Leadership at GEA is defined by 12 key qualities that all of our executives should possess.

  1. Holistic approach

    Holistic approach

    By assessing situations from different levels and perspectives, GEA executives can focus on what is important and react diligently to specific situations. This holistic approach helps them to understand a situation more thoroughly, consider systemic relationships and simplify complex issues.

    Their decisions and conduct are aligned with the interests of GEA as a whole, and not just with those of their own area of responsibility. Our executives have a genuine desire to support others in growing the business.

  2. Integrity and authenticity

    Integrity and authenticity

    The personal convictions, standards and values that our executives display in their own conduct reflect the values of GEA. This gives them credibility.

    They further distinguish themselves through their sincerity, commitment, fairness and sense of justice, enabling them to communicate consistently and effectively with diverse target groups.

    The integrity shown by our executives extends through their private, as well as their working lives.

  3. Appreciation and acknowledgement

    Appreciation and acknowledgement

    While GEA executives are proud of their professional achievements, they are also aware that their success is not solely due to their own performance.

    This awareness gives them a healthy dose of modesty. GEA executives appreciate personal wellbeing and the importance of having a good work-life balance both for themselves and for their teams.

  4. Empathy

    Empathy

    GEA executives possess strong instincts and intuition, enabling them to understand the views and needs of others. As a result, they lead with conscience and with empathy and respect. Their sincerity encourages others to be enthusiastic about working as part of a team to achieve GEA’s goals.

  5. Zest for life

    Zest for life

    GEA executives are optimistic, enjoy their jobs and have a good working relationship with their teams. Their humor, energy and zest for life are inspiring to others. 

  6. Stamina

    Stamina

    Our GEA executives have the capability to maintain the qualities that define them, not only under everyday working conditions, but also when the pressure is on during periods of high work-load. 

  7. Down-to-earth mentality and respect

    Down-to-earth mentality and respect

    GEA executives are sincere, down-to-earth and able to handle situations objectively, however difficult. They assert their authority but without abusing their position of power.

    They possess natural respect and work to harness the best of the wealth of human diversity within a global organization. They treat all employees with respect, irrespective of their status, hierarchy, heritage or personal background.

    GEA executives are emotionally-balanced and self-aware. They are non-judgmental and are willing to critically challenge their own viewpoint, and they are able to command respect in an international environment.

    Our executives are also respectful of resources, and so avoid wastage wherever possible. 

  8. Contribution to a sustainable leadership culture

    Contribution to a sustainable leadership culture

    Developing and growing GEA sustainably is the overriding objective of our executives. They understand that the learning process is a life-long commitment and they consistently strive to develop their own potential.

    Creativity and innovation are important to them. They recognize their employees’ strengths and will unselfishly promote the careers of employees who would add more value to the company in a different position. At the same time, GEA executives will report talents who can be employed and developed with greater benefit for the company within their own area of responsibility, rather than somewhere else.

    Ultimately, the conduct of all GEA executives is centered on upholding the sustainable growth of the company. 

  9. Drive

    Drive

    GEA executives are driven by the company’s guiding principle: “engineering for a better world”. They are passionate about what they do and they are ambitious for success, both for their teams and for GEA – second best is not an option.

    Through experience, our executives have developed an interest in a broad range of subject areas and are always open to new ideas. They build on, and optimise, proven success strategies. Defeat is seen as a challenge for further development and personal growth. Competent decision-making is the springboard for progress and success.

    They are eager to make a sustainable contribution to increasing GEA’s enterprise value. This means identifying and addressing weaknesses, however uncomfortable for themselves and for others. Their overriding objective is to challenge the status quo from the company perspective.

  10. Intuition

    Intuition

    In critical situations, GEA executives will trust in their intuition. Their ‘gut feeling’ enables them to recognize interrelationships, quickly assess people’s qualities and develop a range of solutions.

    When making important decisions, they will balance their own knowledge with new information. Our executives will view all the options and make their decisions objectively, even under pressure.

  11. Intellectual power

    Intellectual power

    Our executives are able to think strategically and they quickly understand relationships and interdependencies. They have the imagination to think beyond the one-track approach and create different scenarios.

    Inspirational ideas and agile minds are encouraged to turn new concepts into reality.

  12. Communication

    Communication

    Communication is a key leadership skill for all GEA executives. Through active listening they acknowledge the different opinions and experiences of others and will take care to communicate their own knowledge and opinions clearly and constructively.

    Our executives don’t pay ‘lip service’ to communication; they take it to a personal level. They take time to talk and listen to people – there is no hidden agenda. By recognizing the positive aspects of conflicting views they can deal with disagreements appropriately.