Today 100 years ago, the first world war ended. A conflict with hundreds of thousands of casualties. The Great War, as it was known before there was a second conflict, still fascinates us. Apart from all the historical analyses I have a question about motivation. Why did soldiers fight during World War 1? What was their motivation to leave the trenches across the front and be maimed and slaughtered?Read More
The First Year
A year has gone by since I have left the company I had worked for for 11 years. Many people thought I had married that company as I felt and behaved like an ambassador, representing it with passion in the outside world. And in many ways this organisation defined who I was, or who I had become.Read More
Tensions at the top of an organization are not rare. Sometimes they are fruitful. But sometimes they are detrimental. They all have to do with power and collaboration. If we would see Governance more as a kind of collaboration rather than a kind of steering, we could solve many of the unproductive tensions.
Trust is essential
Trust is like a tree. Once axed, it takes a long time to have a new tree. That is why any leader should cherish trust within a team. Without trust coöperation becomes difficult, if not impossible. But sometimes you have to work in a situation where there is no trust because there is no relationship. So how do you do that?Read More
During the reunion of the executive education alumni of the London Business School I had the pleasure to co-moderate one of the workshops. The topic was how to navigate continuous change. About 20 international executives exchanged their experiences. Here are the key learnings.
From a legal point of view, there is no problem with high executive pay. But companies should look at the adverse impact on employee motivation and on leadership reputation. The perceived injustice of exuberant executive pay also harms your organisation. It might decredibilize its leadership and hamper the execution of the strategy.