Governance

As a subscriber to a training course, do you feel that this is a familiar question:👉 How can you make sure that the training doesn’t just remain a nice event and that after the training the managers don’t drown in their daily life again? The answer is not just in updating content or finding new […]

Leadership doesn’t start with management tools. Leadership starts with self-awareness. I don’t think it can be any other way, although I often see that it is thought that when a manager starts his job, he has to be given a huge amount of skills in a short period of time, to be trained, to be

Have you ever noticed that some leaders don’t lead/inspire, but as if to prove that they deserve to exist. Not consciously, but subconsciously. Such behaviours are often more visible from the outside, but of course it is only useful if we can see that part of ourselves. I have this pattern in me, I believe

They take place at the level of the child and the parent. Not consciously, but subconsciously, so there is no need to look for blame here. It is an unconscious behaviour which, when it becomes visible, often causes serious and thoughtful looks on the faces of the leaders, but also, later on, a laugh of

Customer story: Leadership does not start with strategy. Leadership doesn’t start with strategy. The question is – are we guided by a subconscious part of ourselves or is it guiding us? Increasingly, I have seen how leaders’ actual choices, reactions and relationships are not based on what they know, but on what they do not

I am reported to have said such a phrase at one of my leadership team meetings years ago, and I was reminded of it years later as a positive push-back phrase. At first it startled me, wondering if I had really allowed myself to say it, but then I realised that I still believe it

I used to feel a little uncomfortable as a trainer, and also as a leader, when someone said that at the end of a training or a joint discussion. Did I really not offer anything new? Was I not inspiring or thought-provoking enough? But – it’s one of the best compliments you’ll hear: “That was

Many organisations regularly carry out employee satisfaction surveys and often stress that they are anonymous. This has always been a questioning approach for me. If your organisation considers an employee satisfaction survey to be anonymous, it is worth stopping and asking – why? What does this fact reflect? Why do we need to do the

Today, the world is built on organisations – workplaces, businesses, schools, hospitals, political associations, from media houses to housing associations. Behind every organisation and team is a leader whose ideas, awareness and attitudes shape the environment. Taken together, the entire leadership community has a huge impact on society as a whole – on the physical

For how long is a driver a “proper” driver? When does “I still have more to offer” become “I can’t let go”? In my book “The Footprint of Leadership – Why Leadership Should Be Temporary”, it is this question that has generated the most controversy. The job of a leader is not to stay in