people org - schouten global€¦ · you become reactive and will not be ... think of what you want...
TRANSCRIPT
PEOPLE ARE BRUNEL’S SECRET WEAPONSuccess through learning and stimulating initiative
DECIDING EVERYTHING YOURSELF IS TOO RISKYThe importance of team autonomy
RESILIENCENavigate your
organization to a successful future
CHANGE IN BUSINESS STRATEGY Demands change in people
PEOPLE ORG
CONTENT 5 FOREWORD
6 Facts & FiguREs
7 stRatEgic HRD RulEs in tHE nEW WORlD
8 ‘cHanging businEss stRatEgy REquiREs a tRansFORmatiOn OF pEOplE’
13 innOvatiOn takEs cOuRagE
14 ‘pEOplE aRE bRunEl’s “sEcREt WEapOn”
20 as a lEaDER, DEciDing EvERytHing yOuRsElF is tOO Risky The importance of team autonomy
23 a stEp intO nO man’s lanD From working in the business to working on the business
28 Rijk ZWaan invEsts in FEEDback FOR an innOvativE FutuRE
34 a RapiDly cHanging WORlD DEmanDs nEW lEaDERsHip
38 taking a spRint a strategic direction in one day
40 intERnatiOnally sElEctED quality
42 succEss tHROugH lEaDERsHip pROgRam FOR DEcHRa
44 WHistling WHilE yOu WORk
47 kEEp yOuR gOOD pEOplE
48 bOOst yOuR cq WitH tHE EigHt gREat bEacOns
50 nEW HEROEs mEnu
51 REaDing
COLOPHONpublisHERPeople@org is an edition of Schouten Global
Van Heemstraweg West 5 5301 PA Zaltbommel P.O. Box 266 5300 AG Zaltbommel+31 (0)418 688 [email protected] www.schoutenglobal.com
pROjEct managERNadine Ferguson
cOntEnt cOORDinatOREsther Coers, Joyce Hardholt
tExtTim Daalderop, Carolien Drijfhout, IVRM, Paulien de Jong, Janneke van der Loo
in cOOpERatiOn WitHAnke Baak, Tijs Besieux, Anje-Marijcke van Boxtel, Anouk Brack, Janneke Brugman, Joska Dekker, Camiel Gielkens, José Geubels, Nicole Heupers, Leonie Karsten, Almudena Marcos Bardera, Jim Morris, New Heroes, Richelle Nijland, Corline van Reenen, Edward Roos, Janneke Schenning, Freek Stegink,Publisher THEMA, Jessica van Wingerden
tRanslatiOnVertaalbureau Bothof B.V. Nijmegen
DEsignAll Print Group, Terry Jonathans
pHOtOgRapHyRon Eskens/Soowpictures
pRintingAll Print Group
backORDERsExtra copies can be obtained free of charge via [email protected]
©2017 Schouten GlobalNothing in this publication may be reproduced without permission of Schouten Global
intERpREtatiOn OF tHE lOgOThe logo tells our story. The lower ball stands for the hidden powers of participants that we bring to the surface by means of our courses (the point of departure). The red ball stands for de velopment and growth of hidden strengths (the result). The black line stands for the process. We start with the intake in which the learning objectives for the training are adjusted to the customer/ participant’s learning desires and commitment. Then comes the course of study, the training, the advice (input). All this ultimately results in application of
what was learned to practice (the pro gress).
3
We are in the middle of it. Digitalization, globalization, flexibilization. Business models have an ever-shorter lifespanand many organizations experience disruption. At the same time, good isn’t good enough anymore for clients who have gotten used to their expectations being exceeded. This can make you uncertain or even fearful. You might turn your back to the future, stick your head in the sand and say that things were better in the old days. We see this happening all around us, at individual level, within organizations and at the level of global politics. These may all be understandable and predictable reactions, but the results are also predictable. You become reactive and will not be successful in the long term. And this reaction doesn’t stop the developments around you, no matter how hard you step on the brakes or try to deny them.
You could also seize the opportunities. Think of what you want to create and surf on the wave of development. Anticipate, adapt, learn. Because in the apparent chaos, there are patterns to be discovered. We know that we need agile organizations and that enthusiastic employees make the difference. We are increasingly coming to understand that the primary key to success is actually inside ourselves. By staying vital and enthusiastic as an individual, by working in high-performing teams, by leading in a different way, by creating a learning culture within our organizations. Thus we give direction to our future instead of being overwhelmed by it. This involves a fundamental change, because it touches our outlook on life.
Among our international clients I see brilliant examples of how to deal with those challenges creatively. Organizations are recognizing that learning is strategic and are investing seriously in development programs. Multinational companies pay attention to cultural awareness, diversity and inclusion programs, because they want to make use of everyone’s talent and contribution. Working on leadership development is truly no longer just ‘nice to have’, but a strategic choice.
This magazine aims to inspire you with a number of stories like this. Examples of companies and individuals who are creating the future in their own way. With our examples we take you across borders, because we believe that differences can inspire.
And with all the differences, perhaps there is a common theme. It is important for everyone to be taken seriously in their work, to be able to develop talents, and to be able to give opinions. The sense that you count as an individual and that you contribute to the greater whole has gone from the ‘icing on the cake’ to a basic condition to work successfully, whether you’re in China, in the Netherlands or elsewhere in the world.
Anke Baak – Vice President Global Customized Solutions at Schouten Global
YOU CREATE YOUR FUTURE NOW!
- FOREWORD -
5
For the fulfillment of the Human Factor, Human Resource Development has a crucial role. Strategic HRD is smart about trends on the labor market and knows the professional of the future. For example, we see that jobs with defined tasks are disappearing. Professionals are starting to work in roles that are built up of personal skills. This enables them to respond to changes quickly and they can work and think across organizations and borders, which is necessary in a world without borders and endless connections. To put together well-equipped and motivated teams, every organization will want to bring in and keep the best people. The battle for talent has exploded and will become much more extreme. And the challenge to continue to inspire and motivate them, for an entire career, is becoming greater and greater.
How do organizations handle these developments? One way is by changing the forms of leadership. In progressive organizations, employees are each other’s coach and they are given space to come up with solutions and opportunities. The manager knows the qualities of his or her people and is primarily engaged in directing accordingly in order to achieve results. This leads to autonomous teams that are formed by individuals with strong personal skills. The composition of the teams changes according to the different organizational issues and the trends in the market.
Because this context constantly changes, it is also necessary to keep developing the personal skills continuously, with a focus on people’s intrinsic motivations. After all, everyone, experienced and inexperienced, is looking for meaning. What gives
energy and how does this fit within a person’s life cycle and development cycle? When you take this seriously, talented people will stick around and you appeal to new ones to come work for you. Of course talent development is not a standard process that can simply be copied for everyone within your company. The increasing diversity in gender, culture, age and experience is precisely what produces interesting and successful teams in which everyone learns from each other’s unique skills.In short, HRD is an important, perhaps the most important, strategic role to get organizations in motion and keep them moving. It isn’t easy, but with some help it is sure to succeed!
RULES INTHE NEW
WORLD
technological innovations are increasingly taking over work from employees. but with digitization and automation, an organization is not unique. after all, every modern business is making that transition. the Human Factor makes the difference whether an organization is and remains successful.
STRATEGIC HRD
Would you like to know more about what this means for organizations?Please contact us for more information or to make an appointment with one of our global client managers.
Facts & FiguresThe World Economic Forum (WEF) speaks of a fourth
industrial revolution “more comprehensive and all-encompassing than anything we have ever seen”
Over one third of the skills that are now important for jobs will be replaced in 2020 by other crucial skills - WEF
To integrate and grow in global markets, all industries need workers who have not only strong cognitive skills (including
literacy, numeracy and problem solving) but also managing an communicating skills, and readiness to learn – OECD
65% of children entering primary schools today will ultimately work in new job types and functions that currently don’t yet exist – WEF
When asking CEO’s across the world about what drives their competitive advantage, over 97% percent will tell you it is the access to and the ability to retain high potential people, or what we now a days call “talent” - PricewaterhouseCoopers, Annual Global CEO Survey
It is not the strongest type that survives, nor the most intelligent. It is the one who can best adapt - Unknown but often attributed to Darwin
- INTRO -
7
Translating a new business strategy into the daily routines of the workplace is never easy. Particularly if it involves shifting from a demand-driven, reactive business to a proactive, sales-oriented approach. But that’s exactly what Omron Industrial Automation Europe’s Services department was facing some two years ago. To change course, a multilevel, agile program was designed, based on the principle that transformation from within people is the key to success.
‘CHAngIngBUSINESS STRATEGY
REqUIRES A TRAnSFORmATIOn
OF PEOPLE’ 9
Omron is a japanese multinational, specialized in advanced technological equipment for industrial automation (as well as Healthcare, Electronics and Automotive components), with offices and logistic centers in every corner of the world. in Europe alone, for industrial automation business, we are talking about 20 countries (with 40 sales offices), a European Logistic Center and a manufacturing center, based in Holland, with over 1.650 employees.
