Elisabeth and Isabelle share a joint leadership position and are collectively responsible for the company's young talent programs. In this interview, the duo provide insights into their joint leadership, the management culture at the BMW Group and share their experiences. What made Elisabeth and Isabelle decide to share a management position? How do they coordinate their tasks and what advantages do they see in this management model?

Elisabeth: “On the one hand we focus on our strengths and, on the other we set thematic priorities. There are topics that we work on together and others where we clearly split up. The important thing is that our employees and line managers always know who their contact person is."

Isabelle: “When it comes to overarching topics, we try to divide ourselves so that all employees have points of contact with both of us. That way, we stay up to date and can represent each other at any time - and our team overlaps with Elisabeth and me. Every Monday, we briefly discuss what happened last week and what's coming up this week. We also take at least an hour every week to discuss content."

Elisabeth: “The efficient exchange of information really is a key factor for our joint leadership. We can represent each other at any time and always have a complete overview.”

Isabelle: “Of course, joint leadership has very practical advantages, for example in terms of substitution and vacation planning. In a management role, it's often not easy to really relax when going on vacation or to attend all appointments. But with Elisabeth as my tandem partner, I know that I have a colleague who is just as familiar with all aspects as I am. This gives the team and the working environment an “all-round presence” that a manager can hardly shoulder alone.”

Elisabeth: “In addition it's motivating that we learn directly from each other on a daily basis and can also develop personally in this way. Isabelle and I have different strengths that we can both benefit from.”

Elisabeth: “Of course, technical or methodological issues are always challenging. In terms of content, I believe an open and critical exchange is the key to success. It's important that we find the best solution for our common goals and implement it with our team. We also get feedback on our leadership behavior. Of course, it varies from person to person, but our understanding of leadership is very similar and we try to live it that way.”

Isabelle: “Yes - and that is important so that we are fair to all employees. Naturally, sometimes - as in any partnership - there are differences in opinion. That's part of it and friction generates energy. In the end, what counts is that we deliver a good result for the team and the company. And I firmly believe that the results are better when we have discussed critical issues together beforehand.”

Isabelle: “Actually through the support of our management! When the Joint Leadership model was introduced at BMW for disciplinary managers, I was immediately interested as I was looking for ways to reduce a heavy workload while retaining responsibility. I already knew Elisabeth and could well imagine her as a partner, so I approached my boss with the idea.”

Elisabeth: “My boss at the time and I also thought it was a great idea, and we had the full support of all managers and colleagues right from the start. That showed me once again how open and trusting the management culture at BMW is.”

Isabelle: “The BMW Group is a very future-oriented company. We want to continuously develop and face up to challenges. Attitude and leadership performance play a decisive role in this. Managers who act strategically and cooperatively within the network, who can motivate and value performance, inspire me at BMW.”

Elisabeth: “I have only ever experienced managers who show their employees a lot of trust and room for maneuver, who empower and inspire them - and that's how I try to lead myself. Managers take on a high degree of responsibility. Doing exactly the right thing in the interest of the company, using and promoting the competencies of the experts in the teams, is always the top priority.”

Elisabeth:  “BMW offers you an incredible number of opportunities if you are open-minded and want to actively shape your career. Personally, assignments abroad in South Africa and the USA as well as various exciting positions at the Leipzig plant and now at headquarters have contributed to my development. Thanks to optimal conditions, I was always able to balance my professional and private life and never had to choose between the two.”

Isabelle: “I have also traveled a lot internationally, for example as an expat in the USA, and have worked on many great projects. I have not only grown professionally, but also personally and have always learned new things. I think the slogan of our talent management fits quite well: 'There are a million ways to grow!'”