How leaders grow talent

managing people
meeting aspirations
Newsletter CPM – October 2012
CPM Insights 07
In this newsletter: Leadership and development
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Introduction by Christine Van Velthoven: How leaders grow talent
Effective leadership programmes
This leader is rector
Interselect assists Saint-Gobain with Talent Programme
Training with a strategic challenge: turning a department into a partner
Reading tip: ‘Beyonders. Transcending average leadership’
Reading tip: ‘The five dysfunctions of a team'
How leaders grow talent
Leaders are like gardeners: they create the best possible habitat for their ‘plants’
that will hopefully develop further, which in the end will help the garden grow.
We have a pretty good idea of our own
talents, of what we are good at. Sometimes,
however, this knowledge has become a bit
blurred. Because we have been comparing
ourselves too much with others, because we
were trying to be good at something more
appealing, because we simply went along with
the ‘flow’ ... True leaders polish the mirror and
hold it up to their ‘plants’: look at all these
buds waiting to bloom.
Orchid seed has to know that it has
everything it needs to become an orchid,
because that knowledge will determine what
is needed to reach full bloom. What is good
for ivy will not always be beneficial to orchids.
Every seed deserves the best soil. Some
seeds will bloom more easily than others.
Some stand out, others are more discrete,
which does not mean they are less valuable.
Every talent deserves this first care if we are
interested in seeing it reach its full potential.
Some gardeners live by the principle: we sow
and we will see what happens. If nothing
grows, we will sow something else. But there
are others who invest: they sort the seeds,
optimise the climate, check temperature and
moist levels every day. The more delicate the
plant, the more effort the gardener tends to
put in.
But before anything else, the gardener
should decide what kind of garden he wants:
a Japanese Zen garden, an English landscape
garden or maybe a vegetable garden? Every
strategy asks for different plants, for
different talent.
Your company as a beautiful garden and CPM
as your garden guide, you probably had not
looked at it like that before. Dear leaders, we
invite you to stroll around our newsletter and
discover your green thumb …
Christine Van Velthoven
Managing Director
CPM Insights - October 2012 - page 01
Effective leadership programmes
With so many available textbooks, guides and insights about leadership, good leadership
must come down to practising what you have read. Wrong. Many companies are not getting
sufficient returns despite major investments and well-articulated opinions about leadership.
They have to turn to the market hoping to find what their leadership programmes could
not provide. Why? The reason is a number of nasty misconceptions. Misconceptions that
are nonetheless easy to clear up.
Within a company there is not one single
person responsible for 'breeding' good
leadership. Developing and implementing
good leadership is a shared responsibility of
different position holders at different levels
in the company. In other words, leadership
should be part of a vision, and this vision
should be integrated throughout the whole
organisation. Stimulating leadership is not
the same as launching random initiatives,
but should be rooted in the organisation’s
objectives and mission. Few companies
consider the breeding of true leaders as a real
part of the corporate culture, as something
that will support the strategy. When this is the
case, as in many companies, the investment
in talent may get lost in favour of politics and
personal preferences.
At one point, IBM introduced the 'five-minute
drill': every executive had to be able to name
at least one of their team members with
distinct leadership qualities.
CPM Insights - October 2012 - page 02
Tracking down, developing and maintaining
leadership capacities should be the
company’s second nature. There has to be
a continued interest in talent. Not only from
the CEO or the HR Manager, not only from
management in general. It should be present in
every single person, at every single level. Everyone
should be constantly on the lookout for this kind
of talent. And even each individual employee
should be stimulated to take his own talents,
and with that his career, to the next level.
CPM programmes are always in line
with the organisation’s strategic vision.
Throughout a training course on specific
individual or team competencies, there is
also room for practical sessions relating
to the company goals. In addition to
this, our programmes are always tailormade and designed in collaboration
with the different stakeholders, ranging
from senior management and HR to
departmental or functional executives.