As Services Business Development manager for Omron
Europe, middle East and Africa, Almudena marcos
Bardera faced the challenge of turning local Customer
Care Center managers and their teams from operational
managers into designated full service business partners
for their clients.
From back to front office
“Basically, we wanted to change a pure back office
approach into a front office one. Our teams would have
to learn to think and operate strategically, understand
the business and work together with Sales managers,
developing European and local strategies with local
solutions, focused on responding to customer needs,”
Almudena explains. “Additionally, our logistic center
is located in Europe, so the Customer Care Centre
managers in different countries would have to learn to
cooperate with and understand each other. All in all, this
takes a major shift in mindset of our people.”
A big step, but Almudena had a clear idea of how
to tackle it. “I have a background in Engineering
and Psychology, so I understand the business and I
strongly believe that such a major change requires a
transformation within people themselves. Sending them
to a management or leadership course isn’t going to do
the job. You have to involve people in the process, let
them discover their strengths and challenges and help
them understand their role in the business”, Almudena
says.
“And another thing I learned: you have to identify the key
people in any process – in our case: 22 managers – and
empower them to take part in this transformation. They
in turn will be the inspiration and driving force for the
rest of the team.”
Soft and hard skills
Having a clear vision on how to lead the process was one
thing. Finding a reliable partner to design, facilitate and
direct the process accordingly was another. “I needed a
training and development specialist that could design a
transformation program that would combine ‘hard’ and
‘soft’ skills and be flexible enough to explore and – if
necessary – adjust the process,” Almudena points out.
“most HR companies come up with turnkey programs
with a one-sided focus on hard skills. Schouten global
was a welcome exception to that. From the very
first meeting, I found in them a sparring partner that
understood my vision and my dilemmas and was willing
to try new things.”
Basic principles
Almudena and nicole Heupers, International Lead
Consultant at Schouten global, sat down and drew the
outlines and basic principles of the program. First of all,
the process would be based on an ‘emergent approach’:
at any moment, the program could be adjusted if
necessary. “We incorporated temporary evaluations to
check whether the objectives and basic principles of
the program were still in focus,” says Almudena. “That
gave us the agility to stay close to the experience of the
participants and to our goals.”
Furthermore, every activity and module in the program
should have a clear link to the daily practice of the
managers. This would enable the transformation process
to become ingrained in the daily routine of the managers
and the newly gained insights would be directly
applicable to the work floor. And last but certainly not
least: the program should have a touch of disruptiveness
to it: “If you take participants out of their comfort zones
in an inspiring and playful way, they will learn so much
more about themselves and each other,” Almudena
explains. “For example, nicole came up with the idea
of ‘dining in the dark’ as a way of team building. That
worked out brilliantly!”
Clear objectives
But of course, it all starts with a clear vision about the
objectives of the program: developing high performing
teams that would be trusted business partners, taking
customer experience and needs as a starting point for
all activities. As broad as that may sound, it immediately
brought to light the need to work on three levels:
individual, team and organization.
“A big change like this has implications at every
level”, Almudena says. “On an individual level, our
managers needed to discover the transformation within
themselves. So we took time to introduce mindfulness
training, for instance. quite a daring module, since
Omron is a science driven environment, not naturally
inclined to more ‘spiritual’ approaches. But in the end,
even the most skeptical participants concluded that it
- CLIENT STORY -
11
had been very helpful for their personal process. They
felt better equipped to listen and observe and take more
deliberate decisions.”
Both individual and peer coaching helped them share
experiences and anchor the process in the team. At
an organizational level, participants were challenged
to reflect on organizational patterns and their own
possibilities and limitations to deal with them. Design
Thinking helped to bring in the client perspective and to
translate it into service-oriented business models. With
multiple interventions on all levels, the participants were
able to design their own High Performance Team Plan.
Co-creation
Looking back, one of the keys to success of the
program was the close cooperation between Omron
and Schouten global. Together, Almudena and nicole
designed an agile, tailor made program. “This co-
creation was such an important part of the process.
It combined the valuable knowledge of Schouten
global and my experience with the organization,
and it established mutual respect and trust. Also, I
was participant as well as co-creator and facilitator,”
Almudena adds. “This not only gave me important
insight into the process that the participants were going
through, but I also believe it was very important for my
team to see my commitment to the process.”
Follow up
Perhaps the most valuable feedback and proof of
success noted by Almudena was the request from a
group of managers to continue the program. “Despite
their heavy daily workload, these eight managers are
committed to continuing this transformation process.
So nicole and I designed a follow up program based on
their wish to further develop their personal skills, working
together on a real life Omron business case. And we will
obviously share their experiences with the rest of the
group in a plenary closing session.”
“I am very proud of the result, of the group’s
commitment and the steps we took towards change,”
Almudena concludes. “It’s a continuous process that
takes time and attention. But thanks to and together
with Schouten global, I believe that we have proved
that developing leadership comes from within people
and is the key to the sustainable transformation of any
organization.”
Strategic HRD across the borderSchouten global is your partner in customized solutions for a high performance organization with delivery experience in over 60 countries.
Please contact us for more information or to make an appointment with one of our global client directors. Call +31 (0)418 688 558 or email to [email protected].
“IT’S A CONTINUOUSPROCESS THAT TAKES
TImE AND ATTENTION”
“As a leader, it is not always easy to use the insights
that employees have and to admit that you don’t
know it all yourself, even if these recommendations,
opinions and ideas come from true experts. It
can (subconsciously) feel safe and efficient to do
things the way they have always been done. If an
employee comes up with a new idea that diverges
from the prescribed tasks, this can feel like a threat
to manageability. The easiest way is to send the
employee back to their defined role. This is not good
for innovation or motivation, and you know it.
Innovative organizations and their leaders dare
to take risks, learn from mistakes and stimulate
experimentation. With this adaptive or ‘learning’
leadership style, you mobilize your people and the
organization, take away much of your fear of change
and you provide confidence in the future. This creates
a creative and invigorating work environment based
on equality.
But how do you become a ‘learning’ leader? By
welcoming ideas and feedback from employees.
By embracing the talents of others as a good
complement to your own qualities. By seeing mistakes
not as obstacles, but as learning opportunities. And
sometimes you have to take a vulnerable position. You
can certainly tell an employee that you don’t know
exactly what the best solution is either, but that you
are confident you will figure it out together.
The shift from traditional to adaptive leadership is
a challenging journey. The transition starts with the
managers themselves. As a leader, you have to be
conscious of your own familiar frameworks and
mindsets and you need to have the courage to look
at them critically. Does your own behavior fit with
the current and future contexts? Innovation takes
courage, courage to learn from yourself and from
others. Courage to recognize the changing reality.
The future is uncertain. But by choosing adaptive
leadership, you can meet that future with open arms”.
This column was written by janneke schenning, Vice President of Knowledge & Innovation at Schouten global.
If you would like to know more on this subject please contact us at +31 (0)418 688 558 or email
INNOVATION TAKES COURAGE
- COLuMN -
13
“pEOplE aRE bRunEl’s ‘sEcREt WEapOn’”
With a strong development culture, you not only create adaptability and the ability to innovate, but you also stay attractive to employees. as an organization that focuses on development, brunel knows all about it. corline van Reenen (strategic OD consultant at schouten global) had a conversation with brunel employees Freek stegink, leonie karsten and Richelle Nijland about employability and the positive effects of stimulating learning.
Success through learning and stimulating initiative
What does brunel do to be and remain an attractive employer? in other words: what is your secret ingredient?
Freek: ‘Brunel is brimming with dynamism and
career development possibilities. There is continuous
investment in people. Brunel offers many training
programs. For example, the Sales department offers
Coaching and many training packages.’
leonie: ‘People are Brunel’s “secret weapon”‘. Both
internally and from outside, we hear praise for Brunel’s
warm colleagues and the good atmosphere among
people. The relatively young age range between 22 and
40 years old also brings a lot of energy. This is an age
category in which people undergo the greatest personal
development. It is a crucial phase of life in which you
make personal and professional choices. Brunel says:
‘Ambition is great, but what fits you? What path are you
taking?’ Offering this flexibility in a crucial phase of life
makes Brunel attractive. For example, personally I am
very happy that I can perform my responsible role on a
part-time basis: that’s the kind of opportunities Brunel
offers.’
Richelle: ‘The people, the atmosphere, the limitless
career development opportunities, the diversity of clients
from banks to tax authorities. There’s no other job where
you see as many different companies as here. The mix
of multinational versus regional orientation also makes
Brunel unique. The atmosphere here is international,
combined with a down-to-earth mentality. For me
personally, the possibilities and opportunities that I was
given made Brunel attractive as an employer. Having
just graduated, I came here as a timid girl. How amazing
is it that after four years of work experience, I have an
executive role as a woman?’
leonie: ‘Brunel is a learning and coaching organization,
a true teaching company. We stimulate people to take
ownership and to execute plans and ideas. Even if they
look difficult to achieve at first glance. For me, this
makes Brunel a place to work very hard with a personal
approach. The idea is that you learn from your mistakes,
which you’re almost stimulated to make. A condition
for this is that as an organization, you create a safe
environment where making mistakes is allowed. This is
certainly the case at Brunel.’
