Get the best out of your team

Henkel’s General Manager for the UK and Ireland shares his experience of leading a team and highlights the most common pitfalls for managers.

Being a people manager can be difficult, no matter how large your team is. But with the right approach, managers can be successful and make their team successful too.

Tim Petzinna has had to overcome the normal challenges that come with being a leader, as well as the cultural differences that moving to another country can bring.

Born and raised in Germany, he studied industrial engineering and completed a bachelor’s degree, a master’s degree and a Ph.D. in this field. He then moved to Henkel straight after his studies, where he initially worked in the areas of supply chain and logistics.

“I then had the opportunity to work on a post-merger integration project in the US, followed by an assistant position to the CEO of Henkel. After that, I moved into sales in Germany and eventually became sales manager for Germany,” he told SiliconRepublic.com.

“I was then appointed general manager in Thailand. I worked in various roles including Head of Global Sales and Strategic Growth before moving to my current role as General Manager HCB for the UK and Ireland.”

In his current role, Petzinna is responsible for sales, marketing, commercial excellence, research and development and supply chain across the UK and Ireland, covering major retailers such as Tesco, Sainsbury’s and Amazon. “My team oversees the planning, forecasting and distribution of products primarily sourced from mainland Europe.”

Leadership challenges

After more than 24 years with the company, including several in leadership positions, Petzinna has had to deal with many challenges when leading a team.

He found moving to Thailand particularly challenging due to the cultural differences. “At first it was difficult to build mutual trust there and promote open dialogue, as I was used to, as the local culture tends to make decisions from the top,” he said.

“I have worked hard to break down these barriers and create an environment where everyone can speak up. I believe in different perspectives and creating space for conflict and debate, which I believe brings out the best ideas.”

However, he said the challenge also taught him a lot about adaptability, while another important lesson he learned came from merging two departments in the UK – laundry and beauty.

“Everyone had their own management structure and culture. Bringing them together required a lot of listening and trust building. We had different perspectives but had to create something new. It showed the importance of embracing conflict to find the best solutions and then committing to a shared vision,” he said. “These experiences have shaped me as a leader.”

Advice for managers

Through his years of experience, Petzinna has found that one of the best ways to get the best out of a team is to build trust, and that starts with being approachable and remaining human.

“I don’t believe in putting up barriers; Instead, I focus on building bridges. I sit in the middle of my team and not behind closed doors,” he said.

“I try to be the same person at work as I am at home with my family. I believe in leading by example and being present for my team, both professionally and personally.”

For other managers looking to expand their leadership skills, he says it’s important to focus on the big picture rather than the small details. “Don’t micromanage or apply artificial pressure,” he said. “Lead by example, be approachable and give your team the freedom they need to be successful. If you focus on trust, communication and long-term growth, the results will follow.”

He added that micromanagement can be one of the most common pitfalls for managers. “Everyone must be empowered to take responsibility for their work. I provide the vision and leadership, but leave room for autonomy.

“Too much pressure might produce results in the short term, but it is not sustainable. My job is to protect my team from unnecessary stress and let them do their best.”

Although Petzinna has been with Henkel for 24 years, the changing roles, departments and countries have helped him to develop. He said it’s important for everyone to stay curious and open to change, not just managers.

“Don’t be afraid to step out of your comfort zone. Try different things, even if it feels risky,” he said. “It’s the best way to learn more about yourself and find out where your true passion lies.”

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