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"Most leaders want to lead at scale and with ease." This insight triggered Muriel Wilkins—a fellow executive coach and one of the best in our industry that I know—to analyze what holds leaders back from achieving this ambition. What she found was that many leaders are held back from reaching their full potential by one or more "Hidden Blockers". These hidden blockers are: I need to be involvedI need it done nowI know I’m rightI can’t make a mistakeIf I can do it, so can youI can’t say noI don’t belong hereThese blockers almost always stem from beliefs we adopted somewhere in our private or professional lives. The complication is that they may have served us well in the past, but might not necessarily serve us in the future. Muriel wrote a highly recommended, thought-provoking book about this topic called Leadership Unblocked: Break Through the Beliefs that Limit Your Potential. The book not only describes what these blockers are and how we develop them, but, more importantly, how we can address them through a three-step approach: "uncover," "unpack," and "unblock." I recently had the pleasure of having a conversation with Muriel about her book. In our conversation, we discussed: Hidden blockers and their impactHow to handle (multiple) BlockersHow Coaches can learn from their ClientsThe relationship between Hidden Blockers, Success, and IdentityAddressing Hidden Blockers in Coaching RelationshipsMuriel Wilkins's Coaching ProcessWhy Muriel Wilkins became an Executive CoachParavis Partners► About Muriel Wilkins Muriel M. Wilkins is the CEO and Founder of Paravis Partners and a sought-after executive coach and C-suite advisor with more than two decades of experience helping leaders elevate their performance and navigate their toughest challenges. She has served as the trusted partner to hundreds of senior executives who rely on her as a confidante, valued for her strategic acumen, ability to cut through complexity, and talent for catalyzing lasting results. Her approach is anchored in deep insight, practical rigor, and a belief that meaningful change begins from within—helping leaders expand their capacity and deliver sustained results. Muriel’s new book, Leadership Unblocked: Break Through the Beliefs That Limit Your Potential, was published by Harvard Business Review Press in October 2025 and is a USA Today Bestseller, an Amazon Bestseller and a Next Big Idea selection. She is also the co-author of Own the Room: Discover your Signature Voice to Master your Leadership Presence and hosts the award-winning podcast, Coaching Real Leaders. Muriel was recognized as a finalist for the Thinkers50 Coaching Award, placing her among the world’s leading contributors to the coaching field. Her insights have been featured in major media outlets such as Forbes, Business Insider, Chief Executive Magazine, and The Wall Street Journal, and she is the author of the Harvard Business Review magazine cover article, “The Hidden Beliefs That Hold Leaders Back.” Raised in North Africa, Europe, the Caribbean, and the United States, Muriel brings a global perspective to her work with leaders navigating increasingly complex environments. She holds an MBA from Harvard Business School and an undergraduate degree from Georgetown University. Muriel’s mission is simple: to help leaders evolve so they—and those around them—can lead and live with greater ease. Book 'Leadership Unblocked' Paravis Partners ► About me Dirk Verburg is an Executive Coach based in Zurich, Switzerland.  His work focusses on one mission: to align the personal mastery of his clients with their organization’s most critical strategic goals. Dirk ensures the success of his clients through a unique, integrated approach that drives tangible, measurable results. His operating principles are defined by Empathy, Confidentiality, Data-Driven Insight, and Partnership. The reason for his success as an Executive Coach is my ability to combine deep business acumen, gathered across diverse industries and functions, with evidence-based behavioral science. He works across the globe, in three languages (English, German, and Dutch), both virtually and face-to-face. Typical topcis his clients approach him with are: - Transitioning To New Roles - Relationships & Alignment with leaders, teams, and other stakeholders - Personal Development Dirk has 30+ years of Business Experience in Executive and Consultancy roles in a range of different industries, including the ICT, Airline, Oil&Gas, Medical Devices, Financial Services, Engineering, and Professional Services industry. Organizations, he worked for and with include AT&T, PA Consulting Group, Shell, Swiss Re, Covidien (Medtronic), Credit Suisse, The Global Fund, and The Adecco Group. Any questions or comments? Press this link and send me a message!

