Leadership is the art of consciously making choices that contribute to your personal calling, the purpose of the organization and the issues in our society. Your formal decisions and daily actions reinforce each other. Leadership is head, heart and hands. It is a life art, because it requires continuous practice in addition to knowledge and talent.
Discover three lenses through which you can look at leadership, both in your personal life and that in your organization. This will give you more insight into what is going on, what is needed and what you can do.
You can look at leadership through three different lenses. In the leadership projects for directors and managers (and their team or organization) that I coach, the three lenses often come together. Sometimes the emphasis is on one area of development.
Personal leadership is about who is at the helm in your life. Do you make conscious choices that fit your path, or do you react on autopilot to outside triggers? With personal leadership, you examine yourself, your own behavior patterns and the effect they have on yourself and those around you. What helps you and what hinders you? You are able to make choices and act congruently to achieve the desired outcome.
In our increasingly complex world, the old paradigm of “command & control” often no longer seems to work. Revolutionary innovations turn organizations and even entire value chains upside down in one fell swoop. They require a rediscovery of service, product and target group. This touches on the purpose of the organization: what meaning do we want to have for our target group and for the world? And what is the result of that?
We are at a tipping point in history. Change is happening on multiple fronts: the warming climate, the effects of covid-19, tensions in society, social media, democratic unrest, shifting geopolitical balances of power, the declining vitality of our ecology. New perspectives are gaining momentum, in economics, sociology, philosophy. It is not a time of change, but a change of era.
Personal leadership is about who is at the helm in your life. Do you make conscious choices that fit your path, or do you react on autopilot to outside triggers? With personal leadership, you examine yourself, your own behavior patterns and the effect they have on yourself and those around you. What helps you and what hinders you? This is the lens of personal awareness. It enables you to make choices and act congruently, creating the desired connection and outcome.
A valuable key is to increase your awareness of your transference and countertransference. You probably know it: you say something to an employee and you get an unexpectedly violent reaction. What is going on here? And how do you make sure you stay out of your own pitfalls? By working with transference and countertransference, as a leader you contribute to an open and safe work context, where you see your colleagues for who they are. You demarcate where necessary and encourage where desired. You lead in touchability and firmness.
Your questions of meaning are also part of personal leadership: What do I want from life? And what does life want from me? The answers touch on your personal purpose, mission, calling. At different stages of our lives and careers, the answers may take on a different color. The context in which you work may play a role. What makes you happy and to what extent does your personal mission match that of your organization?
Perhaps you have talents that are dormant and may now be nurtured. For example, you have more creativity in you that is not being called upon at the moment, or your financial passion is not coming into its own. What talents do you have that you would like to develop further? And how do you create space for this in a serving manner? By using your own talent in a meaningful way, you can increase your life’s happiness and job satisfaction, as well as inspire colleagues.
Goal: Take charge of your own life and work and make conscious choices in this regard
In our increasingly complex world, the old paradigm of “command & control” often no longer seems to work. Revolutionary innovations turn organizations and even entire value chains upside down in one fell swoop. They force a rediscovery of service, product and target group. This is the lens of systems awareness.
This touches on the purpose of the organization: what meaning do we want to have for our target group and for the world? And what results do we agree to pursue? When consensus emerges on that, the organization gains wings. That requires the leader to create contexts in which real conversations take place that get to the heart of the organization. These are conversations in which you learn together, discover different perspectives and cut through knots.
Then comes the oh-so-important next step: starting the conversation in the organization about purpose. This is an exercise in balancing between sending and receiving. As a director or manager, when do you step forward? And when to step back? You want to promote people’s autonomy and at the same time take control where necessary. The right balance lies hidden in the moment. This requires practice in being truly present.
You yourself are an instrument for change. For you listen with one ear to the substantive arguments and with your other ear to: what is this really about? You analyze with your head and you sense with your body. You name, reflect, ask questions and make decisions, regardless of outside pressure. Firm and touchable. It requires determination and stamina from you.
This is how you build an organization where people and their interests are seen, where they get the autonomy and trust they deserve, where jull
Goal: contribute from your position to an organization where people enjoy working together on meaningful results from the same purpose.
We are at a tipping point in history. Change is taking place on multiple fronts: the effects of covid-19, digitization, democratic unrest, shifting geopolitical balances of power, the warming climate and the declining vitality of our ecology. New perspectives are gaining momentum, in economics, sociology, philosophy. It is not a time of change, but a change of era.
Leaders face constant dilemmas as a result. The issues come from within the organization, where employees are increasingly demanding change. And the questions come from outside: activists, civic initiatives, new service providers, stakeholders. Increasingly, the actions of executives and directors are under the magnifying glass, in the media and sometimes in court.
Where for years the same language was spoken and the same manners prevailed, that now seems to be changing rapidly. We see the emergence of a new kind of political leaders, the increase in the influence of social media and the importance of image creation. Collaboration between different parties throughout a chain is becoming increasingly important, which requires administrators to work and communicate differently. In short, these times bring unexpected risks and unexpected opportunities.
The human and world view you have guides your everyday decisions. Blind spots can lead to impactful unintended events that keep you and yours from meaningful results. What images do you have of the shifts in which we live? What do you personally see as hopeful prospects for the future? And how can you contribute to making that perspective a reality?
Goal: Make a practical contribution to a world you envision.
We meet, explore your situation and your development needs, and we strategize how to achieve your goals. I give you honest feedback on how I experience you, focusing on your needs.
What can I leadership training do for you? Discover how our collaboration can help you connect more with those around you, be more fulfilled in your life and work, and achieve meaningful results.
Het kan er wel eens bij inschieten om stil te staan bij de echte vragen in het leven en leiderschap.
Ik bied je graag drie reflectiemomenten aan: je ontvangt ze per mail en ze duren een paar minuten.
Zodat je je dag daarna met aandacht en focus kunt continueren. En op termijn wellicht meer plezier en voldoening ervaart.
Zin in drie reflectiemomenten?
Uitschrijven kan altijd met één klik. Je gegevens zijn veilig en worden nooit met anderen gedeeld.
Then it can get away from time to time to dwell on the real questions in your life and leadership. This is what I regularly hear from directors and administrators who contact me.
That’s why I offer three reflection retreats. They are nano retreats of a few minutes that I send you by email. So that afterwards you can continue your day with pleasure and satisfaction.
I keep your information carefully and never share it with others. Unsubscribing can always be done with one click.