How Jenny grew from shop rescuer to team lead

I was thrown in at the deep end early during my apprenticeship and had to learn quickly how to work independently. Along the way I realized that project management suits me and that I'm good at it. So moving into that role felt natural. It was less a conscious decision than a development that grew out of my skills and my enjoyment of the work. The variety of tasks, the client contact, the appreciation, and the teamwork: all of that motivated and fulfilled me.

I trained as a marketing communications specialist. I was always drawn to communication and advertising, so I started my apprenticeship at an ad agency. Even though the agency later rebranded and specialized, I'm glad I stayed on that path. Focusing on this particular field was a deliberate choice, and I've never regretted it.

It's not about individual wins for me, but about the interplay of team, client relationship, and the right amount of pressure. What stands out most are the projects where we handled seemingly impossible situations and revived projects that had almost failed. Rolling up our sleeves together and the feeling of achieving something as a team are what really count.

The biggest difference is learning to let go and trust the team. I used to hold all the strings; now I'm responsible for the people doing the operational work. That takes a shift in perspective: instead of client problems, I now look after the needs and wishes of my people. It's important to stay authentic through all of this and not lose touch.

In the middle of day-to-day business I was often critical and tended to see the negatives. Now, with some distance, I recognize how well positioned we are compared to others. We do a lot of things right, especially in areas like people development and employer branding. The quality of our work is excellent too. I used to think management didn't see the problems. Today I know they're very much aware, but they trust their people and support them. Overall my perspective has shifted from "everything is annoying" to "we are pretty great." We should be more aware of how strong we are, and celebrate it too.

Above all, those six months gave me clarity about what I really want from my working environment. I learned a lot about company culture: how much the way people treat each other and transparent communication matter. In the process I realized that I don't see myself in a mid-sized, owner-run company with long decision paths, little speed, and outdated hierarchies. When I left SHOPMACHER, it was on good terms. I simply wanted to see something different. But I quickly noticed that I don't like not knowing how to fill my day in the morning. And when important topics like digitalization stall because of a single person, that's just not for me. So I came back, because here I have the freedom and the opportunity to move things forward and shape them.

For me, psychological safety and the chance to grow are central to a good company culture. I want to feel safe showing weaknesses or raising situations that overwhelm me, without being judged. At the same time, it matters to me that I can develop further, in areas that interest me and that I can drive myself. Work should also be fun. An easygoing way of interacting with colleagues, where you can be a bit cheeky now and then, helps with that. Authenticity is another key pillar. I want to be able to stay true to myself and not be forced into a role that doesn't fit my nature.

Above all, I value authenticity, honesty, commitment, and reliability. I want open and honest communication as equals, where people can rely on one another. New team members should identify with the company culture and understand what matters to us: authenticity over surface. I live these values myself by showing up as I am, even on bad days. My people always know where they stand with me.

My basic working style has stayed the same: I'm still very structured and organized. What has changed is the need to prioritize more strongly. With fewer working hours, I have to make sure I'm working on the right things. That also means sometimes putting my own projects on hold and focusing on the needs of the team. The biggest challenge is fitting all the tasks into 30 hours and setting the right priorities. An important insight for me was that the end of the workday really does mean the end of the workday. That was especially hard at the start, when I was still working part-time as an account lead. Consciously switching off and focusing on other things is a learning process, even when colleagues are still working and might need something. I've learned that it's important to be strict and to look after yourself. Being always reachable with no clear focus is unhealthy in the long run and takes a toll on your mental health.