The challenge is clear: the life cycles of products and services are becoming increasingly shorter as a result of growing, and often global competition, as well as rapid technological developments.  However, traditional, linear product development processes are not suitable to heed these challenges.  This traditional approach — in which new products and services need to run an internal hurdle race in the form of reviews by different functions (silos)— leads to delays, a waste of (scarce) resources, and internal rivalry.  Furhermore, the game is shifting – from product development and portfolio management to business model development and portfolio management.  In 'Augmented Collaboration, how teams and AI work together' Patrick van der Pijl, Patrick Kooij, Alex Knezevic, and Erik van der Pluijm, together with hundreds of co-authors, provide a practical guide on how to successfully address these challenges as an organization.  I recently had the pleasure of having a conversation with one of the key authors of the book, Patrick van der Pijl, prior to the official release of the book. In our conversation we discussed: The issues caused by traditional linear product development modelsWhat a new product development model could look likeCommon and integrated teams as an alternative to silosWhy we rush to solutions instead of spending time on the customer problemPersonas 2.0Why traditional IT tools support silo thinkingFrom Product Development to Business Model DevelopmentHow using new technologies can speed up business development processesDoes collaboration require a corporate culture changeThe importance of pre-sellingThe creation process of the bookPatrick van der Pijl is the Founder and CEO of Business Models Inc (BMI), a global design agency for strategy and innovation founded in 2009, with offices in the Netherlands, China, Australia, and Taiwan. He has a passion for strategic visioning, graphic facilitation, and storytelling. His company (BMI) was awarded the Pioneer Design Award for the democratization of innovation and strategy tools. Patrick is the producer of the bestselling book Business Model Generation, which has sold over five million copies in 37 languages. USA Today named Business Model Generation among the 12 best business books of all time, and the German edition was named Management Book of the Year 2011. Patrick also co-authored the book Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation. The book ranked #1 on Amazon's new releases in Strategy books and has been translated into 15 languages. In 2020, Patrick also published the book Business Model Shifts, where he describes six new ways of creating customer value. Patrick holds a Bachelor's Degree in Economics from the Amsterdam University of Applied Sciences and a Master's Degree from Nyenrode Business University. LinkedIn Book Any questions or comments? Press this link and send me a message!

Like any industry, the executive coaching industry needs to adapt to stay relevant. For executive coaches, this means—among other things—reconsidering the classic boundary between executive and "life" coaching in a post-COVID-19 world, navigating generational differences (from long series of face-to-face discussions with baby boomers to crisp, powerful virtual interventions for Gen Z), integrating AI (potentially alongside wearables), and acknowledging the corporate social responsibility of executive coaches. I recently discussed these topics with Stefan Stenzel, who has been active in the coaching world since the early 2000s and published Die Zukunft des Coaching-Business (The Future of the Coaching Business) in 2022. A follow-up book will be published in the first quarter of 2027. In our conversation, we covered the following topics: The diminishing boundary between executive and 'life' coachingDo different generations have different coaching needs?The application of 'wearables' in executive coachingAI: A competitor to executive coaches?Hybrid coaching (Human + AI)Technology & data privacyDevelopments in organizational structures & leadershipThe corporate social responsibility of executive coaches About Stefan Stenzel Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in Business Administration. He has nearly 30 years of experience in People and Organizational Development. Since 2001, he has been working at SAP SE as an HR Senior Expert for Learning within the Global Leadership Development team across various areas of responsibility. Following his initial coaching training in 1998, he has served as an internal coach at SAP since 2002. With short interruptions, he manages the global pool of external coaches across all management levels and is currently implementing a coachbot to complement the service portfolio. He co-founded DBVC e.V. in 2004, and in 2023, he co-founded the "Future of Coaching" Think Tank alongside Dr. Uwe Böning. Stefan is also the author of various publications on the future of coaching.   Contact: [email protected] Webpage: www.coaching-reset.de    Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.100... Disclaimer The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE. Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE. For any official information or statements, please refer directly to SAP SE. Any questions or comments? Press this link and send me a message!

Are you working ‘in’ or ‘on’ the firm? This is just one of the many provocative and thought stimulating questions Steve Mostyn asks in his book 'Why Great Leaders Ask Great Questions'.  For a long time we looked for leader to get answers. According to Steve this is because we confuse authority with leadership. True leadership in business is grounded in knowing ourselves and building a reflective practice to enhance the understanding of ourselves, our organization and our enviroment, with the aim to develop ourselves, our teams, and our business. In the 40th episode of the Leadership 2.0 podcast, I interview Steve Mostyn, focusing on the question how leaders can develop such a reflective practice.  Steve is a globally recognised leader in senior executive leadership development and an internationally acclaimed thought-leader in leadership training, and the author of the book 'Why great Leaders ask Great Questions'. During our conversation we discussed the following topics: Why Great Leaders ask Great QuestionsHow Leaders Reflect Skilled DefensivenessHow Leaders can learn to ReflectThe impact of reflection on executionExperiences and EmpowermentShould Leaders outsource their Problems?Business Reviews as Joint Problem solving sessions (instead of blame games)Reflective Leaders grow Reflective LeadersReflection in Executive Programs of the Said Business School About Steve Mostyn Steve Mostyn is the author of Why Great Leaders Ask Great Questions: 7 essential reflections for every aspiring leader (John Murray Business). Mostyn is one of the world’s leading designers and directors of senior executive leadership programs and an internationally recognised thought leader in leadership training. He is Associate Fellow at Saïd Business School, University of Oxford; creates and leads the Oxford University Executive Leadership Program; and is Honorary Professor, Adam Smith Business School, University of Glasgow. Mostyn has led many corporate programs for senior leaders including the UN, Standard Chartered Bank, Royal Mail, The Financial Services Authority, and Mercedes F1 Team. Book 'Why Great Leaders Ask Great Questions' Oxford Executive Leadership Program Said Business School Any questions or comments? Press this link and send me a message!