A leadership programme is not a goal in
itself. The leadership programme should
lead to more than just another nice graph.
Unfortunately, leadership programmes are often
the result of fashion trends. Today is all about
time management, tomorrow communication
rules the day. There are numerous useful books
about leadership. There is nothing wrong
with the quality of these books, nor with their
authors or the research that went into them.
The problem lies with the mismatch between
theory and practice. As is the case with that
other trendy term ‘strategy’, theory is only the
tip of the iceberg.
Some companies are convinced that they
have fulfilled their duty when they provide
the obligatory hours of training or coaching,
and then simply return to business as usual.
Companies that plan leadership somewhere
between 3 and 6 in the afternoon, that
think they know everything there is to know
because they have read the latest book, that
report with pride that this year that number
of employees have undergone training, these
companies should not be surprised that the
stock of people with leadership qualities
is drying up. It is not the quantity but the
quality that counts. And the continued
and consistent implementation. A pro
forma leadership programme can do even
more harm than good, resulting in random,
disconnected and often inconsistent messages
the employees get to digest. And, in the
worst case, they are left to their own devices.
Initiatives like these will only increase cynicism
among employees.
The CEO of an American company had this to
say about the issue of leadership programmes:
“Each year we spend $120 million on this stuff,
and if we stopped now, we would not even
notice the difference.”
How to measure the success of leadership
development, what is the accountability? The
critical question we need to ask the leadership
programme is: is it easier now to spot the
people within our company that will help
take the company forward? If a leadership
programme is implemented successfully,
the company should have become better
at spotting talent among its own ranks.
Unfortunately, this is often forgotten and the
effectiveness of the training is measured by
counting the hours of training, the number of
staff that was trained and the cost efficiency.
When leadership programmes set out these
types of objectives, they will not necessarily
result in successful leadership development.
Participants tend to see right through these
false intentions. And if they are not convinced
of the added value, they will not ever put
what they have learnt into practice.
CPM’s training programmes are often
specifically designed to provide the
participant with a personal development
plan. That way, the training programme
will get an internal follow-up within the
company and the ‘end behaviour’ will be
measurable and visible in the work place.
Leadership development can solve certain
problems within the organisation. As said
before, CPM tries to keep the development
of leaders aligned with the company goals
and the possible improvements in the dayto-day operations. The assessment of the
effectiveness of the training programme
should be measured by the degree in which
the initial problems have progressed, even
if this seems impossible to measure. When,
for example, there is insufficient crossfunctional collaboration, we have to develop
the competencies and talent of the people
involved in order to change this. The success is
measured afterwards by examining if there is
progress in projects and activities that are by
definition cross-functional.
Leadership is all about behaviour. Which
behaviour will generate successful leadership
is strongly dependent on the organisation
and the economic and social context the
organisation operates in. What works in
one situation may be counter-productive
in another. Behaviour also has a strong
time component: the success of a leader’s
behaviour only becomes visible after a period
of time and a change in behaviour is a process
that is not completed after a one-day training.
Leadership programmes: tailor-made – longterm – strategy-aligned.
This
leader is
rector
Leading the way
When people are asked what makes
someone a good leader, they tend to stare
off into the distance before coming up
with a vague answer like "You either have
it, or you don’t” or “When it‘s in there
somewhere, it will eventually come out." At
least we agree on one thing: we recognise a
leader when we meet one, even when it is
generally accepted that there are different
types of leaders. Our quest for some kind
of common denominator finally resulted in
this list of characteristic leadership features:
will power, conviction, authenticity, a good
judge of character, enthusiasm. For some, the
following should also be included: (a level
of) dominance, having vision (or at least
recognise it in others), patience (in the sense
of ‘willing to invest’). Specific training courses
that cover all of these qualities will be hard
to find.
Van Cauwenberge. And what about quality?
"That is a constant concern. One way to
protect the quality is to avoid fragmentation.
A nice example is our strategic policy with
respect to research: each university has its
own research focus. Good co-operation
is also of great importance. Co-operation
between national and international
universities, but also with companies."
