Development needs attention, the right space, and people who consciously accompany the process. But how can this succeed without traditional “top-down” responsibility? This is exactly where the “Co” role comes into play. Four Cos at AEB talk about how they support employees in their development.
People can and want to develop, they want to learn and try themselves out – from within themselves. Developing one's own talents and abilities, constantly improving and growing is part of one's own responsibility.
To accompany this development, we have created a concept that differs from other companies: The “Co” role.
Right from their start at AEB, each employee is assigned a Co. They are not your superior. They are companions, mentors, and sparring partners all in one. Providing exactly what the individual needs at any given time. A Co supports employees in their professional and personal development. They are there when someone wants and needs to talk about goals, opportunities, and challenges. Together, Co and employee reflect on where the employee currently stands and what their path forward might look like.
“As a company, we always have to keep moving if we are to be successful. To achieve this, we need people who are willing to develop.”
– Oli
“When I started, the role was still called ‘line manager’. It sounded as if I was responsible for the employee,” Claas recalls. This is why a lot of thought was given to redefining the role.
The term “Co” can mean many things: “coach”, “colleague”, “companion”. And it's more than just a new name. It is a conscious change of mindset. Away from being responsible for others – towards individual support among equals. Claas says: “This works much better. It's all about providing support and pointing out ways to move forward.” Oli adds: “And about how you develop your own responsibility.”
“For me, the challenge is to really be a companion – to be there for someone, create trust, and initiate moderated self-reflection."
– Vivienne
The key to this is dialog. What’s special about this: Conversations with the Co take place based on the employee’s needs: spontaneously in between, in regular intervals, or sometimes at a distance from everyday working life to allow for more focus. Sometimes a short conversation is enough, sometimes it may take time, peace, and space to develop new perspectives.
Critical feedback is also part of this. “The Co is a critical friend. Sometimes it also takes constructive criticism to make development possible,” says Lee. For this concept to succeed, a stable basis of trust is required. Vivienne adds: “What I try to create is a very personal interaction. Only when there is trust can the issues be put on the table openly.” And the most important thing: Employees decide for themselves who will accompany them as their Co. If the chemistry is not right, a change is possible at any time.
Assuming the Co role does not mean climbing the career ladder. “Many people think: Ah, becoming Co is a career move. But that's actually wrong,” explains Oli. “Being a Co is a discipline. You’re capable of doing it or you are not. Not everyone has to be capable of doing it, but everyone deserves a good Co so that they can develop. And that's why we attach great importance to ensuring that the people who take on this role have the tools, the ability, and the skills.”
As a Co, you are deeply connected to AEB, embody the company’s values, and possess empathy, keen perception, and strong communication skills. A Co supports reflection, encourages, confronts, and opens up new perspectives. And they consciously take the time to do so.
The role offers opportunities – for both sides. “You gain deeper insights into the company and continue to grow yourself as well,” says Claas. For the employees, their Co means real support for their own development.
“The best moment is when you see someone having an 'aha' moment. That moment when their eyes light up.”
– Lee