We all have behavioral preferences.  Some of us get energy from being part of a group, others from quiet reflection on their own. When it comes to how we gather data in decision-making processes, some people prefer looking at the facts presented by the current situation, while others rely more on the future possibilities the current situation offers.  The way we make decisions is also different. There are people who prefer to make decisions based on an analytical decision-making process, with their values as 'guard rails', while others are guided primarily by their values. The founder of Analytical Psychology, Carl Jung, described these in his book 'Psychological Types' as Extraversion versus Introversion, Sensing versus Intuition, and Thinking versus Feeling. This was later popularized by Isabel Briggs Myers and her mother Katharine Cook Briggs in their Myers-Briggs Type Indicator (MBTI). Jung himself, however, was very critical about boxing people into categories. He reportedly complained that his work had been turned into 'nothing but a childish parlour game' and was particularly concerned, for instance, about the reductive application of type theory in the medical profession, where practitioners would slot patients into his system and give them the corresponding advice. It is important, therefore, to recognize our predispositions as strengths, but not to see them as excuses to neglect the development of our other potential capabilities.  For example, I always preferred to take decisions based on my Intuition. That worked perfectly fine when I was a single contributor, but became increasingly ineffective as  I moved to more senior roles. In order to convince my leaders, peers, and staff of my ideas and proposals, I quickly had to learn to collect and use data (Sensing). And guess what - I quickly started to like it, and in due course even built a reputation for being data savvy. Overcoming this "one-sidedness" — by bringing our psychological dispositions into conscious awareness and balance — is one the essential elements of 'Individuation', a key concept in Jung's work. Although Jung published 'Psychological Types' more than a century ago, the core notions of psychological types and individuation are still very much in use today.  Think, for instance, about strengths-based management — which primarily focuses on exploiting the strengths of individuals, rather than focusing on their development needs — or encouraging people to develop themselves outside their comfort zone. In the 39th episode of the Leadership 2.0 podcast, I interviewed author James Johnston about these key notions in the work of Carl Jung. During our conversation we discussed the following topics: What is Individuation?What happens if Individuation is blocked?Can Individuation be accelerated?Do organizations have a psychological identity?How to prevent an organizational monoculture?The importance of understanding one's Psychological TypeCan Psychological Types change over time?The development of the Gifts Compass Inventory (GCI)Practical applications of the GCI About James Johnston James (Graham) Johnston is an artist, architect, author, and entrepreneur. He is passionate about innovation to make the world a better place. Out of that passion, he created the Gifts Compass Inventory (GCI), an online self-assessment founded in C.G. Jung's theory of psychological types. His book, 'Jung's Indispensable Compass: Navigating the Dynamics of Psychological Types', lays out the intellectual foundation for understanding Jung's type model as a compass. He founded the training company Gifts Compass Inc. to train professionals in the use of the GCI and other instruments. The aim of the work is to engage the types, as Jung did, for the development of a more unique personality. GCI Website Book Core quardrants Daniel Ofman Any questions or comments? Press this link and send me a message!

Only a decade ago, executive coaching was associated with either very senior business leaders coached by well-known authors and thought leaders, or with leaders who were struggling in their roles and were given a coach as a last resort. Today, executive coaching has become mainstream — and it has changed significantly.  First, despite the name, it is no longer the prerogative of C-level executives or their direct reports. Many companies now offer coaching to leaders at all levels of the organisation.  Second, it is no longer seen as a remedy for underperformance. Instead, executive coaches are increasingly viewed the way we view coaches in sport: helping already high-performing individuals to become even better. As an executive coach myself, I support business leaders with a wide range of challenges: transitioning into new roles, defining strategies for their teams and organisations, improving collaboration with their own leaders and teams, and navigating change. As a result, executive coaching has evolved from a niche activity into a serious industry. And, like any growing industry, this raises questions about developing and maintaining professional standards, pricing, quality and technology. Stefan Stenzel has been active in the coaching world since the early 2000s and published ‘Die Zukunft des Coaching-Business’ (‘The Future of the Coaching Business’) in 2022.  I recently sat down with him for two conversations to explore the state of the executive coaching business today. In our first conversation, we focused on ‘The Executive Coaching Business’ and covered the following topics: The value of executive coachingMeasuring the ROI of executive coachingThe characteristics of a good executive coachAssessing the quality of an executive coachDoes the downward pressure on fees impact the quality of executive coaches?The red and blue oceans for executive coachesThe place for independent coaches in the world of Digital Coaching Platforms (DCPs)Face-to-face versus digital coachingExternal coaches versus internal coaches About Stefan Stenzel   Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in business administration. He has almost 30 years of experience in PD and OD. Since 2001 he is working at SAP SE in the role of a HR Senior Expert for Learning in the team of Global Leadership Development with varying areas of responsibilities. Based on his initial coaching training in 1998, he is working as an internal coach at SAP since 2002. With short interruptions he is globally responsible for the external coach pool across all management levels and is currently implementing a coachbot to complement the service portfolio. He is Co-founder of DBVC e.V. in 2004. In 2023 he co-founded in this context with, Dr. Uwe Böning. the so-called Think Tank “Future of Coaching” . He is author of various publications on the topic of (the future of) coaching.    Stefan Stenzel Linkedin Contact Stefan Stenzel: [email protected] Webpage: www.coaching-reset.de    Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.1007/978-3-662-64421-8 Disclaimer The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE. Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE. For any official information or statements, please refer directly to SAP SE. Any questions or comments? Press this link and send me a message!

