I met Dirk Tesche in a Holiday Inn Hotel Bar next to my office in Frankfurt, Germany. Straight away the first look at him told me, this man is different - light leather bag under his coat, a black hat on his head and a welcoming smile on his face – a look you don’t see often in Germany.
I think first of all I should introduce Dirk to you, as you might wonder, what kind of special person he seems to be. So here we go: Dirk has more than 40 years of professional experience, the last 15 years working as an Interim Manager for different international companies, driving change through Mergers & Acquisitions as well as insolvency proceedings with continuance. One of the companies he worked for as Interim Manager was Philipp Holzmann AG. It was the 2002 insolvency of Germanys former largest and one of the world’s biggest construction companies. Through the insolvency process Dirks tasks included among others the structuralizing of Philipp Holzmanns’ 320 international subsidiaries and associated companies. The winding-up embraces till today nearly 60 kilometer (or 37,3 miles) of records – and as far as is known, the process is still not finished.
Let’s come to the interview and enjoyable midmorning I had with Dirk:
Through the last 15 years, Dirk was involved in all different kind of changing processes. Asking him in what kind of roles he drove those changes, his answer came immediately:
Dirk Tesche: “I am always the Implementer unfortunately seen as the Invader and the first thing I have to do is to put up an umbrella to save the employees from fear. Afterwards the most important things I do are within the nonverbal area. Today you would say that I use my Soft-skills.” With a smile he added: “To be honest, I’d rather call them Fluid-skills. I am able to obtain more information within one week, then anybody from the company itself. And you know why? Because – nobody – ever – takes – the – time – to – talk – with – the – staff ! What is natural for us, most controller or financiers have never done before - talking to their
people. And that’s what I do. I talk to them. I encourage them to get a chance to be part of solutions, to tell me what is happening in the company, I offer an open ear to them and for their anxieties. You know, my ears are my most important tools and I try to walk through a company twice a day, if possible. Because I am like a sponge, I need to absorb as much information as possible. Otherwise I couldn’t follow my own understanding of leadership: Leading means to encourage employees to act by their own choice and for their own good.”
In Dirks eyes it is self-evident to talk with the General Manager or CEO (if they are still there) and to the shareholders, but the second hierarchical level is one of his most important “partners”, as those people provide the base for operations. And Dirk would never forget the people working at the machines or the nice men and women from the front desk. “Because they know the daily business, they know the grapevine.” And you should never underestimate the grapevine.
As a company, thinking about hiring an Interim Manager for situations like change, you might wonder for how long such a manager is needed. Dirk explained the following:
Dirk Tesche: “Of course there is no fix statement I can give you, but in many cases it takes something around nine months.” He made a pensive face and added: “But the magic number is three, not nine. Because within three seconds I need to get the sympathy of the others. Within three minutes I need to figure out if the sympathy is entitled and within the first three days, I need to know where the skeletons in the closet are and I have to find solutions about how to get rid of them within three weeks. Then we have three months to eliminate all skeletons and the hard work is done. Ok, now you might wonder, why do I stay for another five months or more. And here you find a stumbling block, most companies can’t handle. Yes, the business is getting better and they believe everything will come out fine. But that is wrong. For the next months I exchange the shovel for tweezers. Because now it’s the time to talk to employees again, to convince them again and again. People don’t change within two or three months. It takes time. And this time the company should invest to get the highest probability of success for the whole change process.”
Asking Dirk what his most surprising change situation had been, where he was asked to help the company: he said:
Dirk Tesche: “I was called for a change process, where a foreign company bought a French enterprise in summer and was extremely surprised that it is nearly impossible to make business in France during August (you need to know, that nearly everybody is on vacation in August, so most production companies are not producing anything). And on top, the production costs of the new company where way too high. So here several problems occurred just because somebody did not analyze or plan detailed enough, what would have been extremely necessary.”
Let’s get the focus to the talent of companies, that you should not lose, when you are in a difficult situation, and it doesn’t matter, if we look for example on the acquiring or the acquired side. As an interviewer it is always interesting to get deep insights in such processes and I really wanted to know, what companies do, to retain their talent. But the answer was honestly shocking: “Unfortunately often nothing.”
After this answer I needed to recollect myself. Imagine you are a company. You are going to merge with another company. You do this, because you see not only financial benefits, but technical process and innovation. How successful would such a merge be, when the partner company loses its talent?? And maybe you lose great talent from your company as well. It would be a catastrophe! So why on earth would you not try to retain your and the other companies’ talent? Dirk answer’s:
Dirk Tesche: “Most of the “important” managers and executives are from finance or controlling. Most of them miss the importance of the whole aspect of empathy and even more dangerous how important employees are for the success of an enterprise. You can’t measure everything in numbers, not when people are involved.”
So what do the people need in order to not leave their company? How do you try to retain the important talent?
