“Experience Cannot Be Transferred”

Martin Fišer, Managing Director of the Czech subsidiary of TURCK, on his journey from sales into company leadership. He shares aboutthe quiet departure of friends, on the one hiring mistake that changed his approach to people, and on the advice he would give himself today, ten years ago.

When you moved from sales to the top of the company, what did you have to stop doing?

Before stepping into the role of Managing Director, I had spent my entire professional life in sales. First as a salesperson, later as Sales Director. I had things firmly in my own hands and directly influenced results. The biggest change wasn’t that anything became more difficult. It was that I had to stop doing certain things altogether.

Specifically, hands-on sales at the operational level. I can no longer afford to be involved in every opportunity, pushing it forward and winning it personally. Instead, I had to learn to trust the team and shift into a role where I create the conditions for them to succeed.

What also surprised me was the breadth of responsibility. Suddenly, I deal with areas I had never encountered before—legal matters, HR, motivation and development of people, communication across the company, mentoring. I spend less time in sales and more in operations and strategy. I do miss sales; it’s an environment where I feel at home. On the other hand, it’s precisely this change that keeps pushing me forward.

Every manager has their scars. Which one changed you the most?

When I stepped into the role of Managing Director, some colleagues—who were also friends—couldn’t handle the change and left the company. It was difficult, but it quickly showed me that in this role I have to put the company’s interests before personal relationships.

With hindsight, I can see that I could have communicated more and better understood the other side’s perspective. Today, communication is a key tool for me. I try to build an environment of openness and trust within the company.

Which decision has cost you the most personally?

Personnel decisions. Always personnel. These are situations where you know that, in the interest of the company, a change needs to be made, yet at the same time you respect that person and it’s not something you take lightly.

It’s almost never black and white or immediate. It’s a process. We try to work with the employee, help them move forward, give them space to change. But if it doesn’t work, I have to act. With the same information, I would make those decisions again. Precisely because they are preceded by an effort to find a solution, not just a quick intervention.

Where did you make a mistake that you gained the most from? And what exactly did it teach you?

Mistakes are a natural part of the job, and the key is to learn from them. One that influenced me the most was in recruitment.

I relied on my own judgement and didn’t verify references. It quickly became clear that this was a mistake.

Today, it’s a standard practice. I always check references. It taught me not to base decisions solely on intuition, but to combine it with verified information.

A habit without which your performance would decline?

For me, it’s running. It helps me clear my head and maintain my energy. We also have a company group where we share results, so we motivate each other and a healthy sense of competition naturally develops.

Manual work in the workshop is just as important to me. It’s the counterbalance to managerial work. You can switch off, and at the same time immediately see a tangible result of your effort. That’s something you often don’t get in the office.

Which tools or technologies genuinely save you time today or improve your decision-making—and what would you recommend to other leaders?

Today, we have an enormous amount of information literally in our pockets, so the key is knowing how to use it effectively.

I consider tools such as AI, CRM systems, shared documents and team collaboration platforms essential. At the same time, simple things still work—a well-organised calendar and proper planning.

In the end, it all comes down to one thing: being efficient and saving time, which we can then devote not only to work, but also to our families.

COVID and the material shortage—you grew during that period. That’s no coincidence. What were the one or two key decisions that set you apart from competitors who stagnated?

In both cases, the same approach worked for us: staying as close to our customers as possible and communicating proactively. When others stay silent, you speak. That alone makes a difference.

The second factor is that we are a global company with production across multiple continents and our own local warehouse. Thanks to this, we were able to manage inventory flexibly and secure deliveries even in situations that were difficult for others. The combination of communication and the ability to respond to product availability was key to our growth.

You talk about a shortage of people. Where does it hurt the most?

Competition in the labour market is high today, yet we’ve managed to maintain a full team. What’s encouraging is that candidates apply even when we don’t have an open position. I take it as a signal that the automation sector is attractive and that our employer brand is working. 

How can you tell in an interview that someone is the right fit?

Our recruitment process isn’t based on a single meeting. We look for dynamism, teamwork, courage and fairness. A CV won’t tell you that. That’s why we test candidates and check references. By the time we make a decision, we have a high level of confidence that the person will truly fit in.

Can a Managing Director really switch off?

I consciously make space for it—time with my family and sport. At the same time, I’m available whenever needed; I see it as part of the responsibility.

That said, when the team and the company function well, crisis situations are minimal. And then it becomes much easier to maintain a healthy balance.

What are you currently working on yourself?

On further development. Through various programmes and training, even outside the work environment. I enjoy meeting new, inspiring people and stepping out of the daily routine. It helps me broaden my horizons beyond our field.

If you could go back to the beginning, what would you tell yourself?

My father always said that experience cannot be transferred. And yet, if I could go back with what I know today, I would certainly save myself some stress and time.

I would be more patient. I wouldn’t be afraid to say uncomfortable things. I would choose people more carefully. I would listen more. Simple things, but in practice they have a huge impact.

What most often holds back the managers you meet?

I don’t want to generalise, but I often see a combination of three things: fear of making decisions, postponing uncomfortable topics, and a lack of trust in the team. On top of that, there’s an overload of operational work at the expense of strategy. In the end, it doesn’t just hold back the manager—it holds back the entire company.