Jiří Koleňák: My name is Jiří Koleňák and welcome to another episode of the Úspěšní (Successful) podcast, where my guests and I showcase the principles, habits, and mindsets that drive their success. Today, my guest is someone who has driven the success of the Czech branch of Liebherr—one of the world's most prominent construction machinery and refrigeration technology companies—for over 20 years. Jaroslav Moravec started as an executive assistant, worked his way up to procurator, and has been leading the company as Managing Director for nine years. His approach to strategy, people, and long-term brand building exemplifies stability and humility. Beyond business, he is known for his human-centric approach to leadership, sensitivity to corporate culture, and emphasis on core values. In this interview, we’ll discuss building long-term success, leading people with respect, and navigating executive roles within a global family business. Hi Jarda, welcome to the podcast.
Jaroslav Moravec: Thanks, hi Jirko.
Jiří Koleňák: Jarda, I always start by asking what brought my guests joy recently. What was it for you?
Jaroslav Moravec: I always try to be mindful of joyful moments. Over the past few days, my children brought me the greatest joy. They achieved success at school and reached a personal milestone they had set for themselves. Sharing that moment with them made me realize how genuinely happy it made me feel.
Jiří Koleňák: It’s remarkable how much joy the success of those closest to us can bring.
Jaroslav Moravec: Absolutely. They are the closest people in your life, and when you learn to appreciate those moments, you realize true happiness. I’m deeply grateful for that.
Jiří Koleňák: What originally brought you to Liebherr? Take us back to the start of your career.
Jaroslav Moravec: It came down to a major life decision. I was at a crossroads, deciding whether to continue as an entrepreneur or pursue a corporate path. I knew that if I chose an employer, I wanted a purely German company with a strong foundational ethos. I began looking at opportunities in the Czech market, and two options emerged: Haribo and Liebherr. I had personal ties to Haribo through Mr. Gočálek, who was a major brand ambassador for Haribo at the time. When we discussed it, he told me: "You're a technical guy—go work with heavy machinery." Liebherr’s German roots, their corporate standing, and their long-term vision for the Czech market resonated with me immediately. I knew it was the right fit.
Jiří Koleňák: At age 20, you moved to Germany and started doing business there. How did that entrepreneurial experience shape you, and how did it prepare you for your later role at Liebherr?
Jaroslav Moravec: Moving to Germany wasn't initially about starting a business. I dropped out of university right after the fall of communism in the early 1990s wanting to learn English. Friends told me: "Go through Hamburg, catch a ship, and land in New York." I made it to Hamburg, but never made it to New York! I started out as an au pair for local families. Over time, opportunities arose, leading me to launch my own small ventures—from childcare services to an event equipment business and landscaping.
Whether working as an au pair or managing my own small crew, living in Germany taught me immense discipline. I virtually never experienced people debating agreed-upon commitments or offering excuses for non-performance. Precision, reliability, and strict accountability were absolute standards. Having been raised with similar values, I thrived in that environment. Delivering on every promise, punctuality, and meticulous attention to detail opened doors for future success. When I joined Liebherr, I felt right at home—the group’s culture mirrored those exact principles.
Jiří Koleňák: What was the biggest culture shock when comparing German and Czech corporate environments back then?
Jaroslav Moravec: I grew up in Czechia and love my country, but living in Germany for eight years during my twenties—plus another two years commuting—left a lasting impression on my mindset. Returning to Czechia, the biggest clash was facing a widespread resistance to change. In Germany, adapting to market shifts and implementing operational changes was a routine daily practice. In 1990s Czechia, suggesting process changes was often met with outright pushback.
Second was openness to new methods. Third was a noticeable lack of genuine gratitude. Moving to Germany in 1995 gave me deep appreciation for the opportunities I was given. When Liebherr gave me the autonomy to execute my ideas, I approached every task with genuine gratitude. That sense of appreciation was something I often found missing in the local market back then.
Jiří Koleňák: For a long time, you personally handled all recruitment. What do you look for in candidates?
