When the chips are down

A large business association in the Arhem region asked me to speak about culture change in companies.
"Perhaps you could then also say something about the conditions for successful change?" one of the organizers asked.
How many hours do I have, I thought and laughed. I had to make do with 1 hour including plenty of room for questions. It turned out to be a very interesting evening. Two very inspiring speakers for me. A packed auditorium in an old movie theater. When it was my turn, I did feel some tension.
'Under tension and pressure, new forms emerge,' one of my aunts once said. And she should know as co-owner of a large trading house. It turned out to be a very interactive session. And indeed, the questions and discussions went in many directions. Among other things about leadership and "walk the talk." New insights emerged for me as well. On my way home, just before leaving the room, I was approached by one of the attendees.

'May I ask a few more questions....

...I know you're on your way home and it's a little late, but still. I am Jaco de Beer and people know me and our company well here. It's a bit sensitive, which is why I prefer to ask the question one-on-one.'
Good intro to generate interest, I thought.
'Of course Jaco. Fire away and let's take a seat on this couch here,' I suggested.
No sooner said than done. 'I took over my father's family business three years ago,' he says.
'By yourself?' I ask when I hear the turnover.
'No.' I started talking to banks first and eventually we ended up with a private equity firm. We agreed on a construction where we as a family retain 70% of the shares. Very nice in itself and now we can really internationalize. That is the goal of the PE house and of us.'

Our culture

'Us? Yours or the family's?" I ask.
'Yes, there's the crux of it. I'll get back to it,' says Jaco: 'My father always said we were straightforward with an open culture. Honest to all family members. No political games are played with us. And that's true. I've never experienced it otherwise. At least - now in a softer tone - until two months ago when I put this internationalization on the agenda for a shareholders' meeting. I was whispered to from all sides that a certain group wanted internationalization, but not now and certainly not in the way proposed. These opponents are very influential and I preferred to discuss it openly. I was advised not to do so because it would be tuned out.'
At that point we are interrupted by security who wants to close.
'Politics comes into play in many cultures when it matters. I know that from experience.'
'Good to hear that you know what it's about. Can we make an appointment to go into it a little deeper?'
'Sure, just give me a call tomorrow and we'll make an appointment.'

Bounce & Steer in Brief

'Bounce & Steer is an approach developed by Jan Hein Bax himself. Leaders know in most cases where they want to go strategically with their organization. Yet they often run into something. Day-to-day operational matters generally run smoothly. What is missing, however, is the tactical part. The part that ensures that the strategy is translated into clear choices and targeted actions to achieve the strategic goals.

Based on my Bounce & Steer methodology, I ensure movement in the right direction. Are we going to implement the very things that will ensure progress and growth. Are you an owner, CEO or shareholder and do you recognize these issues? Contact me when it matters.