Columns Ineke Kooistra

The Freedom I wish for You

Mon, 27 Apr 2026 12:09:03 GMT

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The freedom I wish for you

“I always sleep well, no matter what happens.”

I hear people say it often. Especially those in leadership roles. And honestly? I don’t quite believe it.

I’ve been leading organizations for quite some time now—ranging from a hundred to well over a thousand people, across different roles and sectors. I know what it is to lie awake at three in the morning. With questions that felt manageable during the day, but suddenly grow in the dark. With decisions you have to make tomorrow, while not fully seeing their consequences.

In every role within an organization, worries affect you. But for a leader, the impact is greater. Because your unrest seeps through. Into your team, your conversations, the choices you make. People sense it, even if you don’t say it out loud.

And worries are always there. Setbacks in the business. Lower revenue. Clients who are no longer satisfied. Projects falling away for reasons beyond your control. Doubts about whether you are still relevant in a market that is changing faster than ever. Or concerns about people on your team who are struggling privately—problems you cannot solve as a leader, no matter how much you want to.

In my view, no one has captured this more powerfully than Corrie ten Boom.

She was a watchmaker from Haarlem—incidentally the first licensed female watchmaker in the Netherlands—who, together with her father and sister, hid Jewish people in their home during the war. In their house on the Barteljorisstraat, the resistance built a secret room. Hundreds found refuge there. Until the family was betrayed in 1944. Her father died in prison in Scheveningen. Her sister Betsie died in the Ravensbrück concentration camp. Corrie survived—later it turned out due to an administrative error—and spent more than thirty years traveling the world, speaking about hope, forgiveness, and inner peace.

It was someone who quite literally lost her freedom who wrote:

“Worrying does not take away tomorrow's troubles. It takes away today's peace.”

That sentence carries a different weight when you know the life it came from. It is something someone paid for with everything a human being can lose.

Over the years, I have learned in my own way how to deal with worry. Not by pushing it away—that doesn’t work. But by accepting that it is there, without giving it control. And by trusting in something greater than myself—a trust that has carried me throughout my life and that I return to in difficult moments.

Because this is what I have come to know: my greatest wealth is a calm state of mind. Nothing compares to it. Not money, not recognition, not success.

And for a leader, that calm is not a luxury. It is your most important tool. From a place of calm, you can lead, truly listen, and make the right decisions. From worry and unrest, you cannot—or at least not nearly as well. The worries don’t disappear when you reach a certain position. What changes is how you learn to deal with them.

Worries will keep coming. There will always be something for the mind to dwell on. The art is not to eliminate that. The art is to remain free within it.

In a few days, it will be May 5 - Liberation Day in the Netherlands. We then celebrate a freedom that should never be taken for granted and that was hard fought. By people like Corrie and her family. By many who did not survive.

But there is another kind of freedom I wish for you today. Inner freedom. The freedom to be honest about what is heavy. The freedom not to try to solve everything. The freedom to choose calm, even when circumstances don’t ask for it.

That freedom matters every day. And especially when you lead others.

The New Reality of Leadership 2026

Sat, 28 Mar 2026 11:54:58 GMT

The New Reality of Leadership in 2026

The Market Has Changed; But Most Organizations Haven't

New insights from EliN Partners Executive Search written by Ineke Kooistra reveal a fundamental shift in how leadership is evaluated and why the gap between leadership promise and organizational reality is wider than ever.

Amsterdam, April 2026 — The executive leadership market is not slowing down. It is becoming more unforgiving. That is the central finding from EliN Partners Executive Search, based on direct observation across boardrooms, leadership transitions, and C-suite appointments in 2026.

Organizations are still investing. Private equity remains active. The pressure to transform has not diminished. But something has fundamentally changed in how leadership decisions are made — and what happens when they go wrong.

"What used to be an acceptable margin of error has narrowed significantly. Organizations are still searching for leaders. They are simply less willing to compromise."

The real crisis is not talent. It is execution.

Across the organizations EliN Partners works with, one pattern dominates: strategy is rarely the problem. In the majority of cases, strategic direction is well thought through and broadly supported. What consistently breaks down is the translation of that strategy into action.

McKinsey research shows that 70% of large-scale transformations fail not because of flawed strategy, but because of insufficient execution capability. Korn Ferry data indicates that 40% of senior executives underperform within their first 18 months — with execution alignment cited as the primary gap.

"The mistake most organizations still make is that they continue to assess leadership as if strategy and execution can be separated. In today's environment, they cannot."

Context has overtaken pedigree

Perhaps the most significant shift in 2026 is the growing recognition that leadership effectiveness cannot be defined in isolation from organizational context. An impressive track record is no longer sufficient. What boards are increasingly asking is not what a leader has achieved — but whether what that leader does well matches precisely what the organization needs right now.

EliN Partners refers to this as the Seasonal CEO principle: every organization moves through distinct phases, and each phase demands a fundamentally different kind of leader. Appointing the wrong one — however capable — is not a talent failure. It is a timing failure.

"The market is not asking for more impressive leaders. It is asking for leaders who can make things work. And that difference is where most organizations get it wrong."

About EliN Partners Executive Search EliN Partners is a highly selective executive search practice founded by Ineke Kooistra — interim CEO, strategic advisor, and published author on contextual leadership. EliN Partners operates at the intersection of executive search and operational leadership, focused on fit, phase, and long-term impact.