Jaroslav Moravec: It sounds like a cliché, but initially I relied heavily on gut feeling. Early in my career as executive assistant to our Managing Director, I learned talent acquisition directly from him. After an interview, we would look at each other and instantly know whether a candidate was a "yes" or a "no," even if it was hard to articulate logically.
More importantly, I internalized Liebherr's global family culture. I adopted a key hiring principle: Who do you want in your family? You aren't just hiring an employee; you are bringing someone into your corporate family. I asked myself: Would I invite this person into my home, share a meal, and enjoy a glass of wine with them in the evening? In a growing company without rigid corporate layers, you need deep personal alignment. I selected people as if picking family members and treated them accordingly. As we scaled, we introduced structured competency evaluations, but that intuitive feel for character remains vital to this day.
Jiří Koleňák: The global Liebherr family now has nearly 60,000 members.
Jaroslav Moravec: Nearly 60,000—it's a massive family.
Jiří Koleňák: Do you recall when you realized that leading people isn't just about delegating tasks, but actively shaping the workplace environment and culture?
Jaroslav Moravec: Early on, as a young and naive manager, I had a steep learning curve. I assumed everyone shared my work ethic. After bringing people into the "family," I realized not everyone operated at the same drive or mindset. That was my first realization that leadership isn't just about managing systems, tasks, or technical procedures; it’s about aligning core personal values.
I had to learn to look beyond technical upskilling or language training and address personal character, emotional maturity, and personal values. That realization shifted my entire leadership approach into a completely different dimension.
Jiří Koleňák: We work extensively with emerging managers who often fall into the micromanagement trap—thinking every employee needs a dedicated handler. True managerial efficiency comes from building an environment where standards are clear and people operate autonomously.
Jaroslav Moravec: Exactly.
Jiří Koleňák: What other major career turning points stand out for you?
Jaroslav Moravec: Beyond moving back from Germany, two major milestones stand out. The first occurred when our local team hit 50 to 60 people. I realized I had become the primary bottleneck of the company by trying to oversee everything personally. I had to consciously step back, delegate authority, and place total trust and responsibility in others. That transition was tough because I was used to reporting directly to the Liebherr family and knowing every detail. Letting go and accepting that someone else might do things differently—and potentially better—was a major hurdle.
The second turning point was transitioning from a traditional operational manager into a strategic leader. I had to redefine what "work" meant. I needed to learn how to lead a functioning executive management team rather than managing daily operations directly.
Jiří Koleňák: How do you define that difference between a manager and a leader?
Jaroslav Moravec: A group of young children once asked me at a school lecture: "What do you actually do all day at work?" I paused and answered: "My job is to think. I think so much it takes up my entire day." Explaining that to children—or to people who haven't experienced executive leadership—is fascinating.
I explained: "In our company, some people work physically with their hands, some monitor systems on computers, some help others complete daily tasks, and others build operational structures. My job is to ensure the people building those structures stay deeply motivated. I also have to keep my own internal drive sharp. Finally, I spend my time visualizing where the company needs to be five to ten years from now." A manager handles current operational execution; a leader focuses on long-term vision, organizational energy, and future positioning.
Jiří Koleňák: That shift isn't discussed often enough.
Jaroslav Moravec: It really isn't.
Jiří Koleňák: What was the biggest lesson when transitioning from operations to strategy?
Jaroslav Moravec: Learning to truly trust people and give them operational space. When you've achieved strong results in operations for a decade, your ego tells you: "I know exactly how to do this best." But if you don't grant genuine authority, you breed passive employees who constantly ask for permission. The hardest internal lesson was stepping back and allowing people to make their own mistakes.
Jiří Koleňák: When stepping into C-suite executive roles, leaders essentially become "junior strategists." Companies often promote top operational managers without preparing them for the reality that strategy is an entirely new discipline.