In corporate life, we accept that 40% of newly appointed executives fail - we simply accept it as an unavoidable risk. The financial and professional implications of failed transitions however, are significant for both the individual and the organization.  For the individual, it means their livelihood is threatened and their professional reputation is damaged.  For organizations, failed transitions have financial implications (recruitment costs and performance losses), as well as operational implications (new initiatives), and have a negative impact on for instance, employee engagement and the Employer Value Proposition (EVP). 🎤  In the 37th episode of the Leadership 2.0 podcast, I talk to Navid Nazemian, my brother in arms in the Executive Transition Coaching space, about how organizations can mitigate the risk associated with executive appointments by engaging an executive coach. ► During our conversation, we discussed the following topics: • Why executive transitions should be managed • The number one reason why executive transitions fail • The value of executive coaches in executive transitions • Why many organizations do not use executive coaching • The timeframe of transition coaching • The structure of transition coaching • Identifying the right ‘early wins’ • Balancing ‘learning and delivering’ • Selecting ‘the team’ • Developing transition skills • Managing executive exits • Final thoughts ►  About Navid Nazemian When it comes to executive transitions, Navid Nazemian speaks with an authority that is grounded in research and complemented by authentic, demonstrated experience. His coach education took him on a three-year journey across three continents—Europe, Africa, and America. Working with over 250 C-level coaching clients worldwide, he distills key insights, guidance, and coaching to maximize leadership impact. Using strategies designed to avoid and overcome obstacles quickly, he has helped numerous C-suite coaching clients successfully eliminate unproductive actions and solve their toughest, most complex transition challenges. Navid has been recognized as HR's Most Influential Practitioner by HR Magazine, received the Outstanding Leadership Award from Education 2.0, and has been ranked as the world’s #1 Executive Coach by CEO Today for three consecutive years. He is the author of 'Mastering Executive Transitions: The Definitive Guide'. ► Newsletter: http://masteringleadership.kit.com/ Any questions or comments? Press this link and send me a message!

Unfortunately, nowadays one look at a television news bulletin or a glance at a newspaper cover is enough to see the dark side of leadership. However, many people do not need to switch on the TV or read the paper to witness this; instead, they experience the dark side of leadership every day within their own organizations. They happen to work for "Psychopath Lights"—or, as Manfred Kets de Vries likes to call them 'Seductive Operational Bullies' (SOBs). In the 36th episode of the Leadership 2.0 podcast, I interview Manfred Kets de Vries, who has published extensively on this topic. During our conversation, Manfred and I discussed the following: 00:00 Why do people want to lead others?02:32 Why do people want to be led?11:05 The Dark Dyad and Psychopaths Lights (SOBs) 16:51 Why are SOBs attracted to the Financial Sector?21:30 Can SOBs Be coached?26:38 The Impact of Life Changing Circumstances On SOBs35:21 Strategies for SOB victims40:45 Why Leaders Should Understand Their Shadow Side ► About Manfred Kets de Vries Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD.  His specific areas of interest are leadership, career dynamics, executive stress, entrepreneurship, family business, succession planning, cross-cultural management, team building, coaching, and the dynamics of corporate transformation and change. Manfred F. R. Kets de Vries directs The Challenge of Leadership Executive Education programme. He is the founder of the INSEAD Global Leadership Centre, the programme director of INSEAD's top management seminar The Challenge of Leadership, and the scientific director of the INSEAD Executive Master in Change. He has received the INSEAD Distinguished Teacher Award five times. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School, and has lectured at management institutions around the world. Financial Times, Le Capital, Wirtschaftswoche, and The Economist rated Manfred Kets de Vries as one of the world's top fifty leading management thinkers, as well as one of the most influential contributors to human resource management.  In 2008, he received the Lifetime Achievement Award from the International Leadership Association (the Leadership Legacy Project), being viewed as one of the world’s six founding professionals in the development of leadership as a field and discipline. He is the author, co-author or editor of forty-nine books and has published over 400 papers as articles or chapters in books. His books and articles were translated into thirty-one languages. He is a member of seventeen editorial boards.  Kets de Vries is a consultant on organisational design/transformation and strategic human resource management to leading US, Canadian, European, African, and Asian companies. As an educator and consultant, he has worked in more than forty countries. ► Kets De Vries Institute (KDVI) https://kdvi.com/ Any questions or comments? Press this link and send me a message!

