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the P of Simple

persoonlijkGeplaatst door Mary Beijleveld vr, november 09, 2012 22:22:52

The P of SIMPLE is the P of Passion

The letter P stands for the passion that you have to achieve things. Things that you are enthusiastic about and that you want to take responsibility for. Alone and / or with your colleagues, business partners and friends.

In my previous blog posts I introduced an acronym: SIMPLE.
Each letter of the word SIMPLE stands for an approach, point or principle.

S = Success story or just story
I = Intelligence
M = Mission-driven
P = Passion
L = Love & Leadership
E = Energy-giving, empowerment

These words are carefully chosen. Not just because the first letter of each word, together form the word SIMPLE. The word SIMPLE has been my most important starting point. As said, the S, I and M are already posted, so now for the letter P.

Where do you find PASSION?

I think Passion is everywhere. If you look closely!
It is in mothers and fathers who are passionate to assist and encourage their children in sports or studies. It is in people who are committed to read a book to the visually impaired or the elderly. It is in volunteers of all walks of life. In people who support good causes by biking a mountain 6 times (Alpe d'Huez). By holding meetings to collect money. It is in the ones who remove weeds from the local park. And so on and so on. To see these people doing all these things awakens my fascination and admiration.

True leaders show their PASSION too. By doing what they do best:
• support people,
• doing things that matter,
• showing integrity,
• talk impassioned about the people who form the company,
• give people confidence to do the right things.

And in return, this passion fires the passion of the people they have a relationship with. Someone once said that "a vision of a leader is the same as a love affair with an idea." Leadership is almost always about love and passion, but I like to get back to the love & leadership bit when I present the L of love and leadership in the weblogs that will follow.

Passion at work (1)
Some people have a passion for designing a building, a system or an architectural drawing to perfection. Others have a passion to discover things gradually, without searching for perfection, and do that perfectly. Some have a passion to pursue challenging goals. And in reaching that goal, go about their own way and are trusted by their manager to do the right thing.

Managers have discovered that passion at work is at the root of entrepreneurship. A stimulating environment for innovation, that makes people happier in the company. Of course managers like that and thus they would like to have ‘people with PASSION'. But lately managers distinguish it as a precondition for you to have this 'feature' when you apply for a job or new assignment so they can ‘have and hold’ this.

Passion however is not a property of someone. It works very differently and you cannot agree upon it in SMART metrics. Not with time boxes or as a preset goal in your contract.

Passion at work (2)

PASSION is a messy thing. Passion is emotion. It is a result of interaction with others who can have totally different opinions, views and things that they like to do passionately. Passion is allowing coincidence in your life and sometimes to just let go. This said, that doesn’t mean you can’t discover or recognize passion. It also doesn’t mean that passion isn’t something concrete. Because:

• PASSION does have a purpose
When you’re passionate, you do have goals and targets. Everyone can visualize a purpose too, because everyone knows what he / she becomes passionate about. For example: almost everyone knows how their lover looks and sounds like and how that person does, smells and feels like. Passion nourishes and drives a purpose.

• PASSION is specific:
To achieve what you want, you involve all your senses to visualize. This makes it more concrete and increases your passion on what goals you have. The goal doesn’t have to be realistic persé and may be very challenging. After all, even dreams can come true. And dreams can be quit specific too.
Here’s a passionate statement Dom Helder Camara made: "When we are dreaming alone it is only a dream. When we are dreaming with others, it is the beginning of reality."

• PASSION works in small steps:
While visualizing your dream you can ask yourself: “What steps must I take first to fulfill this? Do I want to take those steps? Try not to outline everything in detail because that will take away your energy. Concentrate on what you’ve imagined (let’s say the BIG picture)

• PASSION also has a timeline and an end point
You should take some time after each step to think about: "Is this where I want to be and what is the next small step. It is also advisable to occasionally look a few steps ahead.
At some point you will reach your goal. No matter if it is exactly what you imagined, or not. It is then time for a new challenge.

PASSION strives when success is rewarded / celebrated:
Would you like a financial or a spiritual reward? A step up the career ladder or gain business? Or do you feel rewarded through better health, study, harmony in the family or belonging to other communities? Do not depend on someone else to reward you. Reward yourself! Enjoy a luxurious bath with nice bath oil. Be proud of yourself! Rent a great movie, go to a dinner or a musical performance. Reward yourself with an inspiring open space or seminar. Create your own music or give a presentation on your achievement. This will ignite more energy and more passion.

• PASSION creates new passion:
Find out what inspires and arouses your passion in the new goal you want to achieve. Does it give you a good feeling or a new sense of confidence? Use positive thoughts and energy to fight against obstacles that may occur on the way to achieving your goal.

Passion at work (3)

Passion at work often arises because the company has a valuable social function; it creates a product that meets a need or a service that delivers value to the client. True passion in the workplace occurs when managers and colleagues have respect for each other. Passion is in the skills of the people.

If you as a manager, let craftsmen do what they’re set about to do and trust them to do the job, you encourage their passion. If managers have a meaningful relationship with the people for whom they are responsible, you can be sure that passion comes naturally. Actually I think it’s a prime necessity for managers to realize that they are there for the workers and not the other way around.

Managers should admit they don’t know about the bits and pieces. They should welcome criticism and comments and give honor where honor is due. Doing stuff together, while recognizing and using each other's strengths with respect for each other. This post gives practical suggestions on how to keep passion alive. These suggestions go beyond rational thinking models and the usual management models. No technical stuff in here. It's about emotion and beauty, about meaning and passion.

Relationship and Passion

It's all very relational. Like a vision, which is very important for a manager and also helps to keep peoples passion awake. A vision gives meaning to us, to the leader, to the company, to the family and to society. It gives meaning, because all of these organizational forms are made up of people. People have passion. Passion is in their genes.

Vision = passion
Three quarters of the companies in the Netherlands have a vision. Every self-respecting company should have one. At least it's fashionable to have one. However, if we look at the places where we work there is a big gap between that vision and the way people have to work and behave. At one point we will find out we were seduced by managers to commit to a vision made in isolation. And then we realize we have committed ourselves to this non-executed vision and feel grossly wronged. A vision that uplifts sustained passion has to be made with the contributions of everyone. Therefore, a vision is not a product of analysis, but one of feeling and love. A vision can never be the outcome of the works of a management consultant. A vision (as a mission, see M of SIMPLE), cannot be formed by a committee as well, for that is unloving and sooooo not passionate.

This view is confirmed by the book with the somewhat silly title, "kus de visie wakker" (kiss your vision awake) by Hans van der Loo et al. It tells us of which parts a vision must consist. They use an acronym to explain this. AMORE for: Ambitieus, Motiverend, Onderscheidend, Relevant & echt en Evenwichtig & eenheid. It doesn’t translate into the same letters but it means: Ambitious, Motivated, Distinctive, Relevant & real and Balance & unity. The authors work to a vision that people can follow wholeheartedly, and with passion. I recommend managers and those who seriously want to ‘make’ a true vision, to read this book.

