Many metres worth of books have been written about the concept of leadership. Nevertheless the concept also remains 'elusive' in many ways. What makes someone a 'leader' and how does this translate into the daily routine of managing a business? A round table discussion with four CEOs about the certainties and dilemmas facing modern leaders. Theme 1: leader or manager?
Around the table we have Goof Hamers from Vanderlande Industries, Eddie Perdok from Kramp, Timo Hoogeboom from HAK and Bart Bakker from Royaan (see also the text boxes). Led by former NRC journalist Max Christern they discuss what leadership means to them and how they approach it in practice.
The TEDx Talk by Simon Sinek about the Why of an organisation has become a classic on the Internet in a relatively short space of time. Sinek says that companies must have a clear picture of the Why. Or: why are we in this business? Why do we actually do what we do? Sinek views determining the Why as a typical leader's task: he is the one who must define an inspiring trajectory and continue to lead accordingly. In contrast managers serve to actually implement the policy, to elaborate the What and the How. As appealing as this concept is: can leadership and management skills be viewed separately in practice? If not: does this lead to certain tensions and dilemmas? And if so: how do you achieve an effective balance of both roles?
As the most senior leader, Goof Hamers sets the ball rolling. He says that indeed, he sees himself firstly as a leader, "in the sense that I am the one who defines where we go as a business. And I assemble managers around me that ensure that we all reach the dot on the horizon together. But sometimes I also have to simply get involved as a manager, because it's all very well knowing where you want to go, but ultimately it depends on the execution, on the organisation.
To me a leader is first and foremost a doer that fulfils dreams. But then you have to have dreams and be able to formulate and above all, communicate them. The latter is essential. In all the jobs I have previously held I always quickly established: what is the strategy, what is the vision, which way must we go? And so you repeat the process for a very long time."