We wondered what a ‘CEO’ of one of the
largest companies in Flanders would have to
say about leadership. Why not ask Paul Van
Cauwenberge, rector (vice-chancellor) of
Ghent University? Not only an experienced
leader himself, but also head of an institute
that is constantly training future ‘leaders’,
which makes him the perfect guest to offer
us a ‘double-sided’ view on leadership.
Apparently, respect is also essential, bearing
in mind that the rector started out as a
research assistant. Professor, dean, rector ... he
has followed all the steps, just as the rectors
preceding him did. Obviously, this makes it
easier to empathise with the staff, and it is a
good way to facilitate mutual trust. In other
words, leadership is something you develop
by doing it, by recognising and seizing
opportunities to stretch your own talents
and skills.
Mr Van Cauwenberge’s presentation on ‘his’
UGhent showed many coloured bars and
columns, all following the same rising trend:
the number of students, the amount of
publications by professors, the percentage
of secondary school students choosing
UGhent, etc. Ghent University has done
nothing but grow over the last 30 years.
How do you cope with this kind of
continuing growth?
There is the issue of quantity. "Fortunately,
the subsidies we receive have increased along
with the number of students", says rector
So much for the organisation, the
structure ... but why does the university
prosper under the leadership of Paul Van
Cauwenberge? What makes him the leader
that he is?
"It always comes down to individuals and
personalities. A leader has to be able to
listen, to delegate to the most effective level,
but also to make decisions when necessary.
Empathy for employees and colleagues is of
paramount importance."
Rectors (and deans) are elected internally.
Is there no profile-based selection at all?
Paul Van Cauwenberge: "No, there is
no strict competency-based selection.
Rectors are elected by the members of
the faculty boards with a two-thirds
majority. These boards consist for the most
part of professors, but also of assistants,
administrative and technical staff and
student representatives. It is a democratic
model, completely different from for instance
the Netherlands, where a small, non-elected
CPM Insights - October 2012 - page 03
level of chauvinism, especially not in East
Flanders. I am convinced that there are many
more successful UGhent alumni than we
might suspect. In fact, we generally have
what it takes: we are good diplomats, are
‘human’ and we speak different languages
– all of them qualities that are generally
appreciated in leaders."
I can see how languages fit into this, but
are diplomacy or empathy really relevant
to this academic context?
Paul Van Cauwenberge: "Of course they are,
as they are to any other company. Keep in
mind that academic employees are typically
very highly trained and will need more than
just fine words. Five years ago we introduced
the ‘Doctoral Schools’, offering support
to PhD students relating to their research
subject, but also to their communication
and presentation skills. In our growth plan
for the coming years we have also included a
‘leadership’ action plan."
committee decides. Does our system work?
I think it does. The rector candidates know
the institution very well and have had the
time to show what they are made of."
And what is rector Van Cauwenberge
made of?
The rector lists a few characteristics, which he
knows are part of the type of rector he wants
to be: "Being able to listen, but also acting
on what you have heard. Self-knowledge
and being aware of your own shortcomings
is also crucial. You have to leave space for
other people’s talents and creativity. And
you should acknowledge that rectors also
have expiry dates. When the routine sets in,
when there is a lack of new ideas, you need
to step down. In all circumstances it is best
to remain true to yourself and surround
yourself with the right people. You have to
be able to put your own needs to the side:
it is not about you, you just have a role to
fulfil. An absolute no-no for me is abuse of
power, that is simply unacceptable. And the
fact that I’m not a moody person is probably
a welcome bonus for the people I work with."
CPM Insights - October 2012 - page 04
People and personality, it always seems to
come down to these two. In addition to
the colourful graphs, we also noticed a slide
about the UGhent growth plan during Mr
Van Cauwenberge’s presentation. No graphs
on this slide, only a vision statement: ‘A
creative community for a changing world’.
