„Zkušenosti jsou nepřenositelné“
40 ǀ POSITIV MAN 2026
neřekne. Proto kandidáty testujeme a ověřujeme re-
ference. Když už se pro někoho rozhodneme, máme
vysokou jistotu, že se k nám opravdu hodí.
Dokáže jednatel skutečně vypnout?
Vědomě tomu dávám prostor. Čas s rodinou, sport.
Zároveň jsem v případě potřeby dostupný prakticky
kdykoliv, beru to jako součást odpovědnosti.
Platí ale, že když dobře funguje tým a firma, krizových
situací je minimum. A pak je mnohem snazší udržet
zdravou rovnováhu.
Na čem aktuálně sám pracujete?
Na dalším rozvoji. Přes různé programy a školení
i mimo pracovní prostředí. Baví mě potkávat nové,
inspirativní lidi a dostávat se z každodenní rutiny.
Pomáhá mi to rozšiřovat obzory i mimo náš obor.
Kdybyste se mohl vrátit na začátek, co byste si řekl?
Otec vždycky říkal, že zkušenosti jsou nepřenositelné.
A přesto, kdybych se mohl vrátit s tím, co vím dnes,
určitě bych si ušetřil část stresu a času.
Byl bych trpělivější. Nebál se říkat nepříjemné věci.
Pečlivěji vybíral lidi. Víc naslouchal. Jednoduché věci,
ale v praxi mají obrovský dopad.
Co nejčastěji brzdí manažery, které potkáváte?
Nechci zobecňovat, ale často vidím kombinaci tří věcí.
Strach z rozhodování. Odkládání nepříjemných témat.
Nedostatek důvěry v tým. K tomu přetížení operativou
na úkor strategie. Ve výsledku to nebrzdí jen samotné-
ho manažera, ale celou firmu.
“Experience Cannot Be Transferred”
Marn Fišer, Managing Director of the Czech subsidiary of TURCK, on his journey from sales
into company leadership. He shares abouhe 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.
The hardest decisions for me
are those involving people.
| Text: Matěj Ohanka, foto: Turck, s.r.o.