PASSION changes over time
Tom Peters, a management guru stated in 2005 that nowadays we need other things to run a business than was usual for a long time. This is what he said: ”we have to go:

• From rules -> to relationships
• From conquest -> to communication
• From a single task -> to multitasking
• From Yes, sir / madam -> to Thank You
• From the distribution of orders -> to asking questions
• From rigid claims -> to subtle hints
• From command and control -> to connect and compliment
• From competition and (match) -> to cooperate and play
• From managing -> to put you into power (see E of SIMPLE)
• From information on ‘a need to know' basis -> to information because we want to share”

The things on the right give passion. The things on the left definitely don’t.

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persoonlijkGeplaatst door Mary Beijleveld zo, oktober 14, 2012 12:22:15

Simple is a concept and an acronym. Each letter of the word SIMPLE stands for something:

S = Success story, or just Story.
I = Intelligence
M = Mission driven
P = Passion
L = Love & Leadership
E = Energy giving, empowerment

The words are carefully chosen, not because the 1st letters of it simply forms the word SIMPLE. This word SIMPLE has been the main starting point in my thoughts in this series of weblogs.

With the set of approaches or principles inserted in SIMPLE, I want to appeal to managers, leaders and many so-called coaches to remind them all, that there are alternatives to traditional management mindsets en methods. And also that it is very difficult to comprehend for these people, because they have been brainwashed with old school management theories for ages.
But mainly I want to put some heart into the people, who are confronted daily with the traditional management ways, or who can’t avoid the kind of managers I mentioned above. Wouldn’t it be great if I could find the right tone for you guys? That would be in the spirit of SIMPLE!

But now for the letter M, which stands for: Mission driven!

I want to address your mission in life vs. the mission of the organization you work for. It’s about whether that organizational mission is something you can connect or commit to. Whether you can find the balance between your own goals in life and the goals of the organization where you work. Which is actually the most important in work & life balance.

It’s about the ability to lead yourself and not be lead. And it is about the leadership competencies of your manager. I've previously written that leaders, together with others, will determine the direction of the organization. Leaders will rise above themselves and respect people that have an opinion that isn’t right up their alley.

Leaders can communicate with love, or at least in a non-violent way. But I'll get to that when we are upon the letter L of simple. The L of love and leadership.
To determine the direction of a business you must have a joint mission.

The joint mission
We now live in a time where people put emphasis on meaningful and motivating goals. It is what they are attracted to. What they themselves want to achieve as individuals, not as followers. Not as some kind of dolly for one or the other 'charismatic’ manager or decision maker. Leaders therefore test if the vision and mission is attractive and gives energy. If this mission has such parallels, people can connect their own standards and values to it. And when not, they can ask for comments or fearless criticism.

The coherent mission
A mission should be about the bigger picture. It is a kind of ecosystem in which workers find themselves. It needs to pay not only attention for the ‘things’ within a subsystem such as a function, a department or a specific vocational training. But it has to pay attention to connections between people, to the whole system and the relationship between the components of that system.

So, what can we do to create a coherent mission? Well, it depends if we are open to changes and dissenters. Not only in projects or at work but also in networks, associations, in politics and in science.

The way to do that is by:
1. Non-linear thinking and Inclusive thinking (non exclusive thinking)
2. not just multidisciplinary but interdisciplinary thinking
3. Systems thinking

1. Non-linear thinking and Inclusive thinking (non exclusive thinking)

I like to call this ‘circular thinking’. It’ll provide for richer thoughts and theories that are less 1-dimensional. It works like this:

• Request the input of someone else.
• Wait a while longer to state your own opinion.
• Listen and look at insights of other people.
• Decide as late as possible what is the right solution.
• Admit that you don’t actually know (which is especially difficult).
• Allow coincidence in decision-making.

An example of this can be seen in the Socratic ‘ House of Commons ‘ debate or in a discussion. It is where you, defend the totally different opinion of the other. Simply to see the argument from their point of view.

Inclusive thinking is allowing as many different ideas as possible before you pick one or two. It also lets everyone participate. A good way to learn inclusive thinking is to join Yammer, Twitter and forums. The advantage of ‘social media’ is, that you can consider your question longer or answer more extensively. You can’t steer or influence the other person’s opinion.

You can also join Open Space meetings, chat with your colleagues at the coffee machine or have a peer-to-peer talk. Share your amazement about how things are going. A big advantage here is that you have real life contact.

The flip side of this coin, is that is also means that you participate as little as possible in all those meaningless, hierarchy affirmative meetings. You know, those meetings that are mere valves for the opinion of the manager and seem to be held to confirm their status. Even a question such as, “what do you think of it?” during such a meeting, is intended to distinguish the bucks from the sheep. It is to discover the followers and the opponents. The latter is by no means meant to include or to really take note of another’s view on the case. To make a bold remark again: “There is actually no such thing as an effective meeting”. It is kinda, what Parkinson said:

2. not just multidisciplinairy but interdisciplinairy thinking
I think I find this important, because I have studied business administration, which is pre-eminently a study that calls for simultaneously consideration from a multiple disciplines angle. It is more then just multidisciplinary. It is actually interdisciplinary. At my previous employer we compared both using the following pictures:

3. systems thinking
Systems thinking is not about cutting complicated things into smaller part problems that are more easily managed. Because, when it comes to systems and complex problems within the system, problems can only be solved in conjunction. For this to work you need to discover the relationships between different levels of abstraction and the variables. You can read more about this here:

Systems thinking is also about discovering reinforcing loops. It is about discovering that a revolutionary change (or the correct emerging crisis) is a process of prolonged and almost invisible evolution. Just like the flywheel and the doom loop. You can read more about that here:

It is you that must discover the cohesion. And self-reflective systems are part of the problem. In one of my previous blogs “The I of SIMPLE” I wrote something about that. You can read it here:

In my life I have had the pleasure to cooperate on many occasions in the composition of a mission (statement). What worked the best, and in any case inspired me the most, was the following: To, together with my colleagues, manager, executives, sharing a number of like-minded etc. core values that are the motive for the organization/company/department. The actual initiative to work. To write down our core values and our relationship with the customer/members/stakeholders. To find and display the companies reason to exist.
I have made a large contribution to the following corporate mission and mission statement of which I’m very proud:

"In partnership with our customer, we want to achieve business goals and opportunities by ensuring that business, people, and IT work together optimally. It is our mission to deliver added value by deploying flexibility, efficiency and quality in conjunction.
Our core values consist of customer interest, professionalism, customer satisfaction, solving problems together, communication skills and self-confidence.
With partnership we mean a fundamental attitude in which:
• We see the relationship with the customer and as a partner for the long term
• We believe mutual respect is a prerequisite in our relationship with our customer and our partners
• We see our role as being the trusted advisor
• We want our services to be especially complementary to the competences of our customer and
• We want to assist our customer and partners in their growth path to adulthood.
In summary: “A relationship that is balanced"

Incidentally, this beautiful mission was not a guarantee that we got things done and it remained alive. There are many other things to take into consideration here, but I would have to refer back to all letters but of simple and that is not so easy.

