New Leadership is reflected not in mission statements, but in the way people work together every day. In Goods Receiving at Hermes Furniture Delivery Service (HES), leadership is understood as a shared responsibility, with clear accountability, open communication and decisions made close to the team. This reflects a leadership approach that has been systematically embedded at HES since 2023: trust replaces control, and responsibility is deliberately placed where the relevant expertise lies. In the latest part of our series on leadership styles, Hakan Kanhan explains how this approach works in day-to-day operations, where its limits lie, and why trust can only be effective when combined with clarity.
Hakan Kanhan has been part of Hermes Furniture Delivery Service since 2009. As Supervisor Warehouse Inbound, he is responsible for inbound operations together with his colleague Hakan Sanal, Supervisor Outbound. For him, leadership is less about formal responsibilities and more about mindset: being present, listening and sharing responsibility. What does this leadership approach look like in practice? Kanhan explains in the following interview.
What exactly does your leadership style look like, and how does it differ from traditional leadership structures?
Hakan Kanhan: I manage the Goods Receiving department together with Hakan Sanal. He is Supervisor Outbound and I am Supervisor Inbound, but to be honest, we do not strictly separate the two areas in our day-to-day work. For us, what matters is the bigger picture and the team as a whole. There are clearly defined areas of responsibility in which managers can make decisions independently. At the same time, there are always topics that we deliberately discuss as a team and decide on together.
For me, the main difference compared with traditional leadership structures lies in how decisions are made. Decisions do not come exclusively from the top, but are made where the relevant experience and expertise lie. We focus on communication as equals, trust and quick decision-making on site, rather than rigid hierarchies or lengthy decision-making processes.
How is this reflected in your day-to-day work?
Hakan Kanhan: A good example is the period leading up to the Christmas peak. Shortly beforehand, I spoke openly with all shifts on the shop floor about what lay ahead. Not by putting pressure on the team or giving top-down instructions, but by being honest: we were facing three to four intense weeks, we needed everyone to contribute, and working together would be crucial, across shifts and departments.
I see myself more like a team captain on the football pitch. Someone who is part of the team, motivates others, provides direction and leads by example, rather than someone who simply gives orders from above. And that approach worked. Despite a higher absence rate in December compared with previous years, the team pulled together and kept going.
If something did not go as planned, we sit down afterwards and review the decision together, without assigning blame. Instead, we focus on learning from mistakes. Reflecting together rather than imposing sanctions is an important element of the New Leadership approach at HES: leadership creates an environment in which learning is possible, even under operational pressure.
If you had to describe your leadership model in three words, what would they be?
Hakan Kanhan: For me, those would be trust, communication as equals and team spirit.
How do the team, the company and customers benefit from this type of leadership?
Hakan Kanhan: Both our employees and the company benefit significantly from this approach because it is built on trust. Team members feel confident raising issues, including personal concerns. They know that we will support them wherever possible and feel comfortable approaching their managers.
This has a direct positive impact on quality, reliability and collaboration, which is also reflected in our performance indicators. Ultimately, strong quality results also lead to greater end customer satisfaction, as goods arrive on time and in good condition. In addition, there are significantly fewer conflicts and disagreements with individual employees than in the past.
Leadership therefore becomes a connecting element between employee satisfaction, process quality and the customer experience, which is a central principle of the HES leadership approach.
What challenges does this leadership approach bring, and how do you deal with them?
Hakan Kanhan: Of course, there are also employees who misunderstand communication as equals and think: “My manager talks to me in a relaxed way, so I can do whatever I want.” That can be a challenge.
For us, the principle is clear: trust, yes, but with clear rules. In situations like these, clear and direct communication is sometimes necessary. You will never achieve one hundred percent, but what matters is remaining consistent while still treating everyone fairly.
What role does personal responsibility play in your team?
Hakan Kanhan: Personal responsibility plays a very important role. Our managers make decisions independently within their areas of responsibility. In addition, we have a suggestion box on site where employees can submit ideas or raise issues either with their name or anonymously if they do not feel comfortable addressing them directly.
Everyone knows that every idea is taken seriously, that feedback will be provided, and that every topic will be addressed. We also hold daily shift and shop floor meetings where we review day-to-day operations, performance indicators and the previous day together. Successes are discussed just as openly as things that did not go well. This transparency in our day-to-day work serves as a shared management tool.
How do you recognise the success of your leadership style?
Hakan Kanhan: Of course, by looking at the KPIs: quality, reliability and customer satisfaction. But internal behaviour and how we work together are just as important. Team members are more open, voice their opinions, contribute their ideas and actively seek dialogue. To me, this is a clear sign of trust and effective leadership.
To conclude: How will leadership continue to evolve in your area?
Hakan Kanhan: A major focus at the moment is leadership training, which brings together Division Managers and Heads from across all areas. We learn from one another by discussing real-life cases: How did you respond? How would you approach the situation? How does your team handle it?
In addition, we have buddies within the leadership team who we can exchange ideas and experiences with. This is extremely valuable for gaining new perspectives and continuing to develop as a leader.
My personal goal is to continue creating a positive working environment based on communication as equals. I want my employees to trust me and feel comfortable discussing any topic openly and honestly.
