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- [Applause]
- this one is for you
- when I was 16 I liked to skate well I
- 'm actually quite nice
- also went to the ice rink together
- with friends counting together with friends
- sat by the side and our
- skating parts
- looked at the rink and looked at the
- people who skated
- I saw that well yes no really that they
- anjo
- the part of the school he also skated
- very well this was my chance
- I had to come to one of the lakes and be
- decorated
- I had a plan I sat there and
- i came out of the corner
- i think if i take off at the right time
- then i come for him and i time and
- i take off and there i lay flat on the ice
- well in front of arjo's feet my how she
- didn't take off
- the pain
- the pain was indescribable physically it
- wasn't that bad that phil and that one not
- with me my soul pain
- my soul pain of shame how could I
- ever who you after this track and I skated
- so much I overcame my pain and
- I went again I had the guts
- but honesty area not to say
- on the evening that Anjo skated
- what was a start yes I
- have often blundered and fallen also in
- my later work
- I started as a regional manager in the
- north-east region of the Netherlands at a very large
- national caterer I became
- intensive with people and work learned very quickly
- was that if there were problems
- it was almost never about the content
- that was always hassle between people
- do you recognize that
- and i learn something else because if there was
- no hassle and people were comfortable in
- their own skin then they could do everything
- and then it went great
- she excelled so
- I spent a lot of time on
- people who coach between later
- or their responsibility my coach
- between also to learn what the effect
- was of the way they communicate
- and an attitude and behavior on other
- her as accessible boss
- I also received feedback myself, also unsolicited, so
- I came back to a meeting really
- completely in sneek
- file file file and I was happy inside that
- I was to which it is one of the employees
- to the public fenna this is now the second
- time that you are late and I am
- disappointed because it is also our time
- normally for you to respond
- by receiving the feedback and the
- real toppers who can then also
- continue or ask
- well I was not such a topper then now
- also not always
- and what did I say and then it seems
- good to start now then a turtle
- again time
- yes I also had to learn and what
- faster for ideal that respect
- we went further things went well with
- the company
- there would be a very successful
- market leader in the north east of the netherlands
- but the rest of the company
- unfortunately did not go so well
- we had financial problems and the
- answer from the holding board
- yes that was centrally hierarchically
- imposed top-down measures and what I
- saw people started to grumble but
- they also became anxious and the flow went out
- a certain me of that harry
- gold pieces good results during a
- m management team
- I try to convince my boss of
- the fact that not hierarchical but
- correct coaching leadership was
- much better than people
- perform much better
- they were the journey that those customers
- served they bring in with money
- we had to facilitate them the
- answer of my boss at that moment
- it was time for you to stand up for the
- cause and not for the people
- and then i thought well that is the
- same
- i remained in my conviction what i
- wanted not to fail i just wanted to do it right
- and precisely because I didn't want to fail
- I'm alive trying to convince my boss I
- didn't succeed
- this became the stone but I
- stumbled over we didn't
- meet again and I left
- I want to look for a new
- job preferably chill with people again make
- want also something else meaning
- yes I was also that age and
- yes then you soon end up in care
- and I can also hurt there very nice large
- hospital close by I like it
- responsible manager of the
- long center had a wonderful thijs I
- was really impressed by the medical
- delights
- world-class really that a stark
- contrast to the enormous provisional
- logistics the pillars do not
- work together at all that we will me and that and
- what I also noticed it seemed that the
- power struggle was going on between
- the managers
- on the one hand and the doctors on the other and they
- lead the power struggle and the rest of the
- organization to fear and anxiety of
- course bad counselor
- people clung to
- rules and protocols
- because yes you could there in the case of
- certainty that there is certainty and actually always when
- I asked but guys we
- could also do that differently why do you do
- that was invariably the answer yes we
- always do it that way
- and actually she didn't want me to
- change because suppose imagine that it
- wouldn't
- work then who is standing in front of the fence
- yes but that huge focus on rules and
- protocol All focus on paper was that no
- false sense of security for my idea cough and
- much more attention go to
- reality
- how do we treat each other how do we do
- that
- I walked over and grabbed a point along the