Full whitepaper — The New Reality of Leadership: https://gamma.app/docs/WHITE-PAPER-EliN-Partners-Executive-Search-3uu2i1nw5cc2b08?mode=doc

The Moment Your Business Outgrows Your Friends

Sun, 30 Nov 2025 18:10:20 GMT

The Moment Your Business Outgrows Your Friends

Friends & Business

Starting a business with people you know is pure gold. But what happens when your company grows beyond the power of friendship? At that stage, decisions shouldn’t be made on gut feeling but on facts and fit.

You’ve probably seen it — or maybe lived it yourself. You start something with someone you know well: a friend, a former colleague, a family member, or that person you once clicked with at a networking event. It feels right. You complement each other, you trust each other, and the energy flows.

That’s how many great companies are born: from connection, friendship and shared drive.

And honestly, that beginning is often gold. Trust, fun and loyalty are the fuel for an exciting start. But there comes a moment when the company outgrows that first circle of friends — and then the game changes.

The Power and the Challenge of a Friend-Founded Company
Starting a company with friends is often a huge advantage. You know each other inside out, you move fast, and you share the same ambition. That chemistry creates speed, creativity and courage.

But as the company grows, things shift. The dynamic changes. Your team expands, investors come in, customers expect more structure — and suddenly it’s no longer just about understanding each other, but about understanding the company.

What once felt natural now requires professionalism. And that moment can be both exciting and uncomfortable.

My Own Experience
When I joined YoungCapital, I immediately felt the unique energy of a close-knit group of friends who had been building something big together for years. That was their power: speed, trust and a shared mission everyone believed in.

But there came a point where the company grew so fast that we had to professionalise — not to lose that culture, but to protect it. We sharpened responsibilities, added structure, and brought in new people with fresh perspectives. And it worked.

Now, as a fractional CEO and founder of my own company, ELiN Partners — which I started with my former colleague Elbrich Batstra — I see how valuable that experience was. It makes me very aware of the delicate balance between personal connection and professional growth.

The combination of friendship and maturity is ultimately what makes startups stronger.

A Familiar Face in a Key Role
In the growth phase, placing family, friends or acquaintances in crucial roles can be risky — sometimes even unwise. Not because it always goes wrong, but because assumptions arise easily.

When people start feeling that information is no longer shared safely, the culture comes under pressure.

One wrong hire can drain your company’s energy: people leave, great ideas stall, and that extra spark of commitment quietly disappears. That’s why decisions at this stage shouldn’t be based on feeling but on facts and on fit with the company’s future.

If You Still Want to Do It…
Here are a few lessons I’ve seen work over the years:

• Be open about relationships. Just say it: “We’ve known each other for a while.” Naming it removes tension and sets the right example.
• Work with clear criteria. Friendship is not a competence. Define what the role requires and assess candidates against hard criteria, not your feelings.
• Invite outside perspective. Involve an independent voice in key decisions. It keeps you sharp and builds trust within the organisation.
• Start small. Let someone join on a project or temporary basis first. Test whether the collaboration also works in a professional context.
• Define roles clearly. Clear responsibilities prevent misunderstandings and protect the friendship.

Real Loyalty
Leadership means making tough calls. The real question isn’t: “Do I know someone who can do this?”
It’s: “Do I dare choose the best person — even if that’s not my friend?”

Because real loyalty isn’t to your friend or relative. It’s to the company, the people who work in it, and to yourself as a leader who wants to keep growing.

A company built on friendship is not the problem — it’s often the reason for your success. The real challenge is knowing when it’s time to take the next step: from friends to professionals, without losing the connection along the way.

Discipline Isn’t Harsh, It’s Clear

Sun, 30 Nov 2025 18:03:47 GMT

Discipline Isn’t Harsh, It’s Clear

It’s Clear

The call to reintroduce mandatory military service is growing louder. In an earlier update I reflected on this discussion. Many people reacted by saying that it would be good for young people to choose the military; they would learn discipline, build resilience and become better prepared for work and society.

I understand that view, but my fascination with the military comes from somewhere else: from the duty of care leaders carry. Over the past years — and now through ELiN Partners as well — I’ve spoken with many leaders who come from the armed forces: the army, air force and navy. Sometimes we talked about collaboration, often about leadership. Those conversations stay with me because they carry enormous depth. There is so much to learn from people who lead in extreme circumstances.

In many military leadership doctrines, the leader is not only responsible for the mission, but also for the wellbeing, morale and discipline of the team. In the British Army, selfless commitment is a core value, alongside courage, discipline and respect for others. Leaders put their teams first — upwards and downwards in the chain — and that creates trust. In the tradition of the U.S. Marine Corps, officers eat last. Not as an act of humility, but as a symbol that leadership is about caring for others, not claiming privilege.

What can we learn from this in business?

Discipline is not drill; it is clarity. Clarity about what we do, why we do it and how we do it together. In organisations I call that rhythm — the predictability and cadence that give people something to hold on to.

Servant leadership is not softness, but the strength to set the clear boundaries within which people can perform, learn and grow. In the military they summarise it simply: execute the mission and take care of your people. Both matter equally.

I didn’t learn discipline in uniform, but as a staffing consultant. My week had a strict cadence: fifteen candidate interviews, fifteen client visits, fifteen proactive candidate introductions, fifteen reference checks. Every week. Input and output were equally important. And if something didn’t work, the question was always: what went wrong, and what can we learn?

