The role of the leader is overturning.
The new boss should not only lead, coach and be responsible.
Being communicative, stimulate and organise teamwork, are parts of his agenda. Trust and dialogue are crucial. The new generation of workers expects a boss “on demand”.
Peter Tuybens, director Acerta Consult, follows the evolution
up close: Ten years ago, the boss usually determined
not only what his employees had to carry out, but
often how that was to be done. The current generation
workers want space and a framework within which they can work.
Employees require constant feedback. Tell me what I do well and where I
can improve. Within that framework, I will decide for myself how I realise my mission. For a lot of managers it is difficult to do so.
Employee assertiveness has increased. The boss must have the capacity to deal with it.
Peter Tuybens knows: “Organising and stimulating the team is of all times. Communication, however, is becoming more important.
Leaders need to understand that dialogue is crucial.
After all, communicating no longer means being able to explain it well. Listening is synonym for good leadership. We still see a lot of growth potential there.
Bosses tend to conjure rabbits out of their hats.
“They are successful when they are empathic, tolerate participation and give their people the opportunity to participate in
Dialogue is needed for trust and participation. However, it appears that
from Acerta’s annual employee survey that one
out of the three workers themselves have no annual maintenance
with the boss. Peter Tuybens: “That annual conversation is not
beatific, but its absence is symptomatic
Employees should be given the opportunity to work together on a regular basis.
sitting with the chef and getting feedback. I see optimal
be able to respond to dialogue as ‘on the spot’. A good leader
shares its findings at all times. He provides feedback
on good things and things to be improved, and does so in a balanced way.
The good gets the most attention. Even if you have been in business for a year-
what employees appreciate are the following
there are no more surprises. After all, everything has already been tested.
ken. Attention can go to the future. We are now
all too often, an executive all the frustration for a year
records. That does not work. Employees ask to immediately
to know what is good and where they can still grow.”
A chef on call does not mean that people have no need
have more control. Making it clear what the strategy
and what the added value of the team is, the
task of the leader. There is a need for the team members to
to be organised. But, of course, this is done within a ka-
A chef on call does not mean
that people no longer need
of performance and agreed objectives. A
Boss on call means that you should not interfere with
the details of the work. You must remain available.
Don’t come up with solutions but get them out of your people”.
Tuybens pleads for feedback in the course of the year.
to a planned annual meeting. At Acerta it is called
The ‘me at my best’ philosopher: “This approach delivers a lot of positive results.
on. Employees get a lot of energy out of such a conversation.
It creates an atmosphere of security and trust. That is
the chef’s order. He has to be good at the ‘human park’.
maintained. It is the people who will make the difference.
in an organisation.”