New Leadership is reflected in day-to-day work. In Client Service at Hermes Furniture Delivery Service (HES), this means clear structures instead of close control, individual responsibility instead of top-down instructions, and an open culture of dialogue where problems are addressed directly. As Team Lead Client Service Group, Janis Busekrus explains how this approach works in day-to-day operations and why letting go is one of the most challenging, yet most effective, leadership skills.
What does your leadership style look like, and how does it differ from traditional leadership structures?
Janis Busekrus: My leadership style as Team Lead Client Service Group is based on the principles of New Leadership, with a particular focus on clarity, trust and open communication. Unlike traditional hierarchical structures, where instructions are given exclusively from the top down, we rely on clear structures within the team, supported by open communication and mutual trust.
Clarity means that, despite our New Leadership approach, I place great importance on clear instructions and responsibilities. In Client Service, it is essential that everyone knows exactly what needs to be done and where their responsibilities lie. We achieve this through transparent processes and regular coordination.
Trust means avoiding excessive control and instead encouraging individual responsibility and confident decision-making. I am convinced that motivated team members who work independently achieve the best results.
And open communication is essential for making this work. Challenges and problems are addressed directly rather than swept under the rug. Only then can we find solutions together and continuously improve.
This understanding of leadership reflects what HES has systematically embedded since 2023: trust replaces control, and responsibility is deliberately placed where the relevant expertise lies.
How does this approach translate into day-to-day work?
Janis Busekrus:
Clear structures and responsibilities form the basis for independent work. Since all team members know exactly what they are responsible for, there is no need for excessive control. I encourage the team to actively develop their areas of responsibility and contribute new ideas. For example, if someone identifies potential for improvement in an existing workflow, I support them in optimising and implementing it. The difference compared with traditional leadership therefore lies less in the goals themselves and more in how they are achieved: not by giving instructions, but by empowering people.
How do your team, the company and your customers benefit from this type of leadership? What specific results or changes have you achieved?
Janis Busekrus: One concrete example is the introduction of our new ticketing system. As part of this process, we not only optimised workflows but also automated many manual tasks. This has freed up capacity within the team that we can use for other important tasks.
The team’s willingness to embrace change and openness to new responsibilities are particularly noteworthy. The additional capacity is seen as an opportunity to develop further and acquire new skills. This directly benefits our customers, as we can respond to their requests more quickly and flexibly. Overall, our leadership approach leads to greater satisfaction among both employees and customers.
What challenges does this leadership approach bring, and how do you deal with them?
Janis Busekrus: One of the biggest challenges is that, as a leader, you have to be able to let go and delegate. This requires trust in your employees’ abilities and an acceptance that you cannot know everything. In fact, my team members are often the experts in their respective areas and have more in-depth knowledge than I do. Recognising this is not a weakness. It is a prerequisite for good leadership. New Leadership does not mean having no clear stance. It means consciously using your own perspective to empower the team.
How do you measure or recognise the success of your leadership style or leadership model?
Janis Busekrus: I measure both equally: client feedback and employee feedback. Client satisfaction shows whether we are meeting expectations and delivering added value. Employee feedback shows whether team members feel valued and supported and whether they are able to carry out their responsibilities with motivation and personal responsibility.
To support this, I regularly hold one-to-one meetings to listen to their concerns and continuously work on improving our working environment.
Outlook: How will leadership continue to evolve in your area?
Janis Busekrus: I see leadership as a continuous learning process and am always open to new approaches. What works today may not necessarily be the right approach tomorrow. I remain open to feedback from the team, new ideas and experimentation.
Leadership that enables this does more than deliver better results. It creates a working environment in which people can truly thrive. And ultimately, that is the goal of the New Leadership approach at HES.