That rhythm worked well for me, but I also saw that not everyone thrived in it. The average colleague stayed only nine months back then — too much rhythm, too little space. In my early management roles I assumed everyone had the same pace, the same energy and the same drive. That wasn’t true, and I made my share of misjudgments in those early years. But the insight changed everything.

Too much discipline without space drains energy. Too much space without discipline creates noise.

That’s why today I work with the four R’s of leadership:

Rhythm × Room × Relationship × Result.

Rhythm: work with a steady cadence and clear agreements about input and output.
Room: build in moments of slowing down. Focus, reflection and creativity are the places where growth begins.
Relationship: leadership is a duty of care. Ask yourself weekly whether you’ve removed obstacles and whether everyone has the right information and resources.
Result: make progress visible, compare outcomes to agreements, address deviations early and choose the next step together. Not to assign blame, but to create acceleration.

The debate about conscription is not about uniformity for me, but about clarity. You don’t teach discipline by making everyone do the same thing, but by making expectations unmistakably clear.

Mature leadership requires rhythm and room — not rigid rules.

What can you do tomorrow? Make sure every team has a steady rhythm: a weekly start, a check-in and a weekly close. Make KPIs two-sided. As a leader, begin by giving: remove obstacles, share context and bring calm. Only then ask for results. That is leadership built on trust.

A personal note
For me, rhythm is energy in motion. Room is the confidence to grow. Relationship is the choice to truly show up for your people. And result is the proof that it works — not as an endpoint, but as a signpost for the next step. This is how I build teams and how organisations accelerate: clear, human, with momentum.

Curaçao Grows and Surprises

Sun, 30 Nov 2025 17:59:48 GMT

Curaçao Grows and Surprises

How Great!

Last week (November 2025) I visited Curaçao for the very first time. What an island. Not just beautiful, but alive, entrepreneurial and full of new energy. Some time ago the idea came up: organising a leadership journey together with Ondernemersreizen.nl. In Girona everything was ready, but the timing didn’t feel right. It’s simply a difficult period to excite corporate leaders for a multi-day leadership trip. So we decided to wait until 2026.

And then Ralph van Dam called me: “Will you join us in Curaçao? We already have a trip planned for entrepreneurs. Would you like to host a masterclass?” Of course. But one week on Curaçao naturally becomes more than one masterclass. I wanted to immerse myself fully in the programme, the group, the conversations and the island.

That is exactly what happened.

Curiosity, openness and sharpness moved hand in hand with kindness. That is the ideal mix for growth.

During the #Curaçaogroeit event — the next step of the well-known nlgroeit founded by Kees de Jong — I was invited to be the moderator. And one insight stayed with me: this island is buzzing. Not because of tourism alone, but because talent is returning and because entrepreneurs with a mission are driving meaningful initiatives.

And there’s something else happening: young professionals from Curaçao finishing their Dutch university degrees and then deliberately choosing to return and build on the island.

Travis returned after his career at Shell and, together with his brother Tyler, built a maritime company with multiple boats and catamarans. Later they grew it even further together with Jonathan. Kasper brings deep expertise in water and sustainability. Joël is building Sea Aquarium Curaçao and is also a shareholder in a successful AI scale-up. Gino and Mitchell are building future-proof digital agencies that compete and grow internationally. And the list goes on.

The drive is huge. The dreams are bold. And the pace is high.

Entrepreneurs from the Netherlands joined as well — people who look beyond their own borders.
Marien, who is creating impact with Lotgenoten at remarkable speed in the Netherlands, Belgium and Germany.
Wisse, who sold his e-commerce company and is ready for a new chapter. Simone, who focuses on senior professionals across the Benelux.
And Saskia, who leads NL Groeit and is now exploring what a movement like “Curaçao Groeit” could mean for the island.

I also met Curaçaoan entrepreneurs working on societal themes the island urgently needs. From entrepreneurs promoting sugar-free products in a country where diabetes is widespread, to families putting safety in construction high on the agenda — offering emergency response training, safety materials and on-site support for the many building projects currently moving at full speed. These are entrepreneurs who help Curaçao grow — not only economically, but in safety and health as well.

One entrepreneur who cannot be left unmentioned is Atilay from Corendon. His investments, commitment and belief in Curaçao’s future are remarkable. He is not just boosting tourism. This is real courage, real vision and above all: real love for the island.

I loved every moment. The conversations, the openness, the energy that arises when nobody tries to act bigger than they are. Curaçao has a new generation of entrepreneurs who don’t wait for permission — they start. And the island feels it. Cinex and AFAS understand this better than anyone.

I’m convinced this is only the beginning. Curaçao is growing — steadily, cleanly and with enormous potential. But one note is important. Who is thinking long and hard about infrastructure, staffing, quality of life? There is so much untapped potential when it comes to housing. Shouldn’t that be the priority, rather than building on every unused piece of land?

And yes… as a bonus I was there when Curaçao made it to the World Cup final. An island on the rise — in sport, in entrepreneurship and in energy.

When Leaders Lead With Openness, Talent Finds Room To Rise

Sun, 30 Nov 2025 17:50:34 GMT

When Leaders Lead With Openness, Talents Finds Room To Rise

The past month I had the privilege of spending a week on Curaçao with Ondernemersreizen. I delivered a keynote on leadership and execution, but the real value came from being fully part of the program.