- secretariat of one of the outpatient clinics and I
- saw that it was something went well with the
- secretaries walked in and asked
- ladies what a stress what is going on here
- well i got an avalanche that
- those doctors they just weren't nice
- they were barked
- out and their frustration on the employees
- it wasn't like that nice work well it was worth
- something
- then i offered i was sitting it ladies
- might help because that has
- to hand
- yes they are very busy but yes
- we have also been told i
- feel it would help if your sister
- unexpectedly bring a cup of coffee after
- as if I were making an indecent proposal don't
- listen you don't we're not
- a doctor's footstool my day in the afternoon I'll drop by the doctor
- at the end of the afternoon g i walked past
- the glorification knows all gentlemen gentlemen
- how are you going
- past it in here fenna we are
- unbelievable we indicated four weeks
- ago that the printout is broken
- and something has still been repaired
- and do you know what that means for us that
- the outpatient clinic is in it goes without saying that we
- have to do a lot of extra work
- and this is not work and right then
- I thought of something
- his men if I make sure that
- the printer or repaired is on this week
- a new day I will take care of it
- but you have to do one thing for
- me well oriental then do it
- from me you
- would go all this week with the secretaries
- bring a cup of coffee a compliment
- first how great you
- support
- they wanted the printer so they went
- for it the atmosphere in the department was
- immediate otherwise, of
- course, you will also have
- to deal with printing, but that is not the most important thing,
- they really treated each other differently from that moment
- on
- it went well we went n nice we went
- really well and earn a lot of money
- foot hospital later the turning point came
- that the whole hospital was not doing so
- well there was a financial crisis
- the answer from my boss the board of
- directors
- cut back and a major reorganization
- from that moment on people started to
- grumble the flow went bride and if there is
- only one conversation of the day my
- name is also on the list of people who have to
- get out
- I thought this is not the right way
- again I tried in the management
- team with boss and my colleagues to
- convince the fact that four archives are in
- charge that it just doesn't work
- you can apply much better coaching leadership
- and go with him quickly let's come up
- with all kinds of things
- to do better
- again i was in the same vicious
- circle
- i continued to convince because it is my
- conviction that they had to
- convince them that they were wrong and only then will the
- world change
- well it also changed because I fell again
- about the same stone and I left
- yes if these are drivers and I get
- no further then there is only one thing on
- self-directed living and I succeeded I had a
- driver and a beautiful
- health center here a narrow I
- was impressed by the passion of the
- employees
- what a great company well I was here a
- lot of fear fear and people spoke to
- each other
- not so crazy by the way what in the
- past ten years the ten
- different directors have been so yes
- that was so crazy we
- drew up a leadership program and
- culture program again
- and personal development and coaching
- leadership were central again
- we got to work on it and that
- moment when I plowed to the employees
- why do you now always talk to me about
- the protocols and rules of almost all
- problems
- where a solution was sought and
- very For a long time it was about whether they had to arrange a
- or b or c and to be able to choose the rate
- , all the rules were drawn up that was it
- answer to deal with dilemmas and
- to deal with uncertainty and i thought
- how can i get to the real world quickly
- because the conversation must be about course
- placed me because it is about dilemmas
- and let's be
- safety in care yes we want that
- we all want of course that we get
- the best care and those
- dilemmas are not small
- so I walked through the practice garden last
- week I think and I overheard a
- conversation between a rehabilitator and the
- therapists
- the rehabilitant man from the 50s left
- behind a walker with
- a prosthesis
- while they were practicing I hear
- him say to her or something I want to
- try it without de la torre
- a therapist
- no no no we will not do that because
- that is still not safe to
- which the man says why not I can I
- can I just want to try that it feels
- good
- no she knows the therapist you
- also suffer from balance disorder I
- do not think it is wise that you do that t does
- there you have as well not for the
- cat and walked the woods and she has
- me I insist I want it anyway but the
- fear of the therapist won in the
- event not what I liked is
- that faded sitting with the
- issue had she acted well or
- not in the evening discussed this dilemma with a number of
- colleagues and they
- came to wonderful
- insights
- they have come to the insight
- next time so if this happens again
- we must indeed
- point out to the patient that it is is sensible or not
- and what the possible consequences are if
