the team actually operates and creates a shared understanding of both team dynamics and individual contribution. It also gives leaders a concrete foundation for follow-up and development over time.
Collaboration does not happen by itself. Especially not in environments where responsibility sits with the individual and the pace is high.
When there is a lack of clarity in how work is carried out, uncertainty arises – around responsibility, expectations and priorities. This affects how communication works, how decisions are made and how work actually moves forward.
I work with how structure is created in the shared work – how communication, decision-making and accountability connect, both individually and within the team.
The focus is on shared ways of working, self-leadership and clear expectations.
Agile ways of working are integrated to create direction, structure and momentum, while developing a more flexible and accountable way of working over time.
This reduces friction, increases clarity and strengthens the quality of both collaboration and decisions.
Psychological safety determines what actually happens in a team – what is said, what is left unsaid and which perspectives are brought forward.
When safety is lacking, behaviours are limited. Fewer people contribute, challenge or take responsibility. This directly affects both collaboration and the quality of decisions.
When safety is present, behaviours shift. More perspectives emerge, questions are raised in time and responsibility is taken. This strengthens both interaction and results.
This is not a side topic. It is a critical factor in how teams function and the results they create.
The work is based on the current state and desired state. Psychological safety is measured through Safety Steps as an integrated part of the process, creating shared direction and giving leaders concrete support in their daily work.
My keynotes are not about inspiration. They are about seeing more clearly in matters that affect direction, decisions, and results.
I am invited as a keynote speaker to contexts where more than just energy is required—where the content needs to challenge perspectives and contribute to real movement. In my lectures, I put into words what is often hard to perceive in everyday life: what is actually happening in the organization and how it affects responsibility, pace, and business.
You will gain perspectives that sharpen your thinking, along with concrete tools that can be directly applied to your work and leadership. Lectures are available in 30, 45, or 60-minute formats and can be combined with a workshop.
I deliver keynotes in Swedish, Finnish, and English – on-site, online, or in a hybrid format.
A keynote on psychological safety – everything that happens, is said, and is left unsaid within an organization. It affects which perspectives surface, which questions are asked, and how responsibility is taken.
A keynote on transformative leadership – what it means in practice when change is constant and the challenge is not just to manage change, but to lead transformation.
A keynote on communication in hybrid organizations – where distance is not just physical but also affects what is said, shared, and prioritized.
I work as an advisor, board member, and sparring partner in matters where direction, business, and decisions have a direct impact on results. I am an HHJ – Certified Board Member.
I often step in during phases that require sharper thinking around strategy, business development, efficiency, and how the business is driven forward. Especially today, as AI and a changing work landscape increase the need for clarity in direction, responsibility, and execution – while at the same time requiring both long-term thinking and a high pace of action.
My role is not to deliver ready-made answers. It is to challenge how you think, create clarity, and contribute perspectives, experience, and knowledge where needed – so that decisions hold up, both strategically and operationally.
The work is based on “why”. What actually drives the business forward – and what is based on habitual truths. This is where perspectives are broadened and space is created to make decisions that endure over time.
In board work, I am an active member with a focus on the company’s best interests. I contribute perspectives, structure, and a way of working where strategy is not just set, but also followed up, challenged, and translated into results. My methodology is characterized by an agile approach where direction, tempo, and the ability to adapt are crucial.
In advisory work, I often collaborate with other senior professionals, bringing together the right expertise based on the company’s needs. Through my network, you gain access to multiple perspectives and senior-level experience – strengthening the quality of decisions and what we deliver to you.
I believe in business driven by both heart and head – where clear direction, conscious decisions, and a human perspective together create sustainable results over time. In an era shaped by AI, streamlining, and a high pace of change, this balance becomes critical. When human perspectives and interactions are prioritized, the conditions for long-term profitability, development, and innovation are created.
If you want to see more clearly, gain new perspectives, and become clearer on what actually needs to change, it starts with a conversation. We look at your situation, what’s going on, and what you want to achieve – and whether I, together with my network, am the right fit for you.
I am Harriet Bodö – Executive Coach, advisor, and sparring partner in leadership, business, and strategic direction. I work with leaders, teams, and boards in contexts where decisions have real impact and where direction, responsibility, and decisions need to be clear to create results.
For me, the work is always personal, professional, and adapted to the context. I believe in clarity, responsibility, and development that lasts over time – perspectives, insights, and concrete tools that make a real difference, both at work and in everyday life.
I am from Ostrobothnia and live in Vaasa, with a part of my heart in Åland after 17 years as an islander. The sea is a recurring element – a breathing space since childhood that today gives me calm and perspective when the pace is high.
I am curious by nature. I read a lot and I am driven by understanding more – about people, contexts, and what influences how we think and act. That curiosity also takes me out into the world. I enjoy traveling, especially when it combines food, culture, and history – and I bring much of that home and into my work.
At home in the kitchen, I am something of a Cajsa Warg: I take what I have and bring the whole thing together. But there is always a direction – a goal for what is being created. And a readiness to make the best of it together. That is exactly how I work. Each assignment is shaped based on the context and what is actually needed – not from ready-made templates.
I work in different contexts – locally and internationally, on-site, online, and in hybrid. The work always starts from the context and what actually needs to change. I believe in business driven by both heart and brain. Leadership is fundamentally about people: creating the conditions to want to, dare to, and take responsibility.
My approach is simple: Either I win or I learn. Not because it sounds good, but because it reminds me to stay humble about what I don’t know – and curious enough to keep developing.
