René de Baaij
Menselijk leiderschap. Intelligente organisaties.
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Escalate Formally When Boundaries Are Structurally Violated 11/12
You notice something dangerous: that you are starting to normalise the abnormal. Formal escalation sounds heavy, but sometimes it is the only adult move. Part eleven of a series on dealing with a leader who bends rules.
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Build Exit Dignity 10/12
Dominance works best on people who feel trapped. Exit dignity takes the sting out of that feeling, even if you go nowhere today. Part ten of a series on dealing with a leader who bends rules.
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Choose Your Battles 9/12
he rule of the strongest does not only feed on your silence, but on your exhaustion too. Choosing is not weakness, it is strategy. Part nine of a series on dealing with a leader who bends rules.
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Change the Playing Field with System Interventions 8/12
In a room without fixed agreements, a strong personality can shape reality. In a room with rhythm and record-keeping, that same personality suddenly has to run on rails. Part eight of a series on dealing with a leader who bends rules.
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Build an Allyship Map 7/12
The system would prefer people who each think they are the only one. Shame does the rest. Shame creates silence. Silence becomes agreement. Part seven of a series on dealing with a leader who bends rules.
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The Poison of Unprocessed Anger Seeps Into the System
We cooperate loyally, contribute when asked, preach the new gospel. But processing takes longer than change. And somewhere along the way, it becomes the poison in our own working existence.
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What We Should Do, Not What We Can Do
Efficiency is not the same as wisdom. Which decisions do we, as a society, want to keep in human hands, precisely because they are too important to leave to machines?
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Setting Boundaries with Procedural Language 6/12
Boundaries are rarely the problem. The language you use to set them often is. Part six of a series on dealing with a leader who bends rules and makes people feel small.
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Do Not Start with AI, Start with Purpose
The easiest way for an organisation to lose itself is to introduce AI without clarity on what it may and may not be used for. Part two of a series on implementing AI without losing yourself.
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Why AI Only Works Once You Take Yourself Seriously First
Most organisations start with the question of what an AI tool can do for them. That feels sensible. It is often a flight forward, away from three conversations that are more uncomfortable than an implementation plan. The first instalment in a series on implementing AI without losing yourself.