Waarom wilde je deze baan, en waarom nu niet meer?
Er is niets misgegaan. Je hebt precies bereikt wat je wilde. De vlakheid die daarop volgt heeft een concrete oorzaak.
Read article →From the deskLeadership notes.
Leadership notes.
Written plainly.
Essays on conscious leadership, timing, and leading from your own nature — without jargon, and without promising what a blog post cannot deliver.
Waarom voer je steeds dezelfde discussie?
Andere mensen, ander bedrijf, ander decennium. Dezelfde ruzie. Er is een reden dat hij je volgt, en het zijn niet de anderen.
Read article →Why do you resent the work you are best at?
You are excellent at it, everyone knows it, and you have started to dread it. That combination has a cause worth understanding.
Read article →Why does the same effort produce different results in different months?
You worked as hard in the bad quarter as the good one. Something else was different, and it is more readable than most people assume.
Read article →Why do you keep hiring the same wrong person?
Third time. Different role, different agency, same failure eight months in. The problem is in the room, and it is not the candidate.
Read article →Why does your team hesitate before bringing you bad news?
There is a half-second pause before someone tells you something difficult. You have probably stopped noticing it. It has a specific cause.
Read article →Why did you want this job, and why don't you now?
Nothing went wrong. You got what you aimed at. The flatness that follows has a specific cause and it is worth understanding before you change anything.
Read article →Why are you certain about things you never learned?
There is an area where your judgement is reliably right and you cannot say why. Most leaders discount it. That is expensive.
Read article →Why do you keep having the same argument?
Different people, different companies, different decade. Same fight. There is a reason it follows you, and it is not the other people.
Read article →Bewust leiderschap: wat het wel en niet is
Bewust leiderschap gaat niet over zachter leidinggeven. Het gaat over weten wat je gedrag stuurt, zodat je kunt kiezen in plaats van reageren.
Read article →Why two leaders with the same training lead completely differently
Same MBA, same programme, same company. Completely different leaders. The variable everyone skips.
Read article →What your date of birth says about how you lead
An honest answer to a question people search for constantly, including what this kind of tool can and cannot tell you.
Read article →Planning your year around your own energy, not the fiscal calendar
Four equal quarters is an accounting convention, not a description of how you work. A more honest annual plan is not harder to build.
Read article →Six signs you are leading from someone else's playbook
Borrowed leadership is hard to see from the inside. These are the signs, and what to do about them.
Read article →Why leadership programmes don't stick for founders
You did the programme. You had the insight. Six weeks later nothing had changed. Here is the structural reason why.
Read article →The strengths you overlook because they come easily
The things you do without effort do not feel like achievements. That is exactly why you undervalue them — and why other people do not.
Read article →What conscious leadership actually means
Conscious leadership is not about being nicer. It is about knowing what drives you, and choosing rather than reacting.
Read article →How to know when to push and when to wait
Most leaders treat every quarter the same. The ones who read their own timing spend less effort and get further.
Read article →Why the best leaders stop fighting their own nature
Most leadership development tries to fix what you lack. The leaders who last do the opposite — they build on what was already there.
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