YouSaid · the spoken record

Albert Baehny

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56
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2022-12-07
most recent
2022-12-07
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1
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  1. “It depends on the situations if you're facing a restructural need, if you're facing a very company with some transformations. Speed is always important, but you have to select the speed depending on the situation, the customers of the company you are in.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source

  2. “The organization that is not expecting you to make a revolution, they are expecting from you a transformation, a further development, an improvement, but not a revolution. And if you do too many change at the same time, you give also the impression to the organization, you did everything wrong so far, which is bad. I mean, when you start a new organization, you should start first by saying what you find is good, what is positive, what they've been achieving, and only then you start saying we have also problems. There are issues, there are room for improvement, but don't start with that. Start with the good news.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source

  3. “Yeah, I moved quite often in my career and I realized that when in this transition phases moving from one job to the other, from a company to another company, if you behave wrongly at the beginning, you will have a reaction, the so called organizational immune immune system. The people will be protecting themselves from you. And if you are too aggressive, you will be labeled as dangerous, and then you lost. You have no chance to recover from this first impression you gave to the organization. So never forget that a system is an auto system defense as well. If a newcomer is too aggressive and is labeled too dangerous. So it's why never start to aggressively, too fast, don't take too many decisions at the beginning. Be very selective and look and listen to the people.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source

  4. “This is for me very important. If you start hiring people out of the company, what are the messages you give to the organization? You are not good enough, number one, and I don't trust you. And this is wrong signals. You start developing and using your own resources you have access to. And if you need over time to start hiring external people, do it, but not at the beginning. Big mistake. You will be isolating yourself from the rest of the organization. And again, the two messages, you're not good enough and I don't trust you is very bad.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source

  5. “Very important because you have to realize that the whole company wants to know you. They want to fill you and they want to understand you. And you can't avoid talking to the whole organization. Too many people make the big mistake of starting at the top, staying at the top and ignoring the rest of organization. So they must get a feeling about you. You must be able to inspire them. You have to build the trust and the only way to achieve that is to meet these people, to ask questions first, and only once you have understood the culture of the company, the organizational setup, the challenges, the opportunities you can give the first directions, but not before.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source

  6. “Thank you very much for inviting me. It's a great pleasure to see you again after almost two years of physical absence of you. And on top of that, I'm extremely happy for you for what you are doing in this fantastic nauseous company.”

    2022-12-07 · In Good Company with Nicolai Tangen · Albert Baehny Chairman of Lonza and Geberit · IDENTIFIED FROM THE TRANSCRIPT · source