Governance and control
Clear on who decides, on what and on what basis
- Coaching and counsellingA confidential space for you as the person behind the role. Coaching focuses on your development: what drives you, what holds you back and what you need to lead with more calm and direction. Counselling makes room for what touches you in your work and your life, so that you can choose clearly again.
- Teams and networksWhat matters happens in the space between people. I work with executive teams, teams and networks that want to collaborate better: holding the conversations that are being avoided, making clear agreements and being able to rely on one another again, also across the boundaries of departments and organisations.
- Transformational leadershipTransformational leadership changes not only what people do, but also how they see and what they commit themselves to. It begins with yourself: who you are shapes how you lead. I help you give direction that moves people, challenges them to think for themselves and gives them room to grow, especially when everything is in motion.
- Intelligent organisationsAn intelligent organisation learns from its own experience. It draws on the knowledge and judgement of its people, makes room for reflection and renewal, and connects human and artificial intelligence so that AI strengthens people rather than replaces them. I guide organisations in that development, from the inside out.
Governance and control
Leadership gives direction. Governance makes sure that direction lands somewhere. Without clear governance, good leadership depends on individuals, and on chance.
Do you recognise this?
Decisions are taken, but come back to the table later. Nobody knows exactly who had the final word.
Our meetings are full, but decide little. Most agenda items are for information only.
Board and supervisory board get in each other's way, or stand too far apart.
Governance is the way an organisation gives itself direction, corrects its course and accounts for its actions. It covers mandates, meeting structures, planning and control, and the relationship between the executive board, the supervisory board and management. I set up that governance so it fits the organisational form and the work beneath it.
Management and meeting structure
Who decides what, at which level and with what information? We set out decision rights and design a meeting cycle geared to decisions. We test management layers and spans of control against what the work actually requires.
Planning and control
A good planning and control cycle connects direction with execution. It does not call for more reports, but for the right ones. We set up the cycle so that it enables steering and supports learning, rather than accountability as ritual.
Board and supervision
I work with executive boards and supervisory boards on the division of roles, the provision of information and the quality of their interplay. Governance codes provide the framework. The interplay determines whether it works.
Psychodynamic. Governance is about authority and control, and therefore about fear and trust. A governance design that ignores that undercurrent gets bypassed or tied up in rules.
Systemic. Governance must fit the structure. A flat organisation with hierarchical governance simply works as a hierarchy in practice.
Human-AI. AI changes who holds which information and who can decide what. I help you adjust decision rights and responsibilities accordingly.
Plan an exploratory conversation
Mandates match responsibilities. Meetings are set up for decisions. Board, supervision and management know what they may expect of one another.