How have you managed to build resilience, both personally and in terms of organization?
Resilience is a huge and very relevant topic for us. Resilience is not something you learn, it IS learning. We have to learn on the fly when things change dramatically. We have to observe, stay curious and learn from mistakes and successes. When I jumped into this job virtually, I was suddenly faced with all this extra time. And then I filled it with work. Big mistake. I learned to force downtime into the calendar. Our brain needs to change gear, have physical and emotional changes of pace for the sake of productivity, energy and wellbeing.
The ability to learn also has to include an acceptance of failure. At Lonza, there really is a curiosity around innovation – people love to tinker, to try things out. We don’t have a culture of penalizing people if things go wrong. People see mistakes as a chance to learn, to reflect on what happened, even though it can sometimes be hard to deal with.
Finally, what are your key takeaways from this crisis?
When it comes to crises, history shows us: we can do this. We have gone through past pandemics and we will get through this one, too. We have never had this specific context before but if we stay agile and ask the right questions, we will be alright. I think it is also important to be at ease with saying “I don’t know”. It is perfectly legitimate to give those unknowns some thought, speak to mentors, colleagues and friends. That can support progress and maintain momentum. I have always had a belief that the impossible is possible and this crisis has shown that to be true – thanks to science, data and focus.
On a lighter note, had I known what I know today, I would have invested in a better laptop background and a more comfortable workstation. Also, I would have got a dog earlier! I could have been enjoying the walks and the exercise for a whole year by now if I had acted more quickly.