My opinion:
Keep in contact with yourself and with others. Stay connected with your network and keep in touch with what others do, especially in the organization where you work.
The leader or manager is responsible for ensuring that the right strategic choices are made and that these choices are transparent. So you can get clear view of where the balance lies between your own mission and that of the Organization and whether / and how that fits together.
Then you can create your own choices.

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persoonlijkGeplaatst door Mary Beijleveld za, augustus 04, 2012 14:17:18

Je moest weggaan en stuurde een kaartje met de volgende groet:

And your heart beats so slow, Through the rain and fallen snow, Across the fields of mourning, Lights in the distance, Oh, don’t sorrow - no, don’t weep, For tonight, at last, I am coming home, I am coming home.
(U2: A sort of homecoming)

7 keer zijn we een weekend met vriendinnen op pad geweest in steden zoals Londen, Parijs, Brugge en Gent. Wat hebben we gelachen met elkaar.
22 keer hebben we gezamenlijk korte en lange vakanties met onze gezinnen doorgebracht. Genoten hebben we, ook al was het regelmatig slecht weer.
203 keer hebben we gedoken als duikbuddy’s in de Hollandse plassen en op meerdere duikstekken in de Rode- en de Middellandse Zee. Zelfs aan de kust van de Dominicaanse Republiek. Het was altijd fantastisch.
47 jaar, 7 maanden en 27 dagen heb ik je gekend.

Ik hield van jou op zoveel verschillende manieren. Het was geweldig om je zus te mogen zijn.

Je was altijd vrolijk en met een onovertroffen gevoel van humor. Vaak zo wijs en altijd verbaasd dat ik als ‘oudste’ zus zo argeloos kon zijn. Ontzettend moedig en dat vooral aan het einde van je reis.

Je bent niet weg.
Nee hoor: je zit in mijn hart en blijft in mijn gedachten;
Ook al ben je een soort van elders thuis gekomen.

Wel thuis!

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persoonlijkGeplaatst door Mary Beijleveld zo, juli 08, 2012 13:31:26

In this blog post (ENG) and this blog post (NL) I introduced an acronym: SIMPLE.
Each letter of the word SIMPLE stands for an approach, point or principle.

S = Success story or just story
I = Intelligence
M = Mission-driven
P = Passion
L = Love & Leadership
E = Energy-giving, empowerment

The letter I in the word SIMPLE represents Intelligence. It addresses if (and how) you have considered the real reason(s) behind the question of your customer, your organization, your manager or any other party that you are involved with. It also determines if the job or task is there just to provide a short-term solution or if it’s really future-proof.

Because I want to share my thoughts and take you along with me, I want to take a moment to explain some important things about intelligence and management. This also gives me the opportunity to verify if my own thoughts are useful and understandable when I put them on paper.

Also, after introducing the SIMPLE concept on my blog, I got the advice to use a different word for intelligence because the word has a too arrogant ring to it. I have asked the commenter what made this word sound arrogant, but I haven’t received further comment. That is unfortunate, but at the same time it indicates that some further explanation of the word and this concept is needed.

So, I will start to tell you what I believe is not intelligent. Followed immediately by the practical approach the “I of intelligence” implies.

What is not intelligent?
Projects, in this time and age, are still managed by traditional methods and are all too often diminished by COPAFIJTH aspects. Your contribution to your work (or the work you do with your colleagues) and your goals are reduced to SMART formulations. By the way, these acronyms were much richer in meaning when they were first invented. Today, they are reduced – for convenience – to well-meant (!) Mnemonics. Unfortunately, at the same time they are usually elevated as if they were goals. Confusing ends (goals) are neither intelligent nor are they empathic or inspiring.

You have probably seen your idea or plan for improvement disappear in the trashcan or somewhere on a shelf. This happens usually after your (project) manager has fired his micromanagement questions at you, like:
• Can you deliver twice as fast?
• Can you make a Gantt /project chart?
• Is this realistic?
• Do we have the money for this, considering cost savings?
• Is it budget neutral?
• Where is the project / release plan?
• What are the risks?
• Can this succeed?
• Nice idea, but that does not work here.

This management style focuses on how to manage a project, rather than focusing on the proposed solution and value for the customer. It also isn’t future oriented. It doesn’t look beyond the end date of the project or the project’s next milestone.

Unintelligently handling staff
In Human Resource Management (which sees you as a resource, in stead of a valuable human being) things are run at a low intelligence level as well. From Salary Tables to bonuses for the happy few, lease cars, absence of team rewards and standard ‘fuck-off’ premiums with cuts according to lay-off age or years of service. You will be hoisted into a one size fits all suite. Legal mathematically and, mind you, kind of objective too.

Even the outcome of the discussions about how you would like to enhance your competencies in view of your personal development, will be reduced to “smart” milestones. Quality, intellect and emotion are relegated into a contract deal. Actually, it’s a way to divide & conquer and is often used to forge dissent between you and your fellow worker.

Really intelligent
What is really intelligent is getting solutions by asking curious and intelligent questions. Questions like: Can I give feedback? How can we implement this successfully? How soon might we benefit from this? Does this proposal increase efficiency only or does it actually increase effectiveness and quality of our work? What does this mean for our customers? How can I help you get support? Are you willing to team up with ….(name of colleague) to draw up a business case?

These intelligent questions are almost always posed by only a few 'servant' managers.

Again more practical
I believe that when everything is regulated (to perfection), there is no attention to the problem, the customer and … you. Moreover, where rules rule no one recognizes ongoing developments in our environment. Because attention is given to the rules and only the rules. When you look at it in an intelligent way: the fewer rules the better!

To reach an intelligent solution or approach there are a few things conditional for its success, like:
- Sharing information and knowledge, on the whole and on the parts
- Occasionally take a step back to look from a distance
- Using a iterative approach and incorporated feedback loops
- Considering failure as a learning moment
- Collaborating together in diversity
- Visualization

For creative and – the not so obvious- solutions you can apply a number of methods and techniques. Such as an Agile project approach. Some Agile project management methods or the combination of an Agile approach and a more traditional project approach can work well. Everyone knows that’s a bit of a hobby of mine, but I truly believe in it!

Scrum, for example, is a very easy to remember 3 x 3 x 3 framework and may work very well with a lightweight form of Prince2. For instance where management is still a little hesitant to do everything Agile immediately. XP and pair programming work very fine with scrum and DSDM. To bring insights from the LEAN practices into a project is also intelligent.

