Professor at Tilburg University, Management and Boardroom Consultant
Strategy and plans are important, but ultimately as a manager you want to get things done. Not necessarily for yourself or alone, but together with the people in the company. In management jargon that’s called executing strategy: and it’s my passion. I like to get in at the deep end with the manager. I don’t have a preferred leadership style; I work with what’s there. I get alongside the manager, sometimes an individual, sometimes a team of directors or a board. Together with them I consider the next most sensible and feasible step and I help them to realise that as well. They themselves are sometimes a limiting factor in the organisation and, if necessary, I gently confront them about this. Not with criticism but with questions and comments, so that not only they themselves but also their organisation can make real progress.
LinkedIn profile Jan de Vuijst | 06 551 96 585 | firstname.lastname@example.org
Voice Teacher, Presentation Trainer
I make sure that people and organisations convey their message attractively. How? By harmonising the communication between individuals, within teams or within the whole company. Often what people say isn’t quite what they mean. The result? Everybody listening picks up a slightly different message. Good communication is a balance between physically mastering your voice and carefully formulating the content of your message. I teach professionals how to make concrete changes to their communication style so that they can increase the impact of their presentation and boost their performance.
LinkedIn profile Alex Boon | 06 208 11 604 | email@example.com
Coach, Lecturer Masterclass Coaching, Awareness trainer
I help people to find words for their core motivation so that they can grow within an organisation. That means discovering the potential qualities and talents that hide behind habitual patterns in how they think and do things. If people, are aware of what inspires them and can learn to express that then they will grow and become more involved with others in the organisation. A realistic self-image, beyond old assumptions and ideas, leads to self-confidence and authenticity. If these characteristics are developed within the context of the team, it will give an enormous boost to the effectiveness of the collaboration.
LinkedIn profile Alexander Zöllner | 06 537 00 930 | firstname.lastname@example.org
Occupational and organisational Psychologist, Stress Coach
I coach people towards internal leadership so that they find their equilibrium and can juggle all of the balls without heading for a burnout. Being aware of one’s own strengths and vulnerability, and learning to deal with these effectively, lies at the heart of internal leadership. It covers all aspects of staying healthy, both physical and mental. That means learning to let go of a lot, accepting who you are, and learning to act on the basis of your inner conviction. My approachability and focus on the individual’s needs helps people to break with old habits and to assume responsibility for their lives.
LinkedIn profile Monique van der Meer | 06 290 37 993 | email@example.com
Management Coach, Dru Yoga Teacher
I offer a helping hand to managers who set out to discover what they ultimately want. A person’s own values form the compass that guides them towards being a genuine role model as a manager. This is based on an old piece of wisdom: only desire the things you can deal with. Using these qualities a good collaboration can be realised. A manager who as a result of self-examination genuinely knows what he wants, will search for connections in the organisation instead of placing the emphasis on differences.
LinkedIn profile Theo Snijders | 06 539 00 726 | firstname.lastname@example.org
Organisation Consultant, Business coach
Whenever I enter a place I always pay attention to what I see, feel and think: invisible processes tell the story of an organisation. What is said between the lines? What impression does the way business is conducted make? These are important first impressions about the underlying tensions and the directions in which solutions can be sought. I give meaning to a situation by bringing unspoken aspects to light. For this I also make use of the physical space, for example, by letting people assume positions that gave meaning to their story. This gives rise to a constructive dialogue stimulated by curiosity.
LinkedIn profile Heide Gramser | 06 551 96 548 | email@example.com
Occupational and Organisational Psychologist, Coach
I facilitate a safe environment where people can learn openly from each other and contribute to sustainable development. I like to work with managers and teams that work closely together. The solution often lies in the willingness to take a look at something: a manager who sees that he is a role model for the team communication will be more open to feedback. The team will then feel free to contribute to the change of habitual patterns. This requires a greater degree of self-awareness in all layers of the organisation about each individual’s personal contribution to the effectiveness of the organisation.
LinkedIn profile Elise van Doorne | 06 150 23 289 | firstname.lastname@example.org
Executive Coach, Leadership Teacher
By entering into genuine conversations with top managers I function as a sounding board and this can deepen and expand the leadership qualities of the people concerned. I do not believe in changing a person’s personality, but I do believe that people have an unlimited ability to learn. Over the years I have gained a lot of intuitive knowledge, especially in the area of pattern recognition. And that often yields exactly the right advice. At the same time it eases the path smooths the way to discussing unforeseen issues that play a role in understanding dilemmas.
LinkedIn profile Franklin Vrede | 06 138 64 166 | email@example.com
Creative Coach, Result-Oriented and Connector
I coach people in finding a balance between reason and feeling. I start by creating an atmosphere of trust. That is particularly important in a competitive work environment where gifted people work. My experience as a manager and Ernst & Young partner has made me pragmatic. When professionals learn to trust their intuition they start to work in a more creative, efficient and inspired way. I coach people so that they learn to trust themselves again and sometimes I am the hidden force that enables somebody to excel.
LinkedIn profile Peter de Tombe | 06 232 80 980 | firstname.lastname@example.org
Coach, Leadership Trainer, Coaching Teacher
I challenge individuals, teams and organisations to develop themselves. From my own experience I know how crucial the right coaching can be for individual development. People can have emotional baggage that prevents them from moving forward. I combine a provocative, business-like approach with humour and genuine interest. For more than twenty years it is the recipe I have used to get people and teams moving.
LinkedIn profile Donatus Thöne | 06 538 62 060 | email@example.com
Management Consultant and Coach
Just like a sculptor who reveals the image that is already concealed in the stone, I work as a coach to release potential. I stir, inspire and move leaders to make use of their own talents and those of others. Self-knowledge is an element of that. Leadership is not found in the character of a single person, but the situation or goal determines which quality is needed in the group. I enjoy getting people engaged and like to make use of surprising or unconventional perspectives to break through conventions and to help organisations develop further.
LinkedIn profile Bertie Bisschops | 06 464 07 597 | firstname.lastname@example.org