Before joining the law firm Allen & Overy in 2001, I started working in my first job at the NVJ, a trade union for journalists, in 1997. What I hoped to find in 2001 was an environment where I could get the most out of myself: enthusiastic people who want to achieve the highest attainable in circumstances that stimulate this kind of performance. For more than 20 years I have been able to really enjoy my work there as an employment lawyer, focusing on employee participation (works councils), and, internationally, in various roles in the area of people performance, talent development and mental health. From this combination – employment law work for companies and involvement in the ‘people agenda’ – I have learned an incredible amount about what motivates people and what does and does not contribute to the success of a company.
The reason why I switched jobs in 2001 was also the basis for my next step: the feeling that I have more to bring and that there is more to do. Over the years, a sense of urgency has gotten over me that is about working together, bringing out talent, whoever you are and whatever your background, in a welcoming environment. This requires people, while taking into account every individual’s unique qualities, entering into a dialogue with each other about what they expect from each other and inviting each other to take responsibility, to contribute and to look for ways to do things better together.
What I’ve seen over the last couple of years is an increase of pressure on the system and the people who work in it. The world is changing at a rapid pace, traditional beliefs and existing group dynamics are under discussion and people have different expectations of their work. This leads to uncertainty and the primary (often less constructive) reactions that go with it. If an organisation does not actively adjust, these developments have a negative impact on what people can achieve together. If people no longer recognise themselves in the values, vision and culture of their organisation, there is a risk of alienation. People disengage and give up.
That is what triggers me and where I want to make a difference. My experience in the legal profession, an environment that requires high-level performance under pressure, and from my employment law work where I have seen in countless variations what works and what doesn’t work and how collaboration and inclusivity, or lack thereof, can make a difference, enables me to make an impact. Initiatives in this area must lead to actual behavioural change and thus go beyond policies, targets and training. To get there, we need to talk to each other, not about each other. Organisations should motivate people, not push them. The result of wanting to achieve something is so much better than having to. My mission is to use my experience in this area to contribute to a more diverse, inclusive, engaged and therefore sustainable corporate culture.
There is so much to be gained when investing in people with the aim of enabling them to become who they can be. That starts with talking to each other about shared values and goals. That conversation needs to be had more often and must be approached strategically if it is to bring about sustainable change. Let’s take up the challenge together to make this happen.
