Good Governance nowadays is aiming sustainable value creation by companies, with positive impact on society and economy. In a changing, complex environment, CEO’s and Supervisory Board Members are facing new challenges as ESG, laws related to sustainability and reporting, ethical dilemma’s, social safety, diversity, digital transformation, AI and privacy. The Boardroom challenges nowadays.

Hans-Jaap is the CEO and statutory director of a mid-sized SME company. One morning, he receives a call from the Chairman of his Supervisory Board (RvC), who, on his own initiative, has discussed a potential merger with the Chairman of the Supervisory Board of a competitor. The Chairman is enthusiastic and wants to visit soon to discuss the merger, including the implications for the executive team. How should Hans-Jaap approach this?

Arjan Eleveld founded Jonathan Warner in 2003. Over the years, his role has evolved. The company embraced a new direction, formed a community of leadership experts, and significantly expanded its services. Rob IJsseldijk interviewed Arjan about this transformation. Their dialogue explored leadership, change, and the dynamics between leader and team.

In 2020 two partners started a consulting firm. Initially these entrepreneurs took on all leadership responsibilities & tasks themselves, within a small organization of 15 consultants. Fast growth demanded leadership development. Both in an organizational and a qualitative way.

According to governance codes, a yearly Self Assessment of the Supervisory Board is best practice. Mostly the Chairman of the Supervisory Board is in charge to address this topic yearly on the Board agenda. The Board can decide to be in charge themselves or they can choose the method implying an independent Board Advisor can guide them.

A successful director of a consulting company suddenly realized that he had been living on autopilot for the past 20 years. His career was, certainly to the outside world, very successful. But was he happy? He decided to change course and sought help in doing so. He wanted to work with a sparring partner through a coaching program that delivered tangible results. He had the following questions to be answered: • I want to take a pause and reflect on my career so far. What has driven me, where do I see my strengths, and what marketable competencies do I have? • How do I articulate what I am looking for in the next step of my career, considering my strengths, experience, and interests? • How do I define my "playing field” and which companies, roles, and positions would fit there? • How can I present myself authentically and memorably in a job interview? • How do I put together a compelling personal pitch that clearly communicates what I stand for? • How do I draft a resume that not only tells what I can do and have done but also who I am? • How do I search for a job at the right level in the current market?

The business line manager at a large electronics firm recognized growing tension between management in the Netherlands, engineering in Shanghai, and manufacturing in the US. This was far from the “global effectiveness” he had envisioned, and he realized that these internal difficulties could soon affect customer deliverables. A 2-day workshop in Shanghai with all parties involved had been arranged, but his concern was that—just like last time—it would consist of polite interactions, filled with PowerPoint presentations that promised better outcomes, without truly addressing the underlying issue: the lack of trust, or more accurately, the distrust between the teams.

Two owners of a medium-sized secondment agency approached us with the question whether we could support them in empowering their team. Their complaint was that they were constantly pushing their team of 10 permanent employees to develop new initiatives and drive ideas into implementation, but the team would repeatedly turn around and ask for their guidance. 

Client X, a multinational corporation, contacted Charlotta Brynger after the employee surveys came back with some unpleasant revealing information—the multinational and multicultural workforce spanning several continents wasn’t happy with how cultural diversity was handled. They felt there was stereotyping, like grouping national identities together, but also a lack of appreciation of different perspectives. Global management and HR decided to address this as they found it alarming, but it also didn’t align with the company culture.

The new president of an international charity organisation decided to delegate more responsibility and authority to the several country-organisations reporting into headquarters, allowing them to be more responsive to the needs of their beneficiaries.