Early in my career I read Level 5 Leadership, a refreshing book by Jim Collins. And although a few years have passed since then, I still see many organisations that could benefit from more authentic leadership. Many leaders still believe it is a contradiction to be authoritative and goal-oriented, while also being modest and managing their ego. But that contradiction is only apparent, a paradox: those who master this art are able to significantly improve their collaboration with others and operate far more successfully as individuals, in teams, and as organisations.

I often work for clients who have the ambition to deliver organisational change, but they are not always sure where to start or how to get other people on board. My experience is that two things are required to make change work: first, a strong strategic plan, and second, a culture of psychological safety and clear expectations. What makes change management so difficult is that it requires expertise both in the strategic, 'business' side, as well as in culture and relational skills. In my work with The Human Effect, I aim to put this insight into practice.

Over the course of my career, I worked as an organisational consultant, coach, manager, supervisor and board member. That wide range of experiences allows me to stand side by side with people as well as rising above the issues. I am able to disentangle complex substantive questions and translate strategy to concrete actions; and at the same time, I work with clients to build a culture of responsibility, collaboration, open curiosity and inclusive decision-making. That way, I help the organisation realise its ambitions while also empowering the people who work for it to reach their personal and professional goals.