gelukkig veranderen
De wereld om je heen verandert voortdurend en in hoog tempo. En jij verandert mee. Dat gaat je over het algemeen goed af. Maar ondanks je aanpassingsvermogen lukt het je niet om in alle omstandigheden het beste uit jezelf te halen. Zo kun je je in sommige situaties zo ongemakkelijk voelen. Of met een bepaald type collega altijd problemen hebben.
Toch kun je ook die situaties en relaties veranderen door je aan te passen. Door vanuit een ander perspectief te kijken kun je momenten van frustratie of onmacht veranderen in situaties waarin jij je helemaal op je gemak voelt.
SUCCESSFUL CHANGE
To be successful tomorrow, change is needed today. An organisation's adaptability has become a good predictor of success.
Adaptability is largely determined by the willingness of the people in the organisation to change. And that's never a given. No matter how promising the proposed change is, for people in the organisation, the step towards the new and challenging also means letting go of the old and familiar.
SUCCESSFUL CHANGE
To be successful tomorrow, change is needed today.
An organisation's adaptability has become a good predictor of success.
Adaptability is largely determined by the willingness of the people in the organisation to change. And that's never a given. No matter how promising the proposed change is, for people in the organisation, the step towards the new and challenging also means letting go of the old and familiar.
An appointment. A board change. It's an important moment for any organization and an impactful event for the management team, but one that shouldn’t unduly affect the daily course of business. 'Business as usual' is good for everyone.
With good succession planning, organisations usually succeed in making this transition almost without a hitch. But when an appointment is made within a family business, there are other forces at play. Forces that are more difficult to 'plan' for.
What's the response in informal family circles to the formal appointment within the company? How do 'family' and 'company' maintain a healthy distance?
And how is the new director 'just family' one moment and 'responsible for it all' the next?
Because we are intimately familiar with the unique dynamics of family businesses, we are well placed to guide the next generation in their new role as they grow. We can show them how to effectively combine leadership and healthy family relationships. And how a hierarchical role within the company can automatically translate into an equal relationship within the family.
Only when the role of director and the role of family member are in harmony with each other is the way clear for success at both the board table and kitchen table.
FAMILY CONFIDANT
An appointment or board change: it's an important moment for any organisation. With good succession planning, organisations usually succeed in making this transition almost without a hitch.
When an appointment is made in a family business, there are forces involved that aren't as easy to integrate into a plan. What does the informal family response to the formal company appointment look like?
Because we know the unique dynamics of family businesses from the inside out, we are well placed to help guide the next generation in their new role as they grow. We can show you how a hierarchical role within the company can automatically translate into an equal relationship within the family.
Only when the role of director and the role of family member are in harmony with each other is the way clear for success at both the board table and kitchen table.
MANAGEMENT COUNSEL
During a reorganisation, as you follow your change trajectory, the process side is typically clearly outlined. The employee's role is often taken for granted.
But not every employee sees a transformation process as 'business as usual'.
Failing to recognise this can delay the process, which can have consequences for business goals and employee satisfaction.
We can help you successfully roll out the change processes in your organisation by maintaining a careful focus on how the transformation process is unfolding on the work floor. We'll teach you how to recognise people's willingness to change and how to maximise it.
By paying attention to both the 'hard' process and the 'soft' employee engagement
indicators, you can guarantee maximum change success within the set timeframe.
FAMILY CONFIDANT
An appointment or board change: it's an important moment for any organisation. With good succession planning, organisations usually succeed in making this transition almost without a hitch.
When an appointment is made in a family business, there are forces involved that aren't as easy to integrate into a plan. What does the informal family response to the formal company appointment look like?
Because we know the unique dynamics of family businesses from the inside out, we are well placed to help guide the next generation in their new role as they grow. We can show you how a hierarchical role within the company can automatically translate into an equal relationship within the family.
Only when the role of director and the role of family member are in harmony with each other is the way clear for success at both the board table and kitchen table.
MANAGEMENT COUNSEL
During a reorganisation, as you follow your change trajectory, the process side is typically clearly outlined. The employee's role is often taken for granted. But not every employee sees a transformation process as 'business as usual'.
Failing to recognise this can delay the process, which can have consequences for business goals and employee satisfaction.
We can help you successfully roll out the change processes in your organisation by maintaining a careful focus on how the transformation process is unfolding on the work floor. We'll teach you how to recognise people's willingness to change and how to maximise it.
By paying attention to both the 'hard' process
and the 'soft' employee engagement indicators, you can ensure a more successful outcome to your change programme.
For management, a reorganisation is 'on-top-of' everything else. The business continues as the change is implemented. As a result, attention is often automatically focused on the day-to-day activities, the core work that the manager knows well and where their direction leads directly to results.
Things are different in a transformation process. The goal is clear, but the unpredictable response from employees makes it difficult to direct the organisation towards success. And when employees are not 'on board', delays and declining performance loom.
