What makes a person become a good leader? What does the perfect Leadership Management look like?

That is an exciting question. In my opinion, leadership is based on two pillars: management competencies and leadership skills. Entrepreneurial thinking and action, the courage to make decisions and the efficient use of resources are important. But it is equally important to have a good eye for people, to be able to empower colleagues and to be able to adapt to them. A successful manager also knows themself well, i.e., their strengths and learning areas, and manages to get employees behind them. In our leadership development programs, we emphasize competence and knowledge development on the one hand, and personal reflection on the other. During the program, participants have one year to reflect on and develop their own personality in order to develop their own "signature" as a leader. In addition, in my view, a good leader should not take themself too seriously and should also be able to laugh at themself from time to time.

What are the toughest challenges in your field at the moment?

Times are turbulent. Despite the challenges, learning and further development at the employee level – and also at the management level – must not be neglected. Nevertheless, we sense that priorities are currently being set differently in some cases, and understandably so. For example, training opportunities are not being taken up as intensively as usual. This is not unusual in turbulent times. Everyone is concentrating on the core business. But in order to remain competitive in the long term, people must continue to develop. Investing in learning is investing in the future. Fortunately, our management and also our owners stand firmly by this conviction.

Why did you decide to pursue a career in industry after graduating in psychology?

(Smiling) To be honest, it was not planned. A diploma in psychology offers so few opportunities.

It was clear to me that I didn't want to work in a clinic, which is why I chose educational psychology and industrial and organizational psychology as my majors. Human resources development appealed to me, so I applied for a job in this field and put my heart and soul into it right from the start. What drives me is working with people. I get to accompany and support colleagues in their development. This fulfils me and makes me proud. I am convinced that in this way I can contribute to corporate and personal success for REHAU as well as for each individual.

You have been at REHAU for almost 20 years. What does REHAU mean to you as your employer?

REHAU and I simply fit together. The company has a unique signature and has always gone its own way. That fascinates me. At the same time, I appreciate REHAU as a reliable and stable partner who has made a lot possible for me. Of course, there are good and not so good times, as in any relationship. But I enjoy working here and have always made a conscious decision for REHAU.

Your husband is also working for REHAU. How much space does work take up in your private life?

It is a curse and a blessing when both work in the same company. On the one hand, you know about each other's situation and can exchange ideas. On the other hand, it is sometimes difficult to draw boundaries. But we have found a good balance for us. An important part of this good balance is the sea. Here I can take a deep breath and clear my head. My husband comes from the north, so we regularly try to get a breath of sea air.

What characterizes you as a person? Which words would your closest friends use to describe you?

In fact, I asked this question to my two closest friends. The answer was loyal, reliable, empathetic, helpful and resilient. It was exciting to get this view of myself from people who know me as a private person. It was interesting to see how well their assessments matched mine and how much overlap there was between the professional and private contexts. They describe me as a family man with a clear concept of values: One more reason why REHAU and I are such a good match.