Coaching means confronting the brutal facts and emotions, focusing on what you really want to achieve and how to get there.
Business Coaching is about work-related coaching: about yourself, the people you work with, and the issues you’re facing. The objective is to help you reach ambitious goals through self-reflection and deeper insights. That helps to see things in perspective, from a different viewpoint, and to consider a change of direction.
You’ll learn what’s blocking your progress and how to overcome it. We’ll discover ‘blind spots’ and how to deal with them.
A coach is like an active sounding-board: listening carefully and asking in-depth questions to take reflection to a deeper level.
Globalisation has led to a situation where leaders need to operate with staff and partners in many countries and cultures. That can be frustrating at times. Intercultural coaching develops competencies that are crucial when working with people from other cultures. I’m certified to perform the Intercultural Readiness Check.
Moving from one job to the next means going through a period of personal transition. It’s often a hectic period in which leaders don’t take time to reflect and prepare for the new position. How are you going to position yourself from day 1? Are you going to shake up the organisation? Or keep things as they are initially?
How do you tackle complex dilemmas? What are your subconscious assumptions and feelings? Irrational reasoning? Can you objectively review the options? What is crucial for stakeholders?
Coaching for strategic development
Executing a change in strategy can be a challenge in many ways. Coaching in this area is about how you may need to change your own attitude and behaviour. What will it mean for you as a leader? And for your team? Is your personal development in line with the organisational development?
Deep democracy is about the decision-making process. It is “democratic” because it emphasizes that every voice matters and that decisions are wisest when majority and minority voices are both valued. It is “deep” because it facilitates the exchange of emotions, values and beliefs.
Leading virtual teams
What is the best way to manage virtual teams with members geographically spread and in different time zones? How can feedback be given to individuals? How can commitment be built? How much face-to-face contact is required?
My approach is broad, holistic and practical. The crux is the interconnectedness of people and perspectives that my clients need to deal with. They will learn to understand how their interaction with those around them can influence people towards the desired goal.
My philosophy is that experienced people unconsciously feel what needs to change; it is just a question of bringing it out, making it explicit and then taking action. I believe that leaders perform best when they remain authentic.
I’m able to quickly grasp my client’s business context because of my extensive management experience.
In an introductory session we will clarify the coaching objectives and decide whether we can work together. Then about 6 coaching sessions will follow. There will be no up-front plan for the sessions as we will be using real life cases which you will bring in. You will analyse situations, explore your feelings, and learn how to act differently while remaining authentic. My role is to confront you with your doings and to help you see how that affects others.
Anything that we talk about will remain strictly confidential. I will not pass information on to anyone else or report on progress without your prior consent.
Experience as a Coach
As a senior manager in several different roles I have always used a coaching style of leadership. From 2001 onwards I have enhanced my coaching skills by following several professional courses and am now a certified executive coach.
My clients are talented leaders in key positions in a range of international companies.
Given my extensive management experience I can easily relate to business dilemmas that you may be wrestling with. I have considerable experience in managing international initiatives and alliances in the areas of marketing and IT. As a strategic thinker I can spar on key business issues. I have a particular interest in coaching managers in global companies where cross-cultural teamwork is of importance.
Working experience in Air France KLM 1972-2008
Over the years I have fulfilled various management positions at KLM Royal Dutch Airlines. The most recent was as Director Air France – KLM Liaison Office where I focused on the people aspects of post-merger integration of Air France and KLM. Prior to that I was Director Corporate Strategy & Business Development, a role encompassing strategic decision-making processes for the KLM Management Board; it included topics such as partnering and alliances, strategic repositioning, governance, and the annual strategic planning cycle.
I spent 13 years in Passenger Marketing as Director Marketing Channels & Distribution when I also had shareholder responsibility for three companies. My earlier years at KLM were spent at Information Services, Cargo and Airport Handling where I was responsible for implementing strategic change projects.
People qualify me as engaged, accessible, conceptually analytic, result-driven, pragmatic, culturally sensitive, reliable and discrete.
