Reflective work at the intersection of leadership and culture — where presence becomes practice, and transformation unfolds from the inside out.
summary: Reflective work at the intersection of leadership and culture — where presence becomes practice, and transformation unfolds from the inside out.
In agile organizations, leadership requires more than strategic insight. Moral courage is the quiet compass that offers direction amid uncertainty and pressure, rooted in values that do not shift with the demands of the day.
summary: Leadership with moral courage emerges in quiet choices and shared responsibility. By staying true to what is essential, even when it provokes tension, leaders and teams create a culture where doing what is right matters more than doing what is easy.
In agile organisations, trust is not a luxury — it is the invisible structure beneath every good decision. This blog explores how relational quality shapes decision-making, and what that demands from leadership, culture and collaboration.
summary: Agility requires more than speed or structure — it requires trust. This blog explores how the quality of relationships forms the foundation for wise and resilient decision-making. Not about being right, but about finding clarity together.
Culture change does not begin with structures, but with awareness, observation and the courage to question patterns. This blog explores how culture and behaviour are deeply rooted in history, relationships and collective dynamics – and how real change arises from within.
summary: Culture is not a poster of values, but a living fabric of behaviours, assumptions and interactions. Those who wish to shift behaviour must be willing to slow down, feel, and co-create a new narrative. This blog explores how leadership, attentiveness and relational safety enable sustainable cultural development.
Leadership shapes culture and is simultaneously shaped by it. This longread explores the undercurrent of organisations as the subtle field where true transformation takes place – relational, meaningful and from within.
summary: Culture is not a backdrop but the living pattern of relationships, stories and habits that shape organisations. Leadership that seeks to transform it must begin with inner work, relational quality and a willingness to engage the undercurrent. This longread is an invitation to meaningful transformation.
Power in organisations is more than formal roles or authority. This blog explores the psychodynamics of the understream, how invisible patterns and relational fields shape behaviour – and how leadership can bring these forces into awareness and transformation.
summary: Power often operates beneath the surface. Not in formal charts, but in silences, alliances and unconscious reflexes. This blog shows how becoming aware of the understream of power can lead to more transparent, mature and connected organisational systems.
Between the visible order and the invisible current
summary: Between the visible order and the invisible current
In agile organizations, ownership is not about tasks but about connection. This post explores how freedom and meaning together create a culture of responsibility that makes the organization agile from within.
summary: Ownership grows in the space between people. Where freedom is paired with discipline, and connection to the greater whole is natural, the energy that fuels agile organizations emerges.
In agile organizations, leadership is not about having all the answers, but about creating space for collective inquiry, trust, and renewal.
summary: Agile leaders create space, ask questions, and build trust. Their authority rests on presence and authenticity, not on position or control.
In agile organizations, decision-making shifts from a top-down directive to a living, participatory practice. This post explores how transparency, shared responsibility, and collective intelligence create the conditions for decisions that are both adaptive and deeply connected to purpose.
summary: Agile organizations thrive when decision-making becomes a shared journey. By making underlying assumptions visible, inviting dissent, and weaving perspectives into a sharper collective view of reality, leaders create space for trust, adaptability, and a sense of ownership across the whole.
Reflection is not a luxury but a strategic prerequisite for organizations that aim to act with meaning. This post explores how reflection, as a collective discipline, provides direction, depth, and resilience.
summary: Reflection prevents the repetition of the familiar and opens space for what has yet to be seen. It is a collective discipline that makes organizations sharper and more adaptable.
As an executive counselor, I work with leaders navigating complex responsibilities, bridging personal development with strategic realities, and creating the space for clarity, alignment, and meaningful action.
summary: I support leaders who carry weighty responsibilities – offering a discerning, confidential space to reflect, realign, and act with clarity in service of their role, their development, and their impact.
True agility is not about speed, but about learning. This post explores how making learning a core process strengthens an organization’s future readiness.
summary: Agile organizations move between action and reflection. They see learning not as a side activity, but as the core of their capacity to navigate change.
Psychological safety is the foundation of every learning organization. This post shows how trust and vulnerability lead to reflection, collaboration, and sustainable development.
summary: Where trust prevails, people dare to speak up, learn, and grow. Psychological safety creates space for honesty, curiosity, and collective progress.
Contact:
mail: rene@dbvp.nl
René de Baaij: +31(0)641924275
Adres:
Jonkershof 16
6561 AL Groesbeek
Nederland
DBVP trademark, Photo's and Text propriety of: De Baaij, Verbeeten & Partners BV. ALL RIGHTS RESERVED
DBVP merk, foto's en tekst eigendom van: De Baaij, Verbeeten & Partners BV. ALLE RECHTEN VOORBEHOUDEN
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