What is leadership? One means of approaching this question is by noting that leadership is without doubt the most discussed boardroom topic. By far. Everyone has an opinion about their own ‘boss’ and almost as often about – in gaming terminology – the ‘final boss’ : the managing director, or, in a corporate, an executive from the C-suite: a COO, CDO, CIO, CFO, CRO, or ultimately the CEO: the chief executive officer.
In such a conversation about the boss, it is usually about the many facets of leadership. What characteristics make a leader a good leader, a strong and powerful leader, or a mediocre or even arrogant boss? he following assessment is usually made: what is she/he good at, and what is she/he not good at? Many leaders clearly have weak points, but if the strong points sides are strong enough, people will still support ‘their’ leader. At least, that is what psychologists and leadership coaches claim.
Business programmes and management book classicsYou can practice becoming a better leader. Every self-respecting business school and university develops programmes, and hundreds of books and thousands of other publications have been published with the aim of improving leadership skills: by changing or mitigating the weak points and developing the strong ones. These publications are often eagerly sought after. The classic The Seven Habits of Highly Effective People by the American author Stephen Covey has sold more than 25 million copies in 40 languages. The audio version has sold 1.5 million copies. It is no coincidence that this book is a source of inspiration for many leaders. Leadership is also a major theme for Management Scope. Indeed, Management Scope focuses primarily on the CEOs of Dutch corporate companies and on their stakeholders: those who are in direct contact with the CEO, the C-suite. These include members of the executive committee (the ExCo) but also, for example, a company secretary, the members of the supervisory board or a chief sustainability officer. Increasingly, executives are specialists who occupy themselves with one facet of management. Several authors focus on executive education and on the psychological side of leadership. And on what is known as the ‘boardroom dynamics’: how do you create an efficient leadership team – one in which bodies such as the executive board, executive committee (ExCo) and supervisory board function well and also cooperate well?
Diversity in the boardroomLeadership also shows clear developments. For example, diversity in executive and supervisory boards has been a major theme in recent decades. For some 20 years now, women have been steadily taking up more prominent positions in boardrooms. Management Scope, too, is committed to diversity. Every year Management Scope publishes the Top 100 Corporate Women in the Netherlands, inter alia. The female role models in Dutch management are put in the spotlight through this list. Another theme is inclusion. How do you ensure that in the top of the organization – as well as in the layers below – there is room for the opinions and thoughts of bicultural and other cultural leaders? Incidentally, this development is absolutely vital. As Dutch society has embraced more and more nationalities and cultures, consumer behaviour is also changing. Companies can hardly get a grip on these social trends unless they themselves embrace different leadership: in other words, inclusion.
Transformational and responsible leadershipLast but not least, the rise of transformational leadership and responsible leadership in the boardroom should be mentioned. The rapid developments surrounding the digital transformation mean that many companies are having to innovate at an ever-increasing pace and even transform their entire business model. Hence: transformational leadership. What leader has the qualities to really take his team on a journey, where existing rules are set aside and innovation is embraced? Change is difficult for everyone. A good leader must not only be able to ‘jump over his own shadow’ but must also be able to do so on behalf of the entire team, undoubtedly assisted by an expert HR department. Workforce management – what kind of people do I have, and what are they capable of, also on a human level? – is becoming increasingly important. Responsible leadership is perhaps the most remarkable trend. Stakeholders increasingly expect companies and other organizations to know and measure their impact on society and even to have a clear purpose, a right to exist. There is no time to waste for the leaders of our corporates.
The legendary leaders of semiconductor equipment manufacturer ASML, are retiring. A very good reason to engage in an exclusive conversation with the co-presidents of what was initially considered a 'negligible company' - 'Philips regarded us as the dog in the backyard pen they occasionally tossed a bone at' - on everything that contributed to their evolution into a global player. 'There was no vision. We had no competencies. There was only a dream, and we sought out partners to realize it.'
Read moreHow can leaders – and women in particular – contribute to a more fair, more sustainable, and more resilient future? This can only be achieved by seeking the connection between corporate values and personal values in all strategic decisions, according to the speakers at the Executive Women Event 2024. Companies can no longer get away with not following the rules. ‘We must bring the moral compass of the individual to the company.’
Esmé Valk has been CHRO of Royal Schiphol Group since September 2021. After leading the restructuring operation during the first months of the corona crisis, she is now working on recovery. The particular focus is on the well-being of employees, both those of Schiphol itself as well as employees of other parties operating at the airport. ‘I have the best HR job in the Netherlands, but it is also very complex.’
