Building blocks of our success

• Vision
• Philosophy
• Corporate guidelines
• Employee guidelines
• Leadership guidelines
• Core proficiencies
• Corporate history

Company

• The various locations of the GEALAN Group
• Success factors of the GEALAN Group
• GEALAN employees
• Initiatives
• Responsibility / environment
• Purchasing department

GEALAN international:

Success factors

The building blocks of our success

Leadership guidelines

The quality of leadership plays a significant role in the success of the company. That is why alongside the employee guidelines, a set of guidelines based on the acronym LEADER were developed as an orientation aid for our company's leaders.

When these guidelines mention leaders, it means those employees who carry responsibility due to their position in the organisational hierarchy, their specialised duties as process or project heads, their roles in teaching positions, or those who have otherwise been given responsibility.

 

Leadership

To lead means moving ahead on strategies and ideas

Leaders commit themselves to helping the company continue to prosper and grow, to reach its goals. They promote creativity and initiative, and actively support the idea and innovation management of the company.

Leaders are focused on what they do to keep improving the quality, the workflow and the efficient use of resources.

Leaders lead by example. They identify themselves with the goals of the company, are reliable, brave and consequential, trustworthy, respectful and open to change.

 

Encouragement

Encouraging and challenging employees

Leaders encourage performance from their employees. They motivate them by giving them challenging tasks.

Leaders recognise the abilities and potential of the individual. They are in favour of further skills qualification and support trained employees, always with an eye towards the possibilities this offers the company and the potential that stick within each individual.

 

Aims

Enacting the company goals – reaching success

Leaders explain the fixed goals of the company and the organisation. To do this, they use objective agreements as a central management tool and work on them together with the employees to set goals for the individual and the team. The agreed-upon goals are sensible, measurable, ambitious, reachable and have a set deadline.

Leaders set the course to reach the goal. Every individual as well as each team is responsible for reaching that goal. Routine communication of the current work status, the degree to which the objectives were met, and requests for support ensure that the goals can be achieved.

Leaders keep themselves informed of the results and ensure the necessary measurement of success. They actively encourage their employees to signal requests for support in a timely manner.

 

Delegation

Enforcing, communicating and delegating decisions

Leaders inform their employees, especially about the company's current developments and achievements, and through open and optimal communication provide the necessary information to base decisions upon. Leaders involve their employees in the decision-making process by including their experience and knowledge. Leaders communicate the decisions once they are made and work to see them through.

Leaders trust in the abilities, the skill and the experience of their employees. By delegating tasks, resources are used and space is made for leadership tasks. With respect to the knowledge and skills of the employees, the leader empowers the employees to make the necessary decisions.

 

Engagement

Comitted to partnership – our form of cooperation

Leaders and employees understand that they are partners who work together to realise their objectives. Conflicts are addressed in a manner that is fair and constructive for all involved.

Leaders encourage partnership, team development and project workflow as as inter-organisational cooperation.

 

Response

Response – a requirement for the success of all

Leaders give feedback about behaviour and achievements, as well as offer help when problems arise.

Leaders recognise the strengths and weaknesses of their employees and openly discuss them with them. Strengths are openly recognised and named. Weaknesses are constructively addressed with the goal of eliminating them altogether.