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How momox is redefining leadership
In momox’s Leadership Academy, department heads worked together with 9 Spaces to rethink leadership – with more clarity, alignment and shared responsibility. The result: better communication, a shared understanding of leadership, and a leadership style that makes cultural change tangible.
Momox is Europe’s leading re-commerce company, headquartered in Berlin, giving used books, media items and clothing a new home.
- Industry: Re-commerce
- Locations: including Berlin and Leipzig in Germany, as well as additional sites in Poland
- Number of employees: approx. 2,200
- Employees in the area: 70
The challenge
As an international company, momox not only brings together different native languages, but also diverse leadership styles and levels of experience at the leadership level.
After being founded in 2006, the company grew from a start-up into a scale-up.
Workflows and communication paths grew organically and with little planning.
Over time, the re-commerce company realised that communication between decision-makers was not only inefficient, but that there was also no shared understanding of how to address the issue in a consistent and sustainable way.
How do you break up and renew habits, leadership styles and old structures that affect so many employees – while keeping the business running at the same time?
The journey with 9 Spaces
Together with Elena Lange, an organisational developer from 9 Spaces, transformation consultant Cornelius Schaub and learning and development professionals from momox, the Leadership Academy was launched.
The 9 Spaces workshop toolkit provided strong support for the design of the programme. All 70 leaders at momox went through three modules in five small groups (cohorts), connecting with each other and developing a shared understanding of leadership.
The full-day workshops took place in person, roughly six weeks apart for each cohort.
Between the workshops, 90-minute peer group meetings were held to deepen the workshop content and exchange experiences from everyday leadership challenges.
To develop the three modules, numerous 9 Spaces tools were combined and tailored specifically to the challenges and needs of leadership at momox. The result was a learning format that was both hands-on and in-depth.
Module 1: Self-development
- Drawing you life line
- Strengths Finder (available soon)
- Purpose First (available soon)
- Life Priority Mapper (available soon)
- The Empty Inbox (available soon)
Module 2: Team development
- Integrative Decision-making
- Using OKRs with Agile Strategy
- The Meeting from Hell
- Tension-based collaboration
- Check-in & Check-out (available soon)
- Leadership Role Clarity (available soon)
Module 3: Culture development
- Fill Your Glasses: Team Edition
- Feedback Speed Dating
- Mindful Communication (available soon)
- The Hot Seat (available soon)
Using the 9 Spaces tools, Elena and Cornelius were able to give participants something tangible as a reminder after the workshops, along with additional material for optional, deeper learning.
“Being able to use existing materials saved us an enormous amount of preparation time and allowed us to fully focus on the leaders we were working with.”
“If you know which topics you want to focus on, 9 Spaces is the perfect workshop toolkit. Since the 9 Spaces materials are also available in English, working with the handouts in multilingual groups was no problem.”
The goal of the project was to choose methods that were as practical as possible, so they could quickly be applied in everyday leadership and make new leadership skills tangible within teams.
The outcome
The large-scale Leadership Academy project had two overarching goals:
- To make communication between leaders sustainably more effective.
- To bring all leaders with their very different backgrounds to a shared understanding of the meta topic of leadership.
Elena describes the project as a great success: “From IT specialists to HR professionals, everyone enjoyed the workshops and was not only able to absorb the many impulses, but also put them into practice. What initially seemed like a challenge turned out to be an advantage. The different areas of expertise created less potential for conflict and instead led to a diversity of perspectives that brought the sessions to life and opened up new viewpoints. The transfer of ideas into people’s own areas of work was taken on with ease.”
With relatively little effort, in a time-efficient and engaging way, momox was able to give all its leaders an insight into new work. Even those who were sceptical at first were convinced by the end of the programme of the benefits the newly learned approaches would bring.
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