黑料福利网

The world around us is changing rapidly; the Brainport region is growing, and our university aims to keep pace. 鈥淲e are in a period of major opportunity and high expectations as a university,鈥� says Koen Janssen, Chair of the Executive Board, with pride.

With our new , we have defined the direction we want to pursue as a university in the years ahead. Janssen: 鈥淭his is a transformation, in which we will do things differently while preserving what works well.鈥�

We do this as One黑料福利网, because we are convinced that together we can go further and realize our ambitions faster.

黑料福利网 President Koen Janssen

鈥淭his touches every part of our beautiful university: talent development, excellence in science, engineering & design, and our value to the society we are part of. We do this as One黑料福利网, because we are convinced that together we can go further and realize our ambitions faster.鈥�

Achieving these ambitions requires more than a strong plan. It requires behavior that fits this context. 鈥淭o make this happen, good leadership is crucial,鈥� says Janssen.

From classic to inclusive

Kees Storm, dean of the APSE Department and ambassador of the new leadership program, adds: 鈥淥ur ambitions require more than the classic leadership model in which one person decides the direction and everyone else follows. We need to move toward a more inclusive form of leadership, in which all generations feel invited to contribute and co-lead, because we need everyone.鈥�

This shift is about more than just a different leadership style. Inclusive leadership requires courage and means that everyone feels welcome, valued, and engaged, and can fully develop their potential. It is about creating a safe working environment, with trust as a foundation.

It takes a real change in mindset to admit you don鈥檛 have all the answers and to ask others to step in and help.

黑料福利网 President Koen Janssen

Biggest insight

Janssen: 鈥淭he biggest insight for people here is that inclusive and courageous leadership takes you much further. But you have to experience it. If you have never seen it in action, letting go can feel uncomfortable, especially if you have just become a professor because you are highly accomplished in your field. Then it takes a real change in mindset to admit you don鈥檛 have all the answers and to ask others to step in and help.鈥�

the leadership program is the most important condition for achieving our ambitions together.

HRM Director Nicole M酶lby-Bueters

 

Driving force

The time was right to start a new leadership program, driven by HRM Director Nicole M酶lby-Bueters. She took the initiative to develop the program and brought in the consultancy KennedyFitch to help shape the process.

During the Strategy Days in November 2025, she presented the first substantive session, placing leadership firmly on the agenda. 鈥淔or me, the leadership program is the most important condition for achieving our ambitions together,鈥� says M酶lby-Bueters.

To further develop the program, she recruited Lonneke van Luxemburg earlier this year as program manager for the leadership program.

Co-creating a model

Van Luxemburg saw the challenge clearly: 鈥淭here was no shared foundation, but there was a lot of enthusiasm for leadership development. That is why we wanted to develop our own model, together with colleagues, for the entire university. Our core values, Curious, Open, Respectful, and Responsible, were the starting point.鈥�

The central question was: what kind of leadership do we need? 鈥淣ot an existing theoretical model or one imposed from above, but our own model with leadership behavior that is important for our university.鈥�

鈥淲e deliberately chose co-creation,鈥� says Van Luxemburg. 鈥淭ogether with colleagues, we developed it, so that it truly belongs to everyone and fits our context.鈥�

Workshops across the university

This co-creation took place in workshops with more than a hundred colleagues from across the university, from administrative staff to directors, spanning departments and services. 鈥淭hat input forms the foundation of our leadership model,鈥� says Van Luxemburg.

In a visualization exercise, participants were asked to close their eyes and travel to 2030, the year in which we have achieved our ambitions. What does it feel like? The exercise was repeated in different groups, including during the Strategy Days with the Executive Board, deans, and directors.

