one:Daniel, Kyra, thank you for taking the time to talk about your experiences with Lead up today. You, Daniel, as a senior manager who took part in the programme. And you, Kyra, as his employee and therefore indirectly "affected". But first very briefly: who are you and what do you do at REWE?

Daniel Weinkamm: I've been Sales Manager for REWE Region South in Area 5 since 2022, where I manage a field sales team of six employees. We look after 42 supermarkets from Nuremberg towards the Upper Palatinate.

Kyra Weiß:I'm a member of Daniel's team and currently look after the Convenience, Flowers and Fruit & Vegetables departments for all 42 stores.

one:Participation in the Lead up programme was mandatory for senior managers at management level 3 like you, Daniel. What was your approach to the programme (see info box)?

Daniel: I was curious about how our company understands leadership culture at this level - why such a programme is being launched across the Group and in which direction we should develop as senior managers. I wanted to understand what this unique REWE culture means for the future - and what that means for me and my team.

one:What did you take away from the programme?

Daniel: When the programme was presented to us, I thought: My team and I are already very close to this. Nevertheless, areas of potential were uncovered - for example, the topic of strengthening strengths, i.e. consciously recognising and using the strengths of my employees. I wasn't so aware of that before. Now I ask myself: how can I utilise these strengths even better in future? Another topic was feedback. We thought we gave ourselves regular feedback - but in reality it was rather sporadic and not very structured.

one:You were more likely to shout "Good job!" to each other in between?

Daniel:Exactly. We first had to learn how to give proper feedback. The workshop gave us the necessary tools for this.

one:Was there any feedback from your team that had an impact on your leadership style?

Daniel:Two specific points were reflected back to me by my team: My time management in meetings - I adjusted that straight away. And I started planning regular feedback sessions.

Kyra: Our feedback really did have a quick effect. Our calendars are all full and it's stressful for everyone if we overrun meetings. Daniel really took this seriously and I noticed a clear change in time management.

one:And how do you think the programme has affected the team dynamics?

Kyra: The team workshop was great. Our networking was already good beforehand, but since then we have been actively seeking advice and opinions from each other - that has been very good for the team dynamic.

one:Daniel, you ran the workshop yourself. What was that like for you?

Daniel:It was completely out of my comfort zone. Normally we hire someone from the competence centre. This time I facilitated it myself - it was time-consuming, but very valuable.

Kyra: I thought Daniel was brave. He was both the supervisor and the moderator. We had to give each other feedback - that was new, but very helpful. It was almost like team building, but with clear goals.

one:Do you still feel the impact of the workshop today?

Daniel:Yes, definitely. Since then, all employees have been giving each other feedback without being asked - according to clear rules. That creates friction, but in a positive way. Things are now addressed openly.

Kyra:Absolutely. I'm a direct person and I appreciate it when people don't beat around the bush. As long as it's respectful and purposeful, it helps us move forward.

one: Finally, what long-term effects could lead up have on the corporate culture?

Daniel:The mere fact that all senior managers at management level 3 have sought feedback from their employees and held their own workshops shows courage. That can change culture - even if it's difficult to measure. My wish would be that the programme doesn't end with us in administration and the sales force, but is also extended to senior managers at store level.

Kyra:We are already implementing a lot. Daniel has a management style that we all really appreciate inour free spaces. For example, he allows us to work as independently as possible. The workshops have made us self-reflect. I now give feedback much more regularly, including to the stores. We bring a bit of culture from the sales force to the stores - that's good and helps everyone.