PRACTICE MAKES PERFECT
Anne Dyrberg Rommer, who is Head of Resolution Task Force for Danmarks Nationalbank, has been interested in society since she was young. But that’s not so suprising.
“My grandmother studied finance, and so did my grandfather. I grew up in a home where the challenges of society were always much discussed. Especially in my grandparents’ home, there was always a lively gathering of people debating all sorts of things. This probably influenced me a lot in terms of my interest in society, our history and the contexts we are involved in.”
It’s not just an interest in society that Anne has inherited from her parents and grandparents. She has also always had an indomitable belief that you can do whatever you want.
“My mother has always said that if others can figure it out, why shouldn’t you? For me it’s always been the case that you should never think there’s something you can’t do. At the same time, I’ve also learned that you don’t become good at something you haven’t practiced. Some things are harder than others and require you to read them several times or ask more people for advice.”
The somewhat cryptic title that Anne today bears actually covers a function that became even more significant because of changes in society. The task force led by Anne – together with other authorities, and amongst other tasks – makes liquidation plans for Denmark’s largest banks and mortgage lenders. This means they have to think about different scenarios in the event of a new financial crisis, and how the relevant company could be managed without the use of government funds.
“It’s a really exciting task because the plans we make must help prevent taxpayers from having to pay if things go wrong. So you could say that both my work and the general work done by Danmarks Nationalbank is of great importance to society.”
At the same time, Anne also thinks that you have to be careful in your choice of qualifications. She has a master’s in politics and a PhD in economics.
“At the very least I would say to my own children that they must remember to think through their choices. I think it’s important that they think about what opportunities a qualification provides, and when they’ve done that I obviously won’t stop them from choosing what they want to do.”
CURIOSITY PAVES THE WAY
Anne played a lot of tennis throughout her adolescence. Even as a young person, she also read books about social affairs and history – perhaps not a typical leisure interest, but this is very characteristic of Anne.
“I’m extremely curious. I also find it exciting to learn about people and their choices. Why do people make the choices they do? I’m very interested in backgrounds, both personally in relation to other people, but also professionally. They often provide the key to the person. Everyone has something they are passionate about, and if you find that you can have exciting and inspiring conversations with all types of people.”
Anne also uses curiosity when scenarios about the future, consequences and solutions must be developed in her work. And she says it’s also an advantage for her as a manager.
“I always try to find out why we are working on a particular project, what the expectations are for the delivery… and if it’s something we’ve done before, I consider whether there’s something that can be changed to optimise the process or the delivery itself. It’s also important for me to get to know my colleagues. We work in a team and this requires trust and understanding of each other. It’s also a part of the job that I really like.”
“You get a lot done when you collaborate and distribute tasks rather than sitting by yourself.”
AS A TEAM, WE ACCOMPLISH MORE
Being the Head of Resolution Task Force is Anne’s first job as a manager. It was a job change that Anne wanted, and one that creates good meaning for her.
“One thing is that you can see you’re making a difference when you’re able to change processes, give inspiration for a solution or when, as a manager, you can bring new energy to particular tasks. Another is that, as a team you really get a lot more hands. You get a lot done when you collaborate and distribute tasks rather than sitting by yourself. ”
Anne’s curiosity brings many ideas, and she can’t bring them all to life on her own. On the other hand, they can be brought to life in a team at the same time that the team members can bounce ideas off each other, because the manager doesn’t always know best.
“I get a lot of energy out of sharing the tasks with a team. When you’re a specialist, you dive into one task at a time. Here we work on several different things at once. It’s also a big change that you have to constantly remind yourself that you don’t necessarily know best. If you pass the task on to someone else, you must trust that the person will perform the task well. You also have to remember to tell them when things have been well done.”
STAND BY YOUR DECISIONS
Anne hasn’t experienced a big change in the number of hours she works. At least nothing she wasn’t expecting. But she also feels hers is a workplace that focuses on flexibility when it comes to the organisation of tasks.
“I think it’s really an individual choice whether you need flexibility in your everyday life. I have relatively small children and am happy to have the opportunity to organise my work myself. At the same time, I think it’s important to consider why you have chosen to become a manager. If you have taken on a specific job, you have also taken on the responsibility that goes with it. That may mean missing out on some things. The important thing is that you’re conscious of choices and things you’re missing, and that you make sure you have the right balance in relation to the things you want in your life.”
For Anne, it’s about standing by the decisions you make and doing what you love.
“I’m happy with a day that I get something done. If I haven’t, then I’m doing something wrong. It’s all about deciding what it is that makes you happy. You make decisions in your life, and then you have to make them fit together. I’m more happy to be at home when I’m making progress with my work.”