Herve Tessler

The Art of Management | Herve Tessler | CEO | Noventiq

Herve TesslerThe art of management has always been seen as a keystone in the architecture of successful businesses. At its core, I do think—and act according to this believe—that management is not just about strategies, goals, and processes but profoundly about people, those employees who drive the engine of a successful company. To truly master the art of management, my foremost principle is to ensure that every human connection counts. This is especially vital in an era dominated by Artificial Intelligence, where Human Intelligence continues to be the decisive factor in achieving success.

While the title CEO traditionally stands for ‘Chief Executive Officer’, I strive to fulfill the roles of both ‘Chief Energy Officer’ and ‘Chief Engagement Officer’ as well, emphasizing the dynamic and interactive aspects of leadership. At the heart of any organization are its team members. As leaders, our ability to forge personal connections with employees is crucial for nurturing a culture of trust, motivation, and engagement. We shoulder a tremendous responsibility towards our people, mentoring them daily while remaining open to learning from their ideas, challenges, and aspirations. One principle I consistently share—whether with my children, mentees, or friends seeking advice—is the importance of surrounding oneself with individuals who possess expertise that we lack. The true goal of a CEO, in my view, is to embody humility, ensuring that each member of the organization can reach their full potential and feel satisfied with their work. It is under these conditions that any organization can truly thrive.

This brings me back to the significance of building personal connections with our teams. And yes, at Noventiq, we employ 6,400 individuals across 60 different countries, which complicates the task of getting to know everyone personally. However, this challenge is not unique to me. Whenever I travel, I make it a point to meet people I’ve never spoken to before, to listen to their ideas and concerns. My approach to management involves encouraging my direct reports—and their direct reports—to do the same: sit down with colleagues they don’t usually interact with, learn about their daily tasks, struggles, and plans.

Personal Engagement Drives Organizational Success

This connection between sound management practices and business success isn’t just theoretical—it’s something I’ve seen in action and firmly believe in. Here’s how our commitment to personal interaction plays a crucial role in enhancing our overall performance:

• Enhanced Communication: By having one-to-one meetings, ensure that everyone understands both management’s expectations and employees’ concerns, paving the way for more effective problem-solving and decision-making.

• Increased Engagement: There’s a simple truth I’ve observed: when employees feel genuinely valued and understood, their engagement soars. And with higher engagement comes increased productivity and loyalty, which naturally leads to a more harmonious and collaborative workplace.

• Sparking Innovation and Creativity: It is not a new discovery to see that creativity thrives in environments where people feel comfortable and valued.

• Boosting Employee Retention: Recognizing individuals and addressing their concerns personally can significantly boost job satisfaction and loyalty, which in turn helps us retain our talented team.

• Enhancing Customer Satisfaction: Ultimately, the well-being of our employees reflects on how they treat our customers. A supported employee is more likely to deliver exceptional service, directly influencing our success and customer satisfaction.