Dirk Tesche: “Most employees want to feel acceptance, appreciation and praise for their good work. The last thing they want or need in most cases is more money. Today’s work is not only about money. It’s about a right work-life-balance, reputation, authenticity and the knowledge, that somebody is listening . And here you see the benefit of hiring an Interim Manager. As an Interim Manager you must be able to juggle between managing, sales, psychology or your role as pastor. . Most companies think in Excel and results. But Change Management is a People Business. Excel can’t help you here.”
And with these wise words my interview with Dirk Tesche ended.
Thank you Dirk for giving me this fascinating insight of your work and the two hours, I really enjoyed while talking with you!
We are delighted to announce the hire of Dr Eva Wuellner, Regional Practice Group Leader, MEA - Family Businesses and Technology “Based in Dubai, Eva will support our clients in both Executive Search assignments and Human Capital Services projects (Leadership Development, Assessment Centres, HR organization…). Having worked in multinational enterprises and family groups (Unilever, Amazon, FANUC, Lindab, Wadi Group), Eva has gained a broad cultural and professional expertise while working in Germany, Luxembourg, Russia, Czech Republic, Hungary, Egypt and Kuwait. Along her career, Eva grew her expertise in Talent, Change and Performance Management and Recruitment/Talent Acquisition. Eva holds a Master degree in Economics from the University of Passau, Germany, and an MBA General Management from the European University of Economics and Management in Luxembourg. She earned a Doctorate of Business Administration from Surrey Business School, UK, with the doctoral thesis titled “Talent Management in Luxembourg”. Eva is a fellow of the University Forum of Human Resource Development (UFHRD) and the European Institute for Advanced Studies in Management (EIASM). Eva speaks German, English, French, Italian, Spanish, Arabic, Russian, and Portuguese.” Says Cedric d'Halluin, Partner, Emerging Markets - Middle East, Africa, Russia, Turkey. “I am thrilled to join a multi-cultural team of Executive Searchers and HR professionals in a company that is grounded on high ethical values and family spirit with a strong customer-centric approach.” Says Dr Eva Wuellner, Regional Practice Group Leader, MEA - Family Businesses and Technology.
Xenia Becker and Cedric d'Halluin of SpenglerFox collaborate with GoINPHARMA to discuss compliance and globalization changing approach to leadership search in pharma and healthcare. Executive search and recruiting have changed rapidly over the past decade. Most of these changes stem from a deep restructuring of client needs. Whereas, some 10 years ago, businesses were asking executive search firms to fill top leadership and sales management roles, clients, in the past half-decade, started asking for placements in the fields of Market Access or Medical Affairs. The way larger pharma companies approached their business had changed. Many went from a commercial sales view of doing business to adopting a more scientific approach to bringing goods and services to market. Demand for leadership with deeper technical know-how grew. In emerging markets, the situation is not that different. Compliance issues have had a big impact on how corporate HR picks new leadership hires. The expat vs. local approach to hiring has come full circle. Initially, expats were brought in to emerging market countries to mentor and help with transition and economic restructuring, then local talent hires gradually replaced them. However, during the last five years or so, the environment in many emerging markets (i.e. Brazil, Russia and Turkey) has changed. Markets have become more regulated and subsequently ways of doing business have changed. Market buzzwords no longer include “expansion”and “adding headcounts”; instead, headquarters for multinationals in these markets now speak of “compliance” and “rational growth”. Because of new regulatory demands, company leadership teams are generally more cautious and calls for expat-influenced management have once again grown: due to their more extensive experience in handling compliance-related decision-making. Management and Leadership Skills Candidate skills have always been important. However, businesses (as our clients) have gone through significant evolution and this has changed their demands. If you go back a decade, it was very likely that a German company filling an executive post abroad preferred to, and did, hire a German candidate. This is no longer the case. Also, mobility is an increasingly important factor. More businesses seek people for leadership roles who are willing to relocate. This fact breaks with previous industry standards where business executives and upper-level managers focused primarily on career development. They took on a position expecting to advance within that specific worksite (geography). Today, however, markets like Germany are opening up to foreign talent: businesses are putting knowledge and skills at the top of their recruitment qualification wish lists. Key Skills in Demand Soft skills have grown in importance. This is particularly true for the pharma industry, and this stems from the fact that regulatory norms have changed a lot over the past twenty years. Previously, sales teams (and their leadership) had much more freedom in their approach to business. However, this has all been halted by regulations that look to curb potential corruption. This means that companies have had to look for new ways to build relationships with healthcare professionals. Businesses need leaders that keep an eye on compliance and work within the letter of the law and focus on sales team monitoring. Alongside that, pharma businesses now also place greater importance on executives’ ability to manage multicultural teams and to work within so-called matrix organizations. This means leading and providing guidance not only for local business units, but also therapeutic divisions, which can be a challenge. A further critical skill is executives’ ability to optimize production processes. Business leaders now look more at efficiency alongside improved production. This has been the case for the past few years: businesses are looking to minimize waste and focusing on lean management tools. The Great Recession did much to push this trend. Prior to the