‘Community’, which means so much more
than for instance ‘scientist’. Only a fifth of
those who take a doctor’s degree remain in
the academic world. The other four fifths
step into the world, as experts in their
fields. The academic world is not an island
and that is why scientists too need other
competencies apart from their expertise.
When we ask him about the number of
graduates who have moved on into national
or international leadership roles, rector
Van Cauwenberge says: "We don’t have any
statistics on this. However, this does not
mean that we are not doing well. Successful
Flemish/Belgians often forget (to point out)
where they came from, which makes them
invisible on the radar of leaders ‘made in
Ughent’. We apparently do not have that
‘A creative community for a changing world’,
that is what UGhent aspires to be. The
constant and rapidly changing world needs
leaders who will help decide where we want
to take this planet and its people. With
respect for facts, and people.
Ghent University, some facts and figures:
• Since 1817, which means older than Belgium
• 1930: first Dutch-speaking university (taking
the place of Latin and French)
• 3 functions: education, research and service
• 37,000 students
• 7,100 staff (+ another 6,000 in the Ghent
University Hospital)
• 130 departments, 11 faculties
• Through the foundation AUGent
(Association University Ghent) joined forces
with Hogeschool Gent, Arteveldehogeschool
and Hogeschool West-Vlaanderen
HR news from the Netherlands
Interselect assists Saint-Gobain with Talent Programme
What does Saint-Gobain invest in
and why?
Saint-Gobain Distribution is a
multinational corporation with five
business units based in the Netherlands
specialising in the distribution of
building materials. As we all know,
the industry is still under pressure.
Nevertheless, Saint-Gobain keeps
investing in the development of its
employees. Interselect was asked to
provide assistance.
Interselect is CPM’s Dutch partner
within ACE, Assessment Circle Europe.
ACE is a network of organisations
in Europe and beyond that are
involved in talent and organisational
development. The ACE partners
share quality standards, knowledge,
experience and methodologies,
thus enabling successful exchanges
of international projects related to
assessment, coaching, training and
leadership development.
Saint-Gobain is committed to the personal
development of its employees. With that
investment, they aim to get their staff more
involved in the company, to keep them
interested and stimulate career growth
opportunities.
What was Interselect’s role?
In 2011 Interselect conducted a Talent
Programme for 43 Saint-Gobain employees
who were either in a managerial role or
a professional staff position and had the
potential to grow to a more senior position.
During this programme, which ran over one
year, the participants regularly met to share
knowledge and insights. The programme
was made up of assessment, training and
coaching sessions.
What are the results?
During the Talent Programme it became
obvious that the employees of the five different
business units mixed well. This was further
enhanced by having them work in ‘mixed
groups’, which in turn led to the creation of a
network, which is still used today. People started
to share knowledge, insights and experiences –
the famous synergy story – which the different
business units still benefit from.
Furthermore, the participants took their
assignments very seriously and started to
make recommendations for improving the
organisation. They came up with short-term
actions (‘low-hanging fruit’), but also had longterm ideas. The participants also gained more
self-insight through the programme, allowing
them to perform more effectively in their role.
Some were even granted a new position within
the company as a result.
The feedback of Rian Mourik,
HR Director of Saint Gobain
When asked about her EXPERIENCE with
regard to the Talent Programme, Rian Mourik,
HR Director of Saint-Gobain, mentions two
positive outcomes:
• Increased insight in the effectiveness of own
behaviour
• Improvement of the participants’ style
flexibility
What would HR Director Mourik advise other
organisations during a similar process? These
are her TIPS.
• The programme should be carefully thoughtout and well organised within the company.
Treat the external party as a sparring partner.
• Attention to communication is a must! This
does not only apply to communication with
the external partner. Explain in great detail
how people get selected for this programme
and who has the final say. Within the
business units it was clear how many
employees could be nominated. The final
decision was with the CEO and HR.