A week centred around people, execution, strategy and the cultural contrast between the Netherlands and Curaçao. Today I want to talk about behaviour. Because behaviour shapes everything that happens in a training, a team or any leadership programme.

No pretence, just curiosity
What made this week special was the mix of people. Entrepreneurs from startups, family businesses, corporates and scale-ups. From both the Netherlands and Curaçao. A blend of cultures and generations, seasoned business leaders and founders who are still writing their first chapters. Yet everyone stepped in at the same level.

No ego. No showing off. No hierarchy. Just humility, honesty and openness about challenges.

That attitude set something important in motion: genuine curiosity about each other. It created the space not only to work on the business, but to look more sharply at our own behaviour. Because behaviour is strategy. It decides whether a plan lifts off or stays stuck on paper.

Authenticity over status
I’ve never cared much about status. After everything I’ve been able to experience — and everything still ahead — I believe more than ever that leadership is about authenticity. The ability to see everyone as equal. To recognise potential, regardless of title, background or experience. And to strengthen yourself a little every day, no matter how far your career has evolved.

Every entrepreneur carries a story. Sometimes it starts with a dream. Sometimes you step into the family business unexpectedly. Sometimes a chance appears at precisely the right moment. Or an idea arrives that you just know will work. Behind every company lie choices, moments, doubts and courage — far more than the outside world ever sees.

Vulnerability creates space
During my keynote I used the line: “Not because vulnerability is soft, but because it creates room.”
Room to learn, to make mistakes, to look honestly at what can be improved.

And that is exactly what I saw throughout the week. People who achieved great things but didn’t feel the need to make them bigger. Coaches who didn’t keep their distance but joined in — showing what real connection looks like. Entrepreneurs who allowed themselves to be moved and, because of that openness, sharpened their view on their choices, their business and their own role.

You could feel how kindness in the relationship strengthens the substance. It makes discussions cleaner, decisions better and teams more resilient.

The weeks that stay with you
Sometimes a week stays with you. Not because of the programme alone, but because of what happens when equality and authenticity come together. That’s where growth begins — in the company and in yourself. And there is definitely more to come on this.

I have causes sadness too, but I have learned from it!

Wed, 12 Feb 2025 20:08:43 GMT

I have caused sadness too, but I have grown from it!

I t’s a well-known saying: "If you want a situation to improve, you must first improve yourself." But oh, how difficult that remains. Especially in moments when you're about to make a tough decision—saying goodbye to someone or pushing through a decision because you're convinced your solution is the best one. Yet, it is crucial to first look at yourself in those moments.

The Road to Improvement

In an earlier column, I wrote: "Real leaders listen." Those words sound simple, but they remain relevant time and time again. Even if, as a leader, you know what direction or strategy is needed, leadership is not just about the end goal; it's also about the journey to get there. Because how you get there makes the difference between building a stronger organization or unintentionally causing damage.

The Power of Listening and Aligning

Take, for example, a situation where you’re convinced that it would be better for someone to leave your team. You can take a direct approach: a short conversation, deliver the message, rip off the band-aid, and move on. Your burden is lifted, you sleep well again, and you can carry on.

But does that truly improve the situation? Often, it does not. Unspoken emotions linger, and in an organization, that always has an impact—on the culture, on collaboration, and even on the loyalty of other team members, the very people you may want to keep the most.

I’ve made mistakes in this area myself; I, too, have hurt people by jumping to conclusions too quickly. The good thing is that I’ve learned from it and was lucky enough to restore relationships afterward.

Scientific research supports this: listening is one of the most powerful tools of leadership. A study by Zenger & Folkman (2016), published in Harvard Business Review , found that effective listeners don’t just pay attention but also reflect, summarize, and ask questions. This creates mutual understanding and trust.

The Talking Stick

A technique I embrace comes from Indigenous traditions: the talking stick . The principle is simple but effective. Take the time to explain why you’re dissatisfied, how you see the situation, and what your thoughts and expectations are. Then, ask the other person to summarize your words. That way, you know if they have truly listened.

Next, give space for reflection: how does the other person see the situation? What is their analysis? This requires you to listen—actively and without judgment. What happens through this process? Two things.

A shared understanding emerges. Even if you still disagree, you both know you’ve been taken seriously.
It creates room for unexpected breakthroughs. Perhaps the other person discovers a solution you hadn’t thought of. Or maybe the process confirms that parting ways is the right choice—but now with mutual respect and understanding.

Small Adjustments, Big Impact

The best part? This approach often doesn’t take more time than the direct route. In fact, the time you invest in a meaningful conversation pays off multiple times over. You build trust, strengthen the culture, and create sustainable solutions.

It all starts with awareness. Stop, look in the mirror, and ask yourself: Have I truly listened? Sometimes, that’s all it takes to shift a situation.

So here’s my invitation for today: take this thought with you. It’s nothing groundbreaking—just a small reminder. Maybe it’s exactly what you need to do something great today—for yourself, for someone else, and for the organization ��

February 2025, Column for MT/Sprout -

Does the boss only pretend to work hard?

Mon, 10 Feb 2025 16:42:37 GMT

Does the Boss Only Pretend to Work Hard?

Last week, I came across an article in the *FD* with the headline: *It’s Often the Boss Who Pretends to Work Hard.* What a title! It immediately made me reflect on myself before forming any opinions.