What does this safe environment look like?
Freek: ‘With a good plan, you get a lot of opportunities
at Brunel. If this plan fails, you are not punished, just
evaluated. We don’t look at good or bad behavior, but at
efficient and less efficient behavior. It isn’t about keeping
each other from making mistakes. I now approach my
Sales staff this way. An employee recently proposed
going to a trade show. my answer was: “It probably won’t
lead to anything, but certainly go for the experience.”
Employees learn much more if you give them the chance
to discover things themselves. making mistakes quickly
means becoming independent quickly and learning
quickly.’
Richelle: ‘making mistakes is OK. We just say: better luck
next time.’
leonie: ‘From HR and management we put people
into their strength as much as possible. In this way
we stimulate being open with each other, whether
something is going well or not. Setting an example is
essential, as is managing expectations. We don’t want
anyone to be faced with surprises.’
that’s great. are you aware of this? you work in a learning and coaching organization. this way of working is high on the agenda of all large companies.
Freek: ‘You have to dare to be vulnerable: dare to look
openly, honestly and transparently. Sometimes I react
out of emotion. When I get feedback about this from
employees, I can admit being wrong quite easily. In that
sense it works both ways.’
Richelle: ‘Of course it’s a process that goes from
generation to generation. Our director maikel making a
joke can put things into perspective. no one holds back
about calling or addressing maikel. This atmosphere is
created from above.’
Do you notice that brunel has an attraction on the outside?
leonie: ‘What makes our HR apparatus unique is that
we have specializations with regard to our external
and internal organization. In this way we know what is
happening in the market and among employees; we
can make connections. We often organize employee
evenings aimed at sharing knowledge and networks. We
also have regular meetings for our internal organization
to discuss the status of objectives and to share best
practices.’
Richelle: ‘I regularly get applicants who want to be
recruited through us. It isn’t about the salary, but about
our guidance and personal attention. We know the
people we recruit very well.’
Freek: ‘I still get calls from employees who I placed years
ago, but who just want to bounce ideas back and forth.
That is a compliment.’
- INTERVIEW -
15
17
Richelle nijlandmanaging consultant
at brunel
THE STORY OF
in 1975 the engineer jan brand found
a temporary job for another engineer
out of a small office in Delft. This
first placement marked the start of a
global success story in flexible staffing
solutions. brunel grew to become
a global service provider with over
10,000 employees in 35 countries.
‘That you and the client both feel the same warmth for employees. That’s nice’.
leonie karstensenior HR consultant at brunel
Freek steginkmanaging consultant at brunel
‘Making mistakes quickly means becoming independent quickly and learning quickly’.
‘We stimulate people to execute plans and ideas’.
17
personal contact as a unique selling point. Do employees ever get too engaged with the client?
Richelle: ‘no, that doesn’t happen often. If a person
we place is not feeling comfortable in his or her skin,
they usually share that with us. This includes personal
situations and relationships. It is best when we and the
client are on the same page, we feel the same warmth
together, and have the same plan with employees. I’ve
never experienced competition with the client.’
That shows healthy confidence. You want the best for this person, and someone else will come along, right?
leonie: ‘Exactly, the reverse also applies: if you don’t see
a match, you have an open discussion about it.’
Richelle: ‘It’s about the client/employee/Brunel triangle.
This has to be right.’
Freek: ‘If there isn’t a match, it doesn’t make anyone
happy. I once had an employee who performed the
same role at two different companies. The click wasn’t
there at the first company. But at the second company
he did exactly the same thing and there he was the best
employee the client could ask for.’
part of your target group is young, recently graduated and ambitious. this can have the disadvantage that you work too hard and give too much, which can lead to work pressure.
leonie: ‘With our three core values (entrepreneurship,
result orientation and operational excellence), you bring
in people with an inner fire who are highly driven. It
is up to management and HR to guide these qualities
properly. Of course we support maintaining a work/life
balance and we don’t have a problem saying “go home
a bit earlier today”. Together, we look at the question:
“How do you organize things so you can get the work
done in forty hours instead of sixty hours?” With personal
attention and our Health prevention department we have
a continuous discussion.’
Freek: ‘We have a Brunel app that we use to stay
in contact with employees. It has a Facebook and
WhatsApp function that employees can use to
communicate with each other as colleagues at the
client, position and regional levels.’
What are you proud of yourself?
leonie: ‘I’m proud of my colleagues who have so
much heart for the company. Our training program
also deserves a mention. We are increasingly making a
link to e-learning and digital preparation with the full
involvement of the manager. These steps contribute to
development in the broadest sense of the word.’
Richelle: ‘In a general sense: that we are always there
for each other as colleagues, even when things are not
going as well as we’d like. I take personal pride in the
training process that I’ve had the opportunity to follow,
which has enabled me to develop further personally and
professionally.’
Freek: ‘It might be boring to say so, but I’m also proud of
everyone at Brunel. And as Richelle’s manager, I’m proud
of where she is now.’
more information?Do you want to strengthen your organization?Contact us at +31 (0)418 688 558 or email to [email protected].
Did you know?Schouten global sponsored Team Brunel during the Volvo Ocean Race 14/15. Check schoutenoceanrace.com to learn more.
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[ADVERT]- INTERVIEW -
many organizations are looking for ways to increase our adaptability and effectiveness. that is why more and more organizations are investing in autonomous teams. after all, it is no longer possible for managers to gather and interpret all the necessary information themselves and to make the right decisions on this basis.
Working autonomously is based on the principle that
people feel and take more responsibility when they
experience ownership. The goal of team autonomy is
getting cooperation to a level that exceeds the sum
of the individuals. By matching responsibilities with
expertise, the team members are able to address
each other and use each other’s qualities. These are
conditions for success.
‘By working together optimally and bringing out the
best in each other, a unit is formed that outdoes itself.
When you set the bar high together, the team continues
to innovate and grow,’ says Anje-marijcke van Boxtel,
Director Coaching at Schouten global.
The importance of autonomyThe world of today and tomorrow demands continuous
adaptation and development. Organizations need to
respond much more quickly and intelligently to what
their clients want. The increasing amount of information
and the need to innovate on the basis of that information
is growing every day. If you want to be fast enough
and smart enough in these times, you need to give
autonomy to the teams that are the building blocks of
your organization. Organizations with one captain at
the helm who steers the organization tightly according
to their own vision and approach lose the link to the
market. They lose out to organizations that are more
adaptive and innovative because these organizations are
made up of teams that constantly respond intelligently to
significant developments.
When team autonomy makes senseWorking with autonomous teams only makes sense
when these teams can do more than the smartest
individual could on their own. This often involves
resolving complex problems or finding new solutions.
A successful team can then draw on different areas
of expertise because they have a diversity of working
and thinking styles, as well as diversity in age, gender,
nationality and personality. After all, people who
work together from different perspectives create new
solutions.
The right conditions for autonomySelf-direction begins with articulating the mission,
vision and values of the organization as a whole.
The organization also has to create clarity about the
expectations it has with regard to team results, process
(how autonomous you are allowed to be as a team)
and reporting. This often places new demands on
performance management systems and leadership.
Autonomous working demands that leaders look at
their roles differently. ‘You are no longer the manager
who decides, directs and controls. You are the one who
creates conditions, who questions, challenges, coaches
and makes sure the team works together optimally,’
says Janneke Schenning, Vice President Knowledge &
Innovation at Schouten global.
An optimal collaborationThis collaboration largely depends on two factors:
social collaboration, and knowledge sharing and
knowledge creation. The first means putting the right
people together and creating a collective ambition
and team identity. In this way you draw on the intrinsic
motivations of team members and you build the rules
of engagement: the team culture within which people
stimulate each other to get the best out of themselves
and each other.
The second factor is about making knowledge
accessible and stimulating expansion of knowledge.
The connection between teams is important for this, and
As a leader, deciding everything yourself
is too riskyThe importance of team autonomy
you need to create access to the necessary knowledge.
You try to stimulate people to search for and to connect
knowledge as much as possible, both within and outside
the organization.
The greatest pitfallWatch out for the paradoxical pitfall of self-direction:
don’t direct in order to achieve autonomy. This is at odds
with the idea behind it. The intention is not that you
impose, but that you create the conditions for autonomy.
You primarily stimulate autonomy by talking with your
people. Ask them what is important to them, where they
can actually add value, and what they need to do this
optimally. Create these conditions in the organization
or organizational culture and foster constant further
growth.
What is the collective ambition within the team? And
how is everyone intrinsically connected to this? Which
team members take on which responsibilities? The way
of cooperating in which everyone brings out the best
in themselves and each other is a dynamic process.
nothing is as infectious in this as your own behavior.
