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…
The other day I was reading the hobbies of several C-level executives. And once again I found the usual suspects: cooking, history, art, classical music, old-timers, wine, golf, walking in the mountains … I’ve always wondered, do they do this because it is just part of the social class they belong to (cf. Bourdieu)? Or do they really enjoy it?  And why have these hobbies…
The other day I was reading the hobbies of several C-level executives. And once again I found the usual suspects: cooking, history, art, classical music, old-timers, wine, golf, walking in the mountains … I’ve always wondered, do they do this because it is just part of the social class they belong to (cf. Bourdieu)? Or do they really enjoy it?  And why have these hobbies never…
I’m a fraud, or at least that is how I feel sometimes when I’m driving home after a day of work. It is only a matter of time before they will discover that I’m not up to the job.  I've heard these sentences 5 times over the last 2 weeks. And they all came from people in high places: a CEO from a SME, a managing partner from a consulting agency, a school headmaster, and 2…
80% of our interactions with our supervisors are positive, and only 20% are negative. The bad news is that the effects of negative interactions on our mood are 5 times stronger (Miner et al., 2005). As a result the net effect of interacting with our supervisors is often negative. We experience less positive emotions with them compared to interacting with our colleagues  (Bono et…
Is het u ook al opgevallen dat Belgen voor topposities steeds 'gevraagd worden' of geen kandidaat waren of zijn voor de positie (cf. Kris Peeters dit weekend in de Tijd). Vreemd is dat niet, of toch niet in België. Prof. dr. Hannes Leroy en ikzelf deden recent onderzoek in België naar wat bepaalt dat iemand als leider gezien wordt door anderen. Verder onderzoek is uiteraard nodig,…
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…
Recently I realized that a lot of people are embracing authenticity out of a need for simplicity or transparency.  Maybe this is a response to a (perceived) increased complexity. Maybe it is linked to the first level of adult development: socialized mind. I don’t know. But what hit me next, was that this need is also underlying the embracement of authentic leadership for many.…
Values play an important role in leadership in two ways. First of all, because leadership is a personal choice, the strength of the personal convictions and values will decide how far the leadership will reach. Values are the main stronghold when difficult choices have to be made. Without these clear values, we lose our compass to lead. Badaracco beautifully explores this dimension…
Leadership is social influence. One of the drivers of influence is reciprocity: giving makes people want to give back[i]. We are hard-wired like that, because it's critical for our society, for living together.  The moment we distrust reciprocity, social interaction stops. Reciprocity also explains the success of social media and of the 'free' economy. The moment we accept our…
Leadership starts with the personal choice for making change happen, not only change in others, but also change in one’s own self. Leadership is making a personal stand. Some people stick to their comfort zones, avoid risks, change only if they have to and don’t cross the borders of risk and uncertainty. Other people leave their comfort zones and strive for continuous adaptation…
This is a brilliant question for self reflection on your leadership identity and purpose. It's also the title of a bestselling HBR article and book of Goffee & Jones*. The book finds easily it's way to business schools and leaders. And rigthly so, as more and more people and organisations are on the quest for authenticity. But I'm not sure if this book is the right companion…