Dr Manfred Bräunl, CEO of Porsche Middle East and Africa FZE believes in leading through inspiration. In this interview, he discussed the impact of automotive electrification, bringing teams together in times of crisis, and putting passion forward.
Can you discuss a recent innovation that has made an impact on your operations, the larger industry, or your customers?
The biggest innovation for our company and the wider industry is undoubtedly the introduction of fully electric vehicles. Three years ago we launched the Taycan, our first fully electric Porsche. This year we will be unveiling the all-electric Macan. Our aim to have 80 per cent of our fleet electrified by 2030 puts Porsche at the forefront of innovative mobility.
What were the biggest lessons learned while implementing this innovation?
I have learned from driving these cars and seeing how our owners are enjoying them, that an all-electric Porsche is a true Porsche sportscar. They drive and feel like a Porsche, they evoke the same emotions, are shared in the same communities, and are the sportscars of their segment. They further the 76-year legacy of our company.
How do you foster a successful work environment?
I believe in leadership by inspiration, not by just setting and following up operational targets to achieve specific goals. Encourage people to be creative, have their own – sometimes bold – ideas and share them openly. Only such a work environment will move an organisation forward; get it out of the ordinary and give it a competitive edge.
Questioning habits and outdated processes must be part of the company culture. Ultimately everyone in your organization needs to enjoy the job they do. So finding the right people for the right job is probably one of the most important management tasks. A company that masters this challenge is already very well positioned in its competitive environment.
What inspired you to enter the automotive industry?
I have always loved the automotive industry. At the age of 14, I started riding and tuning mopeds; later at the age of 18, I bought my first motorcycle; I still have it. I remember riding to motorcycle Grand Prix across Europe during that time. As I grew older, I fell in love with sportscars. What fascinated me about this industry was the fierce competition between brands and their continuous technological progress; mainly in the field of performance.
Can you share a particular moment in your career that significantly influenced your leadership style?
I can’t say there was one particular moment. I believe that times of crisis define and shape you as a leader. Decisions need to be made calmly and you need to adjust your leadership style to address the challenges. During a crisis, teams are under pressure and people could be insecure and more sensitive. A leader must bring teams together, find solutions, and work towards a common goal. This skill set then becomes useful even after you crossover the crisis.
I like to work very closely with everyone in the organization, be involved, and interact with all teams. I don’t much believe in hierarchies. I prefer seeing myself as a team member who is actively involved in solving problems or achieving complex goals.
In hindsight, is there anything you wish to have done differently in your career or as a leader?
You’re always learning in your career. Constantly adjusting, finding lessons in every challenge and environment. Listening to employees and teams enables this learning.
What is your strategy to manage stress and avoid burnout?
Coping with high workloads is certainly a challenge and this is true for all working levels, not just for management. While I’m able to handle the workload well, I try following a healthy lifestyle and working out regularly. I believe, however, that to manage stress and avoid burnout, it’s important that you love the job and the working environment. My advice to colleagues and friends is simple: take a job that you’re passionate about and not one that may offer a slightly higher salary.