Since my time as a manager in the 1990s at Uitzendbureau Unique in Leeuwarden, I’ve always had this drive—this unstoppable energy to do everything I could. Back then, the customer was truly king, and I wouldn’t go home until all vacancies were filled. I was literally the one turning off the lights at the end of the day. Looking back, these were often solo efforts because I realized early on that I couldn’t impose my way of working on others. From my own perspective, I believed I was working extremely hard—but let’s be honest, others are quick to judge.

With all the lessons I’ve learned, a strong sense of awareness, and the drive to do things smarter every day, much has changed over the past thirty years. And yet, I believe that my ambitious nature, discipline, and work ethic have shaped who I am today.

The Burden of Administrative Tasks

One thing that continues to frustrate me is the daily burden of logging activities, writing minutes, compiling reports, and handling administrative tasks. Do we, as managers, really need to spend so much time on these things? Of course, some of it makes sense. If you invest in software and want to rely on your dashboards, it’s a simple case of *garbage in, garbage out*. Data takes time—but it’s useful. Everyone uses data. Data makes us smarter... or does it create a reality where managing through KPIs becomes completely redundant? That’s possible too! Either way, it’s always smart to keep these questions on your weekly agenda: What do you *really* need, and what can be eliminated? By doing so, you free up space for team development and innovation.

Wearing Multiple Hats & Juggling Responsibilities

Nowadays, being "busy" isn’t just about navigating administrative tasks. It’s also about the pressure of balancing career ambitions with personal responsibilities—raising children, pursuing interests outside of work, and, let’s be honest, struggling with the challenges of remote work. The reality is, we all wear multiple hats and try to juggle responsibilities, sometimes at the cost of making a real impact. How often do I hear people say, *"I’m so busy because I’m not just a manager—I’m also a parent, a partner, I want to exercise, I have many friends, I need personal time."* It’s a tricky issue because this constant busyness can easily take away from what truly matters.

Reducing Administrative Overload

It’s valuable to take a step back and reflect: How much time do you *actually* spend on meaningful work each day? Where does the real added value lie? I believe it’s crucial to create time not only for expanding your own knowledge—whether it’s AI or other technological innovations—but also for working with your team to explore ways to improve efficiency. By doing so, you reduce administrative overload and create room for team development.

Personal Growth & Team Success Go Hand in Hand

One thing I’ve observed is that dedicating more time to your team allows you to identify the true potential of the people around you—the next generation of leaders. Who on your team has the drive to go the extra mile, to support colleagues, or to embrace new digital tools that enhance daily processes? It’s this energy that propels an organization forward when personal growth goes hand in hand with team success.

As managers, we have the power to make a difference by fostering a culture where it’s not about the number of hours worked but about the *impact* we create.

The real heroes your company

Mon, 10 Feb 2025 16:32:41 GMT

�� – ��

Last week, I was walking through hashtag#Hinterglemm in Austria. This beautiful village will host the 2025 Alpine Ski World Championships next week. Everywhere I looked, people were working tirelessly: from technicians preparing the slopes to hospitality staff ensuring everything runs smoothly. ��‍♂️⛷️��️

Then, I spotted a sign that struck me:

�� Not all heroes are the athletes; the real heroes are the staff.

And I thought: exactly! This isn’t just true for a world-class sporting event—it applies to business as well. �� Success isn’t about the CEO or the Board alone.

It’s easy to assume that leaders drive a company’s success. But let’s be real: the real impact comes from the people on the ground. The colleagues who interact with customers, develop products, improve processes. They are the unsung heroes who make the difference. �� Yet, I see many leaders forgetting this. The company grows, the numbers look good, and the CEO gets the credit. But no organization is a one-man or woman-show. Success comes from every level of the company. �� The lesson from Hinterglemm? Recognize and appreciate your team. Not just with words, but with actions. Create a culture where everyone feels valued. Because just like in sports, in business:

�� Without a strong team, there are no top results.

What do you think? How do you ensure your team feels valued? Let’s discuss! �� body content of your post goes here. To edit this text, click on it and delete this default text and start typing your own or paste your own from a different source.

The Hidden Costst of Flex in the Netherlands

Wed, 08 Jan 2025 15:24:24 GMT

The Hidden Cost of Cheap Flexible Labor: '2025 Could Be a Turning Point'

Culture isn’t just a side note; it’s the cornerstone of your organization’s success. Over the years, I’ve written extensively on this topic. Culture determines whether your people stay, grow, and shine—or leave disillusioned.

A strong culture attracts talent, while a toxic culture guarantees failure. Leadership bears responsibility here. If you don’t set the right example, you’re building on quicksand—and we all know how that ends.

Examining Customer Relationships

There’s another type of culture at play: the culture you build in your relationships with customers. Take care of your people, and they’ll take care of your customers. But what happens when customers don’t treat you well in return?

This is a pressing issue in the flexible labor industry. Margins are under intense pressure, and the cost of flexible labor has risen significantly due to government policies. Efforts are being made to make flexible work less attractive, yet we know it remains immensely popular among workers themselves. Especially in the Netherlands, flexible work often serves as a stepping stone to permanent positions, providing vital opportunities for those eager to join the workforce.

Flex as an Engine for Growth

What many companies fail to realize is that flexible labor can be a powerful engine for growth and development. Staffing and recruitment organizations are increasingly focusing on development programs combined with on-the-job learning.

This combination offers a unique opportunity to reduce labor market mismatches and better prepare workers for the future. In an article for Het Financieele Dagblad (FD), I argued that flexible labor not only provides freedom for workers but also contributes to the success of organizations that recognize its value.

