The Haulotte Leadership Model
Since we launched Vision in 2016, Haulotte has transformed in many ways with an eye to enhancing the company’s performance, satisfying our customers, and boosting the well-being and involvement of our teams. We continue to make progress in an environment that is constantly changing in profound ways.
In pursuing sustainable growth, Haulotte must rise to the challenges of being innovative, quick to decide, and swift to execute.
“We firmly believe that success in these challenges will boil down to our ability to adopt the right stances on how we can be together, act together, and work together. Accordingly, Haulotte wanted these principles to be the framework for a model of an empowering leadership,” Didier Grivel, Empowerment Director, explained.
This model revolves around our values and practices.
The draft model was created from the collaborative work of almost 80 people over seven workshops organized during May last. The workshops gathered together directors, managers, and employees from various sites and departments in Europe, Asia, and America. The teams presented the draft to the Executive Committee during a two-day seminar on the topic.
The draft finalized by the Executive Committee sought to clarify the outlines of an empowering leadership by specifying the behavior and expertise expected by all, which would nurture effective, inspiring relationships and thus enable Haulotte to perform well and everyone to thrive within.
Didier Grivel spoke to us more on the subject:
“The manager’s role is to transmit, communicate, and inspire action on Vision and the business project, set out goals and manage expectations, foster collaboration and the independence of teams. There is a relationship of mutual responsibility. The employees (and the manager is included with them) must embody the business project, cultivate expectations, be the protagonists in their development, and cooperate effectively. The autonomy of each employee and each team is how these established goals will be achieved.
When teams share the same vision and goals, when they have the trust of their manager, they know what to do. They dare to innovate and find solutions more readily.
This model seeks to:
- Give managers and employees more autonomy in their fields of action
- Enable cooperation
- Manage expectations while acting on our strategic aim.
It will be a gradual roll out because this model needs time to change our attitudes at a deep level.
- The first phase consists of presenting, understanding, and internalizing the company’s vision, mission, and ambition.
- The second phase will be to align the roadmaps and action plans of departments with the business project.
- The third, but parallel, phase will give each manager the chance to assess themselves, be assessed by their manager, employees, and colleagues on this leadership model (a panoramic evaluation), and choose one or two areas to focus on for the year before the next panoramic evaluation.
- Training will also be arranged for each manager so they can know and understand the details of this leadership model, and work on its primary areas.
This ambitious program will be rolled out from 2022. We will keep you updated on its progress.”
Further reading
SATISFACTION QUESTIONNAIRE
Your internal magazine, Together, has been published for over two years now. It is high time you gave us your...
continue reading
ACARLAR, Turkish market
meeting with Serkan ACAR
continue reading
Changzhou 2, focus on…
Régis Rozier explains the paint line and Harry Wang gives his view of the outlook
continue reading