• Remember that a Talent Programme does
not immediately bring about a change in
behaviour. There have to be opportunities to
put new insights into practice. And revision
days are necessary to transform this new
behaviour into a second nature.
• Make sure there is a good mix. This will
help to ensure collaboration, to establish
networks and will even optimise the overall
performance of the company.
Again in 2012 Interselect supports SaintGobain in organising a Talent Programme,
albeit with fewer participants this time. This is
not only fuelled by financial concerns, SaintGobain is also hoping to guard the exclusive
character of this Talent Programme!
CPM Insights - October 2012 - page 05
Personnel & Organisation FPS Health, Food Chain Safety and Environment
Training with a strategic challenge:
turning a department into a partner
The Personnel & Organisation (P&O)
department of the Federal Public
Service Health, Food Chain Safety and
Environment (FPS Public Health) plays a
vital role in what the FPS Public Health wants
to achieve. Its tasks include finding the right
people (recruitment) and increasing their
commitment by offering them opportunities
to develop their competencies and talents
(training). The department also tries to
optimise structures and processes and
align them with the goals, in order to keep
the organisation flexible and ready for any
possible change. In other words, P&O is an
important business partner, the management
does not need any more convincing on that.
However, to get your employees to carry
the load as a team every day is a completely
different story.
The P&O department is led by Peter
Samyn: "Until a few years ago, the P&O
department spent a significant amount of
energy on the administration and monitoring
of HR processes, just like any other classic
The leader’s vision
Believe in the feasibility of implementing
the vision
Think
Have a rational understanding of the new
vision’s added value
Do
Have the competencies to put the vision
into practice on a day-to-day basis
Vision in practice
CPM Insights - October 2012 - page 06
Employees
Feel
HR department. Our internal customers can
call upon our team’s HR expertise. Usually we
receive a call from one or other subdivision
of the FPS Public Health, because they have
some kind of HR-related problem, ranging from
work climate issues, to structure or occupancy
problems ... anything. Our department listens,
takes notes and probably will send them a
form, maybe even organise a training, and that
is that. That is ‘providing service’, and that will
always remain part of our job. But we wanted
to take it a step further, to evolve towards a real
partnership. That is why we wanted to do more
than just listen, we had our own questions, we
wanted to become more proactive, suggest
ideas, confer … That is why we organised a
management seminar to tackle this. We agreed
that we could be of so much more value."
From vision to daily habit
The fact that the management team has a
clear objective is a good thing, but not good
enough. The real challenge is in making this
goal crystal-clear to each and every team
member, saying ‘look, this is what we’re
going for’. This will help to get the most out
of every team member in order to realise
this goal. However, there is often a gap
between the people involved and the goal
that was presented to them. Often enough
the failure of success is the result of a sense
of uneasiness: the team is not familiar with
the objective. The goal remains alien to
them, because they cannot see how they
could possibly get there. They lack the skills
or think they lack them and they will simply
avoid the goal. They will look in the opposite
direction and be sure to continue what they
were doing (comfort behaviour). You need
to manage change. Building trust with all
people involved is an essential part of ‘change
management’, people need to believe in the
successful realisation of the change. "When
people are given the chance to discover and
develop their skills, their confidence will grow
automatically: ‘I can do this’. Then they will
embrace the change, which in turn will inspire
them with new energy and motivation. A good
specific training course is often the first step in
putting a new vision into practice." And that is
exactly where CPM stepped in.
The training programme turning service
providers into partners
In collaboration with OFO, the Training
Institute of the Belgian Federal Government,
CPM created a training programme designed
to get the whole team behind this idea of an
HR partnership, turning the P&O employees
from service providers into real business
partners.
Now, in September 2012, the programme has
reached its conclusion. Sofie Martens, Head
of the FPS’s Talent Department, sums up
the ingredients that made this project
successful:
Inside information of the trainers
Speaking of partners, that is exactly what
CPM is to the FPS Public Health. The
CPM trainers know the ins and outs of this
fairly complex organisation and have a good
grasp of its sensitivities. This enables them
to include practical realistic examples in the
training, which makes the theory so much
more concrete.
