Testimonials

Hans Vansweevelt

Hans Vansweevelt - BVBA Loggix
Management Consultant

'I recently participated in the Self-Leadership programme. In particular, this programme helped me get to know myself better – what my strong points are, as well as my weaknesses. Insight into yourself automatically makes you aware of the effect you have on other people, who interact with you from another frame of reference. The programme is conducted in a group setting – which has the advantage that a lot of things can be taught in the form of concrete role play, and also that the interaction with others gives an extra dimension to the subject matter. At a certain moment, we even began coaching each other. I especially remember the open atmosphere and the vulnerability with which my fellow participants shared their opinions, which made it a super-instructive experience. Ultimately, you yourself are the most fascinating toy, and during this programme you receive a large part of the operating instructions.'

Katrien Geeraerts

Katrien Geeraerts - Cochlear
Product Manager

'During the Self-Leadership programme’s 2 intensive days, you are immersed in a variety of theories that give you greater insight into your own style of thinking and interacting with others. Concrete work situations and discussions are sketched out as practical contexts – and then the majority of the programme is dedicated to applying the theories in group discussions, game situations and observations of your fellow participants.

First of all, I learned a lot about myself – this programme has really helped me gain deeper insight into my own strengths and style of interacting with others. I’ve become more aware of myself and my relations to my colleagues. Right after the programme, I noticed how this understanding immediately helps you evaluate situations and discussions better – which also increases your poise and self-confidence.

The Self-Leadership programme was an investment in myself, and it serves as the perfect starting point for my further professional development. Last but not least, I would like to call attention to the personable and interactive presentation style of the Vlerick professors – which certainly played a large part in meeting my high expectations.'

 Annemie Lauwaert

Annemie Lauwaert - OCMW Ninove
Communication Officer

'After the 2-day Self-Leadership programme, I felt enormously stronger. In addition to trying out a solid academic framework with immediate practical applications, I gained a lot of useful knowledge for improving my team’s job performance, and my own too!
I have rarely experienced a training programme as complete and useful as this one − I recommend it highly. In addition, the interaction with the other participants from a wide variety of viewpoints is more than enriching in itself. A bonus that’s added for free!
If all managers and team leaders would follow this programme, we’d have a greatly expanded satisfied employee-employer network in no time. Let the economy grow! We’re ready!'

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Vlerick expertise in People Management & Leadership

  1. Farewell, omniscient leader - from egocentric to ecocentric

    A leader is charismatic and visionary: this CEO cult no longer fits in with today’s complex dynamics. Research has shown that modern leaders are successful if they adopt modest, vulnerable attitudes, asking people around them for feedback to achieve widespread support.
  2. Six Batteries of Change

    In today’s fast-paced, uncertain world, organisations need to adapt quickly to survive. But change doesn’t always happen easily. And many change programmes don’t deliver the expected results. There are various models that set out a process or series of steps to follow to achieve successful change. But change is increasingly continuous – and in today’s change programmes, it’s hard to identify a start and end point. Which means seeing change as a purely top-down, sequential process can be dangerous. This is why we’ve taken a different approach. The starting point of our change model is that effective change is all about managing energy. Each organisation has a level of energy – and when you generate enough energy, you can use it to make lasting change happen. But if your energy reserves are running low, your change efforts will quickly fizzle out.
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