'Lost in Business Transformation' Despite the fact that there is a solid body of knowledge about the topic of change management for several decades already, McKinsey's infamous notion that '70% of all change management efforts fail' is still seen as adequately representing the current situation. Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. Through his book 'Lost in Transformation', Rupert aims to deliver a candid, emotionally intelligent manifesto for doing transformation differently.  In the 35th episode of the Leadership 2.0 podcast, I interview Rupert about his book and how organizations can ensure the success of their change management efforts. Why Transformation projects continue to failThe difference between Change and TransformationThe Bad Reputation of the word 'Transformation'Why we still struggle with Change Management  In-Groups and Out-Groups in Change Management Processes  Chief Acceleration OfficersTrust is EnergyCrises as Catalysts for ChangeThe impact of our Permacrisis on Change Management Behavioral Skills to cope with the BANI world'Change Management and AI ► About Rupert Brown Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. His insights are captured in this book that emphasizes leading change in various organizations. Rupert has worked for and advised global multinationals like Procter & Gamble, Gillette, and A.P. Moller-Maersk, as well as nimble, private equity-backed, and family-owned businesses across diverse sectors such as consumer goods, shipping, software, telecommunications, education, and not-for-profit. His knowledge is particularly valuable for those feeling lost in transformation initiatives. ► Book https://www.amazon.co.uk/Lost-Transformation-Discover-Leadership-Derailing/dp/B0FQ1FWCKD ► Website https://rupert-brown.com/ Any questions or comments? Press this link and send me a message!

'Adult Innovation' Many individuals and organizations wrestle with the question of how they can become more innovative, ... and Thomas Wedell-Wedellsborg has the answers! Thomas Wedell-Wedellsborg is the author of What’s Your Problem? (Harvard Business Press, 2020), a book on how to solve the right problems. He is also the co-author (with Paddy Miller) of Innovation as Usual, a Harvard Business Review Press book on the art of driving innovation in regular organizations. In the 34th episode of the Leadership 2.0 podcast, I interviewed Thomas Wedell-Wedellsborg about innovation, both at an individual, as well as on an organizational level. During our conversation, we discussed the following topics: Reframing Problems Weaponizing Frames Never fall in love with your obstacles The importance of Bright Spots The Acid Test for Potential Solutions The Value of Different Perspectives Most Ideas are Bad Ideas & Do Not Celebrate Failures "Focus" versus "Throw Against the Wall and See What Sticks" How to Ensure Adoption in Corporate Environments (‘Stealthstorming’) The Past as the Best Predictor of the Future ► About Thomas Wedell-Wedellsborg Thomas has worked with managers in nearly all parts of the globe, including China, India, Russia, Singapore, Britain, France and his native country, Denmark. His research has been featured in Harvard Business Review, The Economist, The Sunday Times, The Telegraph, BBC Radio, Bloomberg Businessweek and the Financial Times. His work on innovation led HR Magazine to recognize him as a “Top 20 International Thinker”. As an executive advisor and keynote speaker, Thomas has addressed organizations such as Cisco, Microsoft, Citigroup, Time Warner, AbbVie, Caterpillar, Amgen, Prudential, Union Pacific, Credit Suisse, Deloitte, the Wall Street Journal, and the United Nations. Thomas holds an MA in Media Science from the University of Copenhagen and an MBA from IESE Business School. Prior to his business career, Thomas served for four years as an officer with the Danish Royal Guards. ► Five nested strategies to reframe your thinking of a problem to make sure you're solving for the right things: 1. Look outside the frame. What are we missing? 2. Rethink the goal. Is there a better objective to pursue? 3. Examine bright spots. Where is the problem not? 4. Look in the mirror. What is my/our role in creating this problem? 5. Take their perspective. What is their problem? ► Key actions leaders who want others to act as innovation architects should take 1. Focus: Direct people to look only for ideas that matter to the business. (Focus beats freedom) 2. Connect: Urge people to connect to new worlds (customers, colleagues, external experts). (Insight comes from the outside) 3. Tweak: Challenge people to test, challenge, and reframe their initial ideas repeatedly. (First ideas are flawed) 4. Select: Guide people to filter and select the best ideas and discard the rest. (Most ideas are bad ideas) 5. Stealthstorm: Help people navigate the internal organizational politics of innovation. (Stealthstorming rules) 6. Persist: Motivate everyone to continue pursuing the other five keystone behaviors. (Creativity is a choice) ► Books ► Website  Any questions or comments? Press this link and send me a message!