Structural Shortages Demand a New Approach

We’re in an era of structural labor shortages. Recent figures show that there are still 44 vacancies per 1,000 jobs in the Netherlands, with extremes in sectors like construction where tension remains sky-high.

Finding and retaining talent is already challenging. People are not commodities to be procured at the lowest price. The notion that you can buy “volume labor” at bargain rates is not just outdated—it’s destructive.

If this continues, I predict a major turning point in 2025. Agencies will start choosing their clients, and companies will face stagnation because they can no longer find suppliers.

The Real Problem: Losing Money on Clients

What many businesses don’t realize is that flexible labor providers often lose money on clients—not because they’re doing a poor job, but because they go to great lengths to honor their commitments. They overdeliver, often at the expense of their own margins.

This isn’t a plea for pity for staffing or recruitment agencies; far from it. The real issue is this: these agencies, with their knowledge, experience, and capabilities, could do so much more for candidates if given a little breathing room. There’s vast potential to address labor market mismatches more effectively.

Mutual Respect as the Key to Success

Healthy collaboration requires mutual respect. Beyond procurement departments, HR, operations, and executive leadership should have a seat at the pricing table. In the end, a strong partnership benefits not just agencies but candidates and the long-term success of your organization.

My call to action is simple: look beyond spreadsheets and short-term discounts. Partnerships are about building, not breaking down. Only together can we ensure that, even in a tight labor market, we place the right people in the right roles.

Listen is gold

Wed, 08 Jan 2025 14:49:58 GMT

Listen is Gold

January 8, 2025

LISTEN IS GOLD

Phew...

�� Imagine being a leader reading this and not realizing the harm your behavior is causing. ��

I hear it more and more in conversations with people: talented professionals leaving because leadership in their organization simply isn’t working. They feel unheard, misunderstood, and sometimes even criticized in ways that add no value.

The questions are:

1️⃣ Why are there still leaders who think shouting, reacting emotionally, or dominating increases their impact?

2️⃣ How can we break these patterns and redefine leadership?

Let me be clear: leadership isn’t about who shouts the loudest, cries the hardest, or always gets their way. It’s about connection. It’s about trust. It’s about creating an environment where people not only can thrive but want to thrive.

One of my favorite expressions is, “Friction creates polish.” As a leader, you shouldn’t fear friction or opposing voices. In fact, it’s precisely those moments when different opinions come to light that drive growth and innovation. A leader who surrounds themselves only with like-minded people stays stagnant. But if you dare to open up to different perspectives, your team becomes stronger, more diverse, and ultimately more successful.

I also see that culture plays a role. Leadership varies greatly across countries. In some cultures, authoritarian behavior is still seen as strong leadership. Followers of political figures like Trump often emulate their leader’s harsh tone and confrontational style. But should that really be our example?

Some people say, “I can’t help it, I wear my heart on my sleeve.” I actually think being open and saying what you think is a great quality. But if you find yourself in a situation where you feel emotional because you’ve lost control, feel powerless, or something’s bothering you, does that justify reacting angrily or emotionally toward colleagues? Not in my book.

If we want people to stay with us longer—and let’s be honest, we all do—the key is simple: communication. Listening, truly listening, and engaging in dialogue. Not making irrelevant comments or trying to dominate, but understanding what drives your team members and what they need to excel.

Leadership is never about a power struggle. It’s about creating

Five Reflections on Leadership & Culture

Thu, 02 Jan 2025 16:16:19 GMT

Five Reflections on Leadership & Culture 2024

What a year 2024! I am grateful for so many beautiful moments, inspiring conversations, and valuable insights I’ve gained. In my articles, columns for MT/Sprout, and interviews, I often reflected on themes essential to me: leadership, culture, and the importance of genuinely being there for one another within an organization. Today, I’m sharing five reflections based on some of my quotes from 2024 – I hope they inspire you too!

1. “Culture is not what you say, but what you do.”

We can speak eloquently about culture, but the real power lies in what we do every day. Culture thrives in the decisions we make, how we treat one another, and how we tackle challenges. It’s the daily interactions that shape culture – not words, but actions.

2. “Good leadership is daring to let go.”

Leadership isn’t just about directing but also about creating space – space for people to grow, make mistakes, and find their own paths. Trusting your team and allowing them to experiment often leads to the most valuable insights. Leaders who act as facilitators and coaches rather than just directors foster a culture of learning and development. Leadership is about setting aside your ego and trusting in the potential of your people.

3. “A compliment is free but priceless.”

In the hustle and bustle of daily work, we often overlook the impact of small gestures of appreciation. A compliment, a genuine "thank you," or pausing to acknowledge someone’s efforts can make a big difference. Leadership isn’t always about grand gestures – sometimes it’s the small things that energize people to keep going. If we want people to work with passion and joy, we must regularly let them know they are valued.

4. “The power of curiosity.”

Curiosity is crucial not only for finding new ideas but also for maintaining a healthy dynamic in leadership. Leaders who remain curious can embrace different perspectives and let go of entrenched thinking. Curious leaders focus not only on the solution but also on the questions that drive progress. When you’re curious, you encourage growth not only for yourself but also for your team.

5. “Laugh together, win together.”