The mere fact that in an Agile project, architects, testers and sometimes even an UX designer, are part of the design & construction team, to me is very intelligent. It will give the greatest solutions because the problem we are trying to solve is looked at / investigated from many different angles. This prevents mistakes made thru myopia. I don’t need to tell you that restoring a mistake after a product is in use, takes at least 10 times as much time and money as the time and money it takes to give attention to it earlier in the development process.

In Agile (and LEAN!) it is always absolutely paramount to create customer value by working iteratively. If you do not precisely know what creates the most value in the beginning; after a few short iterations with feedback loops the real customer demand will soon be clear. You can apply change in the solution process without RFC’s & chance management tools and processes. You’ll get the solution you need. Furthermore, a small piece of a working end-to-end system provides the ultimate proof of reality and is worth far more than several 'proof of concepts" together.

I’m sorry if this last bit of text is a bit vague. I like to explain and give more information. Please call me! If I do not know how to help you I know which Agile Coach, ScrumMaster or Lean Architect can.

Another way of finding an intelligent solution is brainstorming. Together you tackle a problem, by telling what you think of it, how you can look at it in another way, what it is and what it is not. You may state anything. There is no assessment of data. Later on, solutions and comments are ranked, prioritized and some will be valuable enough to be developed further.
There is a risk to brainstorming, though. You can lose a feasible idea by ranking to soon. I have seen this happen sometimes. Instead of parking and prioritizing ideas it gets to be chopping and sawing of ideas. Mind that!
What helps to loosen your mind and generate ideas, is to pick a word from a dictionary that has absolutely nothing to do with the reason for the brainstorm. And then work on it all together. That's really out of the box thinking.

Some more 'out of the box'
Here is an exercise that’s called 'out of the box thinking. Three rows of word processing trios:

• Cloth - world – a blade of grass
• Man - branch - laughter
• Table - goat - flowers

The word pairs are a reason to venture and to make a business case. Participants each choose a word from the trio’s. The ones who chose the same word trio form a group together. This really gives a vibe. After this exercise you are ready to look at the real problem or request.

Dream state

Another way to look at the problem is to think about and describe the dream state (Lean dream state). We could ask ourselves: “What do we do to ensure that all people in our company suffer from a burn-out. How can we achieve this?" This can really be humorous but is, at the same time, very serious. Because we then focus on ways to turn this around 180 degrees and simply invent a solution so no one will suffer from a burnout. For more information about dream state call me smiley!

Open space
An Open Space meeting is a way of conferencing that is suitable for small (approx. 30) to very large groups (up to 1000 people, I'm told). An Open Space actually tries to capture those conversations – after another boring and usually frustrating meeting – that are held in the corridors, in front of the coffee machine or near the candy jar at the office managers office.
I wrote a blog about that: You can find a more detailed Wikipedia explanation here:
What I like to claim is that in an open space you can invest on any subject. It can be about a problem with the customer, a technical problem, even on your mission and vision and strategy. The self-organizing ability and thus the intrinsic motivation and inspiration that an open space gives to solve a problem, is enormous.

Types of intelligence, the bridge
In the 19th century, they measured the size of your brain to say something about your level of intelligence. The Frenchman Binet invented the intelligence quotient test some 100 years ago. This test measures the practical, mental (or "cognitive") and creative abilities.
More recent research suggests that, besides linguistic, logical - mathematical and spatial aspects of intelligence - which correspond to the three Binet measures- there are more aspects of intelligence. These aspects are: musical, physical, interpersonal (what’s about another person and your relationship with others) and intrapersonal (what you know about yourself and your relationship with yourself).

I like to think that intelligence is, along with (professional) knowledge, brainpower, education and (life) experience is also about emotional intelligence. Emotional intelligence is empathy for the necessary changes and emotional involvement for solving problems, plus the ability to handle clients, colleagues and managers. Emotional intelligence cannot be seen separately from the other aspects of intelligence. One works with the other, one reinforces (or decreases) the other. Like, as you can see in systems thinking (More about systems thinking in the letter M for Mission Driven / mission driven)
What is remarkable, is that around the time that Binet invented intelligence quotients measurements, Francis Taylor invented Scientific Management. Taylor wrote his book 100 years ago also, in 1911 to be precise.

Scientific management claims, in short, that you can cut up pieces of a complex reality and thus be able to reduce them into manageable chunks. This led to an extensive division of labor because it was easier to manage, and hierarchy. So, divide and conquer again. Moreover, Taylor and his associates didn’t think highly of the intelligence of the people in the workplace. Investigations reported that the workforce scored around 70 IQ points at that time, while a manager did around 100. So you could better let a manager give small tasks to the workers. The manager had enough IQ to understand a part of the workplace while the big boss was obviously so smart to keep an overview and to formulate the mission and vision.

Smart thinking of Taylor. And sad as well, because in many organizations this paradigm was supplemented with management and organizational theories with additional short-term thinking, complexity reduction that doesn’t make sense, hierarchical models - Weber -, standard kinda straitjacket-control-philosophy, HR practices and so much more. I have already referred about this in my blog: # post39

Unfortunately, even today many companies and government organizations are managed on the basis of these corny management theories. I find it anything but surprising that Dutch managers work like this, according to Jaap Peters called, 'Anglo-Saxon "management method. These theories were common in training and they where taught at an early age. In projects and processes in HR, many of which are Anglo-Saxon relics (= something that no longer does what it promises) that are still used.

IQ in a diffferent perspective
Experts have found that the average intelligence in 1982 was 10% higher than in 1952. So 10% higher in 30 years time. That's quite a difference (thus significant). It is thought, that this has to do with prosperity and good food. Todays IQ scores, of people found in higher intellectual and higher administrative jobs is between 120 to 153. In lower intellectual occupations, technical and managerial work it is between 115 and 135. In more skilled labor and lower administrative occupations scores are between 110 and 117. And in low skilled labor it is between 105 and 109. An IQ of 70 (as at the time of Taylor's book) is now considered to be at the level of the mentally retarded / mentally handicapped. Scores that are between 85 and 100 are seen as average. That puts assumptions about the work floor, in Taylor's book, in a totally different perspective. It is not of this time anymore!

Here is a link to a TEDexTEDex speech that says a lot of intelligence now and in the future

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persoonlijkGeplaatst door Mary Beijleveld vr, februari 03, 2012 20:04:30

In my previous blog post I introduced an acronym: SIMPLE.

Each letter of the word SIMPLE stands for an approach, point or principle.

S= Success story or just story

I = Intelligence

M = Mission-driven

P = Passion

L = Love & Leadership

E = Energy-giving, empowerment

These words are carefully chosen and not just because the first letter of each word, together form the word SIMPLE. Yet the word SIMPLE has been my most important starting point. As promised in my previous blog, I will get more practical about SIMPLE, letter by letter. I’ll start today at the beginning and thus with the letter S. In an attempt to keep your attention, let me first tell you about the practical side and then my thoughts behind this.

