7 minute read
Leading Change - Alumni interview
By Ellie McGuffog
Graduating with a BA French Studies from the University of London Institute in Paris (ULIP) back in 2001, Sandra Schwarzer is now a consultant at Russell Reynolds Associates, working across the firm’s Board & CEO, Public Sector and Technology practices. Currently based in London, she recruits for C-suite technology executives as well as non-executive director roles in the UK and Europe, advising with a particular focus on diversity and instating the importance of inclusive leadership within global companies.
You started your higher education by studying with the University of London Institute in Paris. Why did you choose to study in Paris?
To be honest, it was pure luck that I found the University of London Institute in Paris. I had originally planned to move to the UK to study, but after completing my Abitur (qualification granted at the end of secondary education) in Germany, I decided to take a year out to work in Paris. I was working in an Irish pub where I met some British students who were studying with ULIP. They then convinced me to apply for the BA French Studies!
What key skills did you develop through your undergraduate degree, which have been most helpful throughout your life and career?
Well, at the time of studying, I thought it was the ability to speak French fluently as admittedly, my language skills were not that great when I started out. Most of the classes were taught entirely in French, which meant that I needed to quickly get over my fear of getting it wrong. In the end, it helped me learn the language much faster. That’s the real advantage of studying French in France…you get to practice all day long! Nowadays, I consider the cross-cultural experience more generally as the most valuable. I was the only German in the programme year, so I learned both the French and British culture. Just learning how to communicate with others who have grown up in different countries and in different circumstances is so important.
What was your favourite thing about studying in Paris?
Without a doubt, it would have to be the location of ULIP. I mean, who can say that they are within a stone’s throw of the Eiffel Tower and Invalides! It was incredible that every piece of history we were studying still had landmarks across the city. After graduating, I went on to do further study, then before I knew it, what was supposed to be a year’s stay had turned into a 15-year stint!
In your current position as a consultant at Russell Reynolds Associates, you advise clients on how to recruit and retain impactful leaders. What qualities do you consider essential for top-level management roles?
Adaptability and courage in leading others are must-have skills, as well as cross-cultural awareness and good communication of course! However, I think as you advance in your career you learn that it is less about your own knowledge and more about understanding and identifying who can deliver. It is essential to know how to navigate complex stakeholder demands, whilst remaining human-centric in your approach.
Your role focuses on establishing and solidifying inclusive leadership within companies, a subject on which you have also written a number of articles. With this topic being particularly pertinent in today’s world, I have to ask, what does inclusivity mean to you?
In 1987, my mother left East Germany with me when I was just 10 years old and we settled close to Frankfurt. And whilst I found myself in a country where they spoke the same language, every cultural norm between East and West Germany was completely different. This situation made me very aware of how often we hide our true selves to fit in and not be noticed.
I try to approach others and situations in a way where different voices can be heard, where people feel like they can be themselves and it doesn’t impact your ability to succeed. To understand other cultures has always been a driving force for me – and still is to this day.
What effect can fostering a culture of inclusion have on a company and its employees?
It takes a lot of vulnerability for an organisation to say ‘we don’t have all the answers’. But, it is vital that they have the desire to listen, to learn of and to overcome biases, and work collaboratively to create a culture together. We all need to play a part in holding ourselves and others accountable. Personally, my experience has always been better in organisations who embraced inclusivity as a lived value – I felt more empowered to make decisions or raise issues, even when I wasn’t sure how it would be received.
You were previously director of career services at INSEAD, helping MBA alumni realise their career vision and strategy, and enter the finance, technology or non-profit sectors. What words of advice would you give to the Class of 2020?
Well when the 2008 financial crisis hit, we went to the alumni who had graduated during three previous economic downturns, and asked them this very question – the overwhelming majority said something to this effect: “Back then, it felt like the worst thing that could have happened – but in hindsight, the crisis was a gift. We had to ask ourselves what we really wanted. Many of us started businesses we would never have had the guts to start.” It is not going to be easy; in fact, it may be incredibly frustrating and feel overwhelming at times. My advice would be to spend time thinking about your skills and what you want to learn, whether this be through continuing formal education, or in a job/volunteer role.
Often there is the belief that we need to live up to someone else’s expectation – and that we often have false assumptions of what these expectations are. I believe this is a key psychological barrier we need to overcome when looking to change careers or having to adapt to new environments. Therefore, I would encourage you not to try to think ahead to the next 10 years, because, at the end of the day, careers will no longer be linear. There will be many sidesteps, or maybe even some seemingly downward moves but these can still help you acquire new skills.
Speaking of having the ability to adapt, how has your typical working day been affected by lockdown during the COVID-19 pandemic?
I consider myself tremendously lucky that I am part of a global business, and we work across a wide range of industries to find the technology leaders for the future – probably one of the most in-demand roles right now. My role did become a little tougher as the decision to move jobs can be very hard when the world is filled with uncertainty. I probably spent more time with contacts who were in industries that were struggling, or were losing their jobs.
It also became a lot more intense to juggle responsibilities as a single parent. I lowered my expectations and evaluated what I was realistically able to achieve, instead of trying to do everything. I had to learn how to set boundaries between both the workday and home, but also for my children who didn’t quite understand why I didn’t have time if I was at home.
You have achieved a lot in your career, but what have been some of the proudest moments in your life so far?
I would have to say that seeing my children thrive and become their own person has been the most fulfilling and equally hardest thing I have done. Watching my mum have the courage to leave an oppressive country was certainly a turning point in my life and has allowed me to keep going even in the really difficult moments of divorce, grief and challenges in my career.
But professionally speaking, a highlight has always been seeing former team members go on to be successful in their own careers. I was lucky enough to have had a fabulous boss previously who taught me a lot – and so I try to give back as much as I can.
You can read Sandra’s article Why Inclusive Leadership Matters in Work-Life Integration on the Russell Reynolds Associates’ website: bit.ly/RussReynolds-Leadership
