Approach like-minded people
A life spent between Spain and Germany, with stints in England, Holland, Belgium and Switzerland: Paul Martin Berg is an expert in European electronics, drugstore and food retailing. In an interview with Management Alliance, he explains how he builds networks online and offline and why lifelong learning is vital, especially for supervisory board members.
What was your motivation for taking the “Qualified Supervisory Board” exam, what is your personal supervisory board mission?
I have been working in the management of various companies for a long time – for me, the holistic training to become a Qualified Supervisory Board member was an important basis for the next step: to further professionalise sparring partnerships for board members and managing directors. This is exactly where we come in with our Vistage concept, of which I am the chair for the Bavarian region. Vistage is the world’s largest coaching organisation for small and medium-sized companies that focuses on the sparring partnership of management. And it is precisely this basic understanding of sparring and thus the further development of strategic development in a supervisory board that is my personal mission.
What do you think are currently the biggest challenges in supervisory board work?
The biggest challenge at the moment is the fast pace of change. This means that we have to face new and old circumstances at ever shorter intervals: Yesterday it was the pandemic, today it’s geopolitical crises – this presents us with new challenges in terms of risk management that we haven’t faced before. Especially with regard to the supply chain – I’m a full-blooded food retailer, and of course that characterises me. In short, the last few years have shown that risk management has become increasingly important – and that we need to have alternatives in all areas.
What are the most important success factors for you in the work of the Supervisory Board?
In my opinion, three aspects are relevant. Firstly, you need constructive cooperation; you must not put obstacles in each other’s way. In addition, a clear separation of roles between the Supervisory Board and the Management Board is important: the Management Board is responsible for the day-to-day business and we must not interfere with it. And thirdly, we need a heterogeneous team that brings in more perspectives and complements and enriches the expertise of the Management Board.
What is your personal tip for successful networking in the supervisory board community?
Ultimately, a high percentage of supervisory board mandates are still awarded through contacts. Nevertheless, it is important to cultivate both your own network and the classic headhunter and to utilise both channels.
I maintain my network both online and offline. The LinkedIn profile must be set up accordingly and your own messages and values must come across clearly. My tip: Write to like-minded people! Seek out dialogue and contact – it’s always in both parties’ interests.
Also attend courses such as those organised by the Management Alliance – or thematically relevant further training courses at universities.
You also need to be aware of your own strengths and weaknesses, as accepting a mandate should mean added value for the board.
Last but not least, the CV must also be adapted to the supervisory board activity and only relevant experience should be included.
What do you wish for your Supervisory Board year 2025?
I would like to transfer the successful Vistage approach to supervisory board work. I would prefer to support a retail group or a company in the FMCG (Fast Moving Consumer Goods) sector with international projects – that’s where I can best contribute my experience.
I have always tried to be very internationally orientated. At the same time, I am continuously expanding my expertise, particularly in the areas of strategy, risk management, leadership, digitalisation, sustainability and remuneration. I have been learning all my life and, in my opinion, it is precisely this mindset that we need for our profession in order to fully fulfil the work of the Supervisory Board. The path to professionalisation is worthwhile and will become increasingly important in the future. You have to enjoy it and keep at it! Resilience is also required – especially when searching. You can be sure: there are exactly the boards that match your requirements profile!