In which Dries van der Vossen explains the principles of Mission Command, Hélène Vletter-Van Dort highlights the impact of geopolitical developments on the boardroom, Inge Brakman cherishes the power of human value, and Jan Berent Heukensfeldt Jansen focuses on the value of intangible things. In addition, you can now order the bundle “Our council works great” that partner John Jaakke wrote.
1. The request for advice
In which a partner from The Board of Directors talks about a specific assignment and the chosen approach.
Dries van der Vossen: “During my time as CEO of the Bilderberg Hotel Group, we had to deal with the consequences of the economic crisis in 2013. In 2020, such an emergency was repeated when Covid broke out. Suddenly, the entire business model was in jeopardy. Of course, we had written down a strategy, but it immediately came under severe pressure. Suddenly, everything was about finding a form in which we could still operationalize the strategy, even though all kinds of certainties had suddenly disappeared.”
“In those times, I learned a lot from lessons that I learned earlier in life. In particular, the question of how leaders can improve the translation from strategy to execution. As a former Marine Corps officer, I remembered the principles of Mission Command. I learned that during my officer training. In my view, that's the best business school there is.”
“One of the basic principles: Leadership means inspiring and giving direction. Build a strong team and delegate to the fullest. Always be clear about your intentions. What are we going to do and why? In my view, what are the most important challenges and how do I solve them with my team? Make sure everyone gets the same information: no hidden agendas. Be clear to the team and organization, create awareness about “what we stand for, where we're going, why we're doing it and what everyone's role in it.”
“Strategy is nothing more than a fancy word for “making choices.” Strategy is about what really matters to, and adds value to, your organization. It is a mission rather than a plan. In times of uncertainty, you will mainly have to choose what not to do, to make space to do what you do want to do in a good way.”
“Plans, I've found that out over the past forty years, are useless, but planning is everything. So don't focus on all plans and control mechanisms as a leader. Don't rely on minor technical details. That only ensures “paralysis by analysis”. Employees need to be able to think independently, which is so much better than obeying. For them, the following applies: don't ask for permission, ask for forgiveness. Setting clear guidelines does help.”
“In summary, it's about embracing the principle that leadership primarily serves and creates conditions for a successful team. In addition, letting go of the conviction helps to plan everything ahead and formulate direction and reason in a crystal clear way. The big mission instead of the small details. Principles instead of rules.”
There is a wonderful book by Simon Sinek that I recommended to leaders during tough change processes: “Leaders Eat Last”. The story of how to build a successful team as a leader by creating inspiration, trust and conditions for your team while being an example. The title says it all, you're the last to eat when the team has eaten.”
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2. Three relevant questions
In which a partner from The Board of Directors answers three questions about current trends in the business labor market.
Geopolitically, there are dark clouds hanging over Dutch business...
Hélène Vletter-Van Dort: “Certainly. The geopolitical developments that are now following each other at an unprecedented pace have an inevitable effect on the decisions that are also made in Dutch boardrooms. Questions that previously only came to the table occasionally have suddenly become the focus. In which countries can we still be active in view of possible trade sanctions? Are we seeing pressure on supply chains? What do we do with existing partnerships that suddenly no longer seem logical? With sales markets that are disappearing or with raw materials that suddenly become considerably more expensive or difficult to obtain? All these things have an effect on decision-making and, in particular, on the sustainability of the existing strategy. This also applies to companies that I supervise myself, where geopolitics are a central agenda item.”
What to do
“The way to protect yourself against this as a company is through thorough scenario planning. This requires directors to let go of alleged securities and make plans that are very flexible. Now it's all about the agility of the organization, whether it's big or small. Furthermore, directors need to invest heavily in the quality of their relationships. Find the people you need right now, actively strengthen ties with your business relationships, check whether you can still achieve a certain amount of certainty and trust in an ever-changing context — throughout the chain.”
How can a supervisor advise in these times?
“Commissioners need to strengthen their traditional role as a provider of peace and stability — just like their role of critical review of policy. In this case: the degree of solidity of the scenario planning. Does the board really have a open mind in assessing all foreseeable risks and adequately addressing them? It is important that alleged securities and vested interests are critically examined so that the company can look to the future with an open mind but also well prepared, which is now more uncertain than was the case for a long time. In a turbulent world, supervisors must ensure that directors do not panic, to use a big word. This is best done by putting a lot of effort into preparation. Conducting discussions about the quality of scenario planning — and about the thoughts in the board living about the different scenarios. Good preparation for eventualities and support if things unexpectedly turn out differently than we could have expected — that is a priority for a commissioner in these times. The geopolitical uncertainty will last at least another four years, and then we'll have to see what remains of the global democratic edifice, including trade securities.”
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3. Sources of inspiration
In which a partner of The Board of Directors shares sources of knowledge that inspire him or her.
Inge Brakman: “David Brooks has written a wonderful book, “Knowing People's Art”. As a New York Times columnist, he writes about social and psychological factors that influence our well-being. And about basic human needs: to be seen, recognized and acknowledged. Why is that interesting now? Brooks paints a disconcerting picture of Americans' loneliness. He shows that the collapse of social relationships where people feel unseen and acknowledged leads to loneliness, sadness and ultimately bitterness and distrust. And that is another breeding ground for populism.
Brooks describes what is necessary for a society where we continue to look after each other. The book provides tools for the in-depth conversation that is needed for this: how can you really understand each other? What is needed for this? How can we remove blockages that stand in the way of recognition?
This book also counterbalances current developments, which, under Trump, are giving way to tech companies that want to get rid of the counterpowers, the checks and balances that come with democracy. This development ignores human dignity. Not technology, but people, must remain at the center. This requires that we continue to understand each other and that we cherish our social relationships.”
4. The world outside
In which a partner from The Board Room provides some personal suggestions that help make life even more beautiful.
Jan Berent Heukensfeldt Jansen: “As a former insurer and banker, I've enjoyed entering the world of haute finance for years. However, the older I get, the more I see the value of non-material things. It's like I recently read in an interview with a top business executive. He was asked what should be on his headstone. “At least not: he just got the variable costs under control,” the man said — it made me chuckle, but that remark got me thinking. My sister is an artist. She makes beautiful rugs, ceramics, paintings. She never coveted a wealthy life and always managed the money that came in prudently. Nevertheless, she has given society more color than me, with my good pension and my decent career. Ultimately, life is about finding yourself — shaping your own freedom so you can be the best version of yourself, for yourself and for those around you.” Instagram: henriettehjansen, www.henriettejansenmaison.com
Coming soon: Our council works well
You will soon be able to order the renewed bundle “Our council works great”. In 15 pointed columns, John Jaakke provides practical hints and insights about the practice of governance and supervision. Gained in self-assessments supervised by The Board of Directors. Please wait...
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