“Corporate culture is not simply an add-on,” says Katy Roewer, CFO of Otto Group

Hamburg News: How have you shaped your work as part-time board member over the past ten years?

Roewer: I worked four days a week until my son turned five. I always had Mondays off. But I have taken Monday and Friday afternoons off since my son began primary school. This part-time approach gives me the freedom to spend quality time with my family. I can spend time with my son on my days off, rather than just at the weekend. I know how I work. If I work full-time, I work more than 100 per cent. Now, I work at more than 80 per cent capacity. Therefore, I need a framework that provides structure and helps me to balance work and my personal life with my husband.

Hamburg News: What are your main lessons from that?

Roewer: It's important to think the work model through for yourself. Of course, I could return to a full-time contract, which would certainly make things easier for my colleagues, but not for me. I don't have a nine-to-five job though, and I would need to have many more discussions to gain the flexibility I need for my family. The professional and private circumstances are decisive. Such a part-time approach must be supported by the personal setting.

When I first joined the divisional board, Alexander Birken, the incumbent Chairman of the Otto Group's Supervisory Board, was my line manager. I told him that I wanted to try the 80 per cent work model. I knew it could work and was prepared to pay the price. But that is my personal decision. It is just as much the employer's decision to accept such a model. The most important thing for me was clarifying that from the outset. That clarity gave both sides planning security. Then there's the organisational and explanatory work within the teams. My assistant helps me to structure my week and reminds me, if I'm working too much on my free afternoons.

Hamburg News: And what role does your family circumstances play?

Roewer: A supportive family environment is crucial for the chosen model to work. If you know what is important to you personally, this part-time solution could be a good fit. The issue of mothers is close to my heart. The family and household are not solely the responsibility of women. The partnership and the chosen family model should reflect equality. I was quite sombre at first and perhaps not very romantic, but I clarified that immediately. This was important for us to function as a family, despite all the ups and downs. As a woman and mother, especially with young children, you need a thick skin to deal with social prejudices and counter reactions. Always remember there is no reason to feel guilty. I returned to work very soon after giving birth. I have also learnt that part-time leadership only works, if I trust my employees unconditionally. If I constantly felt the need to control every aspect of their work, this model would not be feasible.

Hamburg News: That's the perfect transition to the next question. What qualities do you think are needed for strong, crisis-proof leadership?

Roewer: I think managers should not take themselves too seriously. Of course, if you make professional strides, are promoted, climb the career ladder and are recognised for your work, you can be happy and take pride therein. However, this should not lead you to believe that additional responsibility gives you the right to wield power over others, or that you know better than them.

All I can do is ensure that I hire the most talented professionals for my divisions and create the best possible working conditions. While experts are essential, it is also important to bring together as many different perspectives as possible when putting together teams. By that, I do not mean simply mixed-gender or international teams, but also people with different personalities and backgrounds. And, of course, people with great potential. I have always enjoyed developing talent. Nowadays, strong managers need to have a clear idea of what they want to achieve…not in the sense of “I know better professionally”, but rather an approach that reflects people skills and affinities. The question is: “How can I best reach and motivate my team or individuals?”

Hamburg News: Should leadership and responsibility go hand in hand?

Roewer: Yes, it requires a great sense of responsibility to put myself at the service of the people I look after. Working with people means taking responsibility for them, and for yourself. Personally, as a manager, I find maintaining an emotional balance the most taxing issue. That requires tough decisions. I am also influenced by concerns about the geopolitical situation, which is why I decided to draw strength from my family. Then the rest falls into place.

Hamburg News: How can the working world become fairer?

Roewer: Companies must work on their long-term corporate culture and view it as hard work rather than an additional feature. At the Otto Group, this approach is reflected in our strategic agenda. Our goal is to foster a conscious performance culture. Managers must provide impetus and act as role models and boost the self-efficacy of our employees. Another key task is developing the corporate culture and our employees particularly during periods of change. That means taking employees seriously and treating them as individuals, not objects. How can I unlock an individual’s potential? How can I create an atmosphere in which strengths become tangible? How can I create an environment in which people are allowed to make mistakes? All of this must be combined with traditional HR tools such as remuneration, working time models and workplace equipment.

The main challenge lies in making all employees feel that they are crucial to the company’s success. That means paying them fairly and making them consciously and repeatedly aware of their input. In my opinion, that makes work fair and meaningful. However, that requires economically healthy companies, as only such companies can employ people and offer fair working conditions.

Hamburg News: Thank you for the interview!

Interview by Sarah Bischoff
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