You’ve been working with the RedZebras regularly since 2017. What sets them apart?
“Each pathway is entirely tailor-made. The RedZebras attune to your needs and determine what’s needed. They are incredibly driven. During sessions, for instance, they’re very open with their personal experiences. In doing so, they encourage others to do the same.
The RedZebras’ role is neither coercive or all-knowing—it focuses on co-creation. An approachable way, with room for debate without threat. Integrating that naturally into a team is something I find unique.”
What question did you have for the RedZebras?
“After years of working from a structured plan, I realised things had to be different. The world is changing rapidly and our industry is becoming more unpredictable. I decided to take knowledge and vision from my team and define a direction together. In short, a bottom-up vision. I thought my team would be very happy about this, but the opposite turned out to be true. Employees weren’t used to being given so much space and that paralysed them. How could I activate all these smart people and still let them take initiative?”
The RedZebras' role isn't coercive or omniscient—it focuses on co-creation.
How did the RedZebras help with this?
“Over a six-month period, I went through several sessions with Sebastian and five of our managers. In those sessions, we laid the foundations for our own safe communication: a neutral way to discuss problems. The first step was finding out what a ‘safe atmosphere’ means for everyone. A lot of time was spent on that because you want everyone 100% on board. At the same time, we gained clarity about what matters to employees when they deal with one another. After that, we gave the whole organisation the day off to adopt the same approach.”
What was an eye-opener for you during the process?
“Apart from the techniques you learn and the exercises you do, you dwell on the people you work with and just who they are. You improve your understanding of what moves them, get a clearer picture of their character traits; you grow interpersonal relationships. That has proven very valuable for me and for the whole organisation.”
How did the collaboration benefit your company and your team?
“From a survey completed by all employees, it was unanimous that it’s now easier to discuss difficult issues with one of the managers. The bond between colleagues has become stronger and people are more able to put things in perspective. We remain constructive during difficult conversations and help each other however we can. And we check to make sure we understand each other’s agreements. If not, we reconvene without pointing fingers or placing blame. In all ways, we have become more professionally mature.”