New Leadership does not reveal itself in mission statements but in everyday interactions. In the goods-in department of Hermes Einrichtungs 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 philosophy that has been systematically embedded at HES since 2023: trust replaces control, and responsibility is intentionally placed where the professional expertise lies. In the latest part of our series on leadership styles, Hakan Kanhan describes how this approach works in day‑to‑day operations, where its limits are, and why trust only becomes effective when paired with clarity.

Hakan Kanhan has been part of Hermes Einrichtungs Service since 2009. As Supervisor Warehouse Inbound, he and his colleague Hakan Sanal, Supervisor Outbound, are jointly responsible for the operational processes in the goods‑in area. For him, leadership is less about formal authority and more about attitude: being present, listening, and sharing responsibility. What does this leadership philosophy look like in practice? Kanhan explains in the following conversation.

What exactly does your leadership style look like? And how does it differ from traditional structures?

Hakan Kanhan: I manage the goods‑in area together with Hakan Sanal. He is the Outbound Supervisor, I am the Inbound Supervisor — but to be honest, we don’t strictly separate that in our daily work. For us, the overall picture and the team as a whole matter. There are clearly defined areas of responsibility in which leaders can make decisions independently. At the same time, there are always topics we deliberately discuss as a team and decide together.

The difference from classic structures lies mainly in how decisions are made. They don’t come exclusively “from above” but are made where the professional experience and expertise sit. We rely on communication at eye level, trust, and quick decisions on the ground — not on rigid hierarchies or long decision-making paths.

How does this show up in everyday work?

Hakan Kanhan: A good example is the period before the Christmas season. Shortly beforehand, I met with all shifts on the shopfloor and openly addressed what was coming. Not with pressure or top‑down instructions, but honestly: that the next three to four weeks would be intense, that we needed everyone, and that team cohesion — across shifts and departments — would be crucial.

I see myself more like a team captain on a football field. One of them, someone who motivates, gives direction, and leads by example — not someone who stands above them saying, “Now step on it.” And it worked. Despite a higher absence rate in December compared to previous years, the team stuck together and pulled through. And if something wasn’t optimal in hindsight, we sit down together and analyze the decision again — without assigning blame. We want to learn from mistakes. This shared reflection instead of punishment is an important element of the New Leadership approach at HES: leadership creates a framework in which learning is possible, even under operational pressure.

If you had to describe your leadership model in three words — which would they be?

Hakan Kanhan: For me, they would be trust, equality, and cohesion.

How do the team, the company, and customers benefit from this type of leadership?

Hakan Kanhan: We get significantly more out of our employees because trust is there. Colleagues feel comfortable addressing issues — even personal problems. They know we help where we can and have no hesitation approaching leadership.

This directly affects quality, reliability, and collaboration — and you can see it in the metrics. Good quality indicators ultimately mean more satisfied end customers because goods arrive on time and in good condition. There are also far fewer conflicts and disputes with individual employees than before. Leadership becomes the connecting element between employee satisfaction, process quality, and customer experience — a central idea of the HES leadership philosophy.

What challenges come with this leadership approach, and how do you handle them?

Hakan Kanhan: Of course, there are employees who misunderstand communication at eye level and think: “My supervisor talks casually with me, so I can do whatever I want.” That’s a challenge. For us, the rule is: trust, yes — but with clear boundaries. In such cases, clear instructions are sometimes necessary. You never reach one hundred percent, but what matters is staying consistent while still being fair.

What role does personal responsibility play in your team?

Hakan Kanhan: Personal responsibility plays a very big role. Our leaders make decisions independently within their areas. We also have a suggestion box in the facility. Employees can submit ideas or issues with their name or anonymously if they don’t feel comfortable addressing them directly.

Everyone knows that every idea is taken seriously, that feedback will come, and that every topic will be addressed. We also have daily shift and shopfloor meetings where we reflect on daily operations, KPIs, and the previous day. Successes are discussed just as openly as things that didn’t go well. This transparency in everyday work serves as a shared steering tool.

How do you measure the success of your leadership style?

Hakan Kanhan: Of course through the KPIs: quality, reliability, customer satisfaction. But just as important is internal behavior and interaction. Employees are more open, speak their minds, get involved, and actively seek conversation. For me, that’s a clear sign of trust and effective leadership.

Finally: How is leadership evolving in your area?

Hakan Kanhan: A major topic right now is leadership training. Division Managers and Heads from all areas participate. We learn from each other by discussing real practical cases. How did you react? How would you solve this? How does your team handle it?

We also have buddy partnerships within the leadership circle, which allow for exchange. This helps enormously to gain new perspectives and grow as a leader. My personal goal is to continue fostering a good working atmosphere at eye level — so that my employees trust me and we can talk openly and honestly about everything.