Column by Peter de Bruin | “Shoe Horn”
“Is my leader like a shoehorn?” is a question we should ask ourselves regularly, at least as far as Peter de Bruin is concerned. Not some impossible definition of leadership, but a symbol of everything that a good leader—in terms of character and values—means to you. Don’t worry—this isn’t going to be a book or a ten-point list… :)
Column by Peter de Bruin | “Lunchbox”
We’re doing well, but will that last? And what is the value of money, and what’s the difference between wealth and well-being? These are interesting questions to discuss across generations at the holiday table, as Peter de Bruin notes.
Column by Peter de Bruin | “New Year’s Party Stomachache”
How was the New Year’s reception? Well, those things often don’t go quite as planned. How could it be improved?
Column by Peter de Bruin | “Inspires”
What is the essence of making a dream come true that is bigger than yourself? Through a tribute to German soccer coach Jürgen Klopp of England’s Liverpool, Peter de Bruin explains that charisma comes from the heart and soul.
Column by Peter de Bruin | “I Want!”
If you want to change the organization, you’d better change yourself first, argues Peter de Bruin in his final column of the year. If that doesn’t lead to some New Year’s resolutions… :)
Column by Peter de Bruin | “The Creeping Crisis”
Peter de Bruin claims that we can only overcome all crises by working together. But we have become spoiled and tend to point the finger at others. Pointing out divisions polarizes and paralyzes us, causing the inevitable problems to descend upon us like a silent assassin.
Column by Peter de Bruin | “Pretending”
Organizations are in a state of constant change. This places increasing demands on everyone’s resilience, a highly valuable skill. But it’s also something to be cherished. It won’t last forever. Executive teams that present a united front to minimize political infighting are investing in the resilience the organization needs for today’s key Success Factor: the ability to adapt to change.
“Does supervision really cover everything?”
Is the functional composition of the Supervisory Board sufficiently aligned with the many issues facing the Executive Board and its numerous stakeholder relationships? Asking the question is answering it, argues Peter de Bruin in his most recent column. A solution lies in integrated oversight, in which knowledge of transformations is of great added value.
From “Courtroom” to “Extended Boardroom”
In his latest column, Peter de Bruin advocates for broad representation in the boardroom. The current trend of taking matters to court and other forms of activism aimed at forcing a different balancing of interests is polarizing and therefore ineffective. A sustainable balance requires connection, not outrage.
“Save the race!”
What do you do with a Top 20 leadership program if the chairperson is “too busy” to participate? What interventions are most likely to rescue a leader from his or her rat race? Find out in this new column by Peter de Bruin. Rat Race!