Individual leadership coaching provides an opportunity for confidential one-on-one coaching, “sparring”, when faced with new challenges. As work situations change, the sparring partner helps focus one’s work, clarify leadership roles, find new perspectives, and harness your potential as quickly as possible.
Nokian Tyres is the world’s northernmost tire manufacturer that offers peace of mind in all conditions. Our know-how stems from our Scandinavian roots and values. Sustainable safety and eco-friendliness across the entire life cycle are the goals for our passenger car tires, truck tires and heavy tires. Our Group also includes the Vianor chain, specialising in vehicle maintenance and tire services. In 2019, the company’s turnover was approximately EUR 1.6 billion and it employed some 4,700 people. Nokian Tyres is listed on Nasdaq Helsinki.
Nokian Tyres has had a brilliant growht story during the last decades. One of the key players in the success has been Susanna Tusa, Head of Legal for the Group. Susanna has actively participated in and supported the development of the global company. She has always been very committed to the firm; partly due to the fact that she´s from town called Nokia, the hometown for the company, herself. After 13 years of legal matters she made a significant decision to move to specialist role in business development from the role of superior and member of the management board. What was behind her decision? And how it was possible to do such a special career move?
Coaching was a way forward
Minnariikka Rajala from Delficon started co-operation with Susanna Tusa with perfect timing. It clearly was time for Susanna to think of new, even ground breaking, ways to work for Nokian Tyres. Susanna still felt that she definitely wanted to stay in the company she was very committed to, but her role needed to change. For several years she had wanted to work more ”hands-on” in business development. Her position as Head of Legal meant in a global listed company that main part of the job consisted of administrative tasks and that was not what motivated her anymore. With Minnariikka they started to find the new path. The first task was to figure out with different kinds of tests and exercises what it is that Susanna really wants to do. Important part of the coaching was confidential and open discussion between Minnariikka and Susanna. When one is making special and not-so-common career move there is several matters to think about. How the organization takes the change? What about the new colleagues and their feelings about the situation? Susanna wanted to learn new things and get new challenges at this point of her career. But also make sure, that maybe later she can return to superior roles if that is inviting her again.
Results and benefits
It was possible to keep motivated, important and competent person in the company, because Nokian Tyres was open and compliant to the career move Susanna wanted to make. Susanna is especially thankfull for her new colleagues for the excellent and warm welcome she had in the new position. New role and new work tasks have been smoothly learned and embraced thanks to whole organization supporting her bold decision.
”I am very motivated and excited about my new work and the opportunity to learn new and challenge myself every day. In some way I even feel more usefull for the company now. I am again very enthusiastic about my work”, explains Susanna Tusa.
Delficon´s and Minnarikka Rajala´s help and support was in a major role for Susanna´s career move. When big changes are made, it is very usefull to have discussions with someone outside the company, who can look things objectively and openly, keeping both advantage of the person and the company in mind equally. ”Susanna has had a great career in Nokian Tyres. I had a priviledge as a coach to work with her in a situation where completely new role had to be found inside the company. I am very impressed that a person like Susanna, who is very committed, broad-minded and eager to learn new, finds excatly right new direction for herself without having to change the company or resign. In my opinion Susanna is very brave and bold leader for all of us: our career doesn´t have to always go by the beaten paths and what is expected. We all need to pause and listen to our inner voices. What is it that we really want? What do we need on a daily basis in order to be happy and content in our job? If the current role is not completely satisfying, I strongly recommend thinking of other options inside the company. In this case the end result was very succesfull for both Susanna and Nokian Tyres”, tells Minnariikka Rajala from Delficon.
The Swiss Novartis is one of the leading medical companies in the world. In Finland, the company is represented by Novartis Finland Oy with 155 employees. Novartis Finland Oy markets medical products and invests heavily in clinical research in Finland.
Corporate responsibility and innovation are the bases of operations at Novartis. Leadership challenges stem from operating in a strongly regulated and turbulent market and from leading top experts. Antti Viitanen, Managing Director at Novartis Finland, leads through values, and believes strongly in creativity and in questioning traditional operational models. Delficon has supported Novartis in finding new points of view in the management trainings, combining management team training and individual coaching.
Antti Viitanen sees the development of the management team as a process that takes both internal and external challenges into account. The versatile expertise of the team members needs to be covered in the training, welding the team together into a group that trusts each other and utilizes everyone’s competences. Therefore, the process has to start from strategy and focus on stakeholder relations as well as internal leadership issues, such as group dynamics and leading different kinds of persons. Excellent leadership training covers the many roles of leadership.
What was done
Delficon planned a process for the competent and experienced leaders at Novartis, starting from management team training, a personal 360° analysis and coaching. Additionally, the managing director and two other management team members continued with an individual coaching process to cristallize the use of their time and the focus of their activities in the continuously changing operational environment. In the trainings, leaders were able to validate their roles in the organisation and to review their activities for further improvement
The results and benefits
The management team led by Antti Viitanen at Novartis Finland aims at openness and innovation. The goal is to utilize the particular strengths of each leader and to innovate new operational models. The training process has supported the development of both the team and the leaders as individuals, and supported a strong leadership in a changing business environment and challenging market situation.
Andritz is a global technology group headquartered in Graz, Austria. Of the circa 15,000 employees, about 1,000 work in Finland. The Finnish operations focus in pulp and paper, and a good example of the company’s operations is the world’s largest pulp factory being built in Brazil.
As part of the company’s versatile global management development programs, Andritz Finland has organized a leadership training covering the Finnish operations. ”ANDRITZ Leader Development Programme”, organized with Delficon, has been a 12-month process, with 24 managers from all over Finland as participants. Andritz had the courage to invest in personnel development during the economic downturn to prepare for better times. Marjo Valaja, HR Manager at Andritz says that the personnel have appreciated this.
What was done
In the 12-month process, managers with different jobs and from different organization levels regularly gathered in training sessions. Strategy and business goals strongly guided the training, the objective of which was to identify each manager’s strengths and seek to utilize them in everyday management tasks. As a support function, small groups called ”Learning Groups” were established. In them, managers located close to each other supported each other in taking the learnings into practice. Managers could ask each other for advice in real-life situations.
Results and benefits
The participants have emphasized the sense of ”togetherness” in a large organization as one of the major achievements of the training. Some have even organized spontaneous gatherings after the process. Getting a feeling of the importance of one’s own work as part of a large organization has also been an important benefit for the participants. Marjo Valaja believes this experience, along with increased leadership skills, has strengthened the managers’ self-confidence and motivation.
Development of the CEO's skills needs to be linked to his personal vision. "When the CEO takes the HR Manager and the Chairman of the Board as his sparring partners, there are definitely ways and means of development to be found. The CEO must be so strong in his self-esteem that he can receive feedback from both his organization and his supervisor, "says Olli Riikkala, MBA, in an interview in 2008.
At the turn of the decade, Olli Riikkala served as Chairman of the Board in Helvar Merca Oy, Comptel Oy, Oriola-KD Oy and Palodex Group among others.
"In a company where I chaired the board, we found Delficon's Minnariikka Rajala as a development partner of the Managing Director. Development has taken place; the customer and the coach are happy. "said Riikkala. "The success of an individual and a company is not a coincidence. The burning desire to develop a company together with an organization and the uncompromising pursuit of the people's and the leader's own development take the company to the championship league. Cautiousness is wisdom, but the daring of doing must be found out there, "Olli Riikkala said.