Leadership isn’t just about achieving goals; it’s about the journey. Too often, we forget the importance of joy in our work. Laughing together, helping one another, and sharing both good and challenging moments lighten the load and strengthen team dynamics. Leadership should be more than efficiency and results – it’s about fostering a sense of connection, even in tough times. Because if it’s not enjoyable, you won’t sustain it!

Looking Ahead to 2025

This past year has taught me so much about leadership and culture. Everything comes down to the choices we make daily. I wish you a new year full of beautiful opportunities, valuable lessons, meaningful connections, and exciting new adventures!

Ineke

Top 100 Leaders in Staffing 2024

Fri, 06 Dec 2024 17:32:13 GMT

I am incredibly proud to be named among the 2024 Staffing 100 Europe by Staffing Industry Analysts (SIA) �� It is a privilege to be part of a community of European staffing leaders who are pushing the boundaries and shaping the future of work! A huge thank to SIA and Bullhorn Inc. for supporting this initiative, and congratulations to all the incredible professionals on this year’s list! �� Read more about the 2024 Staffing 100 Europe and the profiles of all honorees : https://lnkd.in/e8e6Uq2a https://lnkd.in/eAvG8YwP

Is it in your DNA? Corporate or start-up?

Fri, 06 Dec 2024 17:02:56 GMT

3 December 2024, 2.5 minutes – MT/Sprout

Corporate culture

It’s a question I’m often asked: “Ineke, you’re running a growing company; how do you ensure it doesn’t turn into a corporate?” It’s a fair question because the term corporate evokes a range of reactions—both positive and negative. For some, it represents the ultimate workplace: a professional, structured environment offering security, stability, and clearly mapped-out career paths. For others, it’s a maze of bureaucracy where politics and power dominate, decisions drag on, and ideas fade away quickly.

Having worked in diverse organisations—from small teams to large corporates—I’m well aware of the pitfalls. My simple answer is often: keep talking about it. Clearly articulate what you don’t want to become and what you do value, and do so sharply and consistently.

As you grow quickly and hire more specialists, more people inevitably get involved in the decision-making process. I believe it’s essential to make deliberate choices during this growth. Give experts a greater voice in their areas of expertise. Don’t clutter management or leadership agendas with topics that are too specific for large-scale discussions.

What’s fascinating is the stream of people leaving corporates to join startups—or even start their own businesses. Suddenly, they seem to embody entrepreneurship, shedding the corporate straightjacket and thriving in a small, agile environment. I often wonder: was this entrepreneurial spirit already within them? Or is it a reaction to the constraints they experienced in a large organisation?

Discontent, ambition, or power?

Some of these switchers may have been unhappy in a corporate all along. They couldn’t make an impact or realise their ideas because of all the layers and rules. For them, a startup is the perfect place to flourish. I understand this, and it’s excellent—especially for people who are innovative and creative, building exciting new businesses.

But another group intrigues me even more: those who manage to carry their corporate power into the startup setting, creating an entirely new dynamic in the process. Because startups are small, people often tolerate more. A strong vision, almost autocratic decisions, or a dominant ego can be perceived as decisiveness in this context. But is that a healthy foundation? Or are you simply building a mini-corporate in a new guise?

The culture question remains

These transitions highlight that culture—whether corporate or startup—is not just about structure. It’s about people. Their motivations don’t change just because they’re in a boardroom or a coworking space.

The real question isn’t whether you’re a corporate or a startup but what kind of culture you create and sustain. Do you give people room for creativity and entrepreneurship? Or do you inadvertently recreate the same dynamics you sought to leave behind? This requires reflection—and perhaps even the willingness to critically examine yourself.

What do you think: is it in our DNA, or is it a matter of environment?

2024 Global Power 150 women in staffing

Thu, 21 Nov 2024 18:10:49 GMT

�� Honored to be recognized for the second year in a row and now in the **2024 Global Power 150 Women in Staffing** by Staffing Industry Analysts This year, I’m one of only three women from the Netherlands on the list—a recognition I accept with great gratitude.

After 12 Years, It's Time to Replace Every Manager, Director or CEO

Mon, 18 Nov 2024 20:45:06 GMT

After 12 Years, It’s Time to Replace Every Manager, Director, or CEO

A deal is a deal, said the manager. But what if that deal was made ten years ago, and no one remembers the details? This scenario highlights why keeping your organisation fresh is vital. Long-term leadership can lead to entrenched ideas and stifled innovation.

As a leader, manager, or CEO, you must consistently evaluate whether your team members are still in the right roles. This isn’t a once-in-a-while task—it requires constant attention and reflection, especially when individuals have been in the same positions for years. Let me share a recent example that took me by surprise.

An Informal Agreement

At an organisation I work closely with, a manager made a verbal agreement with another company back in 2013 regarding a specific process. This arrangement, based on mutual trust, was never formally documented.

Fast forward more than a decade, and this old agreement resurfaced. However, none of the current contacts at the company were aware of it because all the original stakeholders had since moved on. As a result, the process unnecessarily stalled.

The world has changed dramatically in ten years. What seemed sensible then no longer fit today’s reality. Yet, the manager rigidly adhered to the principle of “a deal is a deal,” showing no flexibility or creativity.

What troubled me most wasn’t the content of the agreement itself but the fact that, over all those years, no one had challenged or reviewed the situation. This manager had been making unilateral decisions for 15 years.

Embrace Change

How do you prevent your organisation from becoming stuck in old habits? How do you ensure your team stays sharp and avoids falling into routine? The answer is simple: keep evolving.