S for success story

To draw op a successful and a compelling success story, your intent or question behind an idea must be very clear. It cannot be a loose baggy or ukase some managers like to ‘deposit’. When there is a fire, you can shout: ”FIRE, everybody leave the building!” or write what to do in emergency situations. For short term economic emergencies it is sufficient to sent out a decree of a temporary nature. But a success story contains more than just a fix for the short term. It describes a non-trivial problem and a way to solve it. There are several ways how we (together) can draw up a success story. The following three are the ones I like and have sufficient capacity/content to be successful.


The first way of making a success story that I would like to mention is based on a practice called storytelling. Storytelling is intended to send a message. A good story structures and organizes all chaos around us, informs everyone to the same level and makes your intentions clear.

It must be a story that has a head & tail and runs from start to finish, so to speak.

A good practice is to start with your conclusion and then tell how you got there. At the end you can tell what made you write the story in the first place.

After finishing your story you can ask what it means to the other person(s) en whether it appeals or not. A link to a video of a real storyteller can be found here:

You can find a method that can help you in a book by Barbara Minto: ‘the pyramid writing principle’, which is translated in English, Chinese, German and several other languages.

Solution based thinking

The second way to make a successful and activating story is based on a thinking technique, that came from the Milwaukee’s Brief Family Therapy Center, called: “solution-based thinking”. This way of thinking (which is a way of coaching as well), I have seen being presented and explained two times by Pierluigi Pugliese. This way of thinking is a very inspiring activity. In many ways I often do that when I take a long soak in my bath. More information can be found from this URL:

Actually you start by thinking what your preferred solution looks like when you have realized it and then think what actions preceded that. Or what happened just before that. You do that by taking little steps backwards until you reach the point where you faced your problem. It is almost like the movie: “Back to the future”. Here you also begin with the end of your success in mind and with each step back you take, you get closer to your original starting point.

My opinion is that, before you start thinking solution based, you should have some idea about what the problem is to serve as an impetus to apply this technique. So you should attend to the problem first. I will address this in my next blog, when we talk about the “I” of intelligent in this SIMPLE story.

Sticky Stories.

The third way is from the book "Made to Stick" by Chip and Dan Heath. They give you practical tips on how to make a message stick. The Dutch title of the book is : “De plakfactor”. You can read the first chapter for free here:

It’s primarily a marketing-oriented approach to send the right message / for branding, but definitely a good way to create a success story. Especially if you create this message together.

There are 6 principles to make a message stick. You have to give the story:

S -> SIMPLICITY -> Don’t make it too complex and limit yourself to the heart of the matter.

U -> Unexpectedness -> Say something unexpected, surprising.

C -> Concreteness -> Talk about tangible things / examples, do not make it too abstract.

C -> Credibility -> Say credible things. Tell something you know as an expert in your field.

E -> Emotion -> Tell what moves you. Describe an appealing example. Tell it as ß ??

S -> Stories -> Tell a complete story from start to finish and make sure to include the experienced struggle to reach the solution. Formulate it in such a way that it invites the reader or listener to take action.

Again: Begin with the end in mind "(Steven Covey," 7 Habits of Highly Effective People ")

If I’ve succeeded to take you along in my story or if my story was sticky enough you have seen that the six principles lead to the word SUCCES(S) and end with the word STORY. So success. You may also have noticed that this story is a "loop". It is circular. We begin at the end and end at the beginning.


There are some important considerations that led to my story. Too many people - many managers and some people who imagine that they are leaders - abuse the complexity of the things in our life for their own good. By making things look as complicated as they possible can – by using big words like complex & raplex - they lure us into following their frame of mind. They want to position themselves as - know it all’s, experts, the ones that easily survive in this world.

Note that they do - often more conscious than unconscious- provide you with an aura that they themselves create to let us and all the other people know that we are just ordinary mortals. The ones who are in awe of them and should crave to be like them. Their knowledge, experience and ability to perform political maneuvers at the right time give them influence and plain power.

They love for you to follow them with your eyes closed, looking in the direction they point out and fitting their plans. The moment you think: “Well there's really something to that, I want to contribute to this", their true intent reveals itself and then you’re hooked on their rods. The Dutch saying: “De aap komt uit de mouw” is very appropriate in this case.

Because with SMART formulated KPIs you get away from the core of the message. The one you thought was broadcasted. Their pressing appeal to your commitment and by demanding flexibility, your freedom and creativity is whittled down. Before you know you put your signature under a contract written in blood. Eventually it turns out that you are following a joyless edition of what you thought to be that beautiful thing. A beautiful thing you wanted to commit yourself to.

Keep it SIMPLE

Dear managers and executives you should act quite differently. If you want to win people (me for sure) for you, you must involve them with respect. Then they will love to contribute. It all starts by inspiring people with your success story. Or better yet: Making that success story happen together!

The next time I will unveil the meaning of the letter “I” in SIMPLE.

If you have any feedback, or want to supplement my story? I would really like you to Call or email me or comment on this blog

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SIMPLE introduction

persoonlijkGeplaatst door Mary Beijleveld ma, januari 09, 2012 21:32:30

In this blog I want to introduce a new concept that I call "SIMPLE".

A good friend says it’s a "whole new philosophy on leadership," but that sounds too pretentious to me. At most it’s a fresh way of thinking about management. But even that creates high expectations.

In any case, it is my invitation to you to look at leadership in another manner. Or maybe you consider my thoughts as a traveler’s companion in your journey to your own mode of management. I’d say, "Decide for yourself".

If you want to know more after reading this, you can attend a presentation (in ENG). If you want to ask a question? Write to, place a comment below or call me (cell No. is on the home page) Or if you have a suggestion to improve my concept, or -even better- share a story with me, which you think I should read? Please do!

SIMPLE is an acronym and each letter stands for an approach, point or principle. The explanation of the acronym below is still a bit "high level", say: “theoretical”. In my next blogs and publications, I will share with you the practical application. But let me first start with claiming the letters:

S = for success, success story

This letter stands for the successful things; the things we want contribute to. E.g. a socially relevant service, some meaningful idea you want to help achieve, the virtual network that you want to create, that great product your organization makes. Not the loose baggy or ukase from some manager that just thinks he can coach, or in advance proclaimed structural changes that has to be achieved based on 'old school management thinking ".

I = for intelligence

This letter indicates how and whether you have considered the ‘why‘ behind the demand of your customer, organization, manager or other stakeholder. Or whether a task is given to you just to fix something for the short term. In the Netherlands projects are diminished to mere COPAFIJTH (1) aspects. Your contribution to fulfill your job, working together with your colleagues, and your goals are reduced to SMART(2) formulations. Quality, Intellect and Emotion are degraded to a fixed outcome that is written down in blood.

M = for Mission driven

The letter M represents the bigger picture, which could be your own mission in life, the mission of your organization or anything else that you can really relate to. The letter M also stands for the question whether events are addressed solely within their own subsystem.

