(This is a continuing story – Part 3 is found here, or if you’re just dropping in please go here for Part 1)
The Focus Group, as we continued to press forward in the complaints given, started to uncover some larger issues, some that required holistic approaches – one of which was the wound of the takeover by Bosch. Acquired by Bosch three years before, with little change management beyond wall posters and paychecks – the site had really no idea about this proud company.
I however, had 20+ years with Bosch at this time, parachuting into a new community and a new location. Steeped in the training and culture of Bosch, I was an outsider to the Lincoln facility; shaped by processes I sometimes identified (management leadership development, outside training), and sometimes caught (need to understand German language/culture, moving around different organizations to broaden my view). To say I was a Bosch guy would be entirely accurate – I agreed with and upheld the Bosch Values, and had traveled to Germany enough to understand the cultural significance of decisions far away.
The stage was being set – the solution was to bring my understanding of Bosch to the Focus Group. I pondered over what was really necessary to understand, not to overwhelm, but to get a significant sense of how the company is built.
Digging in, I discovered something never known to me – the bedrock assumption that kept the independence of the company. Robert Bosch Industrietreuhand KG has a 93% stock voting rights, and has on its board some of the former managers of Bosch. However, Robert Bosch Stiftung GmbH (the foundation) holds 94% of the stock in value, and receives the profits to do good works. This balance, a governance model where power and profit are held in tension, where neither entity can consume the other without destroying itself, I saw as deeply innovative, and is very fitting for Bosch.
Building the presentation, I took this new learning, with a brief introduction of Robert Bosch himself. I then added some slides discussing the Bosch Values, and described the structure of the company. Three large business areas were next (with some example product divisions that would raise some eyebrows). Putting this into a presentation timed in at 20 minutes; enough to shift perspective without overwhelming.
The Focus Group got the first pass; sitting quietly as I unraveled this proud company to them, showing a glimpse of the company to whom they belonged. I received little feedback from them other than “everyone needs to hear this!”
This was the Focus Group’s first act of upward delegation — directing management to act on what they had discerned. And Fred and I couldn’t argue with it! So, Fred and I pondered this at our next one-on-one meeting together, and formed a plan – building a set of meetings, around 15 associates, twice per week, with mixed groups, registered with HR as a mandatory formal training. We got to work bringing the message to our service organization.
While I can’t say this was immediately healing to the associates of service, I did see some changes, some movement. For instance, I had heard more than once the complaint that it was better before Bosch came – without the realization that the company was foundering before it was acquired. This feedback stopped, and the organization seemed to accept a small part of the healing needed to keep pushing forward.
The Focus Group, however, had one more lesson, one that was not planned, one that was harder to swallow. Shelly had her powerful voice silenced, as she was terminated, the wolf at her door could not be forestalled.
Fred faced the questions, the ire of the group, the feelings of “me next”. While he sat and faced the onslaught, he understood that trust had been damaged, that healing will be slowed, that momentum would be diminished.
Ultimately the group decided to stay together, to effect change that they were already seeing was possible – wounded, but not defeated.
Servant Leader Lessons
Conceptualization – Fred and I saw the wound below the feedback, and knew it needed addressing; the Focus Group affirmed this and gave direction.
Stewardship – building a new way of looking at Bosch within a half-hour rather than forcing a larger and lower-valued training.
Community – Mixing the presentation groups brought disparate associates together into a first understanding of our working together
Healing – The Focus Group saw that not only did they need to know about Bosch, but all the organization needed this. They also needed healing from Shelly’s departure.