A pioneer should be curious and not just follow the well-trodden path. It is important to actively consider other opinions and perspectives while thinking visionarily about the future in order to anticipate potential changes.

Courage is definitely part of it. In the beginning, you have to convince people; often you are in the minority and are testing something yourself. It takes perseverance to consistently stay on course. These qualities are important at UBS and keep coming into play. You should be able to inspire others while also being resilient enough to consistently pursue your ideas.

In my leadership roles. Specifically, when I took over a small team of five people in Wealth Management, we sat down together and asked ourselves: «How do we want to move forward together in terms of our goals?» We then became one of the first teams in Switzerland to define not only individual goals but also team goals. At the time, we were pioneers in Switzerland for implementing this approach, and doing so took courage. In this setup, everyone individually contributes their performance to the overall team result.

Exactly.

We had open discussions within the team. Everyone contributed their perspective. It was important, as a leader, to speak openly with those involved and to take everyone along on the journey as a team.

Constructive criticism is necessary to take the next step forward. It’s an active dialogue. In the end, criticism is nothing more than feedback.

It’s important to communicate clearly and factually, to give feedback consistently, and to receive it directly in dialogue. One annual performance review is far from enough.

At UBS, pioneering spirit and innovation are actively encouraged. A good example is the development of UBS My Way by two client advisors who identified a gap in the offering and created a new solution for clients.

I wouldn’t call myself an expert, perhaps more someone with experience.

I am clearly in favour of diverse teams. For me, «diverse» doesn’t just refer to gender but also to different skills, strengths, and seniority levels. UBS promotes diverse teams. Women are often more reserved in application processes, and I see it as my task to encourage other women to take on responsibility.

The visibility of women is improving, but many still don’t like to step into the spotlight. Here in the region, I have the privilege of being involved in the presentation of the «POWHER Award» for women entrepreneurs, and I see that young female entrepreneurs are becoming more proactive.

Listening is very important. If you don’t listen in leadership or with clients, nothing meaningful can come from it.

Asking the right questions and creating space. It’s about taking the time and focusing on the conversation in the here and now.

Is that so? Not me. But I do work out in the mornings, usually at five o’clock on the cross-trainer.

I still want to climb Mount Kilimanjaro. Last year, I had the chance to travel to Bhutan, and since then, the idea of climbing Kilimanjaro has captivated me.

No, never. It would be something completely new. I’m fascinated by the wildlife there and the connection to the mountain.

The psychological health of our employees. I want us to have platforms where employees can speak openly and truly engage without fear of stigmatization. This way, we as an organization also have the opportunity to learn and continue to grow.

Yes, a certain level of anonymity really helps to bring such topics forward.

I see the glass as half full. I see change as an opportunity. Of course, I have concerns, but I move forward with healthy optimism and make realistic decisions.