Dirk Verburg

Most organizations rely on complex tools, processes, and external consultants to analyze and reshape their culture.

When I heard Manuela Staub on a seminar describing the pragmatic, inclusive, and effective way the leadership team at Zurich Airport Ltd approached their culture change program in a DYI mode (in the midst of the COVID19 pandemic!), using megatrends as a driver, I immediately knew I wanted to interview her for my Leadership 2.0 podcast…

In our conversation, we discussed the following topics:

0️⃣1️⃣  Zurich Airport
0️⃣2️⃣  The Why of the culture change
0️⃣3️⃣  The COACH values
0️⃣4️⃣  Identifying the cultural values
0️⃣5️⃣  Why no external consultants were used
0️⃣6️⃣  Implementing the new values
0️⃣7️⃣  Embedding the new values in HR processes
0️⃣8️⃣ An example of the impact of the new values
0️⃣9️⃣  The question if cultural values are industry specific or generic

► You can watch or listen to this podcast episode on

➡️ YouTube https://youtu.be/ZuOifk3v2IA?si=2FsA9do3ytyjQ4Zc
➡️ Apple Podcasts https://podcasts.apple.com/ch/podcast/25-diy-culture-change-at-zurich-airport-manuela-staub/id1511327057?i=1000698612790
➡️ Spotify https://open.spotify.com/episode/3ykDKcPhywnv2P0Xpdy0bL?si=XqBc9xKrRae9vNjy6xIVww

► No time to listen to podcast now? Here is a short summary of our conversation ⤵

Dirk Verburg: Can you tell us about Zurich Airport and the variety of roles performed by its 1,700 employees?

Manuela Staub: At Zurich Airport, about 30,000 people work across 300 companies, but in our core company, there are around 1,700 employees in 70 different jobs. Approximately 600 work in office roles, and 1,100 are in frontline positions, including bus drivers, cleaning staff, maintenance, airport authority (security and safety), airport steering, electricity, real estate, and commercial activities. This diversity of roles and people makes working here very interesting.

Dirk Verburg: Where did the need for a culture change project at Zurich Airport originate?

Manuela Staub: Our culture change journey began in Spring 2021 during the pandemic. An online management meeting revealed top issues: poor cross-team collaboration, resistance to change, and a need for more digital innovation. We couldn’t ignore this feedback. We then looked at megatrends, especially “New Work” (human resources to human relations), and decided to define new values to foster quick adaptation, flexibility, and appreciation. Our old values, LORD (Loyalty, Openness, Respect, Discipline), no longer fit the changing world.

Dirk Verburg: You mentioned creating new values with the acronym COACH. What does COACH stand for, and how did you develop these values?

Manuela Staub: COACH stands for Collaboration, Openness, Agile, Committed, and Human. We developed these by involving our staff. In summer 2021, we held an in-person management event with 200 people. Through discussions and Mentimeter, we identified key values. That same evening, a colleague suggested “COACH” as an acronym, and it perfectly represented the shift we wanted in our work and leadership style.

Dirk Verburg: Can you elaborate on the process you followed to identify these new values?

Manuela Staub: We conducted various workshops with management teams and also invited all employees via our intranet to participate. Many people from diverse teams joined these workshops, where we discussed the values and purpose. We received feedback that led to minor changes, confirming that we were on the right track. By the end of 2021, we were confident in our new values and purpose and began preparing for the rollout.

Dirk Verburg: Zurich Airport conducted this entire culture change project internally. Was this a deliberate choice, and why?

Manuela Staub: Yes, it was a deliberate choice. I personally loved leading the process and had a clear vision for how I wanted it to unfold. I strongly believe that cultural change must come from the inside out. While I collaborated with an external person for some workshops and to exchange ideas during the rollout, the majority of the project was done internally.

Dirk Verburg: How did you communicate these new values throughout the organization to 1,700 people?

Manuela Staub: We had two and a half months to prepare for the March 2022 employee event. Our internal design team created a simple, engaging visual: a Beer Coaster COACH store. These coasters feature our purpose (“We connect people and places”), strategy, and values. We also used them to invite employees to a new event called “Tam” (come together for drinks), held 4-5 times a year, hosted by different teams to foster collaboration and understanding. Additionally, we created posters with employee photos and conducted workshops for all leaders.

Dirk Verburg: Did you implement value workshops for your leaders?

Manuela Staub: Yes. Out of 1,600 employees, 600 leaders were invited to half-day value workshops. My CEO and I conducted seven such workshops ourselves. The core activity was discussing what behaviors we wanted to see more of, and less of, in the company. We also ran an internal survey to assess how the values were being lived across different teams, providing a baseline for future improvement and identifying areas needing more focus.

Dirk Verburg: Are these values embedded in your HR processes, such as recruitment, performance management, and talent management?

Manuela Staub: Yes, absolutely. In recruitment, we updated our online presence to reflect our values and prioritize cultural fit. For performance reviews, our new tool allows for feedback on both personal goals and values, ensuring that employees and managers discuss how values are being lived at least once a year. Additionally, we’ve developed a leadership program (10 days over 2-3 years) for all leaders, which is fundamentally based on value-based leadership.

Dirk Verburg: Can you give an example of a decision or action taken thanks to your new values?

Manuela Staub: Our new values, especially “Human,” have significantly influenced our focus on working conditions. For instance, we’ve actively worked on making shift work more attractive, as fewer people desired it. Furthermore, the values have empowered employees to hold each other accountable. We often hear people say, “This is not COACH,” or “We shouldn’t do this because it’s not our values.” This shows people are actively applying the values to decision-making and fostering an environment where individuals can take responsibility and perform their best.

Dirk Verburg: Do you think the COACH model is unique to an airport, or is it a generic set of values applicable across industries?

Manuela Staub: I believe the COACH values are generic and applicable across any industry. They are crucial in a time of accelerating change, where collaboration, flexibility, lifelong learning, and openness are paramount. Like many industries, we are facing significant shifts due to megatrends like demographic changes, digitalization, and artificial intelligence. These values foster the quick adaptation, open-mindedness, and continuous learning necessary for any company to thrive in this rapidly evolving environment.

Dirk Verburg: Thank you, Manuela, for sharing your inspiring story with us.

► About Manuela Staub

Manuela Staub joined Flughafen Zürich AG as Head of Corporate Communications in 2020. In June 1st, 2022, she became a member of the management board and Head of the People & Communications. In this role she is responsible for People & Culture, Corporate Communications, Public Affairs, and Visitor Services & Events.

Manuela studied Communications Management (University of Lugano) and Strategic HR Management (University of Skt. Gallen). Prior to joining Zurich Airport, she worked in a number of different roles in Swisscom. Additionally, she is the co-founder of ‘the Boardroom’, an organization aiming to bridge the gender gap in the boardroom.