How not to do itDr. Tijs Besieux, visiting professor at the University of
Leuven and Schouten University, has seen in practice
how working with autonomous teams can go completely
wrong. ‘A large financial institution asked us to study
the results of working with autonomous teams. Two
years before, they had started working with autonomous
teams at some of their branches.’
The investigation, in which Tijs and his colleagues
focused on financial performance and customer
satisfaction, did not find any difference with the branches
that still worked according to the old hierarchical
structure. ‘We couldn’t believe that working with
autonomous teams hadn’t made any difference. This
led us to investigate how this financial institution had
organized working with autonomous teams.’
The explanation lay in that ‘how’. ‘It turned out that the
most important conditions for autonomy had not been
met. The teams that worked “autonomously” still weren’t
allowed to make important decisions. Staff planning,
for example, or determining a strategy was still done at
the head office. The “autonomous” teams couldn’t even
approve private loans. There is more to autonomy than
choosing the brand of coffee and the color of the desks.
That’s not how to reach true autonomy.’
Autonomous and connectedAutonomous teams should not be confused with
independent teams. Without connection, each
team goes in a different direction and has its own
interpretation of the organizational goals. Exploration
and cooperation are what produce the best results for
you as an organization. Dr. Tijs Besieux researched this
together with Janneke Schenning and Aniek gerrits. In
the book mensenorganisaties (Human Organizations),
among other things they describe the conditions that are
necessary to work with autonomous teams successfully:
1. Work method autonomy - the degree of individual
discretion about procedures, methods and ways in
which employees do their work.
2. Work planning autonomy - the control that
employees have over their work schedule, work
timing and its sequence..
3. Location-specific autonomy - the decision of an
employee of where to do the work tasks.
4. Work criteria autonomy - refers to the degree to
which employees can choose and change their work
objectives and evaluation criteria
This fourth dimension is particularly far-reaching.
Autonomous teams excel when the collective ambition
connects the values and missions of the individual team
members. When they choose evaluation criteria that
stimulate talent development for every individual, the
synergy between them leads to progress in the results.
Out of this collaboration, a team acquires the complex
skills that make the difference to achieve success, now
and in the future: critical thinking, being able to solve
complex problems and creativity for innovation.
Autonomy within teams: it’s high timeAre you afraid of losing control? According to Anje-
marijcke, it is now much riskier to try to make all the
decisions yourself. ‘Only organizations that have the
power and flexibility of autonomous teams are able to
renew continuously and survive. You will see that teams
with autonomy set the bar higher than you would dare to
set it for them. You will see that they achieve more than
you would ever have thought possible.’
Getting the most out of your team?The step to team autonomy is not an immediate one. With team coaching, you unlock the talents of the team and you create optimal collaboration. Schouten global can support you with customized team coaching. Contact us at +31 (0)418 688 558 or send an email to [email protected].
- TREND ARTICLE -
21
A STEP INTONO mAN’S LAND
the higher your position, the less you can rely on true and honest feedback. can you keep growing as a cEO? Edward Roos is going through an intensive process in which coach anje-marijcke van boxtel challenges him to increase his impact as a leader.
From working in the business to working on the business
Coaching is a proven effective tool for the development of your people, teams and organization.
Nevertheless, most organizations get a lot less in return than possible. How do you focus on
coaching in a way that fits your vision and goals? We would like to advise you. With a high-quality,
full service coach desk we manage all aspects of coaching. We select a dedicated pool of coaches
especially for your organization. You receive clear reporting and impact measurements and we take
full logistical and administrative support. So you can focus on the core business of your organization.
The result? An integral approach and firm grip on coaching as a development tool. You have
managed the quality and logistics well and get a view on costs and returns.
Call for advice: +31 (0)418 688 558
Mail your question to: [email protected]
Or visit WWW.SCHOUTENGLOBAL.COM
GROW DEVELOP CONQUER
[ADVERT] - INTERVIEW -
23
When you became managing Director twelve years ago, you engaged a coach because you had to think and operate at a higher level than you had before. you needed a sounding board. What was the reason to start working with a coach again?
Edward: ‘I had the feeling there was more to get out of
what I was doing. What should my impact in the world
be? I had achieved what I could achieve with my way of
thinking and how I saw my role. I was ready for the next
level, but didn’t keep growing in my role as CEO.
I cannot allow myself to make major mistakes. As a
coachee, I can fail miserably. It’s a step into no man’s
land: the space between the world I operate in now
and the new world where I know what is necessary to
function well and have found my place.’
What did you come up against?
Edward: ‘Oddly enough, it wasn’t anything negative.
I actually felt a certain “untapped” energy. Through
conversations with Anje-marijcke, this energy became
and is becoming tangible. She gives insight into my
leadership style. I was primarily a leader who worked with
my team in the business. But to go further, I had to start
working on the business. After having always been used
to working hard, I had to sit back. Stimulate my team
members and throw them into the deep end. I don’t
make the business plans myself anymore. now I say: “I
can articulate the vision for the company and contribute
ideas, but the plan comes from you.” now there is more
room for thinking and working at the strategic level.’
anje-marijcke: ‘How can Edward start working on the
business? That became the essence, the core question in
the executive coaching process.’
How is executive coaching different from regular coaching?
Edward: ‘A good executive coach is not only a good
listener, but also someone who is able to apply
knowledge of people, psychology and science in a
business setting. It’s good that Anje-marijcke has a
good understanding of the CEO’s attitude. As a business
visionary, she can see the next step. She analyzes my
position and the places where she sees room for growth.’
anje-marijcke: ‘You have to know how people change:
individually, in groups and in organizations. You have to
know the context, the level, the industry, the umwelt.
Furthermore, I think you shouldn’t have too much awe
for authority. Respect and a good click are essential.’
Edward: ‘It’s not (only) about my development, but most
of all about how I can facilitate people around me. That
insight is perhaps the greatest gain. I used to hope that
if people left, at some point that’s inevitable, they would
say: “He certainly built up and created the company
well.” now I hope that people will say: “He certainly was
good for our career and development.”
anje-marijcke: ‘That is precisely the pleasure of
working with Edward. He is remarkably result-oriented.
That quality serves him well. He is driven, focused on
developments and quickly sees through the effects of
his actions. This means that he quickly realized that you
can work with a better focus on results if you let others
flourish, and he acted accordingly.”
Edward: ‘That’s true, but the flip side is that I’ve gone into
a sort of “identity crisis”. I have a rock-solid team around
me. They are the ones who run the daily operations
of the company now, and they’re doing it better than
I could have hoped. Do they still need me, am I still
relevant? It is a quest for my added value in this other
role as leader on the business. I work as a facilitator,
which means I don’t do the project myself, but push
other people forward. my most important tasks now
are fostering growth in people, innovating with the
organization and safeguarding the overall strategy of
the company. And of course also contributing where
needed.’
Does this role fit you?
Edward: ‘Actually it does, although I wouldn’t have
thought so. The political game was not for me, I thought.
But this is different. Call it leading by inspiration in a
direction that is good for the people and good for me.’
anje-marijcke (laughs): ‘And by me, you mean the
company. That’s how I know you. Like someone who
says: it’s not about me, but about the business. You
also lead other companies and what you do is not only
creating added value for your own company, but also for
the other companies. You think in terms of the bigger
picture. You have understanding and are respectful,
but you also deal with others. You are critical and give
your opinion. You’re interested in seeing through the
relationships, politics and diplomacy.’
Edward: ‘But it isn’t second nature yet. I still lapse into
old patterns of wanting to solve things myself, while I
have to step back and ask the other person questions.
That’s me being impatient. I have to force myself to look
at things differently, to reflect. That takes time, energy
and practice. What helps me is the result. Someone
leaving the room with a wide smile because I let them
come up with a solution themselves.’
anje-marijcke: ‘That’s exactly how it works. That’s the
automatic highway in your head. It is already brilliant that
you say: “there I go again”. So you can make different
choices. You can create a new highway. That’s part of it,
it’s training, falling, getting up and starting again.’
‘mY PERSONAL GROWTH HAS OPENED NEW DOORS’
- Edward Roos
- INTERVIEW -
25
ONCE THE BALL STARTS ROLLING AND YOU ENTER A NEW PLAYING FIELD, YOU
CAN CONTINUE TO DEVELOP.’- anje-marijcke van boxtel
How does executive coaching work?
anje-marijcke: ‘Executive coaching is not a method,
training course or step-by-step plan. I call it “guiding
with the roots in science”. You start interventions that
you know are well founded. You build on a personal
compass in a rapidly changing, complex world. The
coachee is looking for answers to questions like:
• Whereismydriveandaddedvalue?
• WhatpotentialcanIdevelopfurther?
• WheredoIgetstuckandfallintosuboptimal
thoughts and behavior patterns?
• HowdoIuseandnurturemycontext?
