Results of team development with the Teamenergy approach
The Leadership Team of Nordson Nonwovens consists of eight individuals located in different countries: China, United States, Germany, and The Netherlands. Working closely together as a team was a challenge for this international group. Team members, along with the teams they managed, often worked rather individually. To get things done from other teams, managers were sometimes bypassed, and production, for example, was contacted directly. There was little focus on common interests, which created friction between team members and negatively impacted the achievement of strategic goals.
Ben Peuten, Vice President, Nordson Nonwovens
Ben Peuten, Vice President of Nordson Nonwovens: “When I took over leadership of this team in 2022, I noticed that there was little positive energy. Everyone stayed in their own bubble. There was communication, but little genuine collaboration. Getting people behind the intended strategy was also difficult due to challenging work relationships and internal conflicts. We needed a fresh perspective, a new way of looking at collaboration, and insight into the team’s expectations. Talking and individual training alone were not enough — we needed to embark on this journey as a team to break certain patterns. That’s why we reached out to COURIUS.”
During a two-day session led by Marco Buschman, the team expressed its intentions to build greater trust and stronger relationships. We then worked on core questions such as: What is your home team? What are the common interests? How do we collaborate within the Global Leadership Team?
Christian Ahle, HR Director at Nordson Nonwovens: “With the insights from the Teamenergy Measurement, defining basic communication rules, and a team contract, we initiated a series of active sessions with open discussions where we gave and received feedback. Additionally, we had several micro-sessions with Marco, for example, on how to build trust within our team. This included feedback not only on how we collaborated but also on our individual roles within that collaboration. We really went deep, addressing emotions and sensitivities that previously remained unspoken.”
Christian Ahle, HR Director, Nordson Nonwovens
In the months that followed, Nordson’s Leadership Team applied the insights gained. Using the team contract as a foundation, they implemented team recommendations, such as listening to each other more attentively and genuinely. This sparked significant change: a new way of collaborating and leading emerged — more open and based on trust. Managers engaged in more personal conversations, first checking in with their teams to see how they were doing. The Global Leadership Team also became more involved in discussions and decision-making.
Christian: “A year later, we repeated the Teamenergy measurement. The results had improved significantly. Marco was impressed as well. A new mindset had truly taken root, supporting our business strategy. Team members were more willing to speak up when they encountered challenges and needed help. More people now see the importance of developing our ‘soft skills.’ There’s still room for improvement, but we’re all on the right track.”
Ben Peuten, Vice President, Nordson Nonwovens
Christian: “The new approach has increased the organization’s agility. Our communication has changed: there is more dialogue and a greater willingness to listen to each other. There is also more structured discussion about customer needs and solutions that everyone can support.”
Ben: “We are increasingly working from a common interest by setting collective goals instead of individual ones. The team contract helps ensure that intentions and behaviours align and that we can address each other constructively when necessary. This fosters positive energy, leading to a better-functioning team and keeping people motivated to contribute to the company results. From a business perspective, we finally see positive growth for the first time in a long while!”
Christian Ahle, HR Director, Nordson Nonwovens
Christian: “The biggest eye-opener? That we unanimously felt things were changing for the better and that a more open and agile company culture was emerging. The second Teamenergy Measurement confirmed this. The new way of collaborating, communicating, and building trust has a huge positive impact on the team’s energy and business results. Our leadership skills were also refreshed and improved. Now, we plan to expand this mindset throughout our division with the help of COURIUS by using methods such as 360-degree feedback for managers and mentoring.”
“It was about time for a more agile organizational culture, as we are facing more market dynamics than in the past. It’s crucial that we, as an organization, continue to develop us to keep up with these changes. And to respond quickly and effectively with a ‘can do’ attitude and a mindset embracing changes and new ideas.”
Ben: “Marco and his team stood out positively from other coaches and consultants. The Teamenergy measurement is scientifically validated and research-based and therefore provides objectivity. We also appreciated Marco’s personal approach and clear communication, along with his experience and proven results with other companies. Our sessions were not subject to a rigid structure but were continuously adjusted based on the team’s energy and input. COURIUS truly provided flexibility and customization rather than a standard program.”
Christian: “Marco is an inspiring individual — well-balanced, intelligent, and highly experienced. He is an out-of-the-box thinker full of fresh ideas. He was able to tailor his approach entirely to our team. He helped us reflect on ourselves, our personal skills, and our working methods. We learned a lot from him. His approach was well received by all the team members. And most importantly, he created a safe environment and challenged us to speak up more. He truly helped us develop a new mindset within our organization.”
Ben Peuten, Vice President, Nordson Nonwovens
Founded in 1954, Nordson operates in over 35 countries and is a market leader in precision dispensing machinery, fluid management, and related technologies. The company is headquartered in Westlake, Ohio, USA.
Nordson designs, manufactures, and sells differentiated products used for dispensing adhesives, coatings, sealants, biomaterials, and other materials; fluid management; testing and inspection; and UV curing and plasma surface treatment. The company serves various non-durable, durable, and technology consumer markets, including packaging, nonwovens, electronics, medical, appliances, energy, transportation, construction, and general product assembly and finishing.
Would you like to activate your team’s energy and turn it into lasting high performance? Do you want to work together towards greater team alignment and a clear direction? Contact us for an exploratory conversation and tell us more about the challenges within your team.
