Case

The traditional luxury company with its totally different business areas is complex and unique in the whole of Europe. Nevertheless, the fluctuation rate and the sick leave of the employees were very high, which led to a continuous overload and high costs. In addition, the company was losing its reputation within the industry. Silo thinking also prevailed between the individual business units.

After major investments in a modern infrastructure, the management decided to also invest in the leadership culture and appreciative communication.

The entire middle and upper management (over 100 people) were intensively supported and empowered over a period of 3 years, which led to much better cooperation and lower sickness rates. Since the top management was only partially prepared to lead in an appreciative manner and to dismantle old hierarchical thinking, the company is still losing committed employees. Two steps forward, one step back.