Swiss Life is currently in one of the most significant transformation phases in its history: its aim is to develop from a pure life insurer into a comprehensive provider of pension and financial solutions. In an environment characterized by innovation such as this, managers play a decisive role: leadership and leadership skills are indispensable prerequisites for success. As “change agents”, they show their employees the direction we wish to move in as an organization and the contribution that every individual can make. And, of course, they set a good example, by acting as role models. To be successful in this, leaders need to speak the same language as their employees.
This is why we have been working with the LP3 model in leadership training at Swiss Life Switzerland at all levels, from board members to team leaders. In addition to a shared language, it is about a common understanding of leadership, of the three Ps: potential, power and performance. Every leader should know their own potential (that is, their strengths and weaknesses), be aware of their own power, and able to analyse their own performance. In this way, line managers can find out what influence their team has on the overall performance and what their own contribution is. We have made the programme transparent for the entire workforce, so employees know exactly which issues their line manager is dealing with. Finally, it is important that line managers and employees develop an understanding for the fact that a leader is never perfect – and that it’s not possible for them to be. If this is clear to everyone, the result is a real sense of togetherness, and working together is a pleasure.
Here at Swiss Life, the LP3 model has brought us closer together, and mutual trust has increased. And that is clear to see: Swiss Life Switzerland has never had a better and more successful year than 2014.