'Eating radishes' That is how, according to Matt Dixon, many 'doer-sellers' experience selling their services. People do not become management consultants, executive coaches, accountants, lawyers, or engineers to sell. However, for those working in professional service firms or independently, selling is an integral part of their role. At the same time, professional sales processes are changing. More and more professional services are sourced through RFPs, and buying committees are replacing traditional client relationships. This means that doer-sellers need to change their approach to sales in order to stay relevant. Based on an extensive quantitative study of nearly three thousand partners across industries such as law, accounting, consulting, investment banking, executive search, and public relations, five distinct seller types within professional service industries were identified; however only one of them, the Activator, consistently drives growth. In the 33rd episode of the Leadership 2.0 podcast, I interviewed Matt Dixon about 'The Activator Advantage - What Today's Rainmakers Do Differently. During our conversation, we discussed the following topics: 00:00 Sales, Acquisition or Business Development 01:43 Why Doer-Sellers Do Not like Selling 04:28 What Inspired Matt To Write 'The Activator Advantage?' 07:24 The Five Types Of Professional 'Doer- Sellers' 20:19 The Three C’s of the Activator 28:22 Why The Purchasing Behavior Of Clients Is Changing 32:18 The Three Categories Of Stakeholders In The Buying Process 36:00 The Three Elements Of The Activator Mindset 39:24 Business Development Habits 44:19 Instilling An Activator Mindset In The Organization 50:15 Can I Learn To Like Eating Radishes? 52:38 Final Thoughts  ► About Matt Dixon Matt Dixon is one of the world’s leading experts on sales, customer service and customer experience. He is a Founding Partner of DCM Insights, The Customer Understanding Lab. Prior to co-founding DCMi, he served as the Chief Product & Research Officer of Tethr, an AI venture in Austin, TX, that helps companies mine customer voice data for insights. And before that, he spent time as a Senior Partner and the Global Head of Sales Force Effectiveness Solutions at Korn Ferry Hay Group and as Group Leader of the sales, service and customer experience practices of CEB, now Gartner.  Matt is a sought-after speaker and advisor to corporate leadership teams around the world on topics ranging from sales effectiveness to customer service and customer experience. He also (co)authored a number of books: The Challenger Sale: Taking Control of the Customer Conversation The Effortless Experience: Conquering the New Battleground for Customer LoyaltyThe Challenger Customer: Selling to the Hidden InfluenceThe JOLT Effect: How High Performers Overcome Customer Indecision Matt is also a frequent contributor to Harvard Business Review with more than 20 print and online articles. Matt holds a Ph.D. from the Graduate School of Public and International Affairs at the University of Pittsburgh as well as a B.A. in International Studies from Mount Saint Mary’s University in Emmitsburg, Maryland. He lives in Silver Spring Maryland with his wife and four children. Visit DCM Insights at https://www.dcminsights.com/ and visit Matt on LinkedIn at http://www.linkedin.com/profile/edit?trk=hb_tab_pro_top or follow him on Twitter at @matthewxdixon   ► Book 'The Activator Advantage' ► Website DCM Insights  Any questions or comments? Press this link and send me a message!

Why do people want to become CEO in the first place?" That was one of the first questions I posed to Ty Wiggins during our interview for the Leadership 2.0 Podcast.  After all, the statistics are sobering: The turnover of CEOs is at an all-time high: from 9.2 years in 2018 to 7.6 years in 202250% of all CEOs reported feelings of lonelinessThe average workweek of CEOs is more than 60 hours[^1]Burnout is a reality for 71% of CEOs[^2]Being a CEO comes with immense responsibility. CEOs are ultimately accountable for the company's entire trajectory, from strategic wins like M&As to major setbacks like corporate scandals. Every day, CEOs must make tough decisions on issues that can't be resolved at lower levels. More often than not, these choices are a matter of picking the 'least unattractive' option. The CEO’s decisions have a significant influence on the lives and financial well-being of all stakeholders. This broad group includes employees, investors (e.g., pension funds), consumers, suppliers, and government bodies.   In the 32nd episode of the Leadership 2.0 podcast, I interview Ty Wiggins about his book ‘The New CEO - Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)’. During our conversation, we discussed the following topics: The CEO and Executive Transition Practice of Russell Reynolds AssociatesThe Model on which the book 'The New CEO' is basedWhy do people want to become CEOs in the first place?Why CEOs are never 100% ready before they startThe big shift from Business Unit leader to CEOThe nature of decisions CEOs need to makeWhy a typical CEO transition lasts 12-18 monthsWhat a Transition Plan for a CEO role looks likeTaking over the CEO role in a 'Stealth mode'The right moment for new CEOs to start making big decisionsWhen and how CEOs should select their teamsHow to burst the 'CEO bubble'Should CEOs speak up on political issues?Final Thoughts► About Ty Wiggins Ty Wiggins is the CEO & Executive Transition Advisor at Russell Reynolds Associates. He advises leading companies on leadership transitions and executive onboarding to ensure a more expedient path to effectiveness. Based in London, Ty is one of only a handful of people globally with a Ph.D. in senior leadership transitions. He harnesses his deep academic, consulting and coaching background to provide CEOs, boards, and senior leaders across industries with the advice, support, challenge and insight needed to start well and perform quickly. Ty holds a BS in social sciences from the University of South Wales. He also holds a Master of Business Coaching, MBA, with honors, and PhD in leadership transitions from Sydney Business School at the University of Wollongong.   ► Book: The new CEO ► Website Ty Wiggins (Russell Reynolds) Any questions or comments? Press this link and send me a message!

