[MUSIC] In this interview, we're going to be exploring some of the key leadership and management skills that are required across an organization. And we're going to be talking to Dr. Steve Hobbs, Rittal UK and Northern Ireland Director. And we're going to explore the vision of this company. And we're going to talk about some of the key skills that are needed to bring that vision to life across the organization. So Steve, the vision that you helped to paint a picture of across your organization. Could you tell us a little about that, please? >> Rittal the largest company within the free download and our ambition is to grow the business so we have market dominance and every major country that we operate and one of those is the UK and that's where that's where I operate. >> So it intends the business is to be number one in your choice marketplace. >> Absolutely. >> And that is the absolute priority. So from that then, what key skills, what key leadership skills do you put into place to demonstrate, to bring that to life? >> To be dominant in the market for any of the strategic business units, obviously first of all we have to have adequate products, the best in class. And the performance and our ability to deliver those to the customer is paramount. So that's in terms of not only the technical capability of the products, the customer excellence in terms of being able to deliver the right quality, on time, and to be cost competitive. And not only that, but also to make sure that we're giving good customer excellence in terms of feedback. To make sure that there's good positive relationships between our organizations and any of the customers. So that helps to deliver that side of it. In addition to that, we need to be able to manufacture the products effectively, that which we do here in factory in Plymouth, as well as have a competent sales staff. So it means making sure that our strategies enable us to deliver the vision. And way which we do it we cascade those terms for strategy deployment process starting with their mother structure obviously first we have health and safety. [SOUND] We have customer excellence, employee engagement, business development, and finally profitability, because obviously the growth is important to us but naturally it has to be profitable growth. >> So everything is focused around getting this number one place and retaining that number one place in the market. So you've talked about the strategy, you've talked about the importance of customer service, you've talked about the importance of understanding the competitors, you've talked about delivering excellence and you've talked about really knowing what's going on out there in the marketplace. Which of those would you see as the real most important out of all of those? >> The main driver for us and that's our company principle number one is the people. >> Right. >> Making sure that we have motivated, skilled and trained people that we're able to execute our strategies effectively through that. >> So your, as we call it in some places the human capital, the people element- >> Yes. >> Are really, really key. So in terms of leadership or levels, that is something that is a common thing right away throughout in your organization?. >> Has to be from the executive level right down to the supervision of the guys on the shop floor. >> Okay, so what sort of actions do people will take then at all levels of leadership then, to bring that to life? To get everybody involved. To be properly skilled, properly trained, properly motivated. >> Okay, we have a common theme, running top to bottom and in terms of our leadership on team building. One of the main strategies as I explained is the employee engagement. >> Yep. And within that, we focus on strategic narrative to communicate what we're doing at all level and for what reasons from top to bottom, we make sure that we have engaged in managers, so that we're able to communicate within our teams, from one level to another, effectively. So we train people on listening skills. And thirdly is the employee voice. So we implement mechanisms to make sure that we're listening to feedback at level by level. And fourthly, a CEO organization integrity and that's making sure that we have no pseudo gap that we walk or talk and we make sure what we say, we do, we actually execute. >> Right, that's fascinating. So the clear emphasis on the people resource, a clear emphasis on communication. A clear emphasis on communication in all different directions. And by clear implication of what you've shared with us so far Steve, a clear implication on trust. So all of your employees have this trust and belief that if the leadership team say, this is what we're going to deliver together, that is actually what comes to place >> As best we can, yes >> Yeah, they did it in an ever changing world. So when you talked about having an engaging manager at all different parts of your organization what do they get up to, to be engaging? >> They could be communicating with the department with the department staff and solving the problems, and what's important to the individuals is the fact that their manager solves their problems. >> Right, problem solving becomes a key skill. >> Not just the problem solving, but actually making sure that they've heard what the problem is in the first place. In other words, if somebody's upset about something, is it something in the environment. It could be with their workmates, it could be the fact that their tools don't do the job properly. And that's what we mean by an engaged manager. Somebody who listens to the problems of their employees and they are then able to work to resolve those problems. >> So profile becomes really important as well. Because if your management team are accessible then they can do that more effectively? >> They've got to be, yes. >> Right. And just to move outside just for a minute then, because we've clearly seen the emphasis we've got on the people resource. And how important that is to keep them