23/01/2025: What makes a good manager? Timo Porta, managing director at CRC, talks about key lessons, values and the human factor in management.

Timo, what was the most challenging decision you had to make as a managing director and how did you deal with it?
Making decisions is part of the daily business of management and is a central component of this responsible role. There is rarely “the one” decision that stands out, as every decision is important in its respective context. Nevertheless, I am particularly concerned with those decisions that have a direct impact on people’s lives and fates.
Such decisions require not only careful consideration of all relevant factors, but also a high degree of empathy and a sense of responsibility. It is at these moments that you are called upon not only as a manager, but also as a person, to find the right path in order to meet the business requirements without losing sight of the human aspects. For me, these challenges make up the special responsibility of management and have a significant impact on my day-to-day work.

What are the most important lessons you have learned during your career as managing director?
Over the course of my career as a managing director, I have learned many valuable lessons that have had a lasting impact on my management style and decisions. The most important ones include:
Open, clear and transparent communication is essential to build trust, motivate teams and achieve complex goals. Decisions are better accepted if they are communicated in a comprehensible way.
Every decision, no matter how strategic, affects people. Listening, showing understanding and responding to individual needs is a key factor for sustainable success.
In a constantly changing world, it is important to react flexibly to new challenges and learn from mistakes. Continuously developing yourself and being open to feedback makes you a better leader.
No success is achieved alone. The ability to build and promote strong teams is crucial for long-term success. Trust and delegation are just as important as clear goals.
It is important to make bold decisions without ignoring the risks. Taking responsibility, even in difficult times, is part of the role of management.

What are the most important values or principles that you have anchored in your leadership style and why are they important to you?
For me, it is essential to act authentically and honestly; this creates trust and is the basis for sustainable and respectful collaboration.
Empathy: Understanding people and being able to respond to their individual needs strengthens team spirit and motivates employees. Empathy makes it possible to make better decisions that take into account both the company’s goals and the interests of the employees.
Sense of responsibility: I take responsibility for my actions and encourage my team to do the same. This promotes a culture of personal responsibility and reliability.

How do you deal with failures or setbacks, both personally and at company level?
Personally
Reflection: After a failure, I consciously take time to analyze the situation. What went wrong? Which factors were within my control and which were not?
Acceptance: Mistakes happen and I don’t see them as a weakness, but as an opportunity to develop further. Acceptance helps me to break down emotional blocks and look ahead.
Learning and adapting: I identify specific lessons and adapt my behavior or approach to avoid similar mistakes in the future.
I focus on my strengths and remain optimistic that setbacks are only temporary.
At company level
Open communication: Failures are discussed openly within the team, without finger-pointing. Transparency helps to learn from the situation and maintain trust.
Promoting a culture of error: I encourage my team to view mistakes as valuable learning experiences. A positive error culture strengthens the power of innovation and the courage to try out new things.
Quick action: As soon as a setback is recognized, I work with my team on a pragmatic solution to limit the damage and realign the course.
Long-term focus: I focus on the bigger goals and don’t get discouraged by individual setbacks. Instead, I use the experience to improve the strategy.