Een gesprek aan een lawaaierig tafeltje 6 jaar geleden heeft ertoe geleid dat ik in de boot ben gestapt die Koen The Future Leadership Initiative gedoopt heeft. TFLI voor de vrienden. Hij koos bewust voor het woord Initiative en niet voor ‘gesloten’ center want het moest een open beweging zijn. Het mag duidelijk zijn voor wie rond kijkt dat Koen daar zeer sterk in geslaagd is. Samen…
Leadership development starts with developing as a human being. The classical Greek philosophers such as Plato discussed already the properties of being: Beauty, Goodness  & Truth. So, in a way I’m the business of Beauty, Goodness & Truth. As a scientist Truth is the obvious one, and as a leadership scholar Goodness as well, but what about Beauty? I therefore followed…
Benevolence is probably one of the most important antecedents of leadership. Being friendly and having positive intentions towards other people is the conduit of influence. It facilitates trust, communication and absorption of ideas. Strength is also important. One needs to be competent and integer to count on the trust and followership of people. But strength without benevolence…
Being silent has an impact for the good or for the worse. Dave Ulrich made clear in his HR masterclass in Brussels that the loudest feedback is silence. Saying nothing when you ought to speak is approving the other’s bad behavior. But if being silent means that you are listening, nothing but good will happen. Professor Avraham Natan Kluger (2013) from The Hebrew University showed…
"Is het voldoende veilig voor iedereen? Dat bewaken is mijn hoofdopdracht en die van HR. Of misschien meer nog mijn levenswerk," aldus Joost Callens (Durabrik) tijdens een bijzonder gesmaakt seminarie over authentiek leiderschap georganiseerd door ITAM en Empathos. "Als het veilig is, dan ontwikkelen mensen zich en krijg je vertrouwen in je organisatie." Meer dan 100 mensen tekenden…
Good leaders connect with their people. Starting the day by acknowledging their existence works wonders. This means that you are sincerely interested in the other as a human being, and not as instrumental for your own agenda. Especially in overmanaged organisations that look for more engagement and creativity, this L-thought is a good starting point.
Tijdens de schoolraad besprak ik gisteren samen met andere ouders, leerlingen, buurtvertegenwoordigers en leerkrachten het gewenste profiel voor de nieuwe schooldirecteur. Een boeiende oefening. Wat wordt van het leiderschap van een directeur van meer dan 1400 lagere & middelbare schoolkinderen, bijna 200 personeelsleden en andere zeer betrokken stakeholders verwacht? Het gewone…
Leadership in 19 thoughts explores a wide variety of leadership aspects. The thoughts are an intermediary consolidation after a year of interviews with leaders, reading, discussing and writing on the subject. The key message of the 19 thoughts is that leadership is like a good story. It provides meaning. Leadership development is never ending story development. 1. If you think…
Social psychology has a number of lessons on leadership as the power of leadership, it's x-factor comes from social influence. Leadership and influence become even more important when 'authority' fails and formal structures and systems get stuck. The last weeks we discussed five sources of influence which can be easily linked to leadership and development. 1) the importance of…
"We are phenomenal suckers for flattery," writes Cialdini* in his book on influence. "The information that someone fancies us can be a bewitchingly effective device for producing return liking and willing compliance." Liking is what drives the social media. It's the glue between the zillion tweets, updates & posts. But liking is also in the analogue world an important source…
Isaacs* makes clear that dialogue is about mastering non-evident skills and can be compared with mastering martial arts. In this sense dialogue can serve as focus for lifelong development. He names 4 behavioural capacities: listening, respecting, suspending and voicing. To listen is to develop an inner silence that enables connection and wholeness. Learning to listen begins with…
William Isaacs*, lecturer at MIT Sloan, starts with the same analysis as Phil Harkins: “one of the most fundamental struggles for any leader stems from the separation between who we are as people and what we do as professionals.” This separation is artificial. What we do in private affects how we do in public. How we think does affect how we talk. And vice versa. Isaacs defines…