I have always been quite cynical about ESG and CSR initiatives from companies. They always struck me as 'Do as I say, not what I do'. My favorite examples include a 'Big Oil' company preferring suppliers with a 'green' supply chain, a Financial Services companies directly contributing to the Euro crisis but giving their employees an afternoon off to paint schools in derelict areas 'to give back to society', companies that started 'recalibrating' their DEI efforts in the aftermath of the last presidential election in the US, and ESG leaders flying en masse to conferences in New York to discuss how make the world a more sustainable place. Sander Tideman is founder of Triple Value Leadership. A former international lawyer and finance executive, he is a specialist in leadership development and organizational transformation, motivated by building the capacity to address the unprecedented social and ecological challenges of this age. In the 31th episode of the Leadership 2.0 podcast, I interview Sander about the question if and how organizations and our society should adopt ESG and CSR concepts. During our conversation, we discussed the following topics: The Growth TriangleWhat would happen if companies did not consider their environmental and societal impact as 'for free'Greenwashing: Why should we take ESG and CSR seriously?The (in) capacity of Public Companies to address ESG issuesDo we not make it too easy for companies to transfer their burden to our society?The Development Stages of ESG in organisationsThe link between CSR and Business ResultsBest Practice CompaniesThe Adoption of CSR by B2B companiesResilient CompaniesWhat is Triple Value Leadership?The Regenerative Capacity of MankindIntegrating Triple Value Leadership in Executive CoachingThe Current Status and Outlook of CSRFinal Thoughts ► About Sander Sander Tideman is a researcher, author, entrepreneur and executive coach in sustainable leadership. He works with leaders to build flourishing organizations equipped to address the unprecedented challenges of today. He has worked for and consulted with leading organizations on three continents. A former international lawyer, senior finance executive and board member of companies and NGOs, he is the founding director at Triple Value Leadership. He is also executive director of Garrison Institute International and a Senior Faculty member of Mobius Executive Leadership in Boston and Rotterdam School of Management, Erasmus University, in the Netherlands. Sander started his career in 1986 by practicing law at Baker & McKenzie (Amsterdam and Taipei office). In 1989 he turned to international finance by becoming Country Director for ABN AMRO Bank in China (responsible for offices in Beijing and Shanghai), Vice President Structured Finance at ABN AMRO Bank in Amsterdam and Regional Manager Eastern Europe and Asia for Triodos Bank. As a consultant he worked on assignments for UNDP, The World Bank/IFC and the Asian Development Bank.   He co-founded and managed Spirit in Business (Massachusetts), worked for Teleos Leadership Institute (Philadelphia), co-founded and managed the Global Leaders Academy (London/Amsterdam), co-founded the Bridge Fund Europe and served as CEO of Mind & Life Europe (Switzerland). He also served on the executive board of the Netherlands Council for Sustainable Development/NCDO. The government of Bhutan asked him to co-create the first international conference on Gross National Happiness in Bhutan, which spearheaded a global movement in well-being economies. ► Book: 'Triple Value Leadership: Creating Sustainable Value for Your Business, Your Customers and Society' ► Website: www.sandertideman.com Any questions or comments? Press this link and send me a message!