How can leaders – and women in particular – contribute to a more fair, more sustainable, and more resilient future? This can only be achieved by seeking the connection between corporate values and personal values in all strategic decisions, according to the speakers at the Executive Women Event 2024. Companies can no longer get away with not following the rules. ‘We must bring the moral compass of the individual to the company.’
Esmé Valk has been CHRO of Royal Schiphol Group since September 2021. After leading the restructuring operation during the first months of the corona crisis, she is now working on recovery. The particular focus is on the well-being of employees, both those of Schiphol itself as well as employees of other parties operating at the airport. ‘I have the best HR job in the Netherlands, but it is also very complex.’
What is it like for a foreigner to assume a position in the management of a Dutch organization? In the series A Meeting of Minds – also the name of a network for foreign executive & non-executive board members in the Netherlands – Management Scope interviews foreign executives about their work in Dutch boardrooms. This time: Philippe Vollot, Chief Financial Economic Crime Officer at Rabobank. ‘I took the time to truly understand how things work here.’
A substantial change is taking place in the relationship between people and organizations. Employees are demanding that their organizations take into account what they consider important: from better working conditions to psychological and social safety and diversity and inclusion. This human revolution has empowered employees. More and more organizations are making use of their insights and ideas. Personal leadership of employees is becoming more important. Psychological consulting firm LTP has developed a roadmap that shows how opportunities are optimized and pitfalls avoided.
VodafoneZiggo was one of the first companies to formulate a policy for hybrid working. The organization strongly believes in working sometimes from home and sometimes from the office, says CHRO Thomas Mulder. This applies to employees and executives alike. ‘It is not about individual interests but about the team’s interest when it comes to hybrid working.’
What is it like for a foreigner to assume a position in the management of a Dutch organization? In the series A Meeting of Minds – also the name of a network for foreign executive & non-executive board members in the Netherlands – Management Scope interviews foreign executives about their work in Dutch boardrooms. This time: Philippe Vollot, Chief Financial Economic Crime Officer at Rabobank. ‘I took the time to truly understand how things work here.’
A substantial change is taking place in the relationship between people and organizations. Employees are demanding that their organizations take into account what they consider important: from better working conditions to psychological and social safety and diversity and inclusion. This human revolution has empowered employees. More and more organizations are making use of their insights and ideas. Personal leadership of employees is becoming more important. Psychological consulting firm LTP has developed a roadmap that shows how opportunities are optimized and pitfalls avoided.
VodafoneZiggo was one of the first companies to formulate a policy for hybrid working. The organization strongly believes in working sometimes from home and sometimes from the office, says CHRO Thomas Mulder. This applies to employees and executives alike. ‘It is not about individual interests but about the team’s interest when it comes to hybrid working.’
Transgressive behavior, a soured or toxic work atmosphere and psychological unsafety: it is not only the Hilversum media world which has to deal with it. In diverse organizations, board members in particular form a serious ‘risk group,’ write Marian de Joode and Ageeth Telleman.
Read moreAs CEO of the Danish beer brewery Carlsberg, Cees ‘t Hart was left with a difficult choice at the start of 2022 when the war broke out in Ukraine: ‘When I spoke about “a conflict”, my colleagues in Ukraine were angry. And I couldn’t speak about “a war” because this would have been dangerous for our staff in Russia.’
There is an art to giving and receiving feedback well. How do leaders approach this art? We spoke with Dennis Dijkstra, CEO at Flow Traders, a stock brokerage firm that has received its share of candid criticism. Dijkstra is not too bothered. When it comes to giving or receiving feedback, subtlety is not his style.
In 2022, Natalia Wallenberg took office as CHRO of Ahold Delhaize. A year later, she takes stock and discusses the challenges at a time when people are under pressure. ‘I believe that psychological safety is fundamental to well-being, inclusion and good performance.’
Supervisory Board Members play an important role in achieving an inclusive organization. 'Often the realization that things have to be different is not enough,' says Jacques van den Broek, former CEO of Randstad and now a non-executive director at tech company CM.com, amongst others. His advice: 'Don't do everything at once, start with gender.'
In 2022, Natalia Wallenberg took office as CHRO of Ahold Delhaize. A year later, she takes stock and discusses the challenges at a time when people are under pressure. ‘I believe that psychological safety is fundamental to well-being, inclusion and good performance.’
Supervisory Board Members play an important role in achieving an inclusive organization. 'Often the realization that things have to be different is not enough,' says Jacques van den Broek, former CEO of Randstad and now a non-executive director at tech company CM.com, amongst others. His advice: 'Don't do everything at once, start with gender.'