‘I make a point of thanking people for asking critical questions and disagreeing openly’

Every industry benefits from diversity, not just ours. What makes it particularly important and urgent for the solar and renewable energy industries is the lack of qualified professionals. We need specific competencies, including electrical engineering expertise, that are scarce by nature. Expanding the talent pool as widely as possible is therefore vital to our economic growth.

Making sure that everyone feels welcome is a matter of economic success just as much as it is a matter of human values. We cannot afford to overlook capable people when our industries need such a broad range of skills to deliver the energy transition. Inclusion must allow us to attract talent from across society and create the conditions for everyone to contribute effectively.

Looking beyond identity

I have not observed the major shifts in gender-inclusive leadership that I had hoped to see. What I have observed are individuals genuinely making an impact because they excelled in their positions and supported those who delivered results, without paying specific attention to gender. Their focus was on recognising people’s abilities and contributions.

In my personal experience, some of those who spoke most about gender equality focused primarily on differences and, in doing so, sometimes reinforced the very biases they sought to challenge. Only when we look beyond gender, age and other aspects of identity can we universally appreciate people for who they are and for what they contribute to a company.

For me, DEI should mean that every human being has the same opportunities and is measured by the same standards. One of the biggest challenges at executive level is that the inclusion of specific groups is often misunderstood as the exclusion of others. Many executive leaders are still men, and some may feel threatened by a programme that appears to promote women while leaving them outside the conversation.

This is one reason why such initiatives can struggle to secure leadership buy-in. The lack of executive support, often cited as one of the greatest barriers to DEI programmes, may sometimes be the understandable resistance of someone who feels excluded. If inclusion is the objective, the way we design and communicate these programmes must reflect that principle.

Creating safety for disagreement

The most important element of an inclusive organisational culture is ensuring that everyone feels safe to contribute ideas and opinions, particularly when they disagree with the majority or with people in more senior positions. Each of us is limited in our individual perception and thinking. Only when different perspectives come together do we have the opportunity to see a fuller picture.

I make a point of thanking people for asking critical questions and disagreeing openly. Consistency is essential because employees may remember one negative reaction from a leader more clearly than ten positive ones. Leaders cannot invite challenge only when it is comfortable; they must demonstrate repeatedly that thoughtful disagreement is valued.

I am also open about my own mistakes. Only when we address mistakes can we learn from them. A leader’s willingness to acknowledge being wrong signals that uncertainty and imperfection do not need to be hidden, and that honest reflection is part of how an organisation improves.

Leadership requires clarity

One of the most important leadership lessons I have learned is not to become too distracted by what other people might think of you. You cannot control their opinions; you can control only your own mindset and behaviour. I believe this is important for anyone striving to become a leader.

Wanting to be liked by everyone will limit your effectiveness. As a leader, you are responsible for a company and for everyone working within it, and that responsibility sometimes requires difficult choices. Early in my career, I had to dismiss someone because their behaviour was disrupting the team. Experiences like this teach you to be clear about what really matters and to act accordingly.

Make being different your advantage

The renewable energy industry is young and therefore more diverse than the traditional fossil fuel industry. Even so, as a young woman entering the sector, there is still a good chance that you will find yourself in a room full of men. My advice is to treat that difference as an advantage.

Being different means that you stand out and that people are more likely to remember you. What they remember, however, is your choice. Prepare carefully for what you want that impression to be. Focus on your strengths, build your knowledge and make sure that your contribution is what stays with them.

Hannah König is an experienced executive and energy expert with more than 15 years of international experience in the energy sector. She currently serves as Head of Project Execution at Enertrag, where she is responsible for the global execution of projects in wind energy, solar PV, battery storage and electrolysis, leading an international team of more than 90 employees. Previously, she held senior leadership positions at Energy Infrastructure Partners and EnBW, with responsibility for investments, major infrastructure projects and strategic procurement. Her experience spans the entire energy value chain – from project development and investment decisions to implementation and operations. She also brings experience from supervisory and board roles. Since 2026, she has served as a member of the Board of Directors of EBL.

Interested in joining Hanna König and other women industry leaders and experts at Women in Solar+ Europe? Find out more: www.wiseu.network