In which Pamela Boumeester looks for the question behind the question, Jan Berent Heukensfeldt Jansen unravels the Business Populist's tricks, Hélène Vletter-Van Dort reveals the refreshing energy of new generations and Edwin Bouwman calls for experiences such as birthday gifts.
1. The request for advice
In which a partner from De Bestuurskamer talks about a specific assignment and the chosen approach.
Pamela Boumeester: “I'm not a 'babbler' myself. For me, the question behind the question is always central. That takes some searching, usually. The concrete reason for leadership coaching is usually a request that I call a “safe question”. Vague, broad, but more or less recognisable. “I'm not doing very well at my job, can you help?” Often, candidates therefore do not immediately name what they can do themselves to change a situation. Problems preferably lie with 'the circumstances', 'the atmosphere' or 'the colleagues'.”
“Going a step deeper, looking for where you can — and should — take responsibility and direction as a coachee, takes more than a polite conversation and a few follow-up appointments. Then it's suddenly about exposing personal values. Also, whether there is a click in such a conversation that leads to behavioral consequences.”
“One approach I use to uncover that deeper layer is to ask a candidate to act completely differently than he normally does when solving an issue. Intervene much earlier than he was used to, taking a completely unorthodox approach. And then we check exactly what he or she did and what was the result. Everything to identify where personal responsibility begins and where it ends. Whether the coachee's view of the problem addressed has changed — and how. Very fussy, sometimes, very personal, where it matters whether you have a good relationship with the candidate.”
“An example: a business acquaintance, I often train with him, at Nyenrode's supervisory course. Nice man, we also have occasional contact outside the office. He called me a year and a half ago looking for a coach for one of his staff members. It was an improvement meeting. When I spoke to the candidate, it turned out that I was able to get started without a hitch.”
“How did that happen? Simple. The client's expectations about my approach were already clear in advance. After all, he not only knew his staff member well, but also the coach he hired. He personally represented the “match”. Because skill is one thing, style and personality quite another. In the finest assignments, the client has already taken a close look at both. I'm still coaching the person in question, a year and a half later, with my client's completely free hand.”
“In the event of a problem that requires external assistance, clients would do well to look beyond professional aspects in advance. In my opinion, an introductory meeting is primarily a test when it comes to what I call 'the human match'. That you both get up afterwards and think: it might be exciting, but I have a good feeling about both this approach and this person.”
2. Three relevant questions
In which a partner from De Bestuurskamer answers three questions about current trends in the business labor market.
You watch out for what you call the Business Populist. Explain.
Jan Berent Heukensfeldt Jansen: “In our country, elsewhere in Europe, and also in centers of power such as Washington, Beijing and Moscow, more and more populist leaders are rising. I think it's interesting to see how these leaders manage to control the truth — everyone can learn from that, after all.”
“As an advisor, I've become increasingly alert to recognizing what I indeed call corporate populists with a mild wink. Men and women who — like these politicians — tackle problems with their own truth. Who they have built on the basis of personal interests and who they then skillfully manage to maneuver into important themes and about which they communicate loudly and consistently, at the expense of employees who are a little purer on the back, who are more focused on striving for a shared, objectively determined truth.”
How is that going then?
“In business discussions, we usually move in a triangle between three quantities: people, content, and process. If you try to reason and argue clearly and clearly, you will not easily confuse the three. And a good moderator — a chairman of a De Bestuurskamer or Supervisory Board — will point out to the interlocutors the areas they are entering, as it were, with their language, from the domain they started with. “Is this an ad hominem?” “Is this still about the content?” “Shall we separate the 'how' from the 'what'? Those kinds of directing questions lead a discussion towards clarity.”
“However, such questions do assume that the classic democratic mores prevail in a board meeting, such as valuing consultation, contradiction, discussion and changing your views. Populists prefer to flout such rules. If they don't get their way, they're going to complain about The System that's against them. A recent example from national politics: Geert Wilders started talking about D66 judges and a failing government after being captioned purely on content about his ruling about the Moroccan community.”
“So translated to what I call corporate populism: suppose a board member in the board meeting risks losing a fierce discussion on content, suddenly yells to his interlocutor: “But that's not how you deal with me.” Secretly a process question that offers a false escape. Because those who are strong on content will withdraw almost automatically: sorry, that wasn't the intention either.”
As a leader, how do you tackle such corporate populism?
“The recipe looks simple but requires a high degree of social intelligence. As a leader, you should ensure that you stay in control of the entire topic — including process and content as well as the personal interests of the discussants. If a discussion gets stuck on one dimension, you can of course use another dimension to get things back on track — but that should be clear to everyone. 'This is where the content stops for a moment, and we first discuss a personal conflict'.”
“Preparing for a leadership position requires not only a lot of knowledge of the subject, but also insight into human motives and emotions, so that you can stay in control of the triangle, not get caught up in feints between person, content and process, and avoid false escapes.”
3. Sources of inspiration
In which a partner of De Bestuurskamer shares sources of knowledge that inspire him or her.
Hélène Vletter-Van Dort: “People always run the risk of getting stuck in a certain way of thinking and acting. Your familiar environment is generally used to how you are — it won't be critical of your ability to change. So it's good to give yourself a different environment from time to time. This is how I rely on the knowledge and insights of my students at Erasmus University Rotterdam. When I talk to them, I not only learn about study pressure and professional issues, but also about the various social and political views of a younger generation. So you don't have to go on a course or sit on a cliff somewhere abroad to get new insights. Young people who live around the corner can also offer a lot of inspiration”
“In our work at De Bestuurskamer, we often talk about new strategies. Logically, such conversations take place with managers who need to realize such strategies. But to see whether a strategy will also work internally, for example for issues such as the working atmosphere and employee retention, you also want to be able to actively test the strategy discussed and rolled out with younger employees and others outside the boardroom. As a commissioner, in such a situation, I do ask the board of an organization if I can informally meet trainees. A breakfast session or joint training with a delegation of young people to get to know the Supervisory Board: these are ideal ways to bring in that fresh knowledge and insights.”
4. The world outside
In which a partner from De Bestuurskamer provides some personal suggestions that help make life even more beautiful.
Edwin Bouwman: “My mother, now 91 years old, taught me that life is ultimately about experiences and not matter. After all, before her birthday, she always explicitly asks for something we can do together. We've loved taking each other on trips ever since. To the museum, Singer Laren around the corner, but also elsewhere — out and about, experiencing places she has fond memories of together. That's what my brother and I have started doing ourselves now. Last weekend, for example, my brother took me to Museum Voorlinde. Until August 31, 'Sweet Memories', a stunning and witty exhibition by artist Simone Post, will be on display there. She turns confectionery into three-dimensional objects that together form her family home.”
“We had a great day out with our spouses: inspiring, refreshing, connecting, giving an experience as a birthday present and not giving stuff again, that's a good thing for the world. Of course, the next step will soon be asking my own children for such shared experiences as my own birthday gift.”
To order: Our council works well
In this informative and handy book, John Jaakke highlights the functioning of boards and supervisors in fifteen pointed columns full of practical tips and insights from the practice of supervision.