Self-directed training
The programme started off with a clear
description of its goal and how to get there.
This ‘kick-off’ session was meant to inform
the team and to get them on board. This gave
each participant the tools to decide how
they could benefit from this fairly intensive
training programme. He/she also knew that
the specific content of the programme
would be further shaped by the participants
themselves. In short, a sense of ownership
about the programme was created.
Step 1
Kick-off
Step 2
Intake
Measurable from intake to output
The subsequent individual ‘intake sessions’
were aimed at identifying the learning goals
and tailoring them to the actual specific
needs. During a simulation (role play), the
participants were confronted with a typical
‘service-related question’, which was taped on
video and discussed afterwards. This resulted
in the definition of a set of sub-skills. This
exercise was at the same time a good basis
for a final measurement after the training
programme.
During three training days with the whole
group, the sub-skills were put into practice.
With this, the participants had all they needed
to return to their jobs; in two peer-review
Step 3
Training
programme
Step 4 & 5
Peer review
sessions afterwards they got to share their
experiences. The last phase consisted of a
second individual simulation with again
a practical assignment, where they had to
look for the ‘question behind the question’.
Now armed with the ‘SPOCK model’,
the participants adopted a very different
approach. They noticed that they had learnt
to place customer questions in a broader
context, to consider the business implications,
to get an idea of possible resistance and/
or sensitivities, etc. But most of all they had
learnt to place the question in a strategic
perspective: thinking about the structure,
the processes/systems, the leadership
necessary to respond adequately and
thoroughly to the question.
Step 6
Evaluation
& conclusion
Theory in practice
A training programme like this requires
an investment from the organisation as well
as the team. It is only logical that people
get to put their knew knowledge into
practice as soon as possible. P&O certainly
did not waste any time. Normally, P&O will
have the training schedules ready for all
departments in September. Mapping out
the challenges of the different departments
is traditionally the task of a few senior
consultants. This year, however, it will be up
to the programme participants to decide.
This is an acknowledgement of their newly
acquired competencies and at the same time
a confirmation of the programme’s success.
READING TIP
‘Beyonders. Transcending average leadership’
Herman Van den Broeck en David Venter
“People shouldn’t be made Manager of
the Year for the things they’ve done today.
They should be honoured for the things they
did three years ago that still prove to be
beneficial.” and “Beyonders want to be the
best FOR this world, not IN this world", say
the authors of “Beyonders”. This is a book
about sustainable leadership.
Not every leader distinguishes himself as a
true leader. Beyonders, that is how authors
Van den Broeck and Venter call the real,
positive leaders. Beyonders are leaders with
a strong (future) vision based on values.
To them problems are no longer obstacles,
but challenging opportunities. They persist
until they have achieved their objectives and
succeed in creating a stimulating and inspiring
environment. Van den Broeck and Venter set
out seven unique features that – when they
are in balance – characterise the good leader:
deep-seated vision, positive bias, humble
daring, the courage to be a minority of one,
startle to blossom, the dance of your shadow,
flow through passion & discipline.
specialises in negotiation. He came into contact
with a number of world leaders.
(source: www.vlerick.be)
This may only give you a vague idea of the
book’s central message, but hopefully will
spark your interest to dive into this
captivating book.
Herman Van den Broeck is a professor
at Ghent University and at the Vlerick
Leuven Gent Management School. He
specialises in change management and
emotional intelligence. He has been analysing
the behaviour or world leaders for many years.
David Venter is a professor at the Vlerick
Leuven Gent Management School and
CPM Insights - October 2012 - page 07
Once upon a time … there was a team
READING TIP
Patrick Lencioni
“It is teamwork that remains the ultimate
competitive advantage, both because it is
so powerful and so rare. It remains a rather
intangible phenomenon within organisations.
Teams often tend to not work properly”, says
American consultant Patrick Lencioni.