- the rehabilitators nevertheless want to
- sit his responsibility and then
- we can let go
- even if the rehabilitator falls because let
- 's be what literally fall from it you
- learn to get up and then what makes you stronger and
- better
- it went well it went well again but
- I had misjudged one thing
- I thought I could now set my
- vision undisturbed but can still get a
- boss to the supreme
- boss again d of supervision yes then I have
- to account to and the
- council do that we guess more question and
- actually a lot of accountability
- lists after the moment
- I have a wonderful plan a wonderful plan
- which is very visionary in these times yes
- but also a lot promises treasure I
- present the plan to the supervisory board
- and already an enthusiasm I
- also showed were with just now the
- timing was right why it was so
- necessary in this time of care
- and when I was ready I thought well come on
- it your compliments it is
- great job what happened not
- the tremor silent and the first question
- that was asked
- yes yes yes yes but we are still missing an
- overview with all possible risks
- oh and me in tech no I this is not going to
- happen and the second question was
- but how do you know for sure that this will
- work
- I saw no wait why don't they understand
- then
- start further and the worst was she
- authorized me more and more on lists
- by management measure len and how will this and
- how about that
- and it actually made me very
- grumpy and
- started to click off and then i'm
- pretty good
- and i didn't understand it i got really
- despondent but also frustrated
- is now the third time the third time that
- I am going to argue about this that week
- something happened
- and that changed everything in which the
- meeting with all managers
- the one of the manager wanted
- to discuss a dilemma
- when we like so he explains his dilemma
- to his department they were busy with the
- holiday planning an ideal
- she said no I will not work extra hours
- I will continue to work what I do and it does
- not do the management in question
- became very bad there angry about it and has already
- publicly said to the employee
- that who was disappointed
- because they are not collegial they
- put pressure on the team
- and the solution remained in
- limbo he wanted that solution so badly
- that he tried to keep
- convincing and started to exert pressure,
- but the atmosphere in the department was
- dire his question what should I do
- the colleagues started asking questions
- and it soon became apparent that the employee in
- question was not want to
- participate, he had old glasses on which one
- of the colleague says but listen is it
- not getting better give huge
- compliments they are finally starting to set
- their limits and it has
- now also become clear to us that the
- other employees are also under considerable
- pressure
- why not just an extra power
- in the face of the man in question
- i will never forget he looked like he was
- hearing a miracle he was so stuck and
- his own pattern
- so stuck in his own
- belief he simply hadn't thought of this
- i cycled to house and I
- reconsidered or a fascinating
- how someone can be so stuck is
- a belief that fascinating that
- you try and to change the other she
- is unimaginable and suddenly
- the name
- was philip mouth and I saw my boat
- I do that too I do too I am
- completely stuck with him and conviction I want to
- change my boss but he is not going to
- change because I
- I was still quite empathetic but where
- was my empathy towards my
- boss that was my critical
- self-reflection
- no I was so convinced that I was
- right that you did not ask me for a
- second why are all
- that justification from him I wanted
- had explained it in distrust of me
- the next day
- I asked the question there are why
- why do you want all that
- information anyway and the answer was shocking to me
- so said the chairman know your fauna we
- are very happy with you really believe
- me but you enthusiastic me and your
- entrepreneurship you go so fast
- we become a bit restless
- and yes we want to make sure that
- it goes
- well well I had this so I never thought of myself I
- was the one who didn't take away
- fear but create fear in my boss
- our characters are still very
- different but we are learning to deal with it
- better and now and then 50 still
- quite a bit
- but yes without friction no shine say
- I then by necessarily doing it right and
- not wanting to fall I
- clung to your convictions but what
- I found most special slap I make
- so much experience
- saw the beam in my own about not
- fear of failure was and is therefore on my
- limitation
- the council and I are still very
- different but things are going well
- the organization making an organization
- excel
- yes starts with getting the best out of your
- employees getting the best out of yourself
- you can't get that from a book you get
- that by doing the blunders to
- fall and insist and that starts
- with me as a director because as a board member
- I can coach the organization is
- that myself yes
- [Applause]
-
[Applause]
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