P = for Passion

The letter P stands for the passion you have to achieve things, where you are enthusiastic about. The reason you want to take responsibility for to accomplish by yourself and/or with your colleagues, business partners and friends.

L = Love & Leadership

This is the time in which the love of power (and money) must be replaced by the power of love. A love for money / status (shareholders view) is not enough anymore. Not in this time and age. Respect for your colleagues is ‘love in working clothes’. Real leadership means standing side by side and balancing all stakeholders needs including you own.

E = Energy giving, empowerment

The E stands for whether you get energy while you attempt to meet a specific goal, something you fancy to do. Or to note what it is that makes your energy leak away and therefore you should stop doing altogether.


As said: This blog is still 'high level'. The practical effects and what my advice stands for I will explain in my next blog posts. I think I have found a concept that adds contemporary values to methods, techniques and ways of thinking. Those values that are really essential to achieve things. Actually, this concept calls for a radical break with linear thinking modes like Weberian and Taylorist theories, the idea that you can design and manufacture standard organizations and communities, only focused on rationality, efficiency and exclusivity, as was previously common thought.


The twentieth century was characterized by highly hierarchical organizations where, roughly speaking, the brains (the head) and muscles (hands) were separated thru division of power from top to bottom and tight division of labor. The thought work was done by techno structure (3) - on behalf of the top of the organization- on how the work had to be executed, especially for the operating core. This kind of organization fitted into the idea of a makeable world. Because these are rational, linear thought patterns, all emotion (heart) could play no role. (Only in the political power games, but that’s aside)

In short, it means that leadership practices and approaches / methods that were developed by first, second and third generation of management gurus way into the 20th century, are no longer appropriate in the present time. We require our "leaders" to show different behavior and a more effective approaches.

Present times:

The hierarchical organization, and according management models are no longer relevant in today's society.

Yet the hierarchical model is still the most common model. Economy is still dominated by hierarchical organizations in the form of large corporations, individuals with power and super large financial institutions. Even though the developments in society (knowledge, iterative development, self-organizing teams) necessary for organizations to respond are necessary to sustain.

The idea of the makeable world appears no longer feasible to implement. Actually, in the 21st century this concept is proven to be obsolete.

Also we do not need the large number of standard solutions for organizational design, consulting, management and division of labor and especially standard knowledge- and innovative solutions anymore. The SMART & COPAFIJTH handles and GANTT charts aren’t that useful.

We need customization, flexibility, innovative capacity, intrinsic motivation and peoples self-discipline to respond adequately to the "outside world". A bureaucratic organization is incapable to the latter. Top down power and from above direction reduces employees discretion to do what is necessary. That, while employee are really the ones that quickly and effectively respond to demands from the outside world. This staff in fact is in direct contact with what actually happens out there. And these are the people that have the knowledge and experience to cope with that.

Rules and procedures lead to distrust and passivity. To chilliness, where warm engagement is needed. And it leads to the idea you don’t need to do it "right the first time" because there is always someone checking what you did.

That is why we need SIMPLE

This is the time of co-creation and synergy, in which the heart is in a dynamic balance with efficiency and rationality, intuition, empathy, a listening attitude and inclusiveness. A time where the love of power and money is obliterated by the power of love.

This is the time where people want to focus on meaningful, motivational goals, the things they feel responsible for, that what they themselves want to achieve as individuals and not as follower of some "charismatic" manager or decision maker.

A time when head, heart & hands form a trinity.

(1) An acronym: communication, organization, personnel, administrative organization, finance, information, juridical, technical and housing

(2) Jet another acronym: specific, measurable, acceptable, realistic, time bound

(3) Mintzberg, ‘structures in fives'

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samenvatting SIMPEL

persoonlijkGeplaatst door Mary Beijleveld za, juli 16, 2011 15:28:26

Mijn serie van SIMPEL/SIMPLE blogs startte al met een samenvatting die ik hier nog maar eens herhaal:

S = van succesverhaal, success story

Deze letter staat voor het succesverhaal; waar wij onze bijdrage aan willen leveren. Zoals die maatschappelijk relevante dienst die je wilt helpen realiseren, het betekenisvolle – virtuele- netwerk waar je voor wilt inzetten of het mooie product dat de organisatie maakt. Niet de losse flodder of oekaze van de zoveelste manager, die tegenwoordig ook nog denkt je coach te kunnen zijn, en de aangekondigde structuurverandering volgens het ‘old school management denken’.

I = intelligent, intelligence

Deze letter staat voor hoe en of er is nagedacht over de vraag achter de vraag van een klant, de organisatie, jouw manager of andere belanghebbende. Of dat een opdracht / taak wordt verstrekt voor een korte termijn oplossing. Projecten worden maar al te vaak platgeslagen in COPAFIJTH aspecten en jouw bijdrage aan je werk/ de samenwerking met je collega’s en jouw doelen teruggebracht naar SMART formuleringen. De kwaliteit, het verstand en de emotie is gedegradeerd tot een resultaat afspraak waarop je afgerekend wordt.

M = Missiegedreven, mission driven

Deze letter staat voor het grotere geheel, jouw missie, de missie van de organisatie of datgene waaraan jij je kunt verbinden. En het staat voor de vraag of er slechts aandacht is voor de gebeurtenissen binnen het eigen subsysteem.

P = Passie, passion

De letter P staat voor de passie die jij hebt om dingen te bereiken, waar je warm voor loopt. De vraag waar je zelf de verantwoordelijkheid voor wilt nemen alleen en / of samen met je collega’s, zakenpartners en vrienden.

E = Energiegevend, Empowerment & Energizing

De E staat voor de vraag of je energie krijgt of opwekt om een bepaald doel te bereiken. Of voor de constatering waar jouw energie van wegstroomt en dus afscheid van zou moeten nemen.

L = Liefde & leiderschap, love & leadership

Dit is de tijd waarin de liefde voor macht (en geld = shareholdersvalue) moet worden gebalanceerd of eigenlijk wordt weggestreept! met de macht van de liefde. Een voorliefde voor geld / status is niet meer genoeg. Respect is liefde in werkkleding. Leiderschap is méér zingeving en naast elkaar staan.
Het afgeleide doel van mijn schrijfsels is natuurlijk om de onliners die ik zo regelmatig gebruik, meer praktisch te maken zodat het geen loze woorden zijn. Ze moeten minimaal duiden op welke andere aanpak tegenwoordig nodig is in de relatie tussen leidinggevenden, managers, coaches en mensen “in de uitvoering”.
Mijn simpele advies is als volgt:

Denk in S&I

Denk groots en denk in intelligente (kleine) stapjes zonder het geheel en vooral zonder je collega en medemens uit het oog te verliezen. Als iets geregeld moet worden of we moeten met zijn allen iets voor elkaar krijgen, beperk je dan niet slechts tot de (on)mogelijkheden die jij ziet. En doe dat denken en bedenken vooral niet in je eentje. De S en de I zijn vooral gericht op het denken (hoofd).

