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Talent Motivation and Agility

19 Sep

Talent Motivation and Agility

SpenglerFox wraps up the summer with discussions on talent motivation and agility with clients in the Czech Republic

On Thursday, 30 August, SpenglerFox consultants led by Michal Vajskebr met with between 20-30 of the firm’s top clients in Prague to wrap up the summer holidays with some good food and drink and exciting discussions.  The event took place in the Černá labuť (Black Swan) Gallery with its splendid view of parts of Prague’s Old Town and Letná Hill.  The main draw for the event was two very successful and interesting speakers, who came to share their experiences in executive leadership teams throughout the region. The topic of the evening was how to inspire and motivate good talent with a focus on retention.

The expert discussion panel, moderated by Michal Vajskebr, included Martin Horčička, COO at Wüstenrot and Ján Čarný, managing director at COFACE. Comments by the panelists led to some interesting discussions and delivery of insights on what attendees’ personal leadership experiences and challenges they faced in the past taught them about team-building and motivating managers to perform.

Martin Horčička (Wüstenrot):  Martin’s experience is specific in that he has done a lot of interim management consultancy and worked in teams where he was brought in to manage a business turn around.  His biggest challenges related to building and nurturing trust among members of the teams he managed.  He pointed out in his remarks that the best first step, when new to a leadership situation, is to find the commonalities that you have with your team; specifically, when working in multicultural environments.  One issue that Martin pointed out is that many managers, workers, team leaders, etc. are looking for a higher purpose in their day-to-day jobs. They want to be part of something bigger.  He noted that when discussing difficult operational changes with teams he led in Western Europe, there was greater comprehension and respect from his employees once he convinced them he shared their concerns and passion for the future of the company.  He noted that during his time in Belgium, the workers in the team he led had a personal investment, feeling-wise, in the company they worked for and wanted to ensure its viable future. Martin pointed out that one way to involve team members and secure their commitment to business plans was to seek their input in defining the company’s business strategy.  On the executive leadership side, he recommended taking the time to evaluate managerial talent and measure their personal investment in or commitment to the company vision or strategy.  He noted that team members are more likely to deliver better results when they know they are trusted and company leadership is willing to give them the freedom to be creative.  He underscored the need for executive leaders to foster constant dialogue with their managers and team members: help your talent understand there is no shame in asking question or seeking assistance. You’ll be surprised at the results you can achieve when you set talent free to be creative and engage.

Ján Čárny (COFACE): in his opening remarks, Ján reiterated Martin’s comments that people really should like their work.  He noted that local and regional markets have evolved quite a lot since his first years working in the Czech Republic in the investment banking industry.  He pointed out that during that time most business leaders in Central Europe had yet to come across the concepts of corporate vision or company mission. Ján mentioned that, for him personally, one of the key motivators for excelling at work is the challenge that a given job or assignment poses.  He had worked on finance-related projects on the Czech market, but then moved on to take on regional roles in Poland and later Ukraine.  He noted that managing teams in diverse markets in the CEE region was fulfilling for him, because he got to see how corporate structures function in other regional markets. He also had the opportunity to contrast leadership roles in corporate vs. more family-style businesses.  Over the years and across various national teams, Ján has come to see understanding of a company’s business model as being mission-critical. He is constantly speaking with managers and their team members to find out what they do and why.  He noted that problems most often arise when people do not understand their role in the business.  It is important that executive leadership support teams in the creative aspects of defining and implementing business plans: executives should empower their teams by saying what to do, the team then says how to do it.

Remarks from the two main speakers were followed by contributions from local and regional business leaders contributing to an open discussion forum.  Some key points raised included the following:

  • It’s important for executives to assess and define what existing operational systems work and not just pursue slash-and-burn policies (what to keep vs. what to discard);
  • Executive leadership increasingly appreciates how value for the company was achieved over the mere creation of value (teams should achieve results based on honest, transparent business plans);
  • Observe your talent, especially among younger generations, and find a way to balance their need to create and achieve with the results your company needs to deliver;
  • Focus on inter-personal relationships and building trust and mutual respect among your employees (corporate life produces a lot of unforeseen and sometimes unpleasant situations; you may perhaps have to fire your colleagues but, with politeness and respect, you can nurture those relationships and build new ties in the future);
  • Foster an environment that supports openness, honesty and authenticity (even regional cultures that have a tradition of operating based on 1:1 or closed-door meetings can be rebuilt).

For further information please contact:

Michal Vajskebr


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