Yvette Scheffer on how to reinforce leadership

I truly believe in situational and serving leadership. The greatest capital of any organisation is, of course, its people. They need to be equipped to come together and work together. "Situational" in this case, means the situation of the employee. For each situation, I look at what is needed: leading, coaching, supporting or delegating. But it is mainly by "serving" that we move forwards. Autonomy and freedom bring out the best in our colleagues. Provided they come with frameworks and targets. How the results will be achieved I then hand over to them.

The Spiral Model by cmpany doctor Rob Hoedeman says: make sure that you have enough positive and negative things in your life. There needs to be a balance, then a healthy tension exists. Colleagues at Mensely are given plenty of space to achieve this. At Mensely, I know that I do not need to be able to see my colleagues to know that they are doing good work. The responsibilities are clear, and we all move forwards together. I talk openly about all the points of confrontation that exist with colleagues. If you don't seek out the confrontation, the problem does not disappear, it grows.

Autonomy is the most important element of my leadership style. When you do something is not up to me. As long as you do what is needed, that's fine.

When I was 15, the local baker trusted me to take over full responsibility on Saturdays. Manage colleagues and do the necessary administration. Trust has to take root, but once it is there, then I know that I can let go and the job will be done properly. And that means really letting go for a manager. After working for the baker, I have mainly worked as a manager, that is what I enjoy. Being of service, and situational.

By always remaining open to interaction with colleagues. A safe culture ensures that they really keep me on my toes. That does mean that I make myself vulnerable, but I get a lot in return for that. You must also not take yourself too seriously as a manager, or overestimate yourself. We are all colleagues, of equal value. That does not mean, by the way, that I am never strict. Agreements, for example, must be followed through.

No. You must never regret the things you do, only the things you didn't do.

I don't know if it will change at all. That depends on what happens in terms of the job market becoming more flexible. Within Mensely, already fifty per cent of the people are no longer salaried employees. Good people are more and more often working for themselves. That means in terms of leadership (with self-employed folk in action) that you can expect more knowledge, skills and vision. What I hope will happen? That we will see more autonomy and freedom in leadership at work. I myself am given 100% freedom for my work, that's the way I work best.