Interview with Dr. Jerneja Jug Jerše, Head of European Commission Representation in Slovenia
“WomenIN Business Role Model Constellation”
In discussions about leadership, the emphasis often falls on outcomes—success stories, milestones, visible achievements. Less attention is paid to the underlying processes: uncertainty, failure, and the persistence required to navigate both. For Dr. Jerneja Jug Jerše, Head of the European Commission Representation in Slovenia, it is precisely this less visible dimension that defines meaningful leadership.
Reflecting on the WomenIN Business and Leadership conference in 2025, she points not to a single defining moment, but to a broader pattern.
“What always remains: the people we meet and their stories. It is always moving to hear successful stories, but what is just as fascinating is getting the insight into the work behind their success – difficult beginnings, doubts, challenges, and even failures. Sharing your vulnerable side with others is the bravest and most inspiring act you can do.”
The value of such exchanges, she suggests, lies not only in inspiration but in recognition of shared effort.
“Choosing only one moment or conversation would be impossible, as there were so many. What remained with me was knowing that we are all a part of collective efforts to bring change and make progress in our respective fields.”
Rethinking Leadership Practice
Much of what defines leadership, Dr. Jug Jerše argues, remains insufficiently articulated in formal settings. Drawing on economic theory, she frames leadership as a question of allocation rather than equality.
“As an economist, I am a firm believer in the theory of comparative advantages, which can also be applied to leadership. For example, this can be assigning tasks that individuals truly excel at and not distributing work evenly. While this means that workloads might look different, I believe there is nothing more unequal than the equal treatment of unequal.”
This perspective challenges conventional notions of fairness in organisational structures, suggesting that effectiveness may require asymmetry.
Equally, she highlights a less visible, but no less consequential, dimension of leadership: restraint.
“There is another key truth: great leadership doesn’t always take the spotlight. When the work is done, the team should believe they arrived at the solution by themselves. That’s how you know your leadership was effective.”
From Networks to Initiative
Professional gatherings are often framed as catalysts for connection. Yet their long-term value depends on what follows.
For Dr. Jug Jerše, the distinction between passive participation and active engagement is critical.
“Although conferences are an excellent way to meet other inspiring people, you can also create similar opportunities yourself if you’re brave enough to take the initiative.”
She illustrates this with a recent experience in Brussels:
“I had the idea of setting up a drink with very important ladies from the Commission, whom I knew but was not close to. And to my surprise, they all responded positively to my invitation.”
The implication is straightforward: access is not always constrained by formal hierarchies, but often by personal hesitation.
Confidence as a Catalyst
If curiosity drives interest, confidence determines whether it translates into action. In her own career, the distinction proved decisive.
“Curiosity is an excellent driving force in business and politics, but it gets you nowhere without confidence.”
She recalls applying to the College of Europe with limited preparation in one of the required languages:
“At the time, I had only been learning French for three months. But I still had the confidence to apply – and it worked.”
The lesson is not one of risk-taking for its own sake, but of calculated boldness—acting before conditions are fully optimal.
Her advice to younger participants reflects this approach:
“Sit at the table. If there is no chair, bring it. Always ask questions, but most importantly – ask for what you want.”
Sustaining Momentum
A recurring challenge for conference participants is translating short-term motivation into sustained action. Here, dr. Jug Jerše emphasises follow-through.
“Take any invitation for coffee or a meet-up seriously and follow up. Reach out to the people you meet after the event. And foster the relationships that began here.”
In this sense, networks are not formed during events, but maintained afterwards.
Participants, she adds, should approach such gatherings with openness—not only to new ideas, but to diverse perspectives.
“Participants should come ready to connect and meet other fantastic and inspiring women – whether they are entrepreneurs, public servants, or diplomats. And not only women, but also men.”
Beyond Balance: The Case for Cooperation
Debates around gender in leadership often centre on representation. While necessary, Dr. Jug Jerše argues, this is insufficient.
“Gender balance is crucial, but we need gender cooperation to achieve and maintain it.”
She situates this within a broader institutional framework:
“We need to work on gender equality to reach it, and this was never only women’s mission. It is beneficial to both women and men.”
At the European Commission level, this remains a structural priority.
“It remains one of the Commission’s priorities, reinforced through targeted strategies and integrated across all policies. Real changes require collective effort and commitment.”
In an environment where leadership is increasingly defined by complexity rather than control, Dr. Jerneja Jug Jerše’s perspective is pragmatic: progress depends less on formal declarations than on everyday decisions—how work is allocated, how relationships are built, and whether individuals are willing to act before certainty is guaranteed.
