International leaders often struggle to understand their Danish employees. A client recently said, “I have been here for four years, and I now know a bit about leading Danes. I can’t motivate them by turning up the volume, by coaxing, by threatening. I can’t drive them by increasing bonuses – or by reducing bonuses. Honestly, it has been four challenging years.”

Many international leaders I work with find themselves frustrated, questioning whether their Danish employees are lazy, unmotivated, or simply operating by different rules. The reality? Danes are often driven by things other than money or overtime and figuring that out is key to leadership success in Denmark.

So how do you lead Danes? Interests and values of Danes vary greatly but in general, unlike some countries where employees see long hours or financial bonuses as a sign of importance, Danes do not have a ‘work hard-play hard’ culture. Yes, there are exceptions—consultants, lawyers, and certain professionals may still respond to money as a driver. But even here, the younger generations are starting to stray.

It is not that Danes don’t want to do a good job. They have a different concept of what a good job is. And for most Danes, financial incentives have little pull. In fact, unequal bonuses or extra pay can demotivate employees (“I don’t feel I earned it – it feels a bit demeaning”) or if given at the wrong time (“Someone got fired and I get a raise?”). 

What international leaders often miss is that Danes need to see the “why” behind any request for extra effort. Danish workers need a sense of purpose and contribution. Does the work make sense? Will I learn something, does it matter to my colleagues, my team and the organization? Am I part of something bigger?

If these questions aren’t answered, the Dane won’t stay late just to make a boss happy – even if the boss’ unhappiness is felt in the workplace the next day – or impacts the employee’s future career. If the boss is merely passing down a demand from higher ups, without a clear meaning, you’ll hit their “bullshit button”—and lose their engagement.

Another critical factor is recognition. Danes want to know their efforts are seen and appreciated. But unlike in many cultures, where continuous praise can be necessary, Danes don’t need constant compliments – and do not want unsubstantiated compliments. What they need is thoughtful, authentic acknowledgment that their work has real value. If they believe their small contribution isn’t appreciated, or worse, isn’t prioritized, you’ll quickly lose them. 

Perhaps the biggest mistake a leader can make is trying to “sell” overtime or meaningless tasks with pseudo-arguments. Saying “the head office wants this tomorrow” isn’t enough. If Danes suspect the reasoning is flimsy or disconnected from actual value, they’ll disengage. Danes are highly allergic to hollow reasoning. For them, it’s about substance, not superficial demands. 

My client has found it to be a very challenging correction of leadership course. Leading Danes who have a different leadership barometer for him meant digging deep and finding his own meaning.

“I have had to ask myself why I always have worked hard. What is the ultimate aim of my work? And thinking about who truly appreciates my contribution – and do I need it?” These are challenging and meaningful reflections irrespective of who you are or where on the career ladder you are at – spurred on by leading Danes.