#GovernmentPerspective: Carsten Konzak (Cottbus Immigration Office) sees poor personnel management as the core problem

In the series “Perspective of the Immigration Office ( #AuthorityPerspective )”, we give the immigration office a voice. Often, in immigration law, there's a perception that authorities act unlawfully and erroneously due to personal motives, racist prejudices, or simply because of arbitrariness. While these cases certainly do occur in practice, it's often overlooked that this isn't necessarily a structural problem and that immigration offices face significant challenges. Limited budgets, difficulties in recruiting staff, frequent legislative changes, and a highly resistant legal profession make their work considerably more difficult. The resulting conflicts and problems aren't necessarily always the responsibility of the immigration office.

With the series “Perspective of the Immigration Office,” we aim to shed light on the practical challenges of administrative law in order to contribute to constructive public discourse. In the third episode of the series, we review the key statements made by Carsten Konzak from the Cottbus city and immigration office in Stephanie Tonn's podcast “Administration Works” (Episode 3: “ Leadership is a Team Sport ”). Their exchange illuminates the daily reality of the German migration administration and immigration office in Cottbus – including the challenges, structural shortcomings, and opportunities that are of particular relevance to international professionals and businesses.

Quality of leadership as a central element of immigration authorities

In an extensive conversation between fully qualified lawyer Stephanie Tonn and Carsten Konzak, head of department in the citizen services department of the city of Cottbus and thus responsible for the Cottbus immigration office and the citizenship office , a rare insight into the internal mechanisms of municipal migration administration emerges. Konzak, who has held leadership positions for more than 21 years, describes with remarkable candor why, in his view, leadership is the key lever for a functioning, stable, and citizen-oriented immigration office.

Konzak makes it clear from the outset that the dynamics within immigration authorities have increased rapidly – due to refugee crises, the war in Ukraine , complex legal reforms such as the new citizenship law , and massive increases in applications. It is precisely in this complex situation that the quality of leadership determines whether staff structures collapse or whether the administration remains efficient.

#GovernmentPerspective - Leadership as the core problem and at the same time as the most important solution

Konzak's central diagnosis is clear: When immigration authorities perform poorly, it's usually not just the staff that's to blame, but rather poor or nonexistent leadership. Where structures falter, sick leave increases, errors rise, or processes stagnate, the root of the problems almost always lies with the manager – "the fish rots from the head down." The solution, according to Konzak, lies in professional, empathetic, and visible leadership that provides guidance, creates clarity, and develops employees. Managers must not only control processes but also cultivate a culture that fosters trust, transparency, and commitment.

Konzak's leadership principle is particularly influential: "Trust is good, control is necessary." In the Cottbus immigration office, this doesn't mean mistrust, but rather a structured form of quality assurance. Decisions must be legally sound, processes must function smoothly, fees must be collected correctly, and employees need feedback to feel confident in their work. Konzak considers clarity in communication one of the most important qualities of leaders: only those who communicate clearly can establish reliable frameworks. Ambiguity breeds uncertainty – and uncertainty in public authorities leads to errors, avoidance behavior, and feelings of being overwhelmed. Conversely, clear communication creates reliability, structure, and professional expertise.

Employee surveys and assessment centers at the Cottbus immigration office

A quality assurance tool at the Cottbus Immigration Office is the regular, anonymous employee survey conducted every two to three years. These surveys are used to evaluate managers – including Konzak himself – from the employees' perspective. The results serve as a basis for self-reflection, professional development, and coaching. Of particular interest is the fact that even nuanced criteria such as "Accepts other opinions" are assessed – an indicator of how dialogue-oriented leadership is actually practiced.

Another key point from the perspective of the Cottbus Immigration Office is how new managers are selected. Instead of simple job interviews, Cottbus uses structured assessment center procedures in which realistic role-playing exercises, team tasks, and leadership situations are simulated. This allows for the assessment of communication skills, empathy, conflict resolution abilities, and decisiveness. The result: Management positions are only filled if the applicant demonstrably meets the actual requirements.

Conclusion Opinion of the Cottbus Immigration Office

The conversation makes one thing clear: In immigration offices, good work is determined less by staffing levels or technical equipment, but primarily by the quality of leadership. The perspective from the Cottbus immigration office shows that professional leadership development, clear standards, stable communication structures, and a respectful presence are essential for the functioning of the administration. Konzak thus makes an important contribution to an often overlooked debate: Good leadership is not a "soft issue," but rather the foundation of every functioning immigration office.

You might also be interested in:

• Overview of authorities in the migration administration

• Website of the Cottbus Immigration Office