The change that was supposed to lead to better results seems to get in the way of achieving those results.
We can help you successfully roll out change processes in your organisation by helping you look at people's willingness to change. We teach you how to recognise that willingness and what you can do to maximise it.
By paying attention to both the 'hard' process and the 'soft' employee engagement indicators, you can ensure a more successful outcome to your change programme.
COACHEN VANUIT HET HART
Linda Wes grew up in Twente. Her childhood was largely dominated by the international family business she was raised in. As a result, she witnessed for herself the unique dynamics between family members who, privately, are on equal footing, but have a hierarchical professional relationship. Wes: "The moment at which you become formally involved in the company is very unique. Suddenly, you have a different perspective on people you've known all your life. And they're looking at you differently, too. That different view of your family, that different way of dealing with your family, is really something you have to grow into before you really feel comfortable with it".
Wes has held management roles at several companies. In those positions, she saw how promising change processes often achieved only partial success, because management and executives weren't properly aligned.
Wes: "That's really such a shame! A new direction, a different approach, and everything is so well thought out. It's such a shame for all of that to end with the rollout. Not because the idea is bad, but because employees don't have any sense 'ownership' in that change. Involving employees early, creating support: in a transformation process, these often aren't points of focus. And then change becomes difficult to implement".
CHANGE COMPANION
Linda Wes, the founder of Times C, draws on her experience as an executive in her role as a coach.
Linda Wes grew up in Twente. Her childhood was dominated by the family business she was raised in. That means she's familiar with the unique dynamics between family members who, privately, are on equal footing, but have a hierarchical professional relationship.
Wes: "The business relationship with your family is really something you have to grow into. As a coach, I'm guiding the next generation of family executives in that process."
She has held management roles at several companies. In those positions, she saw how promising change processes often achieved only partial success, because management and executives weren't properly aligned.
As a coach, she coaches the managers who are responsible for such change projects. Wes: "In the hectic, often drastic, change process, people often risk being forgotten. And that has major consequences. I help managers to avoid that pitfall".
CHANGE COMPANION
Linda Wes, the founder of Times C, draws on her experience as an executive in her role as a coach.
Linda Wes grew up in Twente. Her childhood was dominated by the family business she was raised in. That means she's familiar with the unique dynamics between family members who, privately, are on equal footing, but have a hierarchical professional relationship.
Wes: "The business relationship with your family is really something you have to grow into. As a coach, I'm guiding the next generation of family executives in that process."
She has held management roles at several companies. In those positions, she saw how promising change processes often achieved only partial success, because management and executives weren't properly aligned.
As a coach, she coaches the managers who are responsible for such change projects. Wes: "In the hectic, often drastic, change process, people often risk being forgotten. And that has major consequences. I help managers to avoid that pitfall".
CONTACT
Are you planning a change and interested in how we can support you?
Please get in touch. We would be happy to schedule an appointment to discuss
the possibilities with you.
Call
We can be reached at
+31 (0)6 200 17 355
Send a message to
Linda@TimesC.nl
Stop by
Our office is located at
Industrieweg 38B
2254 AE VOORSCHOTEN
CONTACT
Are you planning a change and interested in how we
can support you?
Please get in touch.
We would be happy to schedule an appointment to discuss the possibilities with you.
Call
We can be reached at
+31 (0)6 200 17 355
Send a message to
Linda@TimesC.nl
Stop by
Our office is located at
Industrieweg 38B
2254 AE VOORSCHOTEN
CONTACT
Are you planning a change and interested in how we can support you?
Please get in touch.
We would be happy to schedule an appointment to discuss the possibilities with you.
Call
We can be reached at
+31 (0)6 200 17 355
Send a message to
Linda@TimesC.nl
Stop by
Our office is located at
Industrieweg 38B
2254 AE VOORSCHOTEN
CONTACT
Times C
Industrieweg 38b
2254 AE Voorschoten
+31 (0)6 200 17 355
Linda@TimesC.nl
OTHER
Times C is a trade name of
Wes te Wind B.V.
with its registered office in Wassenaar
KvK: 54133866
VAT: NL 861305656B01
IBAN: NL 05 INGB0006 6144 57
CONTACT
Times C
Industrieweg 38b
2254 AE Voorschoten
31(0) 620017 355
Linda@TimesC.nl
OTHER
Times C is a trade name of
Westewind B.V.
with its registered office in Wassenaar
KvK: 54133866
VAT: NL 861305656B01
IBAN: NL 05 INGB0006 6144 57
CONTACT
Times C
Industrieweg 38b
2254 AE Voorschoten
31(0) 620017 355
Linda@TimesC.nl
OTHER
Times C is a trade name of
Westewind B.V.
with its registered office in Wassenaar
KvK: 54133866
VAT: NL 861305656B01
IBAN: NL 05 INGB0006 6144 57
