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Jan De Lancker, partner Benelux (r), and Salim M. AL-Barami, partner Middle East

New leaders

Jan De Lancker of BrainTower, an interim-management provider and HRM consulting firm, and Wim Focquet of executive recruiter Marlar make the case for new leadership skills

Notwithstanding the economic turmoil of the past few years, there is a chronic and escalating shortage of talent in Northern Europe.  Whether you blame it on the ageing of our population or our changing values, the impact on companies will be severe.  Furthermore, managing and motivating the people that you do have is no easy task. Many of today’s organisational designs and management techniques, such as the matrix organization (with their often contradicting functional objectives) and the Balanced Scorecard, are increasingly ineffective in a world where technical  innovations and creativity are the key differentiators. It is time for new leaders. So say Jan De Lancker, co-founder of management consultancy and interim-management provider BrainTower, and Wim Focquet, a leading headhunter and management coach. Both are specialized in plugging the leadership gap. Jan and his team place interim managers—mainly marketing and sales professionals—at client companies in Belgium, the Netherlands and the Middle East.  Wim Focquet, a close collaborator of BrainTower, steps in when recruitment solutions and management development is required.  

The leadership challenge

The leadership challenge has clearly evolved in the past few years and this has raised the strategic value of human resource management (HRM). Whereas in the past HRM was mainly an administrative and transactional function, today HRM needs to be the right hand of the CEO and focus on business purposes in the first place. This is because in the current environment, an organisation’s people truly do make the difference. HRM can play a pivotal role in ensuring that all employees are engaged and committed to the organisation’s goals.  
 
Engagement: that is the crux of it. That is so much more than ‘employee satisfaction’—and also why satisfaction surveys are so useless. Engagement is about real commitment; it is about motivation, passion and gusto. Studies show that in an average organization fewer than 30% of employees have real engagement with their work.  As such, engagement is a key success factor, although it also is tremendously difficult to create or stimulate engagement among your people. But you have to; there is no alternative. The economy is globalised and we are competing with companies in the U.S. and China.

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