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February 25, 2020October 8, 2019

Lead by Providing Bearing, Room & Backup

How do you lead your team in today’s organization? The basic premise is: intrinsically motivated team members perform better because they come to work because they want to, not because they have to. So how does your function as leader change as you shift your focus towards this intrinsic motivation? Theunissen and Stubbé (2011) provide an excellent strategy: Leading by providing bearing, room, and backup.

January 28, 2020October 8, 2019

Leading Towards a Network Organization

In a previous blog, I wrote about why you should transform your organization into a network organization and promised to write about how to lead that transformation.

December 17, 2019October 8, 2019

Community Management

A network organization is resilient and sustainable.

One of the largest barriers in several organizations is that many managers still tend to think using hierarchical paradigms. Targets, management on result, and control remain the magic words. Let alone the traditionalists with their “I am the boss and I know what needs to be done” attitude.

November 26, 2019September 8, 2019

Choose Change!

Common mistakes when wanting to change organizational culture are: thinking that publishing a code of conduct is enough; explaining and coercing; only doing a communication campaign with posters, etc.; and giving employees a (communication) training or a team-building session.

October 22, 2019September 8, 2019

Who Changes?

One of the challenges you as leader are faced with is getting changes done in your organization. Especially influencing organizational culture, which is an arduous task, and many an attempt fails to bring about the desired cultural change. So why is that? And more importantly: how can you influence your coworkers in such a way that you increase the probability the desired changes are actually effectuated?

September 24, 2019September 8, 2019

Long Live the Chief Happiness Officer

Written in collaboration with Ellen Sebregts

At long last, focused attention for Mastery, Autonomy and Connection!

Do you know what’s so great? For years we’ve been writing about the three needs which when fulfilled make a person happy – at home and even more so at work: Mastery, Autonomy, and Connection. It’s so simple. Yet not easy. That’s why many organizations who have understood this message realize how difficult it is to truly live up to this challenge and appoint a Chief Happiness Officer.

A hype? Rubbish? We think not.

June 25, 2019September 8, 2019

Change is inevitable. Get ready to lead it!

Leadership is about leading. Also, when you need to lead into change. Or is leadership nothing else than facilitating change? Whichever way you choose to look at leadership, leading change is one of your most challenging and, at the same time, essential tasks.

May 27, 2019September 8, 2019

Leadership and dialogue

I often hear (about) leaders in organisations mumbling things like, “We need to get the dialogue going on the subject of . . .” Sounds good, doesn’t it? But what do we mean when we say dialogue? Is it just a hip way of saying we should talk to coworkers?

March 27, 2019June 6, 2019

Dealing with difficult team members

Picture this: as a leader, you’re a real go-getter. And then there’s that team member who always needs to analyze everything to death before finally getting into action. And the other one who is such a perfectionist that they never get the job finished. Why do these co-workers manage to get under your skin? And more importantly, how do you deal with your irritation?

February 27, 2019September 8, 2019

The Key to Sustainable Performance

As an organization, as a leader, sustainable performance is key to build and maintain an excellent organization. Sustainable performance means coworkers do excellent work without falling into the traps of burnout or workaholism. Sustainable performance means your organization efficiently and effectively provides quality products and services, is blessed with low absenteeism and low staff-turnover. All of this is good for the bottom line.