Leadership in times of crisis: Why numbers alone are not enough
Entrepreneurship across generations: Why listening, intuition, and people determine the future.
What does it take to lead a company not only through good times, but also through crises, structural changes, and technological upheavals? In the latest episode of "Hope is not a strategy," Christian Underwood talks to Gerd Röders, owner of G.A. Röders GmbH & Co. KG and president of WVMetalle, about precisely this question—from the perspective of a sixth-generation family entrepreneur. The starting point for the conversation is a personal letter that Gerd Röders wrote to the next generation. This is not a textbook guide, but rather a condensed essence of over 30 years of entrepreneurial responsibility and more than 200 years of company history.
Leadership is more than just math
"Running a company seems simple at first: income must be higher than expenditure." But the path to achieving this is complex – and rarely purely rational. Gerd Röders vividly describes how he himself had to learn that leadership is not primarily about numbers, but about understanding people, situations, and contexts. Numbers are necessary, but they are not the core of leadership. Those who only save do not invest in the future. Those who only optimize lose the ability to innovate. Good leadership arises where economic rationality and human perception come together.
Listening as an underestimated leadership skill
A central theme of the episode: Listening is more active than talking. People in positions of responsibility are constantly "on air." They are expected to make decisions, lead the way, and provide answers. But that is precisely what can cloud their vision. Gerd Röders describes listening as a conscious attitude: pausing, observing, not immediately evaluating. Really understanding what motivates employees, customers, or partners—even when it becomes uncomfortable. Because often the real information lies not in what is said, but in what is meant.
Intuition is not a gut feeling
In an age of data, KPIs, and AI, intuition seems suspiciously imprecise to many. For Gerd Röders, it is the opposite: intuition is condensed experience. It arises from three components: many years of practice, conscious reflection, and the ability to become still and look closely. Those who react immediately often overlook the better solution. Those who observe, listen, and think ultimately make clearer decisions—even if it feels "intuitive."
Small and medium-sized businesses in crisis – and why there are still opportunities
As president of WV Metalle, Gerd Röders speaks not only for his own company, but for an entire industry. Regulation, energy prices, bureaucracy, geopolitical uncertainty—the challenges are real. But the conclusion is not one of resignation. Each generation of the company has had to reinvent itself: from tin casting and fittings to highly complex aluminum die-casting and plastic solutions. The decisive location factor has never been technology alone, but people. Qualifications, creativity, curiosity, and diversity are the real resources – then as now.
People before machines
One sentence from the letter sums it up: "It is often more worthwhile to invest in people than in machines." Machines are tools. Technologies—including AI—only reveal their value when people understand, question, and shape the processes. Those who believe that problems can be solved automatically lose the ability to think. The future is not created at the push of a button, but through understanding.
Succession means passing on your attitude
For Gerd Röders, succession is not a technical transition, but a cultural task. It is not about preserving structures, but about passing on attitudes, curiosity, and a sense of responsibility. Things that no longer work must be allowed to die—without questioning their own significance. Companies need a purpose beyond profit: for employees, for families, for regions, and for society. Without impact, all numbers are worthless.
For whom this episode is particularly relevant
This episode is aimed at entrepreneurs, successors, and executives who feel that pure efficiency and optimization are not enough. It shows why future viability comes from listening, intuition, humanity, and the courage to change.
SHOWNOTES
Gerd Röders https://www.linkedin.com/in/gerd-roeders-7a795b204/
Christian Underwood https://www.linkedin.com/in/christianunderwood/
StrategySummit 2026 https://www.strategyframe.ai/strategysummit2026
All links https://linktr.ee/strategyframe