At present we are grappling with numerous external influences, such as digital transformation, changing customer needs, sustainability and supply chain issues. At the same time, developments and events are becoming increasingly unpredictable. For Uhlmann, this means that we must be able to react flexibly to an ever faster changing environment and adapt our working methods accordingly. To ensure that this is firmly and sustainably anchored within the company, in February 2022 we launched the Lead2Win project as part of our 4ward25 strategy. This project addresses two areas of action: leadership and the individual development of employees.
A manifesto provides direction
Our executives from all business units and hierarchy levels – as well managers from the subsidiaries, Axito and the holding company – joined forces to develop a vision of tomorrow’s leadership culture. They began by formulating a Leadership Manifesto with seven statements.
Klick on the cards and learn more about the seven key messages of the Leadership Manifesto!
1
We all have customers.
We understand the world of our customers and inspire them every day.
We have an open ear for our customers. They feel understood by us and know that their needs are in good hands. We work on a par with our customers and partners on the solutions of tomorrow.
2
Desire for something new. Ready for more.
Open for new ways.
Through evolution and revolution, we are developing decisively. We work ambitiously to achieve our goals and create an organization where we can all go above and beyond. Doing our best every day: That is our aspiration.
3
Taking responsibility. Making decisions.
Thinking entrepreneurially and setting the course for the future.
We want to continue to be successful as a group of companies in the future. We are aware of this responsibility. This is reflected in the way we think and act. We make decisions quickly and in a well-founded manner and implement them with commitment. We keep a close eye on major changes
and react flexibly to them. We systematically encourage our employees to take initiative and responsibility.
4
From me to we. Successful together.
Lighting the fire for greater things together.
For us, corporate success takes precedence over divisional and individual interests. Through exchange, we gain new perspectives that we use in our daily work. Through overarching cooperation and coordinated processes, we take into account the impact of our actions on the entire value chain. Everywhere at Uhlmann.
5
Speak openly. Learning with joy.
Recognize reality and broaden one’s horizon.
We live an organization characterized by trust and an appreciative way of working together. We deal openly with mistakes, reflect on them systematically and use them for our continuous development. We listen and value the perspective of others. We create an inspiring learning culture with respectful and open feedback.
6
Making my contribution. Everybody counts.
Our employees are what makes us successful.
We encourage and support everyone to actively develop themselves. We create the necessary conditions and the required working environment so that all employees can make their contribution to achieving the company’s goals. We celebrate successes together.
7
I make the difference. With trust.
I do what I say.
I reflect on my actions and am aware of my effect on others. I am perceived as a role model through my performance and behavior. I communicate honestly and authentically. When working together, I live transparency and commitment. In this way, I create trust and shape an environment that promotes commitment and creativity.
The Leadership Manifesto serves as a compass for leadership and collaboration at Uhlmann and is the focus of the Leadership Expedition which all managers embarked on in May 2022. Also on board – and not just along for the ride but spearheading the journey – is our management team. The stages of the journey are: develop yourself, develop others, develop culture, and develop organization. And while no-one really has to climb mountains on this expedition, they still have a fixed map to follow for this development journey, i.e., a fixed sequence with individual stops. In the case of the Leadership Expedition, these stops are called Basecamp or Leadership Summit, etc. These formats focus on cross-hierarchical and cross-organizational exchange. The goal is to learn from each other and develop a common understanding of future leadership at Uhlmann.
Having already completed the third ‘Basecamp’, the managers are now set to tackle the final stage at the end of 2023. But the journey does not end there, because the implementation of our future Uhlmann leadership culture begins in everyday life – so it’s just getting started.
We asked Tobias Ego and Marc Winkler, who are participating in the Leadership Expedition, how they have fared so far.
Tobias Ego, Head of Assembly Synchronisation, has been with Uhlmann for the past 24 years:
Tobias, what’s your understanding of a good corporate culture?
In my book, close and constructive cooperation is crucial. Feedback – whether negative or positive – plays a key role in this respect. Naturally, a certain open-mindedness and willingness to accept feedback without automatically going into defensive mode is essential. At the same time, you need to have the courage to criticize. If I don’t get feedback, I can’t change anything. That’s why I now actively demand it from my group leaders.
So how does Lead2Win help in all this?
Lead2Win is an opportunity to reach out to all employees because the new corporate culture is carried into the company through all hierarchical levels and does not just come from management. If we want to change something, we need to have everyone on board.
What has been particularly helpful on the Leadership Expedition so far?
In the Basecamps, we leaders were able to get to know each other better. There were lots of people I’d never met before due to coronavirus. Personal contact makes it easier to build trust and reach decisions jointly. In the squads, we can share and discuss ideas with our colleagues on leadership issues we are currently dealing with. That helps a lot when you can simply ask someone “So, how would you go about resolving this issue right now?”
Are you already seeing any changes in the way people work together?
In my experience, the executive board promotes a culture of open and transparent communication. This makes decisions understandable and easier to accept. Today, I would not hesitate to make an appointment with the managing directors to discuss certain topics. I also feel that we have become more approachable and supportive. Questions received are answered. We are still on the way, but teamwork and trust have already improved significantly. We can only move forward as a company if we trust each other.
Marc Winkler, Business Unit Customer Support & Services, Team Leader Electrical Engineering, joined Uhlmann a year ago:
Marc, what’s your understanding of a good corporate culture?
For me, a good corporate culture is about dealing with each other fairly – and everyone treating each other with respect and as equals. This applies from management right down to each individual employee.
Is Lead2Win helping to achieve this?
Every manager must first understand this themselves and then put it into practice. This is an ongoing process and does not just happen overnight. And there is no blueprint for it. In my mind, it’s a basic attitude, a mindset, and one I have to embody as a manager and a role model. Every manager should also constantly ask themselves: What can I do myself? What do my employees need?
Do you also use the manifesto statements to actively remind employees of the corporate culture guidelines?
No, I don’t think it helps to wave the manifesto in people’s faces. Of course, it’s something that will always resonate in the background. But when in doubt, I prefer to talk to people directly. As a manager, it’s important for me to have a good feeling for my employees. We deal with different characters, and they all respond differently. Every employee has their own private issues and will have good days and bad days. As a manager, it is important for me to know a little bit about what my staff like to do, like whether they have children or are single, or have special hobbies. All of this has an impact on the way we interact each day and helps me understand situations better.
What has been particularly helpful on the Leadership Expedition so far?
What I found particularly beneficial about Lead2Win was the fact that I was able to get to know the other managers personally. I haven’t been at Uhlmann that long and come from a much smaller company – with fewer hierarchical levels and interfaces. Once you get to know people, you feel more comfortable with them and have better access to them. That makes working together so much easier.
What happens next?
Further information on Lead2Win – Leadership Expedition & Beyond Development will be available here in Pactuell in the future. Or feel free to contact Oliver Vögele (responsible for the Lead2Win project) and Christina Schmid (responsible for the Leadership Expedition) any time.
Help us improve.
Please rate this article:
Loading...Don't miss any stories!
Subscribe to the pactuell newsletter now to receive information on new articles directly in your inbox:
You can find more about the subscription and data protection here.