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How we at the Nexus Group are shaping the new start in our portfolio companies
Every time someone new joins an existing team, something new automatically emerges. It's not just a change in the daily work routine, but the creation of a new team with new dynamics, new opportunities, and sometimes new friction. At Nexus Group, we know that the success of our portfolio companies depends crucially on how well teams master such transitions. That's why we've developed a clear, pragmatic approach to integrating new employees: fast, open, and with a focus on trust and collaboration.
Circle discussions & plain language – right from the start
The first step is simple but crucial: we talk to each other – openly, directly, and on equal terms.
Everyone in the team, including the new person, sits down together and introduces themselves briefly. It's not about titles or hierarchies, but about strengths, weaknesses, and expectations. We call this “plain talk in a circle.” This round creates momentum because it prevents misunderstandings right from the start, and it builds trust because everyone is willing to really show themselves.
Sharing personality profiles – to understand differences
Everyone works differently – and that's a strength when we make ourselves aware of it. That's why the team uses a personality profile (we often use personality.co, but there are other tools available).
The goal: not to label people, but to draw maps.
We want to understand how everyone ticks—what motivates them, what stresses them, where their energy comes from.
Each person presents their profile in about 10 minutes:
- What kind of work environment is good for me?
- How do I deal with pressure?
- How do I prefer to communicate?
These insights create understanding, promote consideration, and help to distribute tasks in a more targeted manner.
Consciously designing new routines
A new team needs new rituals. That's why we think together:
- Which meetings do we keep – and which do we change?
- How do we ensure that feedback doesn't get lost?
- Which communication channels do we really use (and which are just for show)?
This conscious adjustment ensures that the team not only “continues to function,” but better than before.
Conclusion: A fresh start as an opportunity
Whether at Findea, in another of our portfolio companies, or internally at our own company, every new person brings energy and new perspectives. Our job as a leadership team is to make this energy productive. With openness, structure, and a little courage to speak plainly, we succeed in doing this—time and time again.
