What Does Optimal Leadership Entail?

“We’ve always done it that way” is no longer a viable option. The past two years have demonstrated that it is time to fundamentally question rigid structures and traditional management strategies. Which corporate structure is best suited to deal with current challenges and uncertainties? And how can one succeed in fostering the talents of employees to the fullest?

Text: Janaina Engelmann-Brothánek, Nicoletta Schaper. Photos: Interviewees

ALLOW LEEWAY

Martina Schmidl, CEO of Ayms How can leadership realise the full potential of employees?

By realising that this is not about simply getting a job done, but about setting up a team in a manner that allows everyone to optimise performance within the scope of their individual strengths. This approach is the essence of start-up spirit. There are no rigid structures, everyone can contribute, and we set new standards together. My credo is to focus on passion, not money.

How does one assemble the perfect team?

As a leader, I need to be two steps ahead and spare no efforts. Embodying this open culture allows me to identify which team members have the right mindset.

Is it still relevant to think in five-year plans?

Planning and strategy remain paramount. Yet I prefer to speak of visions, for the implementation of which absolute flexibility is indispensable. Thinking solely in terms of digital or stationary distribution channels is outdated. That also applies to work: leeway and flexibility are super important. Motivation and appreciation follow naturally.

LEAN STRUCTURE

Alexander Socher, Managing Director of Moon GmbH

“Generally speaking, the more challenging the times, the tighter management should be in order to make decisions flexibly and quickly. As newcomers, we continue to focus on a lean structure with a management that has a positive attitude towards the future and change. I am not promoting blind optimism, but one needs to believe in the success of one’s product and in the relevance of what one is doing. That is the only path to success.”

FUN CULTURE MEETS PERFORMANCE CULTURE

Angelika Schindler-Obenhaus, CEO of Gerry Weber

“Modern companies ought to be more like start-ups than old tankers. To this end, we need flat hierarchies, short channels, lean structures, and transparency. As a manager, I must exemplify the mindset that I expect from my staff, with an appreciative approach in an environment that allows for errors in order to encourage employees to make independent decisions. In an atmosphere where everyone can contribute ideas, everyone can manifest their full potential. Due to transparent, direct communication, our employees always know where we stand, where we want to be, and what needs to be done by whom to get there. A values survey, workshops for managers, a mobile working concept, and an informal culture across all levels are but a few examples of how fun and performance can dovetail perfectly.”

AGILITY STEMS FROM RESILIENCE AND INNOVATION

Alessandra Chiara Guffanti, owner of Showroom Guffanti, President of SMI Kids, mentor of the CNMI (Camera Nazionale Moda Italiana) education programme

“I consider agility to be a balancing act between resilience and innovation. The only way an entrepreneur can competently manage the complexity of today’s markets is by maintaining a dynamic relationship between its basic principles and innovations. Every single business unit needs to be in continual dialogue with external experts who are always up to date, can compare the company with others, and keep it competitive in all aspects, from finances to market strategies. In addition, one should develop cross-departmental training curricula. After all, a team stays fresh and up to date through the involvement of trainees from schools and universities, who encourage reflection and rethinking of work processes and structures in a constructive way.”

GOOD COACHING

Filippo Colnaghi, founder and CEO of Traiano Milano

“A good leader is like a good coach. He has a clear vision and expresses it by identifying, emphasising, and embracing the best and lesser qualities of his players. I believe that good leadership is never based on standard management methods that apply to everyone, but rather provides each employee with an opportunity to maximise their individual potential. As soon as the team is in place, and clear and specific goals have been set, it should be given free rein. This allows the team to take responsibility and find new impulses to push the company to victory. When a team is capable of managing its own efforts, it becomes easier to deal with unpredictable situations and work in a solution-oriented manner.”