Rockwell Automation is one of the technology leaders that, paradoxically, isn’t talked about much in the Czech Republic. Yet this is exactly where a culture is emerging that combines humanity, innovation and a genuine commitment to growth. Krzysztof Grabiniok speaks about how the Reason for Being program helped his team rediscover the meaning behind their work — and why it matters that the outside world knows it too.

Krzysztof Grabiniok, Director, Research and Development, Rockwell Automation

Who is Krzysztof Grabiniok when the laptop is closed? And what part of that do you take into your role as a leader?

When the laptop is closed, I’m a father of three almost-adult children, a husband, a gamer and someone who enjoys good books and films. I remain endlessly curious about the world and try to stay active both physically and mentally. I make decisions based on data, but I also try to work with emotions in a healthy way and I’m not afraid to try new things. That combination of facts and curiosity defines my leadership style as well.

How would you describe the phase Rockwell and your team are currently going through?

I would say we’re in a phase of “return to normality.” After the pandemic and the uncertainty it created, stability and predictability are coming back. We’re investing in the Prague location and working on strengthening engagement. Many people have forgotten what “normal” even feels like and now it’s time to redefine it. It’s hard to be engaged without motivation, and one of the strongest motivators is the feeling of belonging and purpose.

Why did you decide to bring in the Reason for Being program together with Arthur Hunt?

Honestly, at first out of curiosity. I saw it as an opportunity to bring the team closer together after many changes. I didn’t expect a specific outcome, I simply wanted to see what it would bring us. But the impact was huge, much bigger than I expected.

How did your team react when you introduced the program?

Most people on my team are engineers who were promoted into managerial roles, but not all of them have had the chance to truly grow as managers. When I described the program, showed them the slides and explained that it would include a personal coaching session, they didn’t know how personal it would get. It was surprising for them to talk about their feelings, needs and ways of functioning. And the shared feedback was that most of us had never experienced such a personal approach before.

What was the most powerful moment for you?

Definitely the individual coaching sessions at the beginning. They were highly professional, yet deeply personal at the same time. Each of us had to look inward and define our own reason “why.” That moment of introspection was strong and liberating for me and for others.

Could you share your own Reason for Being?

Yes. Mine is:  “By sharing ideas I engage people to go the extra mile for their own growth.” It sounds simple, but it reflects my natural need to inspire others to go beyond their own limits.

How did your people respond to sharing their personal “whys”?

The team was very open and willing to talk. It was a moment of genuine connection. I was struck by the level of trust and openness people showed, especially in an environment where most are technically oriented. It was unlike anything we had done before.

What collective statement emerged from the workshop?

“With human approach we create an environment for anyone to grow.” This sentence captures our approach to leadership - being experts while remaining human.

Did the team dynamic change after the program?

Yes. There is more understanding and collaboration. People began to see what motivates their colleagues and learned to talk about things that used to be taken for granted.

Reason for Being is often seen as a culture-building tool. Do you feel it can also influence team performance and business results?

Absolutely. In a research and development environment where talent and know-how are the key value drivers, purpose has a tremendous impact. It also helps in recruitment - we ask ourselves who we want to attract, what we can offer and how our expectations align with those of candidates. We often focus on skills and conditions, but talk less about culture and growth, and that’s what’s changing now.

How does “purpose” fit into a technology company like Rockwell?

A few years ago, we held a contest in our Czech office for the most fitting description of what working at Rockwell means. The winning phrase was “Where your passion meets purpose.” It was created by our employees, and for me it perfectly expresses what Rockwell stands for. People here find meaning and the space to grow.

Rockwell has a strong culture and a great environment for growth. Why do so few people outside the company know about it?

That’s a big challenge for us. Rockwell has been in the Czech Republic for thirty years, but we’re not as visible as companies that sell consumer products. Our technologies run inside factories, not on store shelves. And that means many candidates don’t know who we are. Yet we have great people, growth stories and fair leadership - we just don’t talk about it enough.

How do you want to change that?

We want to give more space to our employees so they can talk about their work and their journey. We have colleagues who started as interns and now lead global projects. We’re exploring formats where these stories can be shared - a blog, short videos or a simple podcast. Authentically, directly from employees. And we want our “why” not to live only on slides but in everyday conversations.

If you had to summarise the benefit of Reason for Being in one sentence, what would it be?

“One purpose, many minds, stronger together.”