Leadership Begins Where Certainty Ends

Industry knowledge. Professional experience. Familiar career paths. Proven achievements.

That is understandable. Especially when markets are uncertain, companies naturally seek people who already know as much as possible. But this is precisely where a misconception arises: When business models, technologies, regulations and customer expectations change within a matter of months, past experience alone is no longer enough.

A different question then becomes more important: Who can navigate uncertainty, learn quickly, take ownership and stand behind decisions, even when not everything can be planned in advance?

This question is at the heart of our interview series, “Leading Through Change – People, Methods, Mindset.” In this series, we speak with leaders from different organisations about how leadership is evolving when technology, markets and organisations are all changing at the same time.

Our conversation with Kathrin Rust, Managing Director of Solar Manager, made one thing clear: It is not the perfect CV that makes the difference. It is the ability to remain effective in an ever-changing environment.

Kathrin Rust does not describe leadership as managing a set of ready-made answers. For her, leadership begins much earlier: at the point where not all the information is available, yet action is still required.

“Leadership means making decisions despite uncertainty.”

The statement sounds simple. In practice, it is demanding.

Many organisations try to reduce uncertainty through longer discussions, more detailed processes and additional rounds of consultation. This can be useful as long as the information underlying a decision remains reliable. In fast-moving markets, however, the effect can be reversed. Those who wait too long may ultimately make decisions based on assumptions that are already outdated.

Good leadership, therefore, does not mean always being right. It means remaining capable of making decisions while also being willing to revise them.

This mindset provides teams with a sense of direction. Not because everything is certain, but because someone establishes a clear framework, explains decisions and adjusts course when necessary.

For leaders, this is an important distinction: Adapting is not a sign of inconsistency. It can be an expression of accountability.

This mindset also shapes Kathrin Rust’s approach to recruitment.

In an environment where the energy sector, software, electrical engineering, sales and customer service intersect, specialist expertise is valuable. No one would question the importance of a solid knowledge base. Candidates with industry experience bring valuable insights and do not have to start from scratch professionally.

But experience is no substitute for a willingness to learn.

Kathrin Rust is very clear about what she looks for: the ability to grasp new concepts quickly, curiosity, personal accountability, adaptability and a genuine interest in exploring unfamiliar topics. For her, it is essential that people do not limit themselves to what they have already learned.

This is particularly relevant for companies operating in markets where today's knowledge may already be outdated tomorrow.

A CV can show what someone has done. But it offers only limited insight into how someone thinks, learns and responds to new challenges.

As Kathrin Rust puts it:

“A CV really only tells me what someone has done before.”

For HR professionals and executive management, this offers an important insight: Those looking for future-ready talent need to look beyond career history, job titles and years of industry experience.

Kathrin Rust currently conducts all recruitment interviews herself. Not because recruitment should be treated as a task to handle on the side, but because every hiring decision has strategic implications.

For her, the first interview focuses on mutual fit: Is there a good connection? Is the motivation genuine? Has the candidate taken the time to understand the company? Do they give the impression that they are not simply looking for a job, but genuinely want to become part of the organisation?

In the second stage, she places greater emphasis on case studies. Here, the focus shifts to methodology, preparation, ways of thinking and specific approaches to solving problems. This is where it becomes apparent how someone structures challenges, how much personal responsibility they assume and whether they merely identify problems or actively work towards solutions.

This is not a standardised assessment process in the traditional sense. However, it reflects a principle that is also fundamental to professional personnel assessment: Relevant competencies need to be made observable.

Ownership is rarely something that can be assessed through a direct question alone. It becomes more apparent in how candidates describe past situations, how they define their own responsibilities, how they deal with obstacles and whether they actively work towards solutions in a case study.

This is also where external sparring can add value. Not by taking decisions away from leaders, but by helping them define which characteristics are truly critical to success and how these can be assessed more systematically during the selection process.

One of Kathrin Rust’s most compelling analogies is her description of a team as a puzzle.

“Building a team is like putting together a puzzle. Every person who joins is another piece.”

In a large corporation, a poor hiring decision may, under certain circumstances, be absorbed by the organisation. In a small or young company, however, it immediately affects the entire team dynamic.

One person can create momentum, close gaps and complement existing strengths. But they can also make meetings more difficult, weaken motivation or push other team members aside.

This is not purely a cultural issue. It is an economic one.

In a small team of ten people, a poor hiring decision cannot simply be absorbed without consequences. It consumes leadership capacity, affects morale, slows down progress and, in the worst case, can even cause valuable employees to leave.

That is why assessing an individual in isolation is not enough. An equally important question is: What impact will this person have on the system they are joining?

Kathrin Rust is therefore not looking for uniformity within her team. She is looking for complementary strengths.

Different roles require different characteristics. A customer support specialist approaches work differently from a sales professional or a project manager. What matters is that they share fundamental attitudes: a willingness to learn, customer orientation, teamwork, personal accountability and the motivation to make a difference.

Diversity, in this context, is not about assembling people at random. It is about deliberately bringing together complementary strengths.

Kathrin Rust is equally clear when it comes to the employer value proposition.

The energy transition is a compelling mission. Purpose continues to play an important role, particularly for people who want their work to make a meaningful contribution. Yet purpose alone is no longer sufficient to attract talented professionals.

Today, many candidates are increasingly asking: How respectfully are people treated here? Will I be just another number, or will I be recognised as an individual? Can I make a difference? How will my manager treat me?

This is an important consideration for companies that primarily communicate their attractiveness as an employer through their mission, industry or product.

People want purpose. But they also examine culture.

And culture is not demonstrated through a slogan. It becomes visible through everyday experiences: during recruitment interviews, onboarding, collaboration, conflict resolution and leadership.

Towards the end of our conversation, the focus turns to the future.

What kind of people will a company need in three to five years when it is not yet clear which requirements will emerge?

Kathrin Rust’s answer is remarkably pragmatic: We do not know exactly. That is why we need people who are curious about tomorrow rather than afraid of it.

This mindset is becoming particularly important in the context of AI and emerging technologies.

It is not about mastering every new development immediately. It is about using new tools thoughtfully, translating efficiency gains into meaningful outcomes and not simply accepting whatever a technology produces without critical reflection.

The future does not belong to those who claim to know everything already.

It belongs to those who learn quickly, think critically and take responsibility for what they do with the knowledge and tools available to them.

Our conversation with Kathrin Rust highlights one thing: In dynamic markets, leadership, recruitment and personnel assessment can no longer be considered in isolation.

Organisations seeking to make sound hiring decisions need to understand which competencies drive success today and which may become relevant tomorrow.

Those building teams need to select people not only for individual tasks, but also for the wider system they will become part of.

And those leading through uncertainty need to be able to make decisions without creating the illusion of complete control.

A CV remains important. But it is only the starting point.

The questions that really matter go deeper:

How does someone learn? How do they take responsibility? How do they contribute to a team? How do they navigate uncertainty? And how much future potential is truly reflected in their past experience?

Perhaps this is the fundamental shift taking place in recruitment: We are no longer simply looking for people who can fill a role. We are looking for people who can grow with it.

Which competency do you think companies still underestimate most when selecting people for an uncertain future?