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lifeline and the others followed. But
before the morning was over, the group
began complaining that there was no
“strategy” and that the organization
lacked “clarity about rules and
regulations.” Kees found this troubling as
he had just read the strategy document
that all the managers had signed just
months earlier. He challenged the group
by asking, “Do you always sign
Kees’s three-circle model documents that you don’t agree with?”
Needless to say this caused an uproar.
So he began to develop his three-circle
But talking openly about his feelings with
model, which he explained as follows:
the group helped them move forward.
“By allowing my three different roles as
Kees explained that he had been
loving and caring husband and father,
disappointed in the group because in his
Unilever executive, and chairman of the
view “a commitment is a commitment”
If you want to break new FSHD Foundation to overlap, I was able
and keeping promises was a key
ground and set new to become more balanced and, therefore,
standards, you have to component of his value system.
more able to deal with the difficulties and
rethink your models, your
way of doing things. You issues that I was encountering in each of For the rest of the week, Kees and the
have to be brave, and you my different roles. If you view your roles group worked to identify the MWBs, the
have to have the courage to in life holistically, I believe you will be measures they would use to track
do things differently, more effective and you will be perceived progress, and the managers that would
leaving old conventions
as a more authentic person.” be in charge of each MWB. Many of the
behind.
silos seemed to be breaking down and a
Kees van der Graaf Leading with Courage feeling of collectiveness prevailed. But
When Kees took over Unilever’s Ice what would happen once everyone had
Cream and Frozen Foods Europe (ICFE) gone back to their day-to-day jobs? How
in 2001, company surveys showed that could Kees ensure they were all truly
there was little teamwork, people were committed to the plan?
afraid to speak up, and it was not an
environment in which they were The suggestions from the IMD event
comfortable taking risks. Despite good participants ranged from “identify the key
financial results, Kees felt he needed to people who have bought in and those
embark on a must-win battle (MWB) who have bought out” to “put in place
journey to turn things around. So he metrics and incentive systems.” What
invited 45 key people to attend a one- Kees did on that last morning was to lead
week meeting at a remote location that the group through a review of the week’s
was ideal for everyone to get to know journey, which was summarized on
each other and concentrate on defining flipcharts pinned to the walls around the
Must-Win Battles the objectives and strategies for the room. He had also mounted a large piece
The must-win battle coming years. In the weeks prior to the of paper on a separate board and said to
concept, developed by meeting, he met with each person the team, “If you are committed, put your
IMD professors Peter name and a message on the board. And
individually to find out what their thoughts
Killing and Tom if you are not committed, you can have a
Malnight, is a way of were about the business and each other,
and to generally get to know the team chat with the HR people who will find you
narrowing down your
priorities to a better. “In my view, a leader has to listen another job within Unilever or elsewhere.”
manageable level and and be interested in the people in the There was stunned silence for a moment,
creating focus and but everyone signed the board, which
organization,” said Kees, and indeed this
energy while at the same was then hung in the main meeting room
time building a stronger allowed him to begin to establish himself
as a leader. for two years as a constant reminder of
team.
the team’s commitment.
Success depended on building trusting
relationships, so at the kick-off meeting, “If you want to break new ground and set
Kees invited everyone to share their new standards, you have to rethink your
“lifelines” and put all the “taboo” topics on models, your way of doing things. You
the table. He began by sharing his own have to be brave, and you have to have