Interlocutor for directors and supervisors

“Management is human work, with all the shortcomings that come with it. A director also needs others to grow and excel. By discussing bottlenecks without judgment, there is room for improvement and more fun. As a coach, I look for the deeper motives, because a leader is effective when his personality comes into its own. Personal and professional growth then go hand in hand.”

“What drives me is helping people get the most out of themselves. You see so many directors break down for reasons that are really unnecessary. Thanks to my professional background, I can see why a group doesn't work. Why someone gets stuck. Or why someone comes across in a way that is very different than intended. I want to help prevent people from burning down or giving up when they don't really want to. And often, the solution turns out to be very simple.”

“Those who work at the top of an organization go through a lot. It takes strength to get this far, but also to keep performing at that level. And above all, flexibility is needed to move with the “curve balls” that you get thrown at you during your career. I believe in the strength of the individual, who finds his way out of a valley with vision and determination. I am firmly contributing to this.”

“Sometimes you don't see where the way out is. As a director or team. Then objective foreign eyes can help. I am good at changing the perspective of an individual or an entire group. I am a commissioner, so I have an up-to-date insight into the group dynamics at play. The strength of De Bestuurskamer is that we can ask the right questions based on our own experience. “What are we actually doing? Where are we headed?”

“I was financially educated but quickly found out that the numbers are the result of the quality and behavior of the talent in the organization. This often has a direct correlation as to whether an organization is making progress. You are hired for content but fired for your behavior. Good leaders gather even better people around them and ensure the right group dynamics and their own succession. I always have the first eye for that and I enter into a dialogue about it. The rest often follows naturally. How good is the team? Does it really work well together? Does it make each other stronger? Are there already several potential successors in the house?”

“I've learned that careers don't come naturally. No matter what point in your career you are — a tutor can give you just that little push in the right direction. At the start of your career, it's nice to hear that you're allowed to make mistakes and learn how to fix them. And at some point, you'll reach a point where a coach or mentor will become your sparring partner. Someone who keeps you sharp, holds up a mirror and at the same time removes your loneliness at the top.”

“I've been walking around in a lot of boardrooms. From my own experience, I want to contribute to better governance and supervision. Provide insight into process and behavior. I know what it's like to make difficult decisions and I've felt the loneliness of the person ultimately responsible more than once. Laying an egg is harder than breaking an egg. That is why I also think it is important that people who lead are encouraged. You are unique, but the situation you're in isn't.”