Vrouw op de apenrots

Hard werken, doorzetten en jezelf blijven 

Greta Thunberg is hot deze dagen: een meisje dat in haar eentje het stroef lopende milieubeleid in beweging lijkt te krijgen. Voormalige Vice President bij de internationaal succesvolle chipfabrikant NXP Renée van der Burg, noemt de zestienjarige Zweedse in ons interview over coachend leiderschap een lichtend voorbeeld: ‘Zoveel kan een mens voor elkaar krijgen met zelfvertrouwen’. Geloven in wat je doet en zelf je handen uit de mouwen steken, dat zijn de belangrijkste lessen van Renée als vrouw in het mannenbolwerk management. En: geluk afdwingen, kansen pakken ook als je niet 100% zeker bent.

Leiderschap: maar dan anders

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Interactions and patterns

In my last blog, I presented the model that we use to show how interactions can affect the performance of an organisation. Too many negative interactions can drain the energy and creativity from a team, leading to poor performance. Even too many positive interactions can have a negative impact, as there is no one to play ‘devil’s advocate’ or even just be the voice of reason. Getting the right balance of positive and negative interactions is critical for becoming a high performing team. In this blog, I will take a closer look at the positive and negative interactions.

Negative interactions

Too much negativity? Heated discussion during a meeting

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Analyzing interactions with the HiPerModel*

In our last blog, we looked at the importance of interactions in the world of business. In fact, 70% of the success of any company is reliant on interactions between people. And those interactions can be broken down into three easy E’s: Energy, Exploration and Engagement. This time round we’re going to look at this in more detail, with the HiPerModel.

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Building organizational excellence

There are many factors that affect the performance of a company: the vision and mission, the structure and processes, and the people. There is an assumption, particularly in high tech companies, that changing one will have a positive impact on the others. And while that can be the case, changing a company’s structure and processes in the hope of changing people’s behavior can often have exactly the opposite result. Why is that?

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