engaged, to keep them involved, to keep them trained. Another aspect that you mentioned was the outside affairs, so understanding the competition. How does that work at your level? >> First of all, we know who our competition are. All the major players are well known to us. And we conduct market surveys. We know from those market surveys what our position is. We analyze compared to those products, their service, their route to market, and we look to be better than them in all of it. >> And you're competition is global? >> Yes. >> So how does this ever-changing, more volatile global situation that we're all in impact on the way that you respond to competition around the world? >> Well, first, we have a German headquarters, we're a global company. And we have a strong position in Asia, the Americas, and obviously in Europe. It's their job to know what the competition are doing in each of those areas and we have a communication network back through the marketing department to start with, to make sure we know what the competition are doing. That's then fed back into product management and design to make sure that if we've got, if there's a shift in technology, particularly in the IT industry that's known throughout our organization. >> It seems as if there's the same cascade effect and consistency at all levels when you're looking externally, as well as when your managing your people resource internally. So you've got that consistency of approach right the way through. >> It is. >> And in terms of another area that you mentioned Steve, the customer experience. What is that you do, and all of your colleagues at all levels do, to make that customer experience that special? >> The first thing is actually that no say do gap to make sure that we're actually doing what we said we would do to execute on our promises. That's to start with then we work to build relationships with the customers. So that we understand their problems and we look to resolve their problems. >> So relationship building becomes really, really key? >> Absolutely and that's at all levels throughout their organization it's not just maybe the procurement department who are looking to purchase the products from us, to make sure that we've got good relationships with marketing departments, engineering departments, procurement obviously and at all levels. >> So externally to internally and internally, you've got this consistency of touch point almost, you've got a real consistency of approach. When you talked about engaging your people at all levels, you've got a consistency of expectations. When you've got your understanding the customer experience. The external customer touches any part of your organization, they're going to get that- >> Yeah. >> Same level of service. And then, doing that extra little competitor analysis. Looking at products, looking at what's happening, particularly in IT as you mentioned. There's that consistency of determination to get out there and to stay- >> Yeah. >> Number one. It's really, really interesting that. Because we've got this real consistency of approach right the way across the organization, that says, when we're looking at really engaging our people resource. Whether at Steve's level or at different levels right the way through the organization, you're going to get somebody that works to listen, that understands, that wants to solve your problems to share those problems with you. To make it right, to make it a great place to work. If you're an external customer you know that whatever point of view organization that you touch. You're going to get a consistency of response which will demonstrate why return UK an island and around the globe a number one in their chosen market places. And when you look at the competitor analysis, there's clear frameworks in place, which indicate that at every level, everybody knows what they're doing and it got this consistency of approach that says, let's make sure we do everything we can. To know where we are, in terms of our competition today, and to understand what that competition might be tomorrow. Just coming back, Steven, are there any other key areas of leadership that you would like to just include in there, because we've covered three main ones, there. >> One of the biggest parts is making sure that people understand that we care. And that is the customers that we care. That we care about the customers and we care about their business. And also, as you said about, that we care about our employees. >> Right. >> And the other stakeholder which we need to be mindful of, and that's our owner, the owner of the group. We have to deliver on our promises there again. We do have to perform. The other area which I feel is important and it's a very important aspect that all large companies need to do, and that's to be mindful of the local communities. Especially in terms of being able to support education. Taken on apprentices, graduates, giving good support to the schools when they need projects, when they need work experience, be they universities for interns, and even help them with post-graduate research as well. So I think it's important that we support our local community in those areas especially. >> So in this first interview we've looked at a number of key things as far as Steve's role is concerned. We've looked at the real importance is given to Managing and caring for the people resource, to keep them motivated, to keep them engaged, to keep them wanting to play their part in making Rittal number one in their chosen marketplaces. We've talked about the competitor situation, both for today and tomorrow. We've talked about the important given to customer service to exceed expectations and we've also just heard about the importance of stakeholder management both in terms of inside the organization and externally. And we heard about the example of the local community and really engaging with the local community and seeing how the organization and community can work together. Thank you very much, Steve. [MUSIC]
