Information checkedInformation unaudited Information geprüft Information ungeprüft Diversity brings success: Group CFO Division sets standards

Coming soon, the Business Day for Women. On 27 September, LLB will anounce the LLB Business Day Award for the 7th time. And this year it will go to a career-break returner, a woman who inspires other women. In the lead up to this event in Vaduz, we want to take this opportunity to highlight our commitment to diversity and inclusion, not just externally but also internally to our staff. At the forefront here, by way of exception, is a man: our Group CFO, Christoph Reich.

By Patrizia Seifert

Diversity as a formula for success by Christoph Reich

In terms of diversity, the Group CFO Division is the undisputed frontrunner at LLB. The latest figures confirm the impressive progress in the presence of women in positions of responsibility and management roles, as well as part-timers. The proportion of women in specialist and management roles stands at 36 per cent and is therefore well above the 23 per cent for the whole LLB Group.

But why is that and what advantages does diversity bring? Group CFO Christoph Reich reveals his  “various formulas for success”.

Christoph, how would you define a diverse team?

In a diverse team various team members contribute different experiences, backgrounds and attributes. In my opinion diversity is more than the classical characteristics such as gender, age and origin. Factors such as differences in technical knowledge, personality and working style also play an important role.

What do you most appreciate in a diverse team?

I want to find the best possible solutions for our tasks in the Group CFO Division in relation to the corporate objectives. A diverse team makes a major contribution to this goal by bringing various perspectives, ways of thinking and approaches to the work process. This enables us to consider completely new questions from various perspectives and find specific solutions. I very much appreciate the flexibility and assertiveness which this generates.

In order for a diverse team to be created, the participants with their differing needs must feel that they belong. How important is this aspect of inclusion to you?

For me, an inclusive work environment means a culture of collaboration, which is built on trust, respect and appreciation. The fewer the barriers or prejudices that exist in the collaboration, the easier it is for the employees to feel they belong. Then they have the confidence to show their personal perspectives and particular abilities. I am very much aware of my exemplary functon as a manager for creating an inclusive work environment and I do all I can to ensure that everyone is valued and listened to in our daily work.

Itʼs the small things that make the difference in daily life. Itʼs very important to be welcoming and to give reserved people the possibility of expressing their opinions at meeetings. If someone doesnʼt feel comfortable when the atmosphere is too relaxed, then I intervene. A communication culture based on respect strengthens our team and and improves our results.

How do you personally promote diversity and variety in everyday work?

One canʼt order diversity. It comes from an inner attitude and many micro-decisions. For me itʼs a case of reconciling the individual needs of employees, depending on their personality or phase of life, with the requirements of LLB. Finding a solution here is also a question of our attitudes as LLB executives. Flexible working times and working locations, as well as part-time working are important tools here in order to take advantage of a diverse talent pool.

In the Group CFO Division we actively live up to these values, by supporting women in the family phase in the work process, by offering fathers part-time working possibilities so they can fulfil family commitments and by dealing with professional tasks in an equal manner. We promote the development of our employees not just in an hierarchical sense, but also in a substantive context to expand their perspectives and possibilites.

How do you explain the positive key figures in your division and what do you and your management team do to contribute to them?

Iʼm convinced that top quality work and commitment can also be performed well in a part-time job, when working from home, or when working flexible hours. Leadership and management tasks are, of course, more demanding when employees are not simply physically present from Monday to Friday from 8 a.m. to 5 p.m. Part-time working models and generous working-from-home rulings represent a give and take situation. They require acceptance and flexibilty in the teams as well as good organisation.

We are happy to accept these challenges in the Group CFO Division. For many years, therefore, we have been seeking win-win solutions with our employees when their life circumstances change, and we often go in new directions. As the statistics for our Division show this work has bourne fruit. That makes me very pleased.

When it comes to questions of diversity and inclusion, there are many traditional attitudes that sometimes hinder us in adopting new work models. Have there been any such convictions that you have given up successfully?

Many years ago, my first female boss raised two children while doing her management job and at times she also worked part time. I always admired her for the ease with which she reconciled her job with her personal obligations – she had a real talent for organisation. At the time I realised just how demanding it is to reconcile family and professional obligations. I have great respect for women, who even in this phase, continue to develop professionally. For me, women returning to work or changing careers represent great potential for a more diverse work world.

Of course I would like to see more women in management positions. Our attractive working time models and part-time working options, as well as the possibility of working from home make an important contribution here. They enable women and men to remain at their jobs while raising children. In the final analysis, depending on a personʼs personal circumstances, it might require a man to be willling to work part time so that he can support his partner in realising her professional ambitions and looking after the family.

So therefore, dear men and women, trust yourselves! The days when wanting to work part time was misinterpreted as a lack of career drive are long over.

To enable successful work with a diverse team and various working time models, we not only require flexibility and readiness from the employer and management personnel, but also from employees themselves. What would you like our employees to contribute?

Firstly: Letʼs nurture a respectful discussion and collaboratiion culture at all times, so that everyone, in his or her way, can feel a sense of belonging. We can all contribute to achieving this every time we meet by always treating each other as equals and by living up to our values every day at work.

Secondly: Discuss your needs with respect to the way you want to work openly and frankly with your supervisor. Donʼt be afraid to propose your ideas in finding a solution acceptable to both parties. Remember: ʼWhere thereʼs a will, thereʼs a way!"