Handel in M&E

Missiegedreven zegt iets over het doel en E iets over de energie en de kracht die je daarvoor hebt. Deze letters zijn met name gericht op het doen (de handen) Is alleen de leider of manager ervoor verantwoordelijk dat de goede strategische keuzes gemaakt worden dan moet deze keuzes transparant zijn zodat jij helder kunt krijgen waar de balans ligt tussen je eigen missie en die van de organisatie en of / hoe dat bij elkaar past. Het aller- allerbeste is het als je samen met de eigenaar(s) van het bedrijf en je collega's de missie en de strategie kunt creeeren. Dat geeft de energie om aan te pakken!

Voel met P&L

Blijf met jezelf en met elkaar in contact. Blijf verbonden met je netwerk en hou voeling met wat anderen doen, vooral ook in de organisatie waar je werkt. Breng passie en liefde op de werkplek en laat je vooral door elkaar inspireren. De P en L zijn gericht op het voelen (het hart).

Wat kun je met het SIMPEL concept?

Je kunt het SIMPEL concept als een soort reisgenoot, een partner of misschien wel als een waardesysteem of wellicht slechts als een referentie gebruiken. Gebruik het alsjeblieft beslist niet als aanstuurmiddel want dan verwordt het weer als een managementtool waar alle emotie uit verdwenen is. Dan dient het weer als meetlat voor een in geld uitgedrukte businesscase, die een nauwkeurigheid en resultaat veronderstelt, die nooit maar dan ook nooit gehaald gaan worden.

Wat ik voor je kan betekenen?

Het meest simpele, maar minst SIMPEL, is dat ik je een (lange) literatuurlijst geef, afhankelijk van in welke richting of domein je zoekt.

Als je er (na het lezen) meer van wilt weten, kan ik er een presentatie (ook in ENG) van geven. Of beter nog: ik kom een Open Space met dit thema bij jullie ‘organiseren’.

Daar waar het gaat om andere manieren om projecten te managen, leg ik dat graag uit. Mocht ik het niet weten of ik kan je niet - meteen- helpen weet ik welke inspirerende leidinggevende, Agile coach, scrum master of lean architect je graag wilt helpen.

Als je een vraag hebt: tweet mij of stuur een ‘direct message’, stel een vraag via LInkedIn.

Je kunt wat mij betreft ook schrijven / e-mailen naar of plaats een reactie hieronder of bel mij (mobiele nr. staat op de home pagina)

En, mits ik dit kan plooien met mijn werk, mag je mij vragen om als adviseur, gastdocent of als begeleider op te treden tijdens de zogenaamde kantooruren (1) en in mijn vrije tijd (2)

Waar je mij mee kunt helpen

Als je een suggestie hebt om mijn concept nog beter te maken of een verhaal met mij wilt delen, waaraan je denkt als je dit gelezen hebt? Dan ontvang ik dat graag!
Op dit ogenblik maak ik van de weblogs een boekje en ben ik bezig na te gaan of ik dat in eigen beheer kan doen om de kosten van het maken te drukken. Graag wil ik de (financiële) drempel zo laag mogelijk houden om dit te realiseren.
Ook probeer ik van mijn stukjes een Engelse vertaling te maken en ben op zoek naar iemand die mijn Engelse teksten kan reviewen.
Mocht je suggesties hierover hebben dan hou ik mij aanbevolen!

(1) Dit mits ik voor de reguliere uren een redelijke compensatie krijg.
(2) in mijn vrije tijd vraag ik als vergoeding een kostenloze deelname aan een congres, het kunnen volgen van een bepaalde training, etc.

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persoonlijkGeplaatst door Mary Beijleveld zo, juni 26, 2011 14:45:36
Deze keer wil ik het graag hebben over de L van liefde & leiderschap.

Wat heeft liefde nou met business te maken?

Toen ik de eerste aanzet van het SIMPEL concept met een manager van ICT bedrijf - die ik tevens als vriend beschouw – besprak, was hij meteen enthousiast. Hij had alleen moeite met het woord liefde omdat dit niet erg business –achtig is. Of ik misschien beter ‘leverage’ kon gebruiken? Dat ik ermee op de proppen was gekomen, dat begreep ie dan weer wel….. en dat liefde & leiderschap iets met elkaar te maken kunnen hebben, dat belletje rinkelde ook… in de verte…

Zoals in mijn vorige blogs gemeld, is SIMPEL een acroniem.

Elke letter van het woord SIMPEL staat voor een insteek, uitgangspunt of principe.

S = voor succesverhaal , in het Engels: Success story of alleen story.

I = voor intelligentie, intelligence

M = voor missiegedreven, mission driven

P = voor passie, passion

E = voor energiegevend, empowerment, energizing

L = voor Liefde & Leiderschap, Love & Leadership

Deze blog is dus over L van liefde en Leiderschap.


“Wat is het doel van je moeite om over SIMPEL concept uitgebreide blogs te schrijven?” vragen sommige mensen. Welnu, met het samenstel van uitgangspunten in SIMPEL wil ik managers, leiders en zichzelf tot coach benoemde mensen aanspreken, en hen erop wijzen dat er alternatieven zijn voor traditionele management denkramen. Soms lijkt het als een aanklacht. Dat begrijp ik , denk ik, wel. Ik heb zelf het genoegen mogen smaken om groep- en teamleider te zijn van verschillende groepen en teams van soms 30 mensen en daar, o.a. gedreven de rationele en lineaire denkramen , door mijn gebrek aan mededogen en smalle ervaring veel fouten heb gemaakt. Als het een aanklacht is dan dus ook een aan mijn eigen onkunde.

Een hart onder de riem

Daarom wil ik de mensen die dagelijks met traditionele managementmodellen geconfronteerd worden, een hart onder de riem te steken. Onderzoeken of er meer mensen (managers, ex managers, mensen die gemanaged worden, e.d.) er zo over denken. Eens proberen om een andere beweging in te zetten die past in het hedendaagse en toekomstige tijdperk. En natuurlijk om de onliners die ik zo regelmatig zowel schriftelijk als in het echt gebruik, meer praktisch te maken zodat het geen loze woorden zijn.

Business as usual

Als je analyseert waarom liefde niet als businessachtig wordt gezien dan stuit je op het volgende. In “Business is business” en “business as usual” wordt bedrijfsvoering en werken een vorm van haat, de tegenhanger van liefde. Het gaat om extreme competitie, de tegenhanger van samenwerking.

Kennelijk ben je een kanjer als je

- de concurrent aftroeft,

- je partner laat vallen,

- in staat bent een bedrijf te saneren (mensen ontslaan) vanwege de winstmaximalisatie.