I firmly believe it’s unhealthy for anyone—be it a manager, director, or CEO—to remain in the same role for more than 12 years, regardless of the organisation. Introducing fresh perspectives, rotating roles, or even temporarily stepping away from the company can bring renewed energy.

While there are exceptions, in most cases, a lack of turnover makes an organisation less dynamic and adaptable. Even founders and owners should consider shifting roles or handing over management responsibilities from time to time.

The Danger of Stagnation

People who stay in the same position for too long often feel like they’ve seen it all before. New ideas? They’ve already been tried. Innovations? Quickly dismissed as unworkable or previously unsuccessful. Some even become set in their ways, convinced they’re always right—a mindset that poses a real threat to your organisation.

Having served as a CEO for a decade, I was acutely aware of the risks of stagnation, ego, and limited perspectives. It’s essential to give new ideas a chance, even if they’ve failed before. Every failure provides an opportunity for improvement.

Moreover, the success of an idea isn’t always about the product or service itself—it often depends on the right person with the right drive at the right time.

The "Six-Eyes" Principle

Stepping away from a familiar role often brings fresh insights. Interim positions, for example, aren’t for everyone, but they can be incredibly refreshing. I’ve experienced this myself in my current assignment.

That said, I understand why not everyone takes this step—whether due to financial security, approaching retirement, personal comfort, ego, or power.

When leaders and employees remain in their roles for extended periods, they’re often left undisturbed. Performance reviews fade away, KPIs lose relevance, and communication becomes one-sided. “I trust you 100%; you’re the expert or senior,” is a common sentiment. While this may feel comfortable for both parties, it’s where the danger lies.

To drive progress, it’s essential to maintain clear agreements on input, output, behaviours, and contributions from colleagues and customers. Building a top-tier culture where people feel safe and valued requires listening to this input.

The Courage to Evolve

So, do you, as a leader or manager, dare to critically evaluate your role and those of others? Can you create a culture where change is the norm rather than the exception? It’s easy to cling to what has always worked, but that doesn’t mean it’s still relevant.

As leaders, we must ask ourselves: Are we encouraging enough fresh ideas and perspectives within our teams? Do we have the courage to let go of what once made us successful but is now outdated?

The future of your organisation depends on it.

Visionaire CEO's like Steve Jobs are extremely rare - and that's perfectly fine

Mon, 18 Nov 2024 20:37:38 GMT

Ineke Kooistra -column written for MTSprout

Almost twenty years ago, I was studying in Lausanne. For certain subjects, we were paired with personal coaches who closely monitored and assessed us based on our leadership style. Role plays, assessments, feedback sessions – the whole package.

One thing that stood out to me was that my leadership style didn’t fit the typical CEO mould. In fact, my strength lay (and still lies) in gathering the right people around me to achieve the best results together.

The stereotype of the visionary CEO

To my surprise, this made the coaches think. My style wasn’t what they were used to, but it was effective. This experience taught me that there are many paths to ‘good’ leadership. Why should there only be one type of CEO? Does every CEO really need to be a visionary, as the profile so often dictates?

I’ve always found it challenging to place leaders into boxes. Leadership is about setting a clear mission, and then finding someone with the right skills at that moment to fulfil it – often meaning you must define the duration in advance to ensure clarity on both sides.

What still surprises me, nearly two decades later, is that this 'visionary leadership' continues to appear in many CEO job descriptions, as if that’s the only profile every organisation should be looking for.

Effective leadership comes in many forms

But let’s be honest: the majority of CEOs I know are not those visionary types you often see in job ads. They do exist, but they are rare, and more importantly: they are not always necessary. A company often benefits more from a CEO who knows how to help others thrive, rather than one who always seeks to be the grand visionary.

As a CEO, you don’t need to be the person constantly coming up with the biggest ideas. What you do need to do is ensure you surround yourself with the right people who do. Those true visionaries within your organisation, who can drive innovation and change.

Your task is to identify these visionaries, give them the space and platform they need, and support them, ensuring they have the trust and resources to bring their ideas to life. As a CEO, you are the catalyst for their success.

The CEO as a facilitator of talent

This requires a certain type of leadership. Visionaries are often not people who fit into a rigid mould. They need the freedom to experiment, to fail, and to learn. And yes, they need to be rewarded differently.

It’s strange that we still cling to rigid reward structures where everyone is paid according to fixed scales. Why should someone who shapes the future of your company – often not someone in the executive team – earn the same as someone who ‘just’ does their job?

Visionaries deserve more responsibility, more freedom, and yes, a higher reward. You need to not only financially incentivise them but also give them the space to grow and make an impact. This is the foundation they need.

Growing and letting go

If, at some point, those visionaries decide they want to spread their wings, that’s actually a compliment to your leadership. They’ve been given the space to learn and grow, and now they want to take the next step. Encourage that!

Perhaps there will come a time when you work together again, but the fact that you helped them realise their potential and that they’ve been of great value to your company is already a huge success.

The role of a leader, therefore, is not to be the visionary, but to recognise, acknowledge, and support the visionaries within your organisation. They are not a threat, but a tremendous asset. It’s bold, it takes courage, but often, it’s best for the company.

It will also encourage others to look at both the company and you with a fresh perspective. Be the catalyst for their ideas and give them the space they deserve. Because while you may lead the company, the future of your organisation lies in the hands of these individuals. They are the ones who will push boundaries, as long as you give them the opportunity to do so.