The coachee investigates the answers from the
standpoints of the present and the future and
sometimes also the past, as the person responsible
for the company, as a leader for his people, and by
setting an example for clients. But also as a private
person, to step out of “living in the role”. As a coach
I have to make sure that I can deal with all these
factors. The question we answer together is: how do
you continue to grow sustainably as a leader, as a
team?’
Would you like to know more about executive coaching?
As CEO, executive or executive at strategic level,
you sometimes feel you are not getting honest
feedback. Your peers feel more like competitors
than sparring partners and employees will not be
able to give feedback directly. In her executive
coaching programs Schouten global works with The
Leadership Circle™. An internationally proven model,
used for coaching top executives, that shows at a
glance what behavior works, what’s not working, and
especially why.
Would you like to know more about executive coaching or The Leadership Circle?Contact us at +31 (0)418 688 558 or send an email to [email protected]
Edward, how did you find Anje-Marijcke?
Edward: ‘I heard her speak on the radio two years ago
while she was coaching team Brunel in the Volvo Ocean
Race, and I found her story fascinating. Also because of
the psychological aspect, the scientific approach. When I
was looking for a good coach, I had to think of her story.’
is executive coaching a must for every leader who wants to make a difference?
anje-marijcke: ‘I don’t like to say must. I want people
who operate in a world with huge responsibility to get
all the reflection, development and training that they
can. The world is changing so quickly, and if you don’t
change with it, you lose connection, meaning, and you
hold a lot of people back.’
Edward: ‘A coach is essential. not permanently, like a
football player who trains the skills every week. That
would make me insecure. The power of a coaching
process is that you are very focused and go deep at
certain times. Like now, when I’m taking the next step in
my development. Only then is it effective. For me.’
anje-marijcke: ‘Coaching is also an opportunity to get
feedback, preferably 360 degrees, so you get a picture of
what behavior works, what doesn’t work, and especially
why that is. It increases your self-awareness. How do
you prompt organizational change? But also: what
beliefs limit your effectiveness as a leader? When are
you cautious or dominating instead of creative? In what
situations do you protect yourself and get in the way of
fruitful interaction? This gives insight into how you can
bring out the best in others.’
Edward, what does the future hold for you, with all the insights you have now?
Edward: ‘Wow… (thinks for a moment). After more
than twelve years of experience in pharmaceutical
marketing and sales and another twelve years in an
office environment, I could go in a completely different
direction. The fact is that my personal growth has
opened new doors. For now, my place is here. Working
on the business is enough of a challenge.’
anje-marijcke: ‘The sense is that you can go in
different directions. That’s the effect when you work on
developing your potential and are able to handle your
obstacles. Then a lot becomes possible. Once the ball
starts rolling and you enter a new playing field, you can
continue to develop.’
- INTERVIEW -
27
29
Rijk ZWaan INVESTS IN FEEDBACK
FOR an INNOVATIVE
FUTURERijk Zwaan, an international vegetable breeding
company, develops new strains of vegetables over periods of seven to fifteen years. To make this
long-term vision and ambition possible, optimal cooperation between employees is very important. and giving each other constructive feedback is a crucial skill.
29
Rijk Zwaan is not your average company that focuses
primarily on good quarterly figures. ‘Our primary
objective is to offer employees sustainable and enjoyable
jobs with good terms of employment,’ says Joska
Dekker, Learning & Development Advisor. ‘With regard
to the people who work for us, first of all we focus on
offering a job in which you can continue to develop, in
the future too.’
‘Developing new, better strains of vegetable takes seven
to fifteen years,’ explains Joska. ‘To do this, we need to
be innovative. What will we need in terms of vegetables
in seven to fifteen years? To work on the basis of this
kind of vision and ambition, it is necessary to give
employees a lot of trust and the opportunity to continue
to develop.’
‘We choose to give employees a fixed contract right
away, and also to assume that employees will continue
to work for us for a long time. We don’t just develop
our products with a long-term vision, but we also focus
on the long term with our employees. This enables us
to work together better and to be successful in our
projects.’
Constructive feedback: an indispensible skill to make progressRijk Zwaan decided to invest seriously in developing
feedback skills. ‘We work with a huge diversity of
employees here, from laborers to IT workers, from legal
specialists to marketers. To be able to work together
optimally, it is important to us to be able to talk to each
other directly,’ says Joska. ‘Anyone can make mistakes,
but it is important to be open about them, to admit them
and discuss them. Only then can you learn from them.
Compliments are also important. Constructive feedback
can contribute to progress and innovation.’
Working on a long-term visionTo give everyone within Rijk Zwaan the chance to
develop feedback skills, they found the partner they
were looking for in Schouten global. ‘We needed an
organization that sees itself not as a supplier, but as
a partner that understands our long-term vision and
ambition. This means that we need trainers who think
along with us, immerse themselves in our culture and in
the needs of our teams and people. They help us to learn
as much as possible before, during and after the training
and to put what has been learned into practice.’
‘People and development,
it’s inour blood’
Joska Dekker
- CLIENT STORY -
31
That is why Rijk Zwaan started collaborating with
Schouten global last year to teach everyone in the
organization to give and receive constructive feedback.
Progress just by doing‘giving feedback is a skill that you primarily learn by “just
doing”. We notice that giving feedback lends itself very
well to practice, practice and more practice,’ says Joska.
‘We practice with each other during the training in your
own team, so you can deal with real situations directly.
This way everyone can apply what they have learned
after the training and it immediately leads to making a
team stronger. We see that participants in the training
really do apply what they’ve learned, they are more
aware and are better at receiving, asking for and giving
feedback. That makes a difference here every day.’
The team leaders at Rijk Zwaan are also immersed in
the art of giving feedback. ‘They are the first to take the
training, with a focus on their role as managers. Then
they do this with the “giving and receiving peer feedback”
training course that we organize for each team. Thus the
team and team leader are aligned and they put it into
practice immediately.’
Eye openermany participants find the training to be an eye opener.
‘It’s fantastic to see how people become aware of the
importance of feedback and any blockages. By giving
tips and tricks during the training and by practicing,
they improve their capacity to communicate messages
constructively and clearly to their colleagues to be
able to work together on our business objectives more
efficiently.’
Request a free consultationHave a consultation about the possibilities to strengthen you organization. Contact us at +31 (0)418 688 558 or send an email to [email protected].
For decadeswe have been known forour breakthrough 360 assessment,THE LEADERSHIP CIRCLE PROFILE™.
Now, our new
LEADERSHIP SYSTEMis redefining the landscape
Discover more at leadershipcircle.com
[ADVERT]- CLIENT STORY -
A rapidly changingworld
demandsnew leadership
- top leaders meet in an inspiring and disruptive business program -
many organizations recognize these challenges and are willing to work on this. However they seem to tackle future challenges by using old and familiar ways of working, methods and instruments such as Incompany Leadership Development Programs that focus mainly on individual development and growth of leaders.
Schouten global beliefs this way of thinking will
not be sufficient for organizations and leaders to be
successful in the future. Therefor they started to design
a new leadership program that combines business
challenges and leadership development. Unique about
this program is that it brings together 4-5 international
organizations. They all select 3-4 senior leaders that will
share knowledge and expertise throughout this program
on given business challenges. Schouten global adds
theoretical frameworks and disruptive ways of working
to the mix, which results in an inspiring Intercompany
Business Boost Program that will surely make leaders
ready to overcome future challenges successfully.
Working closely with other companies willhelp leaders to overcome future challenges“It’s inspiring to look beyond the boundaries of your
company. The experiences and knowledge of leaders
from other industries provide interesting insights. And
if such an exchange is organized in an innovative and
disruptive Business Development Program, leaders
as well as their organization will significantly benefit
– short term and also on the long run,” according to
Susanna Schmid-Elsaesser, Senior Consultant at OSRAm
gmbH who is co-creating this program together with
Schouten global. “At OSRAm we want to widen the view
of executives by letting them meet, exchange ideas and
co-operate with colleagues from other companies.
In this way we create an outside-in view relevant for
strategic challenges but also daily business. In the VUCA-
world (Volatility, Uncertainty, Complexity and Ambiguity)
it is important to hear other visions, to explore new
partnerships and to discover how to be an entrepreneur.
This program could be the perfect platform.”
Like a Business School, but more uniqueand daringThe program is partially similar to a Business School
Program in ways of content and working on projects, but
in other ways it is very different. It uses more disruptive
ways of working, it is more pragmatic and the program
is set up in an emergent way which means participants
get to be involved in designing the final program, which
creates a high level of involvement and ownership
amongst the participants.
The Intercompany Business Boost Program has a
clear purpose. It prepares leaders for future business
challenges, such as how to lead innovation, how to
become more agile, how to deal with big data, how to
lead complex change, etc. It will help leaders to become
more effective in the way they lead (working from a
creative and pro-active mindset instead of a reactive
mindset) and not unimportant: they build and create
new and relevant networks with interesting international
partners. Co-initiator and Program Developer nicole
Heupers knows that this way of development is effective
and incredibly inspiring: “In my previous job as Change
manager at an international energy provider, we have
worked extensively with external business partners to
learn from each other on the topic of Change. It was a
great learning experience to see how others cope with
similar problems. Finding out how they dealt with certain
issues helped us to overcome certain problems and it
brought change forward at a much faster pace.”
