Governance

A salaried driver and a salaried employee have each sold 40 hours to the employer. No more. Namely, I meet from time to time with responsible managers who are constantly available through all possible channels, in the evenings, during holidays and on weekends. Also, when training managers, I always have to remind myself that if

The results are good at best, the people are smart, the processes are in place, but still something is out of place. There is a tension in the air that goes unmentioned, there is a lot of talk in meetings, but not about what really matters. The feedback culture is polite but not honest. People

Too many meetings and not enough good practice documents for meetings? If a person spends more than 20% of their time in meetings, Peter Drucker says, the organisation is sick. I agree. Meetings are often held in order to “keep the pulse beating”, “share information”, etc. But often a meeting is a way to escape

Some have told me: “There is a sense of corporate gaming in your book.” At first, this seemed a strange comment, but later on, after analysing it, and also looking at my many 1-1 mentor clients, I really accept this “diagnosis”. Not because I’m in it so much any more, but it’s very familiar to

Organisations are full of beautiful words – values, security, meaning, collaboration, commitment, etc. From my own leadership experience and from my clients, I see that often behind the words live the things we don’t want to see. These themes drive us. And as long as we don’t talk about the things that are hidden, we

OKR (Objectives and Key Results) principles have recently been actively replacing KPI and other performance management systems in organisations. For those who are not familiar, a brief overview of the OKR framework:🧰 Objective – an inspiring and qualitative goal to reach🧰 Key Results – measurable steps that show the achievement of the objectives🧰 Ambition –