'We live in the most Generationally Diverse Demographic' (Rebecca Robins). Unfortunately, generational differences are often seen as a source of problems - sometimes misunderstood, and exaggerated by social media.. However, what would happen if we saw Generational Differences as Opportunities instead of Issues? This is precisely the topic of the book 'Five Generations at Work: How We Win Together, For Good' by Rebeca Robins and Patrick Dunne. In the 30th episode of the Leadership 2.0 podcast, I interview Rebeca Robins and Patrick Dunne about 'Maximising the business opportunity of generational diversity' During our conversation, we discussed the following topics: Are generational differences real?Friction Points and StereotypesRespect between GenerationsTurning Generational Labels into Generational LensesUsing Generational Lenses to gain a Competitive AdvantageAre Family Companies ahead of Publicly Traded Companies? Generational Differences and Brand RelevanceAgeism, Social Tension, and having 'an Africa Strategy'Do younger Generations want to Learn from older ones?Next Generation Boards versus Focus GroupsFinal Thoughts ► About Rebeca Robins Rebecca Robins is a global advisor and expert in brands, leadership and cultures of excellence, also advising on inter-generational collaboration in the five generational workplace. Her work spans leading brands and organisations across the world, including: AstraZeneca, British Airways, Burberry, HUGO BOSS, LEGO, LVMH, Reuters, alongside Universities, founder and family businesses. Rebecca is the author of two industry-leading books on brands and culture, and also writes for numerous leading publications. A postgraduate of Cambridge University, Rebecca is ever at the intersection of education and industry as lecturer and programme advisor, and is a Board Trustee at The EY Foundation. ► About Patrick Dunne Patrick Dunne is an experienced Chair with extensive experience of working with boards in Europe, Africa, Asia and North America. Currently Chair of board consultancy Boardelta and the charities the Royal Voluntary Service and ESSA- Education Sub Saharan Africa. He gained this experience with Air Products and FTSE100 3i Group plc where he was Communications Director, a member of its Operating Committee and Chairman of its Operational Risk forum. Patrick is author of the award-winning book “Boards” and co-author of "Five Generations at Work",  a member of the Higgs Review and  Visiting Professor at Cranfield University. He also has extensive experience of developing social enterprises, most notably with Leap Confronting Conflict, the EY Foundation and Warwick in Africa. Patrick was awarded an OBE in the Kings Honours list in 2023 for services to charity and philanthropy in Africa and the UK. ► 'The Book: Five Generations at Work - How We Win Together, For Good' https://www.amazon.com/Five-Generations-Work-Together-Good/dp/139425220X Any questions or comments? Press this link and send me a message!

In many organizations Learning & Development (L&D) is seen as a 'Nice to Have'. Unfortunately, this is often reflected their (bland) L&D offerings, which, more often than not, are generic and fail to address the strategic issues organizations need to address However, what would happen if organizations truly would treat Learning & Development as a strategic instrument? In the 29th episode of the Leadership 2.0 podcast, I interview Nick van Dam about 'The Strategic Value of Learning & Development'.  During our conversation, we discussed the following topics: Where Nick’s interest in Learning & Development (L&D) stems fromHow Nick put L&D on the map of McKinsey and DeloitteHow to link L&D to business strategyHow to determine the ROI of L&DIf L&D efforts should be limited to Soft SkillsA strength-based approach to L&DThe implications of Generational Differences for L&DHas the role of L&D changed over the years?What world class L&D organizations look likeNick’s latest book: 'The Best Version of Me'Final Thoughts ► About Nick van Dam Dr. Nick van Dam is an internationally recognized thought leader, advisor, executive coach, researcher, facilitator, and best-selling (co-) author of more than 29 books on Leadership, Organizational Behavior, and Corporate Learning & Talent Management. Dr. van Dam has over 30+ years of business experience as a former Partner, Global Chief Learning Officer, HR Executive, and Client Advisor at Siemens, Deloitte and McKinsey. As an advisor or faculty, he has served over 100 clients around the world. He is (visiting) Professor at The University of Pennsylvania , Harvard Business School- Corporate Learning, IE Business School, and Nyenrode Business University. Nick is Director of the IE Business School, Center for Corporate Learning and Talent Management. He is the Director of the IE Business School, Global HR Leadership Program and Global L&D Leadership Program. He is a core faculty member of CEDEP. (INSEAD Campus, France) and a co-founder of Pathos Leadership Institute. Nick is an External Senior Advisor and Faculty member at McKinsey & Company. He has written numerous articles for various publications and has been quoted by Bloomberg Businessweek, The Financial Times, Fortune Magazine, Harvard Business Review, Times of India, Information Week, CLO Magazine, and The Wall Street Journal. His lifelong learning journey has included studies in economics and business economics (BEd, Vrije Universiteit, Amsterdam), organizational sociology (MA), Universiteit van Amsterdam), psychodynamic psychology (EMC, INSEAD) and human capital development (PhD, Nyenrode Business University).  Nick has lived in the US, Spain and The Netherlands. Throughout his career, he has spent time in various countries, with significant periods in Asia, particularly in India.  Leaders around the world value his inspiring, engaging, and application-oriented teaching/facilitation style tremendously.   ► Books (selection) Van Dam, N.H.M., et al. (April 2024) The Best Version of Me: Boosting Your Well-Being, Lulu Publishing. Van Dam, N.H.M., Marcus, J. (2023). Handbook Organization & Management (5th edition), Noordhoff Publishers. Brassey, J., van Dam, N.H.M., Van Witteloostuijn, A. (2022) Authentic Confidence. Vakmedianet. Feser, C., Nielsen, N., Rennie, M., editors (2018) Leadership at Scale. HBG (Nick has co-authored 4 chapters) Rogers, E., & van Dam, N.H.M. (2014). YOU! The Positive Force in Change: Leveraging Insightsfrom Neurosciences and Positive Psychology. Raleigh (NC): Lulu Publishing. ► Website www.nickvandam.com Any questions or comments? Press this link and send me a message!