general
management

At a strategic level, companies often face the most interesting choices. This may concern takeover or merger plans or entering into far-reaching partnerships. The consequences are often complex, risky and far-reaching for the entire organization.

I have gained my management experience on several fronts. At the age of 28, for example, I became owner of a wholesaler with 25 employees and I recently reorganized a Chinese purchasing office with all the associated cultural differences. Enough of exciting stories!

In order to find the right man/woman for a strategic project, I find the following competencies very important.

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Human knowledge

Team members must constantly collaborate and seek alignment to make progress. As a manager I feel responsible for the team spirit and will be connecting. I find working with different personalities and cultures immensely interesting.

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Perseverance

A manager is not afraid to make decisions. The team expects important decisions to be thought through, taken at the right time and in line with the chosen strategy. Doubters have a hard time as a manager.

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Inspirational

In addition to possessing people skills, a manager must also be inspiring. Team spirit forms the basis, but there is also work to be done. As an inspiration, I make sure that my team goes the extra mile. Creativity, passion and an energetic appearance are indispensable for this.

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Stress resistant and able to keep the overview

These two competencies have a lot in common. Stress-resistant managers can still see the separate parts even in busy situations. I quickly see connections and can separate main issues from side issues. As a manager, I can keep track to achieve the long-term goal. Without this competence, endless and time-consuming detailed discussions can arise.

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Insight at every level

This seems obvious, but in practice it is often neglected. A manager must know what is going on, must be able to recognize patterns and above all know what needs to be done. This requires skills, experience and, above all, intelligence. To be able to make the right choices and give targeted assignments, a manager must have sufficient knowledge of all areas. A team member often has more knowledge in his/her field, but I see it as a challenge to forge all these separate facets together in the right way.

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Are there any takeover plans, ideas for entering into strategic partnerships or other strategic projects where a connecting all-rounder is essential? I like to think along about what we can do together, even if the assignment does not fit into a box.