35
goodbye comfort zoneWe work in a disruptive way. For example, in the first thematic high impact session on innovation, participants will
start a practical assignment, called ‘the 5 euro exercise’ which is based on Harvard studies. Participants will be asked
to make as much money as possible within the hour and they can use 5 euro as investment money. With this exercise
we get participants out of their comfort zone and into an innovative mindset immediately.
more informationFor more information about this program contact nicole Heupers – international lead consultant – at +31 (0)6 535 32 113 or send an email to [email protected]
Besides thematic high impact sessions of 2 – 2,5 days in which participants will meet in person, the program includes
virtual peer group sessions in which participants meet in smaller groups to exchange topics/issues that are of special
interest to them. We also have regular virtual inspiration boost sessions in which we invite interesting guest speakers
on certain relevant topics and we organize go- see and learn- visits for participants to visit other ‘Best Practice’
companies/locations. For instance on the topic of innovation we could set up a visit in Berlin to visit the innovation
hub over there.
As mentioned we work throughout this program in an emergent way: nothing is fixed, no blue prints and participants
will be involved in the co-creation of the final program. The selection of topics for the high impact sessions will be
part of this, but since most business challenges are similar, topics such as agile, lean, innovation, change, big data,
etc. are very likely to end up as part of this program.
FrameworkFrom each participating organization 3-4 senior leaders (>10 years’ business experience) will attend the program.
The program will last between 12 to 18 months.
High level overview of the program
Co-creation
Thematic highimpact session 1
(innovation)
Virtualpeer group
sessions
Virtualinspiration boost
Thematic highimpact session 2
Thematic highimpact session 3
Go, see learn visits
Thematic highimpact session 4
StartingThe
Journey
Virtualpeer group
sessions
Virtualpeer group
sessions
Virtualinspiration
boost
Go, see learn visits
(example)
Schouten Global Managed Learning Services
Training departments can only add value when everything falls into place: the right people in the right place,
a well-organized process and the right supported ICT solutions. With Managed Learning Services we will be
happy to assist you with an integrated approach.
Managed Learning Services organizes learning within an organization and takes care of all parts; training ad-
vice, administration, logistics, ict, procurement, supplier management and management information.
Together with you we determine, based on your strategy, the learning objectives of your organization, teams
and individual employees.
Demand management
Event management
Billing management
Vendor management
Quality management
One-stop shop
Direct cost savings
Customized outsourcing
Qualified suppliers
Flexible and scalable
Higher return on learning
Managed Learning Services consists of 5 main topics:
Why Managed Learning Services?
Call for advice: +31 (0)418 688 558Mail your question to:[email protected]
Or visit WWW.SCHOUTENGLOBAL.COM
GROW DEVELOP CONQUER
[ADVERT]
How do you deal with ‘hot issues’ in the market, determine your direction and decide about the next steps to take?35 senior executives in the automotive industry took the plunge into these questions in a one-day strategic session with schouten china.
Over 25% of the vehicles on the road are produced
in China. And that number is increasing every year.
‘Opportunities in the automotive industry are there
for the taking, but the challenges are very clear,’ says
Camiel gielkens, Director of Schouten China. For
instance, the growing demand means unprecedented
up-scaling for organizations and their employees.
Relatively inexperienced managers in the automotive
industry lead departments that grow with tens,
sometimes hundreds of employees at a time. How
do executives get their skills up to speed so they can
act optimally within these far-reaching tasks and
responsibilities?
The demand for innovation is also constantly present.
The local government expects the automobile industry
to come up with solutions in the areas of sustainability,
environmental pollution and traffic congestion in
large cities. Organizations have to take the lead in
development and act with more knowledge of the
market. In order to cope with this complex issue,
new demands are made on the people who make the
decisions. The main challenge for senior executives
is taking the lead and developing initiatives. After
all, waiting for decisions from top management is
not compatible with the need to respond quickly to
developments in the market.
From analysis to action points in four stepsIn this context, Camiel facilitated a one-day strategic
session as a starting point to get on top of the
above challenges. In four steps he guided the senior
executives toward concrete next steps.
step 1. understanding yourself, the work context and the external environmentEvery strategic choice requires an intrinsic motivation.
That is why the executives started with a ‘wall of success,
which they filled with great results. This gave a lot of
insight into their own values and shared values that give
direction. The executives then used scenario thinking to
analyze the key trends in the market. Scenario thinking is
a counterintuitive method that starts from uncertainties
instead of expectations. When you expect a certain
development, you start thinking within those parameters.
navigating by uncertainties makes the radius of thinking
larger; after all, multiple scenarios are possible. This
stretches the intellect, which enables you to respond
more quickly and recognize small changes, with the
result that developments do not ‘happen to you’ as
much.
step 2. creating a high-impact visionWhere do we want to go? For whom and why? The
participants look at this vision as if looking back from
the future. This method is intended to cut through the
line with the present so that today’s parameters don’t
stand in the way of a trail-blazing vision. Because by
tackling tomorrow now, you are working on solving the
problems of today. Looking back from the future actually
stimulates taking on the problems of tomorrow.
step 3. inventing your own roleHow do the executives see their role as ‘change agents’
of the organization? What skills do they need for this?
Participants reached four key skills together: creativity,
solving problems, making decisions and developing
leadership at all levels in the organization. This led to a
strong focus and ‘creative tension’. nerves are a strong
motivator to get into motion because of the sense that
‘otherwise we won’t make it’. Participants came to the
realization that aside from the focus on results, they want
to take on a more facilitating, coaching role to make the
organization more creative, agile and less dependent on
the top.
4. making it ‘real’ with ownershipWhat do executives need to achieve their vision? To
conclude the workshop, the participants stated the next
steps they would take in the coming month. Taking
ownership is an important factor for success. In this way
actions are connected to people and these people can
be addressed about those actions. The result: ownership
creates momentum, belief and self-confidence that
the intended goals will actually be achieved. ‘When this
accountability is lacking, there is a huge risk of getting
bogged down,’ says Camiel. Developing a strategic
direction is one thing, but it has no value without being
implemented.
strategic HRD across the border
Schouten global is your partner in customized
solutions for a high-performance organization.
Please contact us for more information or to make
an appointment with one of our global client
directors at +31 (0)418 688 558 or send an e-mail
schouten china is part of schouten global
and operates in Asia from local offices in
shanghai and beijing.
Takin g a sprinta strategic direction in one day
- REPORTAGE -
39
On boardingby projects:• On boarding pack• Conference call trainers
Selection• CV selection• Interviews• References
Monitoring• Evaluations by participants• Debriefing project manager• Evaluations by trainer
On boardingby projects:• On boarding pack• Conference call trainers
Selection• CV selection• Interviews• References
Monitoring• Evaluations by participants• Debriefing project manager• Evaluations by trainer
On boardingby projects:• On boarding pack• Conference call trainers
Selection• CV selection• Interviews• References
Monitoring• Evaluations by participants• Debriefing project manager• Evaluations by trainer
at schouten global we have successfully delivered thousands of training courses for multinational organizations, enabling us to master the process of global program delivery at different levels. We understand the complexity of delivery at such a scale and have designed a unique ‘On-boarding process’ for our professionals to balance the need for cultural adaption within the framework of global consistency. last but not least, we have developed a detailed understanding of the logistical challenges involved enabling us to support our clients on global as well as local levels.
The trainers in our network all give training based on
Schouten’s high Dutch quality standards, made possible
by a careful selection and extensive briefing process (on
boarding), as well as guidance for every training course.
To ensure consistent participant experience, we not only
onboard our trainers but also check the cultural fit as well.
We onboard our trainers virtually, using mediums such as
Skype or conference calls, but also very often in face to face
sessions. As project manager at Schouten Global, Jim Morris
is responsible for a number of the global programs. ‘When
on the lookout for new trainers, we do things properly. Our
Faculty Department selects people based on their CVs, and
then conduct a number of interviews. The trainers need to
work according to our training philosophy, which is from a
psychological and interactive perspective. They also need
experience within an international and multicultural business
context.’
matching processOnce a program has been developed, the project manager
selects the most suitable trainers. To do so, the manager
uses a system containing data such as trainers’ experience
in certain branches, and their evaluations from previous
training courses. For specific customer requests (e.g.
location/expertise-related), the Faculty Department will find
new trainers if necessary.
On boardingOnce the team of trainers is established, the ‘on boarding’
process can begin. Jim Morris: ‘We want to make sure
that training courses really are given the same way
everywhere in the world. Trainers therefore receive an ‘on
boarding pack’ several weeks before the program starts,
containing information such as background on the client
(security procedures, etc.) and a comprehensive course
plan. All facets are set out in detail. We go through all the
information with the trainers during a conference call, which
is when they can also suggest local modifications. After that
everyone is focused, and the participants are welcome.’
