Management of EE-4C

For our management team, leadership means shaping management and corporate processes and decisions in a purposeful, sensible and goal-oriented manner so that corporate goals can be achieved.

Our managers are people who constantly reflect on the conditions and consequences of their thoughts and actions, asking themselves self-critically why they made a decision one way and not another.

On the other hand, they ask themselves whether this decision helps to substantially develop the company.

Our managers are aware of the complexity of management work. That is why they shy away from one-dimensional simple answers. They accept that companies and managers have to operate in unpredictable, uncertain, complex and ambiguous times and are therefore dependent on building up leadership intelligence in several areas at once: It is about professional, methodical-strategic, emotional and social leadership intelligence.

Building up this leadership intelligence requires a lifelong learning process. The development and expansion of leadership intelligence is closely linked to the competence of self-reflection. It is therefore the key competence of our team. The managers of EE-4C are prepared to question and review their own behavior again and again with regard to intention and effect.

This includes the change of perspective, the perception and implementation of even extraordinary-unusual suggestions and the openness for new ideas. Leadership intelligence is hardly conceivable without the ability to be flexible and adaptable to current developments.

This also applies to the various roles that the leaders of the EE-4C must assume. Those who want to constantly keep an eye on the achievement of corporate goals and develop leadership intelligence on several levels and fields should be competent to act sometimes as – for example – a results-oriented manager, sometimes as a relationship-focused companion, sometimes as an inspiring role model, sometimes as a supportive coach. It is a characteristic of leadership-intelligent behavior not to take on just one or a few roles, but to empathize with the respective leadership situation and to immerse oneself in the imaginary world of the respective employee whose further development is at stake.

With the help of our leadership style, employees and teams should be enabled to act independently as well as on their own responsibility.

The leader acts as a role model and with his or her behavior. He or she conveys the meaningfulness of the work and intrinsically motivates the employees to achieve a common as well as the higher (corporate) goal.

Stephan Mattner

Sven Greisert

Irene Mwangi

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