Column by Peter de Bruin | “The Fake Axe”
While the world is in turmoil, Peter de Bruin examines a “mine/yours” issue closer to home—in many a boardroom. Battles over allocations are a daily occurrence. So fight it out—don’t pretend the hatchet has been buried. Put it all on the table.
Column by Peter de Bruin | “Respectively”
Many discussions about structure devolve into tribal battles. It’s a waste of time, because organizational principles are, by definition, only temporarily important, argues Peter de Bruin in his most recent column.
Column by Peter de Bruin | “Together Is a Verb”
In his most recent column, Peter de Bruin argues that collaboration requires an investment in our relationships with one another. Trust is built by getting to know each other on a deeper level, beyond our mutual insecurities. Working on collaboration is an ongoing process; “together” is a verb.
Column by Peter de Bruin | “Green and Yellow”
“You are not your test results,” argues Peter de Bruin in his most recent column. In doing so, he makes a case for personal development. A management test provides feedback that, if done right, leads to a choice to adopt different (collaborative) behaviors.
Column by Peter de Bruin | “Regelwijs”
In his most recent column, “Rule-Wisdom,” Peter de Bruin argues that we need to apply rules and frameworks more effectively—something we (also) often find difficult in organizations. Not too rigid, not too lax. He urges us to navigate our way between the two with “rule-wisdom.”
Column by Peter de Bruin | “Attractive”
In his latest column, Peter de Bruin explores the mutual attraction between employers and employees. There is also a societal factor underlying the labor shortage. The freedom to be who you are does indeed require responsibility on the part of the employee!
Column by Peter de Bruin | “Fellow Professionals”
In his work across a wide range of sectors, Peter de Bruin has observed that partners in a partnership often find it difficult to hold each other accountable. That is the greatest risk to business continuity. Evaluate each other’s results transparently, he argues in this column, which is based on a true story.
Column by Peter de Bruin | “Lionel”
What do you do with a star player on your team? Or with a dead weight? And what if your boss isn’t up to the task? Peter de Bruin has learned from Lionel Scaloni, the coach. Without his clear team dynamics and mission, Argentina wouldn’t have become world champions.
Column by Peter de Bruin | “Fifty-Fifty”
Peter de Bruin makes an urgent plea to replace endless debates over principles—based on apparent contradictions—with an important agreement that serves everyone’s interests. If both extremes are 50% correct, the respectful path forward—one that will take us further—lies roughly halfway between them. We certainly need to set aside our emotions to dare to make agreements like that.
Column by Peter de Bruin | “Big Deal”
We often waste a lot of time on trivial matters. Also, the idea that “everyone” has to weigh in isn’t conducive to decisive action. How do you approach more efficient decision-making? Peter de Bruin calls it “big deal” in this column