By Heiko, Iffezheim, Germany.
In this article, you’ll read about my journey, starting from my time at Eurocorps where at the beginning, it was an adventure for me to my current role as Director of Sales. At Eurocorps, we were not soldiers in the traditional sense. These soldiers at Eurocorps always organize everything… the target was that they were ready in 48 hours. My job involved ensuring that everything was prepared so that when the time came, our divisions were ready to deploy to places like Kosovo. This role was not just about logistics; it was about working in an international team under the umbrella of NATO, where we were well organized, but in our roles, we worked as we wanted. This experience taught me the value of autonomy and flexibility in the workplace. You’ll also discover why I believe it’s just hard work every day from day one till the end that leads to success, and how I encourage my team to work hard, think about what you’re doing, and almost everything will be okay.
When I started at Eurocorps, it was not easy. The infrastructure was outdated, and the cultural differences were significant. I didn’t speak French well, which made the integration even more challenging. In the beginning, we had little contact with people from other countries, and the German and French soldiers mostly kept to themselves. But over time, as participating European countries invested more in the facilities and we built stronger relationships, things improved significantly. By the time I left, collaboration had become much smoother, and the cultural barriers we initially faced had largely disappeared.
One of the key things I learned at Eurocorps was the value of autonomy and flexibility in my work. We were well organized, but we were also free to do our jobs as we saw fit. This autonomy allowed me to enjoy my work and take pride in what I was doing. It is something I’ve carried into my current role as Director of Sales. I don’t believe in micromanaging. My approach is simple: I encourage my team to work on their own ideas and trust them to manage their own tasks.
Trust is a fundamental part of this environment. Normally, I have very good contact with my team. We talk every day about different things—key projects, what’s going well, what’s going bad. This level of trust allows my team members to work independently, knowing they can come to me when they need support. I’m kept up to date with everything—if it’s not broken, don’t fix it.
In my management style, I focus on what my team members are good at. It’s better to work on those things you are happy with and you are good at. This was a lesson I learnt as a referee at football games. Then automatically, the things you are not so good at shrink. This philosophy not only boosts morale but also drives better performance. The trust I place in my team members to manage their own work is crucial to this philosophy.
However, it hasn’t always been easy, especially with the frequent changes in upper management. At the moment, it’s not really easy for me because I have seen so many new bosses on a European level. In the past, it was much easier because then we worked together, or I worked together with one managing director and with the marketing department in Germany. Establishing trust with new leaders takes time, but I believe in demonstrating the effectiveness of my approach through consistent results.
Recruitment has been another challenge. I’ve had open positions for up to two years, and it’s tough finding the right people. For me, one important thing is that they are willing to work. When I interview candidates, I look for experience and track record, but more importantly for organisational skills and how they handle their workload. If they’re not organised or not willing to travel and meet customers, or end users, then they’re not the right fit for my team.
COVID-19 has also changed the way we work. The willingness to travel has decreased, but I still believe in the importance of face-to-face meetings, even in this digital age… it’s still a different dynamic than through a video conference. Despite the challenges, I continue to push for excellence in my team, ensuring that we do our jobs to the highest standard.
At the end of the day, my approach is shaped by my experiences at Eurocorps, where I learned that hard work and flexibility can lead to great success. You do not need a background. It’s just hard work every day from day one till the end. So then you can achieve everything. This belief in the power of hard work and a positive, supportive work environment continues to guide me as a leader, where trust is the cornerstone of everything we do.
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