Ca­reer – Un­filtered: The hard­est de­cisions are those where there is no right an­swer

What motivates you most in your role as Head of Centre at the Centre for Employment in Faxe Municipality?
“What motivates me most is creating direction and coherence in an organisation where many different considerations are at play. The employment area is shaped by political demands, financial constraints and professional ambitions, and I’m motivated by making these elements work together in practice – both strategically and in employees’ day-to-day work.”

When is your work most challenging?
“My work is most challenging when I have to make decisions where there is no right answer. Often, it’s about prioritising between legitimate considerations – for example, finances, quality and employees’ working conditions. This calls for both an analytical approach and sound leadership judgement.”

When do you feel most uncertain in your working life?
“I feel most uncertain when I can’t say with certainty whether the solutions we choose actually create the desired impact for citizens. This has made me more focused on working systematically with data, evaluation and learning, while also accepting that uncertainty will always be part of complex welfare tasks.”

Which decision has had the greatest impact on your career – and why?
“Completing a leadership programme (Diploma of Leadership, ed.) and later starting the MPG programme at CBS has had a significant impact. It has given me a more nuanced perspective on leadership in relation to organisation, governance, strategy and communication, and strengthened my ability to analyse and act in complex situations.”

What do you do differently today compared to before you started at CBS?
“Today, I work more consciously with the connections between strategy, organisation and leadership. I’ve become better at sharpening the focus on what the real problem actually is, and at recognising when it’s not just a question of communication, but also of structure, incentives or professional practice.”

What would you like to learn or improve next?
“I would like to become even stronger at translating strategic ambitions into concrete behaviour within the organisation. This applies to governance, implementation and change management – in other words, how to create real impact rather than just good plans.”

What dreams in your working life have you not yet fulfilled?
“I have an ambition to lead an organisation where we succeed even more strongly in combining professional quality, efficient operations and clear direction. This balance is central to the public sector and requires both strong leadership and a well-functioning organisation.”

What has your work taught you about yourself. Name one good thing and one bad thing? 
“I’ve learned that I’m good at setting direction and sticking to it, even when it’s difficult. On the other hand, I’ve also realised that I can become impatient when change takes longer than expected – which is a condition of working in complex organisations.”

  What do you hope your working life will have given you in 10 years – beyond title and salary? 
“I hope to have contributed to developing organisations that both deliver results and are experienced as meaningful places to work. Ultimately, for me it’s about making a real difference – for both citizens and employees.”