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  1. Networking is hard-working, but… rewarding

    Date:
    Category: Opinions

    Modest leaders are more appreciated, but modesty is no excuse not to work on your network. The networking approach of successful leaders is founded on ‘giving’ rather than ‘taking’ or ‘matching’. They think about the challenges in their network and how their knowledge, tools or competences can help others deal with these challenges. Successful networkers also have a wide, varied yet sufficiently connected and far-reaching network. And finally, never lose sight of the ‘what’ – the common ground with your network. Apart from a personal network, you also need a functional and strategic network.

  2. Connect first, then lead

    Date:
    Category: Opinions

    The dimensions warmth and competence determine 90% of our impressions of the people around us. If you want to create a sense of trust you need both. Employees also apply these criteria to their managers. Leaders we see as competent but not very warm are often feared and envied. On the other hand, leaders who are considered warm but less competent often evoke pity and a lack of respect. Since it’s all a matter of perception, it is your duty as a leader to change that perception if you need to do so to create a more trusting relationship with your staff. Professor Karlien Vanderheyden show you how you can do that.

  3. How leaders can deal with burnout

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    Category: Opinions

    As a leader, it is not only very important to be able to detect the symptoms of burnout in your employees in time, but it is also equally important to know how to deal with stress yourself.

  4. Leadership in different cultures: does one size fit all?

    Date:
    Category: Opinions

    If you want to be an effective leader within different cultures you need three important skills. How do you make decisions in a multicultural environment? What is the best way to communicate within a multicultural team? And how do you ensure, as a leader, that your feedback is accepted by all the different employees?

  5. ‘We are evolving towards a new balance’

    Date:
    Category: Opinions

    Professor Peter De Prins compares change processes with toy cars. ‘If you remove one of the batteries, the car won't work anymore.’ Organisations have no fewer than six batteries that have to be fully charged in order to keep up with change.

  6. Why leaders should stimulate a growth mindset

    Date:
    Category: Opinions

    Your mindset has a extremely large impact on your own behaviour, but also on the behaviour of your employees and thus on the success of your company. So do not hide behind your safe leadership position as a leader, but help your employees develop a growth mindset. Opinion by Professor Katleen De Stobbeleir on the importance of a growth mindset.

  7. Leadership and big data: friend or foe?

    Date:
    Category: Opinions

    There's no avoiding it: big data can have a huge impact on your business. What are the challenges and pitfalls of big data for your leadership?

  8. Why it makes sense to keep a diary

    Date:
    Category: Opinions

    How valuable are emotions for a leader? And do you need them in times of digital transformation? Opinion piece by Professor Katleen De Stobbeleir on the importance of emotional agility for leaders.

  9. “Compromises tend to be unsustainable”

    Date:
    Category: Opinions

    Good CFOs will transcend the bounds of their remit and look beyond the financial horizon. True mastery of their profession requires more than just an open mind: these days a new skill set is required as well. What does a CFO need to operate in the modern business world? Interview with professor Katia Tieleman on the importance of negotiation for CFOs.

  10. An introvert and a leader: a feasible combination?

    Date:
    Category: Opinions

    What qualities does an effective leader need? The image people have of these qualities often appears to be based on certain assumptions. A lot of people believe that a good leader needs to be extrovert to be able to inspire, influence and generate enthusiasm in a group. Introverted leaders on the other hand are considered to be not visible enough, not sufficiently able to inspire enthusiasm and not proactive enough. But is that negative image of the introverted leader actually justified?

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