In 'The five dysfunctions of a team'' Lencioni
draws upon his extensive experience in
management consulting. The book starts
off with a story that is set in a realistic but
fictional organisation. The main character of
this leadership fable is faced with the job of
getting a dysfunctional team, which has been
negatively affecting the organisation, back
on track. This book makes for an interesting
and pleasant read – like a novel –, cleverly
wrapping a theoretic model into a business
fable. This and the fact that everyone, expect
maybe for hermits, is faced with teamwork
sooner or later turned ‘The five dysfunctions
of a team’ into a bestseller.
In ‘The five temptations of a CEO’ Lencioni
had already analysed the behaviour of leaders.
It is no accident that the five dysfunctions
are mirrored in the five temptations: valuing
invulnerability over trust, harmony over
conflict, accuracy over clarity, popularity over
accountability and status over results.
Leaders are only human
The fable centres on main character Kathryn,
the newly-appointed CEO, in her attempt
to turn a dysfunctional staff into a real team.
On paper, Kathryn is not the ideal manager.
However, she does have the ability to ‘read’
people. Her mission is to achieve success for
the company. Her tactics: make her team
perform as effectively and efficiently as possible.
Without losing time (time is money) and with
results in the end. She does this by challenging
her managers, by asking them critical questions.
Not because she thinks there is nothing left to
learn for her, but because she is convinced that
a team of good managers knows more than the
managers on their own.
In his fable, Lencioni reveals the following five
dysfunctions:
• Absence of trust and the fear of being
vulnerable with team members.
• Fear of conflict and preferring artificial
harmony above constructive discussions that
result in actual decisions.
• Lack of commitment and thus only vague
contributions to group decisions.
• Avoidance of accountability, which means
that bad results do not get any explanation,
which results in low standards.
• Inattention to results: individuals are
more concerned with status and ego than
achieving results as a team.
To keep people sharp in
£their performance as a
team is a constant challenge
for a leader. He/she must
stand firm: whatever does not
contribute to the overall success
should be dismissed. He/she inspires
every team member to be vulnerable,
to show no fear of conflict, make decisions
and fully commit to them without avoiding
In the Dutch translation, ‘dysfunctions’ become
‘frustrations’, which reflects even better how
this all comes down to human nature and its
emotional imperfections.
CPM Ghent
Brusselsesteenweg 74a
9090 Melle-Gent
T +32 9 231 42 42
ghent@cpm-hrm.be
www.cpm-hrm.be
accountability and with a clear
focus on the company results.
Every action should be in the
company’s interest. And apparently,
this is hard to maintain. The ambition
of one’s own department or of the individual
may get in the way. Ideally, individual managers
will feel personally challenged to attain the
group goals. When a manager does not find
personal motivation in being of service to
the company, then he/she should draw the
conclusion that this company may not be the
right employer for him/her. The leader ensures
that everyone is able to perform their best in
the interest of the collective goal. This requires
focus, empathy, social skills and also the will
to commit day after day. After all, leadership
is tiring, as markets as well as people are
constantly evolving. And as the saying goes: to
stand still is to go backwards.
CPM Antwerp
Elisabethlaan 1 b4
2600 Berchem-Antwerpen
T +32 3 218 69 27
antwerp@cpm-hrm.be
CPM Brussels
Mechelsesteenweg 468
1930 Zaventem-Brussel
T +32 2 756 08 10
brussels@cpm-hrm.be
CPM Hasselt
Diestersteenweg 239
3510 Kermt-Hasselt
T +32 11 20 18 52
hasselt@cpm-hrm.be
Registered offices: Brusselsesteenweg 115
9090 Melle-Gent - T +32 9 252 63 58
R.P.R Gent 0420 050 976
B.T.W/.T.V.A. BE 0420 050 976
Registration no.: B-AB05.023 - W.R.S.239
CPM is the Belgian branch of the CFR Global Executive Search Alliance and ACE