The importance of learning about each other

When rETHink started, I was obviously interested in the project as a professor and head of department. But when Joël Mesot asked me to become Vice-President for Knowledge Transfer and Corporate Relations, my name suddenly became part of the project. And now, since the beginning of the year, I have been working in the Executive Board and am getting a new perspective on the organisational development.

Illuminating homework

At the beginning of February, I participated in a virtual retreat together with my colleagues from the Executive Board.

In the first 1/2 day session, we took the time to learn more about each other. Which Executive Board member was a track star, who was a synchronised swimming judge, who almost went to music school, and who cooks for fun?  Or perhaps, the answer to some of these is several of us?

As preparation for this retreat, we had homework. Each member of the Executive Board had to list three qualities that we appreciate in every other member of the Executive Board, two areas where we see potential for improvement in that person, and one tip for him/her. At the retreat, we then read off what we had written down. I was nervous about what I would say about my colleagues – one month into my new job and already telling my boss and colleagues where they could improve! But it was a very positive and illuminating exercise. In a short time, we learned actually what to appreciate in each other and got valuable hints about reigning in our quirks.

I asked Detlef Günther what he thought of the retreat. He said: “In our daily business we usually don’t have the time to talk about personal things, such as hobbies, what we appreciate or what bothers us. From this point of view I found it interesting and I had some positive surprises. Most important was the part ‘how we would like to work together in the new structure’. It was helpful that we took the time for this topic.”

Working for positive change

Indeed, in our 2nd session, we reflected about how we (and our teams) could communicate more efficiently with each other and the rest of the school. In particular, we discussed how to keep our accessibility to the ETH community while finding time to think strategically. The flat and lean management structures at ETH are unique, but are not easy for those in leadership positions like Department Heads or Executive Board members. Of course, the key to striking this balance is empowering the ETH community to work for positive change within the institution, something I am continuously impressed by in each of you, dear readers and ETH members.

Communication is key

For me, this retreat reinforced how important it is – particularly in these COVID times – to put extra effort into learning about each other and creating opportunities to communicate. What is stressing us out? How can others help? Team building and development in these times of home office is more important than ever, and it’s important for us on the Executive Board to remember to communicate with each other and with you!