SELECTED qUALITY
Internationally
41
Dechra is an English based manufacturer of veterinary products. the company sells its pharmaceuticals around the world and has offices in 21 countries. José Geubels, European HR Director at Dechra, developed a program for the international sales and leadership team in collaboration with Heleen Rubingh and nicole Heupers from schouten global amongst others.
After a number of successful business take-overs in
recent years, Dechra is now working on the challenge of
harmonizing and strengthening the sales teams in Europe.
In addition to updating the skills of the employees, the team
is keen to develop a common ‘language’ and methodology.
At Dechra, they know that far-reaching changes like
this begin with management, which is why Dechra and
Schouten Global worked collectively in a productive co-
creation process to develop the Dechra Sales Academy.
the question and goalDechra wanted to elevate the performance its sales
teams to a higher level with specific ‘skills’ training for the
sales representatives as well as leadership training for the
managers who direct the teams. The underlying goal is to
create a common sales approach and to anchor it in the
organization for the long term. For Dechra, the key words in
this process are flexibility and customization.
approachDechra and Schouten Global developed the Dechra Sales
Academy according to a ‘cascade method’: the program
starts with a leadership program for upper management
which then flows through the layers of the organization to
a skills program for the sales representatives. The common
theme is developing High Performing Teams collectively.
yieldThe ‘language’ of High Performing Teams is now firmly
anchored in the daily work life of the Dechra sales teams.
From daily ‘stand-ups’ and performance reviews to peer
coaching and strategy development, everyone now works
on the basis of the same principles, while keeping ‘local
color’. And employees can connect with each other for peer
assessment and coaching across borders and offices.
Why the Dechra sales academy?‘‘After years of mergers and take-overs, it was time to
streamline and develop the levels of knowledge and vision
within the sales organization of Dechra with the aim to
expand and grow in market share and revenue. This requires
a development process that is customized for all levels
of the organization. Management has to understand the
workflow on the ground, and sales representatives need to
understand their managers’ vision. The Academy integrated
this approach around the theme of High Performing Teams.
This has emerged as a rock-solid concept where everyone
feels at home and can make a contribution and develop.’
How does the program look like?‘The Dechra Sales Academy consists of three programs for
the different levels of the organization: Success Through
Leadership, Success Through Management and Success
Through Sales. Each program consists of modules that are
tuned to the training needs of each group, which partially
overlap each other – for example when it comes to building
a High Performing Team. This involves working on ‘hard
skills’ such as negotiation techniques and performance
management, and ‘soft skills’ like coaching and trust.
An important element is after care: peer coaching and
peer assessment intervals. This helps us to establish the
knowledge and development in the organization.’
Why did Dechra choose schouten global?‘‘At Dechra we were impressed with the efforts of Schouten
Global and their ability to move together with the client.
Collectively a customized program was developed with
a unique objective and content rather than choosing a
solution off the shelf. Schouten Global has chosen for
an emergent approach, which means during the delivery
of the program adjustments were made as necessary to
keep improving and achieve the best results. We were
looking for that customization, flexibility and quality level.
Plus the conviction that sustainable change begins with
management. Skills’ training in the workplace is just not
enough; you need the support and skills of managers.
Schouten Global also offered the possibility of training
courses in different places in Europe and offered support
with e-learning.’
the highlights?‘There were some hesitations at the start of the program in
terms of mutual expectations. But the way Schouten Global
took up the gauntlet really was one of the high points for
me. With new élan, in close consultation and with the right
interpretation and elaboration of our ideas, they found a
great way to continue the program and the collaboration.
That’s what I call working together and being flexible’.
How was the partnership?‘Schouten Global easily met our expectations. With them,
co-creation really means coming together, asking the right
questions, evaluating and adjusting where necessary. They
showed this strength precisely in the way they shifted gears
after the challenging start. And it’s great that they have a
back office that makes it possible to roll out the program in
different countries.’
participants Feedback‘The response is nothing but positive. I still clearly remember
that after the first module, we got reactions like: ‘It’s nice
to see colleagues again.’ But of course that’s not why
we’re doing it. Since the program was modified, we have
been getting high grades of feedback. But the best result
is of course that the participants can really work with the
knowledge. “High Performing Teams” has become more
than just a buzzword at Dechra.’
‘Success Through Leadership’ Program for
Facts & Figures 140 participants
13 European countries are involved
1.5 years is the duration for the total program
- CLIENT STORY -
43
Some people have a hard time with changes, others navigate through them smoothly or can even use them to their benefit. Why is that? You can handle a lot, as long as it is balanced by enough energy sources.
Experts Dr. Jessica van Wingerden (Director Research at Schouten global) and Anouk Brack (trainer/coach/author) give tips to keep work fun.
Tip 1: give yourself recovery timemore than ever, it is necessary to charge your battery.
make an overview of your week. What takes energy, what
gives energy? At what times is there space for fun and
relaxation? This is not only about the work/life balance.
You need moments to recharge during work too, for
example by getting out for some fresh air, stretching
your legs or catching up with a colleague. This makes
you feel less chased. Be aware of this and take yourself
seriously.
Tip 2: turbo centeringWhen we are under work pressure or stress, tension
builds up in our bodies, and also in our minds. The
result is that part of our brain goes offline. We then only
function along automatic patterns and we lack important
capacities like creativity, innovation and reflection.
Turbocentering is a simple method to pick yourself up
again (see text box). ‘With turbo centering, you relax your
body and wake up your mind with a single breath,’ says
Anouk. ‘It helps you to access all the areas of your brain
again. And you open yourself up to what is around you.
It’s actually a shortcut to change your state of being.’
Whist l ing WHILE YOU
WORK
turbo
centering
Turbo centeringTurbo centering is something you can do several times
throughout the day whenever you notice tension, or for
example just before an important meeting.
How do you bring yourself back into balance? mentally go through the following three phases:
Attention ‘I notice tension’
Acceptance ‘OK, it doesn’t matter.’ Be kind, because
giving yourself a hard time has the
opposite effect
Adaptation ‘I center myself’
Center and come back to yourselfA conscious breath helps you to relax your body and wake
up your mind. This is done in four steps:
1. Posture Sit/stand upright, alert and comfortably.
Lean forward slightly.
2. Breath Inhale upward along your spine
Exhale downward along your front, smile
3. Space Become aware of the space around you in
all directions
4. quality Think to yourself: ‘How would it be with a
bit more [ease/focus/…] in my body at this
moment?
now you can keep on going!
Tip 3: do what suits youHow do you use your talents?
Doing what you’re good at gives
you wings. That is also when
the things you do are the most
meaningful for you and others.
So ask yourself the question:
am I doing what suits me?
Jessica van Wingerden: ‘There
are “chores” in every job: things
that are part of your job that
you don’t get excited about.
But to feel good, it is important
that about seventy percent of
your job matches your talents
and ambitions. Is that not the
case? Then actively look for
ways to draw on your talents to
contribute more in your job.’
Tip 4: take controlYou are the captain of your
own ship. It is good to be aware
of this and to dare to choose
job satisfaction. Take part in
that one cool project. Have
fun with your colleagues. get
started on new ideas. Anouk: ‘It
takes strength to avoid getting
dragged along by the pressures
of our time. But you are allowed
to feel good in your skin. You
can enjoy yourself. We think all
kinds of things will go wrong if
we’re enjoying ourselves, but
the opposite is true.’ It is good to
stay alert to the question of what
you are doing the work for. If a
task helps you to achieve your
ambitions, it of course doesn’t
have to be fun all the time, but
it does give you satisfaction and
motivation.
- TIPS & TRICS -
45
YOUR TRANSFORMATION, OUR EXPERTISEAt Schouten Global we are convinced that every individual has the potential and the right to grow and
develop themselves. We recognize the necessity for international businesses to not only deal with change but also instigate change through transformation of behavior and processes. Through first class learning and development solutions we can support you in making that change at an individual, team
and business level.
RESULTS WITH PEOPLESchouten Global understands the complexity of your international working environment. Our dedicated team of professionals has the necessary intercultural, international expertise and language skills to meet
your training, education, coaching and L&D consultancy needs.
FACTS & FIGURESü Family business with strong values and entrepreneurial mindset
ü 37+ years’ experience in behavioral change
ü Headquarters in the Netherlands and local offices worldwide
ü 5.000+ corporate clients in major industries
ü An international network of 700+ highly skilled consultants, trainers, facilita-
tors and coaches
ü Global delivery experience in 60+ countries
Call for advice: +31 (0)418 688 558Mail your question to:[email protected]
Or visit WWW.SCHOUTENGLOBAL.COMGROW DEVELOP CONQUER
- ARTICLE -[ADVERT]
many organizations face a similar issue; people already move to another organization before they have proven their value in their current position and company.Key question: how to keep good people in your organization?
