Marcel Ambord is the managing director of SAUTER EDELSTAHL. He likes to spend his free time on the golf course. He thinks it's cool that as a managing director you can take on responsibility and make a difference. He doesn't like routine work.
The company is one of the leading service providers for aluminum and stainless steel in the form of sheets, tubes, bars, profiles, fittings, as well as food fittings.
In the right place at the right time with an appropriate track record, commitment and spirit.
He manages and is responsible for the company - and he has to take the fall when things don't go well.
He/she acts as a role model, has a high level of commitment, an authentic demeanor, social skills and expertise.
If you delegate and transfer responsibility according to level, then the usual daily workload is sufficient.
If you take it with humor and confidence - then everything goes easier.
What's cool is that you can take on responsibility and make a difference. It can be a pain in the ass when the job becomes routine.
With self-monitoring and reflection of his performance and with feedback from his work colleagues/supervisors.
With organization, planning and control and meetings.
Valuing each employee for who they are, regardless of their function or position in the company.
SMKs are all well and good, but they are not a decisive factor for my work. I prefer personal dialogue.
Robert Hartmann is Managing Director of HARTMANN MATERIALS AG. He is the father of two sons and a linguistic talent: in addition to German, English and French, he also negotiates effortlessly in Chinese.
Andreas Bee is the managing director of BIBUS AG. He appreciates the cooperation with motivated employees. What annoys him, on the other hand, are aimless discussions, nagging without counterproposal and poorly prepared meetings.
Philipp Bachmann is CEO of BIBUS METALS AG. He likes to spend his free time hiking or riding his motorcycle. What does a CEO have to be like for him? Responsible, pragmatic, empathetic, persistent and loyal.