What was your first impression of the RedZebras?
“I first met Maarten years ago. He was assisting me as an external sparring partner in a major reorganisation saddled with a lot of misunderstanding. It clicked immediately. He has expansive experience with top management, plus he’s understanding and rational. Only later did I also come to know Hamid. He is incredibly adept at putting himself in other people’s shoes and is actually able to bring everything to light.
Later in your career, you again enlisted the help of the RedZebras – this time, because of your new role as CEO of a life science organisation.
“True. I assumed leadership of a company whose founder was still active. After running it by the RedZebras, it turned out that there was a ton of tension in the relationship. And so first we dealt with that before we started working with the MT and the rest of the organisation. That sounds logical, but it truly took some digging and investigation.
Thanks to the resourcefulness of the RedZebras, there was a solid approach and a safely confidential atmosphere during an otherwise confrontational session. They knew very well how to put the emotional life in motion. People really spoke up, many for the very first time. That supplied the space we were seeking and the commitment from both to initiate a new journey within the company.”
What was the exact question you started working with?
“The old team needed to be comfortable with the changes. They were still very much stuck in the start-up phase—screwing together your own Ikea desk, that kind of thing. The new team had to feel accepted by the old guard. They also had to accept the new MT, and within the MT all the new professionals had to become accustomed to one another. I thought: I’ll throw all these bright minds together and it’ll be fine. But that turned out to be far from the truth. Figuring out how to form a unit—that’s really what it was all about.”
They are full-fledged sparring partners, with mountains of business experience. That helps enormously.
How did the RedZebra Group guide you through the process?
“Over the course of a year, we did all kinds of things. From 1-on-1 sessions and group sessions to presentations. After the founder and I completed our session, we turned our focus to the MT. Meanwhile, Maarten, Hamid, my new HR colleague, and I organized an interim brainstorming session to determine the next steps. Following that, we brought the MT into the follow-up to finally align the entire organisation.
It was simultaneously structured and somehow still very organic. No programme was implemented. The Zebras remained in the zone, fully focused. This is where we need to dwell longer, that part could play out a bit more smoothly. They respond to the situation. That was very rewarding to work with.”
What sets RedZebra Group apart?
“They are full-fledged sparring partners, with lots of business experience. That helps enormously.”
What was your takeaway from the time you spent with the RedZebras?
“I come from the world of business banking, having worked at the Zuidas for a long time. There, the emphasis was on numbers. What the RedZebras made me realise is that there’s so much more to be gained simply by engaging with people. What’s going on in the organisation? For instance, I learned more in my last four years as CEO than I ever have before. It’s quite intense, what you go through because of the choices you’ve got to make. That’s when having a confidant like Maarten by your side is really beneficial. As someone who tends to be impatient, I realised that the sessions need time to produce results. It usually takes a while before you see the impact.”