economic slowdown, there had not been such a big need to focus on efficiency. Now, this has all changed. Clients have excellence centers for lean management in pharma production. This, in turn, has changed pharma companies’ approach to talent sourcing. Previously, businesses had been more conservative, i.e. they hired talent with pharma backgrounds for pharma roles. Yet in recent years, they have switched up their search approach in the quest for efficiency. Now, it is common that a pharma company will look, for example, to the automotive sector to find the efficient leaders it needs. In emerging markets, retention and development of executive talent is just as important as the search process. Businesses increasingly focus on leadership development and use of assessment centers. Executive HR teams have moved from mass recruitment of new employees to intense development of existing teams; businesses are moving away from operational approaches and focusing more on strategy. They put more effort into strengthening the teams they have in place, rather than running external searches. One could say that companies have moved from an expansionist view of doing business to a strategist one. Impact of Technologies and External Influences Businesses increasingly talk of pushing forward with technological advancement; for example, as part of phenomena like Industry 4.0. However, the key ask organizations now have for their leadership at present is greater creativity. Businesses want their executives to be more flexible. You also see a greater push for a bottom-up approach to leadership versus traditional top-down models. Company leadership increasingly feels that customer-facing team members have a more direct relationship to the consumer: they have direct feedback on what the market wants. A specific reality impacting emerging markets involves local manufacturing. This is the case in Brazil, Russia, Saudi Arabia, South Africa and Turkey. Governments now have requirements that businesses invest in local manufacturing in order to get approval for price reimbursement for medicines and medical devices. Essentially, companies must localize production or they get booted from the market. This creates a further dilemma for multinationals as the talent for managing production is not always readily available on local markets. Overall, this is part of a broader cycle involving the expat/local/expat-hybrid recruitment cycle mentioned earlier. Some businesses have looked to bridge the expat-local talent gap by recruiting via national diasporas. They put together special packages to bring their countries’ expats back to their home markets. This has been a preferred recruitment strategy for emerging markets in recent years: businesses search among talent that has relevant, important cultural ties but who have also worked in different cultural environments and can offer a fresh perspective. The Future Executive Executive talent must increasingly be people-oriented. Businesses are shifting away from hierarchical leadership; these days, the focus is more on the team. This also stems from generational changes within businesses where younger leaders place greater importance on meaningful work assignments. Meeting this need has also become critical due to a lack of talent in many areas: need for retention is a key motivator. Leaders also need to focus on the needs of their teams and what younger generations now expect of work environments. For example, perks like home office have become standard. Whereas, a decade ago this was rare or unthinkable, most businesses now offer a mix of on-site (workplace) presence coupled with home office days. On-site vs. home office arrangements also place a new set of demands on executive leadership. Directors need better communication skills and they have to invest in developing trust across teams that may not be physically present on a daily basis. Executives have to check in regularly with their managers and lower-level teams and agree on reporting schemes that satisfy both sides. In emerging markets, executives increasingly expected to focus on effectiveness and efficiency. For example, you see pharma companies moving to an FMCG mindset. As the market for OTC products begins to grow more rapidly, sales demands a more aggressive approach. Pharma companies are looking for consumer-empathetic (consumer-minded) talent to drive and manage operations. Moving Forward: Take-aways As has been summarized in the text above, global economic forces are rapidly changing what businesses need from their top executive management. Our view at SpenglerFox is that clients must consider leadership placements within the framework of ever-changing business environments. Top executives will need to put together teams that can work within new regulatory structures, run flexible organizations that react quickly to new production needs, and introduce management styles that accommodate multi-generational employee teams. Investment in the development of forward-thinking and strategy-focused executive talent will ensure that your business succeeds on global markets in the coming decade. For more information please contact Xenia Becker Image credit : rawpixel
We are delighted to announce the appointment of Maciej Kotowicz, Country Manager - Poland. “It is with great pleasure that I announce our latest addition to the SpengerFox Group, Maciej Kotowicz, who will assume the role of Country Manager – Poland. Maciej will be based in Warsaw, one of our firms strategic hub locations and drive further growth in Central Europe as part of our overall business strategy.” Says Jens Friedrich, CEO of SpenglerFox Before joining SpenglerFox, Maciek spent the past 12 years as a Partner at Heidrick & Struggles in Poland. His focus has been on Executive Search and Leadership Advisory mainly within the Consumer and Industrial space in CEE. Prior to that Maciek gained substantial experience in General Management as the MD of Tate & Lyle as well as in strategic HR as the HRD of Ahold. “I am delighted to have joined SpenglerFox during this exciting chapter in the companies history and bring my experience to grow and develop the business and team in Poland as well as across wider geographies of SpenglerFox. To succeed in this industry you have to be a true expert and that is the minimum requirement of our clients, the generalist era is over” Says Maciej Kotowicz, Country Manager - Poland of SpenglerFox