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Support with boardroom issues
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Our services
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Governance
Good governance requires good questions and an open dialogue. About the administrative management of the organization. About the organs and their role and task. Who sits in which seat, and is that clear to everyone? What is going well and where is it chafing?
Governance
Good governance requires good questions and an open dialogue. About managing the organization. About the organs and their role and task. Who sits in which seat, and is that clear to everyone? What is going well and where is it chafing? Good governance is also about good governance and concrete long-term goals. We know the pitfalls and know which governance suits the organization. We help to formulate concrete areas for improvement.
Self-assessment
“Our Board is working well” is usually the first response from a Board of Directors or Supervisory Board/Supervisory Boards. But when you look a little deeper, everything seems to be dormant. External help in the Council's self-assessment highlights what has remained undiscussed for maintaining the sweet peace.
Self-assessment
“Our Board is working well” is usually the first response from a Board of Directors or Supervisory Board/Supervisory Boards. But when you look a little deeper, everything seems to be dormant. External help in the Council's self-assessment highlights what has remained undiscussed for maintaining the sweet peace. Board Evaluation is one of the areas of expertise within The Board of Directors. We investigate relationships and behavior, while not afraid to discuss bottlenecks in an honest way. For example, we are working on a Board with committed members who trust each other and work productively together.
Conflict Management
Where people work, conflicts also arise. Sometimes people talk more about each other than with each other. Stories take on a life of their own and cause deletion. Can conflict be prevented? Is a conflict really unsolvable? We help you get into the difficult conversation.
Conflict Management
Where people work, conflicts also arise. Sometimes people talk more about each other than with each other. Stories take on a life of their own and cause deletion. Can conflict be prevented? Is a conflict really unsolvable? We help you get into the difficult conversation. We always find a way out. When the bomb bursts, we will help pick up the fragments and see together how to proceed. With the right questions, we uncover pain points that would otherwise remain under the table.
Remuneration advice
Starting the conversation about remuneration is difficult. It is taboo. Nevertheless, it is one of the most important tasks of a supervisor. What is the right remuneration for a director?
Remuneration advice
Starting the conversation about remuneration is difficult. It is taboo. Nevertheless, it is one of the most important tasks of a supervisor. What is the right remuneration for a director? How does the Supervisory Board convince relevant stakeholders, both inside and outside the company, of the accuracy? The partners of De Bestuurskamer have had this conversation in various settings in recent years. We help directors and supervisors to critically analyze the remuneration policy and create broad support, so that debacles are prevented.
Remuneration advice
Starting the conversation about remuneration is difficult. It is taboo. Nevertheless, it is one of the most important tasks of a supervisor. What is the right remuneration for a director?
Conflict Management
Where people work, conflicts also arise. Sometimes people talk more about each other than with each other. Stories take on a life of their own and cause deletion. Can conflict be prevented? Is a conflict really unsolvable? We help you get into the difficult conversation.
Self-assessment
“Our Board is working well” is usually the first response from a Board of Directors or Supervisory Board/Supervisory Boards. But when you look a little deeper, everything seems to be dormant. External help in the Council's self-assessment highlights what has remained undiscussed for maintaining the sweet peace.
Governance
Good governance requires good questions and an open dialogue. About the administrative management of the organization. About the organs and their role and task. Who sits in which seat, and is that clear to everyone? What is going well and where is it chafing?
“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.”
“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.”
“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?”
“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.”
“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?”
“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.”
“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.”
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