A supportive workplace at all levels
At Viessmann Climate Solutions, servant leadership is at the heart of our leadership practices. Leaders are given the competencies, the skills, and the tools that they need to drive change in the workplace and to empower their teams.
Leadership is a group effort at Viessmann Climate Solutions: It’s a conversation between our leaders and their teams – one built on empowerment and sustained by internal support networks. It’s called servant leadership: Whereas traditional management methods rely on a top-down approach to team building, ownership, and accountability, we encourage our leaders to nurture staff members towards making their own decisions, which allows both parties to focus on delivering the best customer service possible.
Servant leadership is a process
Customer-driven practices guide a team’s sense of purpose – it provides context to each team’s work, motivates actions that benefit the customer, and pushes teams to create seamless, satisfying solutions for our customers and users. Performance-driven practices, on the other hand, create sustainable growth by establishing clear benchmarks across functions: Our leaders should encourage their teams to make decisions based on data and reason, and they should ensure that progress is toward shared goals, favoring long-term success over short-term fixes. The people-driven practices, however, bring together leaders and their teams. Leaders serve their teams, empowering them and providing what they need, while demonstrating fairness, humility, and other values in action, not just on paper. Both receiving and offering feedback are integral for leaders to grow alongside their teams – leadership is a process in our offices.
Whereas traditional management practices offer clear hierarchies, we encourage responsive and reactive management styles that work with teams and leaders at an individual level rather than dictating their path to success. To serve customers and clients best, our organisation needs to be able to do their best work. The leadership principles at Viessmann Climate Solutions are informed by this relationship.
There is more than one type of career
The same guidance is offered to employees hoping to continue to advance their careers at Viessmann Climate Solutions. One of the things Viessmann Climate Solutions is clear on is that in this new type of cross-functional organization, we can’t only have one type of career. For those interested, the career development process can include the Leadership Academy.
We assemble groups of around 30 employees based on their potential and their interest in becoming a leader in the workplace, and they work in cross-functional teams, building and developing the necessary foundation to lead a team of their own. Our Leadership Academy’s curriculum is made-to-measure for each participant’s background and goals, and it’s just one of the on- and-off-the-job opportunities for advancement that we offer at Viessmann Climate Solutions.
Celebrating individuality and diversity
Whereas traditional career ladders are based on hierarchies and linear growth, we value employees for their existing talents and skill sets as well as those which they hope to develop and nurture in their roles. Through our People Growth Review processes, leaders collaborate across functions in order to highlight employees’ key strengths, deliberate on their potential and create tailor-made career plans wherever possible. It’s a way for workplace leaders to empower their teams: The process facilitates meaningful guidance based on the existing trust they share.
It’s what we are known best for: Customers choose to work with Viessmann Climate Solutions for our thoughtful and collaborative approach. The employee experience at Viessmann Climate Solutions is no different. We offer a supportive workplace at all levels, one that both values and celebrates individuality and social sustainability. Traditional management practices can be restrictive to both leaders and their teams. At Viessmann Climate Solutions, customer success requires the success of employees – and the leadership practices reflect that.