Jaroslav Moravec: I can fully confirm that. When I stepped up from procurator to Managing Director, I initially assumed it was a mere title change. It was a immense honor—we were the first non-Germanic executives appointed to statutory boards in our division. But I quickly realized that despite my years of operational experience, I was a complete beginner in executive strategy. Being a junior leader is a completely different discipline from being a seasoned operational manager.
Jiří Koleňák: How do you monitor and cultivate company culture across your locations? Do you rely on intuition or specific cultural KPIs?
Jaroslav Moravec: I try not to overcomplicate things and maintain an optimistic, calm perspective. Tone at the top is real—if leadership constantly complains that everything is failing, that anxiety metastasizes throughout the entire organization. When problems arise, my mindset is: "We are here to solve this. Let's discuss what went wrong so we don't repeat it."
I tell our team: "I want you to come to work without a knot in your stomach. If you wake up feeling dread, stay home, because your performance will suffer anyway." Creating psychological safety doesn't mean compromising on performance. We demand results, but we pursue them with enthusiasm and mutual respect. Furthermore, as much as customers drive our business, employees are equally vital. Leadership requires balancing employee well-being with customer expectations.
Jiří Koleňák: How do you maintain a unified culture across your four Czech locations?
Jaroslav Moravec: To borrow a German concept: Pünktlichkeit—order and clear rules. Leadership isn't a democracy. Establishing clear operational standards across all branches eliminates unfair comparisons or regional friction. If someone wants to modify a process, they are welcome to present a structured proposal detailing the benefits.
Second: delivering accurate information at the right time in the right place. In the digital age, employees shouldn't passively wait for information to be spoon-fed; we provide centralized, transparent access to company data so anyone can stay informed.
Jiří Koleňák: What is it like serving as a professional executive in a global, family-owned enterprise with deeply rooted values?
Jaroslav Moravec: It is deeply rewarding. Spending personal time with the Liebherr family showed me how grounded, authentic, and values-driven they remain despite running a global empire. Family represents solidarity, mutual support, and long-term stewardship—values that mirror my personal life.
Being trusted by the family inspires deep gratitude. While corporate scale brings bureaucratic complexities, knowing there is a real family behind the brand—rather than anonymous institutional shareholders—creates a profound sense of responsibility. I refuse to compromise the trust placed in me.
Jiří Koleňák: What single element of family business culture do you hope never disappears?
Jaroslav Moravec: Genuine passion for the mission. Speaking with the third generation of the Liebherr family, I have never heard them talk about conquering regional market shares or hitting arbitrary financial targets. They consistently say: "Our generation carries a responsibility to preserve the mission our grandfather left us: using our technology to serve people."
Many family businesses struggle with succession because they treat leadership as an automatic birthright or force children into roles. The Liebherr family taught me that succession starts at birth—not by dictating career paths, but by instilling humility, respect, and stewardship for the enterprise's broader purpose.
Jiří Koleňák: Jarda, how do you define success today?
Jaroslav Moravec: Internal contentment and joy. I no longer define success by hitting arbitrary career benchmarks, but by feeling genuine happiness. Seeing my children achieve small personal wins brings immense satisfaction because I know the hard work behind it. Success means health, personal freedom, and being able to spread positive energy to the people around me.
Jiří Koleňák: What final message would you leave for our listeners, students, and emerging leaders?
Jaroslav Moravec: Two things. First: recognize that here and now is an extraordinary opportunity. Don't waste it or take it for granted. Society pushes us to chase future goals constantly, but real impact happens in the present moment. Second: to the younger generation—don't write off older colleagues as outdated. Look between the lines for real-world life experience, because that wisdom cannot be read in any textbook.
Jiří Koleňák: Spoken by Jaroslav Moravec. Jarda, thank you very much for accepting the invitation and sharing your inspiring journey with us.
Jaroslav Moravec: Thank you very much, Jirko. It was a true honor to be here.
Jiří Koleňák: To our viewers, thank you for watching. Don't forget to share, comment, and subscribe, and see you next time with more inspiring guests!