Je bent een commerciële kei als je laat zien dat het je alleen gaat om geld te verdienen. Je bent ‘sharky the shark’ in inkoop, die de leverancier uitknijpt i.p.v. een partnerschap aan te gaan. Zelfs als het om strategische diensten/ producten gaat in ICT worden contractonderhandelingen tot op het scherps van de snede uitgevoerd, terwijl dat een van de grote faalfactoren is voor ICT projecten. Architecten vinden softwareontwikkelaars cowboys en programmeurs vinden architecten arrogant en betweterig.

De weegschaal is enorm doorgeslagen naar haat i.p.v. liefde en competitie i.p.v. samenwerking. Een voedingsbodem voor rampzaligheid en armoede.

Liefde is er in zoveel soorten

Het vraagt dus een bepaalde kijk op zaken om dat te zien. Volgens mij vindt je vele soorten van liefde terug in het zakendoen. Respect is bijvoorbeeld een vorm van liefde. ‘Respect is liefde in werkkleding’, zeg ik regelmatig. Zonder liefde voor het vak lukt het niet iets mooi of kwalitatief goeds te maken. Dat is vakmanschap. Als je verliefd bent op het werk wat je doet, het bedrijf waar je voor werkt, warmte voelt voor de mensen waarmee je werkt, dan doe je de juiste dingen. Dat is Leiderschap. Liefde maakt ook dat je ‘gedisciplineerd’ bent en intrinsieke motivatie hebt. Enkele van de voorwaarden om in een zelforganiserend team te kunnen functioneren. We noemen dat ook wel geëngageerd zijn of nog zo’n anglicisme: commitment .

Liefde & Business

Om aan te geven dat ook CEO’s van succesvolle en winstgevende ondernemingen zich sterk bewust zijn van wat liefde in the business voor belang heeft, citeer ik er een tweetal:

"…..My thought is that love is the highest expression of trust. So love in a business setting relates to the attainment of trust…..” Bud Mingledorff, CEO, Mingledorff’s, Atlanta, GA

“….By “love” I mean kindness, consideration, positive feelings, clear interest in the other’s well being, generosity of spirit, compassion and that critical ingredient, fairness….” Peter Stranger, Former Advertising Agency President/CEO

Beide citaten komen uit de publicatie van Marie Kane. Ik twitter regelmatig quote’s over de liefde die komen van leiders uit allerlei disciplines, en kom heel veel uitspraken tegen van leiders uit Fortune 500 bedrijven waaruit blijkt dat ‘liefde’ door hen niet gezien wordt als liefde voor het geld, status en macht. Hierbij de uitnodiging om daar eens naar te kijken:!/Ladybeetle

Een praktische oefening:Om meer liefde op het werk te krijgen zouden we ons telkens kunnen afvragen:

· Wat was de laatste keer dat ik onverwachts iets leuks heb gedaan voor iemand op het werk – gewoon zomaar?

· Wanneer bedankte ik of erkende ik iemand voor die speciale inspanning voor het team, afdeling of het bedrijf?

· Wie heb ik niet bedankt die heeft onlangs iets echt leuks (of met name nuttig voor mijzelf) heeft gedaan?

· Wie gaat regelmatig ‘the extra mile’ dat ik kennelijk voor lief neem?

· Wat kan ik in mijn positie doen om ‘liefde’ op mijn werkplek te stimuleren?

En dan geen flauwe antwoorden bedenken, vooral niet bij de laatste vraag ;) ! En graag acteren op wat je op je eigen vraag antwoordt. Er alleen in je hoofd aandacht aan besteden, helpt namelijk niet. Het is bijzonder lastig, zo niet onmogelijk, om iemands gedachten te lezen. Vooral als je niet face to face kunt communiceren.

Liefde & Leiderschap

Als het al niet duidelijk was uit het voorgaande: Liefde en Leiderschap hebben bijzonder veel met elkaar te maken. Leiderschap = een belangrijke vorm van liefde; Leiderschap gaat over liefde.

Leiderschap is méér zingeving en naast elkaar staan want leiders hebben geen macht over anderen. Ze hebben de mogelijkheid gekregen om ervoor te zorgen dat anderen zich ontwikkelen. Ze hebben de verantwoordelijkheid die mogelijkheid aan te grijpen. Een leider stelt mensen in staat , helpt om samen dingen te creëren en een gemeenschappelijk doel of de missie te bereiken.

Een leider kan er voor zorgen dat je een beetje begrijpt waar we in een bedrijf met z’n allen mee bezig zijn en hoe jij daarin past (de vijfde discipline voor de ouderen onder ons). Als dat inzicht er is en je kunt daarin meegaan dan kun je in autonoom handelen. Dan hoef je niet te worden gecoördineerd of aangestuurd. En dan is al dat vergaderen eveneens overbodig.

Als je niet wilt meedoen dan ben je in feite niet voldoende aangesproken of je werkt niet op de goede plek.

Iemand heeft wel eens gezegd dat een visie hetzelfde is als een liefdesaffaire met een idee.

In dit geval is Liefde ook PASSIE (zoals in de P van SIMPEL). Zin in het leven, zin om elke dag naar de werk te gaan ook. Liefde is sterke betrokkenheid bij je collega’s, het doel van het bedrijf / de organisatie waar je werkt. Liefde is te vinden in een gedeeld avontuur of in zaken die helemaal fout gingen. Liefde is delen, is met elkaar groeien en een onverzadigbare nieuwsgierigheid hebben naar dingen en naar veranderingen. Dat is liefde.

Hoe pak je dat nou aan?

Als je een lezer bent dan raad ik aan boeken zoals “Good to Great” (Jim Collins), “Spiegelogie” van Willem de Heer, “Geweldloze communicatie” van M.B. Rosenberg en “Leadership” van Tom Peters te lezen. Daar kom je tips tegen die je kunt gebruiken om meer liefde in het zakendoen en in leiderschap te weven. Ik zou je een lange literatuurlijst kunnen geven, afhankelijk welke richting of domein je zoekt.

Ook kun je het SIMPEL concept als een soort reisgenoot, een partner of misschien wel een waardesysteem of referentie gebruiken. Niet als aanstuurmiddel want dan verwordt het weer als een managementtool waar alle emotie uit verdwenen is en als meetlat dient voor een in geld uitgedrukte businesscase, die een nauwkeurigheid en resultaat veronderstelt die nooit maar dan ook nooit gehaald gaat worden.

Mail mij, bel mij, DM mij. Je bent van harte welkom.

In de volgende blog zal ik nog eens een samenvatting geven van het SIMPEL concept. Daarnaast zal ik een opsomming geven over wat ik kan doen om te helpen de uitgangspunten, de “theorie” te verduidelijken, verder uit te werken of voor het voetlicht te kijgen.

We leven in een tijd waarin de liefde voor macht moet weggestreept! met de macht van de liefde.

Het is werkelijk tijd voor liefde & leiderschap.

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