Our client, with a history that goes back 150 years, currently has around 1,500 employees. They develop, produce and sell mounting and assembly solutions. Their strongest sales market is the automotive industry. Furthermore, they also provide solutions for solar systems as well as the industrial and agricultural sectors.
Due to the company’s strong growth, the new CEO assigned m2m consulting with the development of their 120 leaders in total. The most important goal being to make the business fit for growth and an increasingly complex market. For this purpose an up-to-date leadership model had to be developed and rolled out. In the short-term it was about defining new leadership roles as well as actively assuming responsibility. In the long-term it is about the continued development of corporate and leadership culture.
In order to prepare the new leadership model, we carried out semi-structured interviews. These were not based on the outdated paradigm of mechanics “Identify and repair causes” but they created room for emotion and identification. We aimed at generating strengths, resources and ideas. We did not generate problem trances but rather solution trances. This got things moving, created a sense of identity as well as the necessary change energy.
Based on this new guiding principle, the leaders passed through a dynamic program. The approach of diversity and “differences are useful” was just as important as the basic tools for leadership. In this way extensive obligatory staff appraisals were implemented so that each supervisor was able to assume responsibility. An open feedback culture emerged in which conflicts could also be constructively addressed and solved.
Confrontation with complexity and change led to the “Servant Leadership” philosophy. Leaders were no longer primarily regarded as hierarchs but as developers of their staff and enablers of innovation.
Potentials were analysed which served as a bottleneck process for the development program. Roles were clarified and it helped leaders to decide on their own to accept the leadership role. The leadership seminars also led to self-organized collegial coaching. Challenges were discussed and solved in-house, in a self-directed manner.