Operating a Plant is Not Enough. How to Create an Environment Where People Want to Stay?
28 ǀ POSITIV MAN
people I can build trust with – to listen to them, work
with them, and look for solutions together. But trust can’t
be one-sided. It’s just as important that my colleagues
feel they can come to me with any request.
It might not sound groundbreaking, but believe me—
trust is what determines whether a team succeeds
or fails.
Is it easy to build trust on a daily basis?
No, building trust is not easy, it takes time –
as demonstrated in consistency of both words
and behaviors. Imagine leading a team where every
member not only believes in you, but in one another
and where everyone feels like part of something bigger.
Does it sound like a utopia? For me, it’s the goal I try
to get closer to every single day.
In your opinion, what creates a good working
environment? And how do you contribute
to it as a leader?
A good working environment, in my view, is one where
people feel respected, heard, and appreciated. This
is fundamental for Maxion Wheels – we strive for
inclusion. As a leader, I try to be not just an authority,
but also a partner. My team and I walk the floor, ask for
people’s opinions, and give them the space to share their
own ideas. And what’s crucial – we take those ideas
seriously. One of the most important lessons I’ve learned?
Never underestimate the power of feedback. Positive
or negative, it has always helped me grow.
We also aim to break down the barriers between
management and the rest of the team – sometimes through
simple gestures. One of our traditions is “management
cooks for the people.”, where we prepare things like
burgers, goulash or chilli con carne. It’s a form of servant
leadership – an informal get-together that plays a big role
in building relationships within the team.
In the end, it’s essential to realise that everyone wants
to know their work has meaning. And it’s our job,
as leaders, to help them discover it.
What is your role in making new team members feel
welcome and encouraging them to stay long term?
First impressions matter. We’re constantly working
to improve our pre boarding and onboarding processes,
but they can’t succeed without personal involvement.
I personally welcome new colleagues and make it clear
that we truly count on them. For us, onboarding isn’t
just about paperwork – it’s about making sure the new
team member feels like part of the team from day
one. Everything is set up so they can easily find their
bearings, without wandering around the site, and start
contributing straight away. They get a clear adaptation
plan and to introductory meetings with colleagues.
Digitalisation helps us make the whole process
more transparent – new hires can simply access all
the necessary information from their office computer.
Our goal is for them to feel welcomed, informed,
and confident about who they can turn to.
It may seem like a small gesture, but one moment that
matters to me is inviting a new colleague for lunch. It’s
a chance to connect outside the formal work setting. It’s
not a fancy brunch with the director – just an ordinary
lunch in the canteen, like any other day.
And the most important thing? Listening. I ask what
they need, what they feel is missing, and what would
help them feel more at home.
Building trust is not easy, it takes
me – as demonstrated in consistency
of both words and behaviors.