Education and certification
- Industrial Engineering and Organizational Development, Eindhoven University, Netherlands, 1966-1972.
- Management training included courses at the American Management Association in Chicago.
- School for Coaching, Leiden, Netherlands: Senior coaching course, 2002-2003; Executive Coaching, 2004.
- Intercultural Competencies and Readiness Check, IBI, Laren, 2008.
- Global Leadership, Global Coaches Network, Washington, 2009.
- Cross-cultural Coaching, Rosinski & Company, Brussels, 2009.
- Deep Democracy, Myrna Lewis, South Africa, 2015.
My meaning in life is to help make the world a better place for all to live and work, by encouraging people to be positive, to develop themselves, and, to look after themselves, others and the planet. My coaching is hopefully a small indirect contribution to solutions for the great challenges the world faces. I aim to live and work sustainably, especially by minimizing CO2 emissions (using solar energy and public transport). Some of my coaching income goes to support small entrepreneurs in developing countries by providing micro-credit, see www.kiva.org.
What is special about Global Leadership?
Is Global Leadership really any different from good leadership in general?
Doesn’t good leadership work anywhere?
Perhaps it does in many cases but I believe that Global Leadership is a specialty.
“Studies estimate that American expatriates have rates of assignment failure as high as 40%, which often results from stress caused by cultural differences and demanding workloads” (Source: WorldWork).
How is Global Leadership different?
Let’s first look at the role of a Global Leader. He/she is a leader in a global organisation with units in many countries for sales, production, etc. That requires balancing between corporate policies and local needs and flavours, across diverse customers, employees and business partners. It means collaborating with each other across boundaries in geography, time zones, language and business cultures. That can be truly challenging at times.
To be effective the global leader needs to capture the creativity of diversity; that requires competences over and above those for the domestic market.
Which competences are particularly important for Global leaders?
The global leader needs a global mindset, a cosmopolitan outlook. She/he needs to be able to take a truly global view of business rather than a domestic view looking outwards, gaining understanding of business in the branch worldwide.
Above all the global leader must be able take a global view on people, accepting that people from different backgrounds work in different ways towards the same goal.
This requires an open mind, a love of learning, curiosity in the world, and, self-reflection.
The effective global leader shows a passion for diversity and a capacity to love and be loved by wide range of people. He/she values fairness, equity and inclusiveness, and, demonstrates it. She/he can manage uncertainty and ambiguity, is willing to take risks and to invite the unexpected.
Four fundamental competences are the foundation for global leadership:
- Intercultural sensitivity
- Intercultural communication
- Building commitment
- Managing uncertainty
These competences can be measured (www.irc-center.com) and further developed where desirable. As an executive coach with an understanding and experience of global leadership I’m ready to work with you.
How to recognize chronic stress
Some of my clients are under considerable stress. Although a degree of stress is acceptable, chronic stress is damaging for mind and body. Chronic stress is prolonged mental burdening that causes neuro-hormonal imbalances.
How, as a coach, can I tell that a client has chronic stress?
A client suffering with chronic stress will generally feel exhausted, less energetic and have difficulty concentrating. She or he may be having sleepless nights, pain in neck and shoulders and be generally tense. The chronic stress could cause he or she to be overly irritated, worried, impulsive and inflexible. Heavy smoking or drinking can also be a sign.
What can I do as a business coach?
A client in this condition is not in a position to reflect on his or her life and work. The effort is just too much. My best approach is to help the client express the complaints and feelings, to be emphatic and to encourage the client to see a chronic stress therapist.
Fashion is constantly changing and that also goes for websites. My previous website started to look old-fashioned and didn’t work properly on smartphones. Time for a new website, designed by my son Martijn @ OrgoneMedia.nl.
The graphical theme of dynamic connections is symbolic for the connections between people: always changing. It also symbolizes my systemic approach to coaching.
The website feels right and is like me: clear, open and structured.