Keep yourgoodpeople!
So if you know what’s moving people outside your
organization, what can you do to keep them in?
• create a coaching culture. Help your leaders
to create space for others to grow, learn and be
themselves.
• challenge your talents. Let your talented people
experience other jobs within the organization. Take
advantage of the multiple skills your talented people
possess.
• be open. Ensure everybody is aligned with the
organization’s values, vision and key strategy.
• invest in people development. Take sure your people
have all the tools and knowledge necessary to do the
job right. Develop a more long term career plan.
• Focus on the WE. Foster teamwork and
collaboration. Celebrate successes.
• be personal. Spend time with key people and get to
know them. Know their strengths, ambitions and
passions.
• and last but not least….. provide a total
compensation package that reflects the value a person
has and is in line with market average.
To answer that question we first want to look at why
people leave their organizations. These are the top 5
reasons employees leave their jobs:
1. Relationship with boss. A very directive
management does not help to motivate and engage
staff. It results in a bad relationship and is the
number 1 reason why people leave the company. It
undermines employee’s engagement, confidence and
commitment.
2. bored and unchallenged by the work itself.
no one wants to be bored and unchallenged by their
work. Employees want to enjoy their job and improve
themselves. not being challenged and not being
offered good learning opportunities and training is the
2nd most quoted reason why employees leave their
organizations.
3. Relationships with co-workers. not having a friend
at work makes people feel lost. Relationships with co-
workers retain employees.
4. contribution of work to the organization’s business
goals. We all know how important it is to have the
feeling that you are part of an effort that is larger than
just your job. Employees who do not see the bigger
picture and not feel that their work is meaningful leave.
5. Overall corporate culture. Culture is an important
factor. A culture that does not foster respect and
openness is not a place where talents want to be and
grow. Salaries that are not in line with market average
increase the feeling that the organization does not
respect its people.
47
Businessmen and women who work on the premise that what works well in their culture must work well in another culture are heading for a cultural shock. Do not expect things to be the same as they are where you are from. It is ironic that we often do the most harm in our intercultural ihnteractions whilst trying to do the right thing, or by sticking to our rules.
Takeaway:
another culture.
You might be speaking a common language but still misunderstanding each other. Word choice, style (direct or indirect), speed, tone and conversational turn taking are
have their own display rules when it comes to nonverbal communication.
TakeawayIt is a great icebreaker to have learnt a few words of the other culture’s language. Nonverbal communication can be confusing. If you are not sure what a gesture or sign means, then ask.
The best chance of success lies in making people feel involved and motivated and key to achieving this is understanding what makes them tick at a cultural level. Where negotiations become heated or stressful, we tend to revert to our cultural basis, which exists deep within us. For these reasons, it is likely to pay huge dividends if you enter the negotiation process with a solid foundation of cultural awareness.
Takeaway: Do your homework beforehand, enter the negotiation process understanding what makes the other party tick at a deep - cultural - level.
better to express any emotion openly right from the outset. Others cultures will fi nd the outward expression of emotion, especially a negative one, as simply not done.
Takeaway: If emotional signals from someone seem inappropriate, check. You may be misinterpreting their behavior based on your cultural values concerning emotion.
There are either “face sensitive” or“ truth sensitive” cultures. Face is a universal phenomenon which is believed to have its roots in Chinese culture and is concerned
culture and could vary from being scientifi c, situational, contextual, negotiable or even dangerous.
Takeaway: Adapt your communication style to either avoid the other losing face (in face sensitive cultures) or dare to be more assertive and speak up (in truth sensitive cultures).
Sensitivity and fl exibility are key to leading people. Leadership styles and behaviors of
and values around hierarchy.
Takeaway:
background in terms of power distance.
settings, either face-to-face or virtually. Global teams that are well managed can create
and knowledge. If a team member feels excluded, you lose the cultural wisdom and perspective they could bring to the team.
Takeaway:
perceive each other and promote cultural dialog in the team.
which must be controlled if people are to be productive. For others, the reverse is true. Time will never become the master and is a fl uid concept. Cultures view personal and physical space with varying levels of comfort.
Takeaway: Try to understand what value the other culture puts on time and their level of comfort related to personal space. Think how you should position yourself and conduct your behavior depending on the other person’s cultural rules on space.
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These days there is a strong chance that your colleague comes from a different culture than your own. This creates
what one might describe as a new trinity for the “intelligent” global employee. We talk about ordinary Intelligence (IQ)
and Emotional Intelligence (EQ). A third intelligence is now firmly in the mix: Cultural Intelligence (CQ).
The book “The Eight Great Beacons of Cultural Awareness” opens the discussion on this third intelligence.
The landscape of international business has changed dramatically in the last thirty years. People are connected
and more globally savvy than ever before. Cross-border mergers and acquisitions, the globalisation of media and
entertainment are only accelerating. Yet people and cultures change slowly. Getting under the skin of other cultures
(and your own!) and understanding how to make the most of diversity is a ‘must-have’ skill, if you work or are going to
be working internationally. In short, we would all benefit from a boost of CQ!
about the book The title The Eight Great Beacons of Cultural Awareness - Navigating the cultural landscape was chosen because a
beacon is an appropriate metaphor. The book should be seen as a guide to set you on your own journey towards
cultural awareness. Throughout history, beacons have been dotted over the landscape and lit to guide people in the
general direction they needed to go. Beacons would also be used to signal possible dangers along the way, but also on
special occasions as a celebration, forming an uplifting network of light.
The eight great beacons will lead you across the cultural landscape, giving direction, illuminating cultural blind spots
and celebrating the enrichment that diversity can bring to us all.
This book steers people away from any focus on negative stereotypes. It highlights the undeniably positive force that
the different perspectives and wisdom people from different cultures can bring to your business.
The overriding message is therefore that diversity and multicultural teams can be one of the richest resources a
company can have if managed correctly.
boost your Cqwith the eightgreat beacons
Learning more about cultural awarenessIf you or your company is interested in learning more about cultural awareness then Schouten global offers both open and in company workshops on this subject. For more information contact us via +31 (0)418 688 558 or send an email to info @schoutenglobal.com.
make yourself, your team or organization future-minded?We selected the best books for you from our publisher THEmA.
more inspiring books can be found on thema.nl.
Readingimproving teams The Volvo Ocean Race is the Everest of sailing. A race you cannot sail - let alone win! - on your own. Without a high performing team any skipper would be chanceless. But how do you build a good team, how to create a high performing team? Which buttons do you push to help a team reach its full potential? How do you avoid the well-known pitfalls of groupthink, mediocrity and political games?(Jan Schouten, Anke Baak, e-book € 12,99).
thema.nl
people & projects Projects are always carried out by people and it is precisely the behavior of people that will in many instances define the success of a project. The author goes into all the important aspects of project management. She offers practical advice to project leaders and spends some time focusing among others on dealing with conflict and team roles (Nicole Bremer-Ammann, e-book €12,99).
the Eight great beacons of cultural awareness A practical guide that will strengthen your cultural awareness. It helps you to successfully navigate the cultural landscape and improve your interpersonal relationships and international business results (Jim Morris, e-book € 12,99).
personal leadership Professional leadership starts with personal leadership. What is your vision on leadership? Which values do you find important? What do you believe about yourself? How do you think companies should be managed? All these questions relate to personal leadership. This book will help you to discover and give shape to your own management style (Marieta Koopmans, e-book € 12,99).
Feedback Giving feedback effectively is a skill that comes naturally to few but can be learned by anyone. This practical book explains how to listen for understanding and information, and how to get others to be receptive to your comments on their performance (Marieta Koopmans, e-book € 9,99).
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creative thinkingComing up with original solutions for everyday problems. Creativity is a skill you can learn. Streamline your brain for a new era where conceptual thinkers have the advantage.
commUnicatingAll kinds of factors play a role when people communicate. Do we know each other? What do we think of each other? What do I want from you and vice versa? And is the other person interested? You can learn how to communicate clearly and understandably. This exciting learning journey will help you.
consUltative sellingThis online sales course focuses on consultative selling. Want to introduce a specific product to market? Or do you work for an organization and want to “sell” your idea internally? If so, this learning journey is just what you need.
emotional intelligenceYour emotional intelligence (EQ) appears to be twice as important as your IQ. It’s about what you do with your knowledge and how you arrive at solutions and ideas working together with others! You will learn about that and more in this learning journey.
mindfUlnessIn this learning journey, you’ll practice with different exercises to expand your mindfulness. You can decide which exercises work for you, but to become more mindful you must practice.
resUlt oriented managementAs a result–oriented manager, instead of focussing on the details of the task, you allow your employees the freedom - within an agreed framework - to approach and accomplish it as they see fit. In this learning journey, you will learn all about this way of managing.
giving feedbackGiving feedback is difficult. In this learning journey you will do exercises that will help you give feedback about desired and undesired behavior in an effective and appropriate manner. You will learn to improve relationships and support others in their development.
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