LEADING by Example - Voting

We started from China for Chinese customers by five colleagues but today working with a team of 46 and our international colleagues for global customers in the management of PV cluster.

Our principles since 2017: 

• the team controls itself significantly 
• open interaction 
• high communication density 
• intensive exchange 
• collegial case consultation 
• open feedback culture 
• reflection of joint actions.

To implement the management guidelines, the two TNM departments Real Estate and Calibration Laboratory held a joint workshop "Improvement potential to increase customer satisfaction".

Our principles of working together are:

• Do one thing at at a time
• Know the problem 
• Learn to Listen 
• Learn to ask questions 
• Distinguish sense from nonsense 
• Accept change as inevitable 
• Admit mistakes 
• Say it simple.mation innerhalb eines OBS

We encourage 3 types of contributions:

1. Individual accomplishments contributing to overall results
2. Contributions to the success of others
3. Results that build on ideas or work of others.

Targeted implementation of digital innovations in the area of conflict between customer-oriented development of radically new services and agile, sustainable digitization of existing offerings.
 

Complete: conscious selection of several aspects of the leadership guidelines - matter of the heart!
Responsible: everyone takes responsibility
Individual: everyone contributes with his or her strengths

We are convinced that every colleague can contribute his or her best if given freedom and trust. Our understanding of leadership is based on providing the necessary framework as well as resources to achieve the goals and actively supporting the learning process of colleagues.

Mr. Meyer-Himstedt's unique leadership style is characterized by a high degree of employee-centeredness, situational authenticity and a progressive mindset. He sees us, his employees, as experts, makes individual performance visible at relevant points and maintains a balance between encouraging and challenging.

The Sales and Marketing division is characterized by an inspiring culture of trust with clear rules and many degrees of freedom. We give and demand feedback, are keen to learn new things, are extraordinarily successful and have a lot of fun at work.

Due to the Corona pandemic, the continuation of courses was not possible. Nord-Kurs converted its portfolio to online services within a very short time, which was only possible due to a quick and courageous decision by the managing board to secure jobs and the existence of the company.

We consider that the best approach is to use a participative and motivational leadership in a way that the team gets COMMITTED TO SUCCESS!  Leadership is about action, not position and it has the power to create bonds with the team, directing it to do everything necessary to achieve the results.

No creativity without freedom: We create space for innovations alongside our operating business. This is the only way to generate ideas for new services and drive forward internal optimization.

Transparency and boundaries are opposites at first sight;

but they are related to each other and the manager is responsible for the balance with each employee.

SCQ is an internal service provider. In the department, we live this role because our leader, Robert exemplifies the holistic service mindset: Our team thinking is cross-societal and open. Due to the nature of our job, silo thinking is not an option.