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Earlier this year I had the honor and pleasure of hosting Aebi Schmidt at De Baak Seaside during their annual 2-day strategy meeting. Aebi Schmidt Holding (AHS) is based in Zurich, Switzerland, and 50 top managers from the global company came to the Netherlands for two days to take a look at the year past, reinforce their company values, and look at the way forward for 2012.

Aebi Schmidt is the leading system provider of innovative technical solutions for the cleaning and clearing of traffic areas as well as the mowing of green spaces on difficult terrains

Regular readers of this blog perhaps notice that I often take the intercultural view of doing business. I’m always looking for ways to help leaders to recognize differences and to leverage those differences for mutual benefit. And in preparing for Aebi Schmidt, my colleague at De Baak, Raymond Eilander, and I sought ways to highlight cultural value differences while helping the participants align to company values.

To my pleasant surprise, there was remarkable homogeneity amongst the values of the managers. Not cultural homogeneity — far from it. Amongst the Swiss, German, Italian, Polish, Swedish, Dutch and Spanish participants there was a great deal of difference. The homogeneity was among the company values. Regularly, consistently and pervasively, I heard the following values expressed:

  • The importance of innovation (how to find it, encourage it and enable it)
  • Building trust
  • Shaping change
  • Working positively towards solutions
  • Respect for others’ position and perspective

How was this possible? How were the cultural differences of seven different nationalities trumped by a strong company culture? Of course there are many reasons and causes to defining a culture, many if not most of them invisible and difficult to define. But in the case of Aebi Schmidt for me there was a very strong defining element to the company: the CEO Walter Vogel.

Mr. Vogel at first blush appeared to me, when I first met him in Zurich during the planning stages of the meeting, to be the epitome of the Swiss executive: impeccably dressed, formal, stiff and encouraging to deference. Even though I was on the mark regarding his sartorial taste, I was way off base about the rest. Walter (please don’t call him “Mr. Vogel”) put me immediately at ease and we had a very pleasant 2-hour conversation about what we should plan for his company.

Later, during the 2-day event, Walter clearly showed outstanding characteristics of an excellent leader. He was engaging, participative, continuously present but low-key, encouraging and supportive. During the entire 2-day event, he excused himself exactly one time to “tend to an emergency.” Within 15 minutes he was back and again in the flow of the program.

We’ve worked with many companies at De Baak. Some with success and some less so. Seeing the positive, supportive leadership style of CEO Walter Vogel was truly an inspiration and, in my mind, the well-spring of a strong, positive company culture. I find it significant that Walter’s #2 man, CFO Stephan Naef, has won Switzerland’s CFO of the year award. I can imagine the the supportive, encouraging leadership style of his boss had a great deal to do with it.

 

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Leo Salazar

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