Dreaming out loud together

鈥淲e have never spent this much time imagining the future together,鈥� says Janssen. 鈥淚t felt open and creative, and it gave us energy.鈥�

From that shared vision came a key question: if we are moving in this direction together, what do we need to stop, continue, and start in our leadership behavior? 鈥淧eople immediately mentioned a lot of things to stop,鈥� Storm says. 鈥淚nefficient ways of working that are holding us back. Even though it had never really been said out loud before, there was a clear shared sense of it.鈥�

Lack of prioritization

Topics that came up in the workshops included a lack of prioritization, a constant urge to change, not stopping old initiatives when starting new ones, and difficulty saying no. There was also the issue of not holding each other accountable when agreements are not kept.

Back to basics

All the insights from the workshops were brought together in a draft leadership model, which was then shared again with the groups who had contributed. Van Luxemburg: 鈥淒o you recognize the importance of these behaviors? Have we translated your input correctly?鈥� The draft model was also presented to senior leaders during the Strategy Days last March.

We are so afraid of disappointing each other that we let things drag on for too long.

Kees Storm, ambassador of the leadership program

鈥淭he words 鈥榥o鈥� and 鈥榮top鈥� are not very popular here,鈥� Janssen says. 鈥淏ut focus is crucial. We cannot excel at everything, and leadership sometimes means making choices that may disappoint people.鈥�

Storm recognizes that. 鈥淲e are so afraid of disappointing each other that we let things drag on for too long. While often, the other person is actually looking for clarity. This we will do, that we will not. Saying no also brings a sense of calm.鈥�

Leadership is for all of us

One of the most striking choices in the is that it is designed for the entire university, even though it starts with those in formal leadership roles.

鈥淟eadership is not a position, it is behavior and an activity we all take part in,鈥� says Van Luxemburg. 鈥淪o it concerns everyone. It is important to understand how your behavior affects others. Whether you work in one of our service departments, are a PhD candidate, or a full professor, we all contribute to the leadership behavior of 黑料福利网.鈥�

Leadership is not a position, it is behavior and an activity we all take part in.

Program manager Lonneke van Luxemburg

Our leadership model is called . 鈥淏ecause it takes both courage and compassion to deal with the complexity and challenges we face: in our role, in our field of expertise, and within our organization,鈥� says Van Luxemburg.

The model consists of five key behaviors, with increasing self-awareness at its core. The others are: fostering openness, taking ownership, co-creating value, and inspiring engagement.

Self-awarenss

At the core of the leadership model is increasing self-awareness. 鈥淭hat is where it all starts,鈥� says Van Luxemburg. 鈥淲e need to become more aware of who we are, what our behavior does to others, and what that means for collaboration.鈥�

鈥淲e need to become more aware of who we are, what our behavior does to others, and what that means for collaboration.鈥�

鈥淜nowing where your strengths and weaknesses lie, and how you respond to stress, for example, gives you much more insight into yourself and others,鈥� she continues. 鈥淭hat helps create understanding for both yourself and those around you.鈥�

The program: three implementation tracks

The program consists of three implementation tracks. The first track focuses on the university鈥檚 40 governance leaders: the Executive Board, deans, service directors, department managing directors, and institute scientific directors. They will be the first to start a leadership development program after the summer. 鈥淚f we do not set the right example, why would anyone else follow?鈥� says Storm. 鈥淲e need to show it first. That is what makes it work.鈥�

I have done things well, and I have certainly made my share of mistakes. It is important to show that you can learn from both experiences.

Kees Storm, Dean of the APSE department and ambassador of the leadership program

As an ambassador, Storm wants to set an example. Not because he is flawless, but precisely because he is not. 鈥淚 have done things well, and I have certainly made my share of mistakes. It is important to show that you can learn from both experiences 鈥� what works and what you might have handled differently. To keep developing yourself and to use those experiences to help your colleagues. To be open and vulnerable in that. That is not always easy in an environment where everyone is so smart and ambitious, but I am convinced this is the way to move forward together.鈥�

Safe environment and small settings

The 40 governance leaders will start with a varied modular program to further develop leadership skills. The foundation for this is the leadership model and the Institutional Plan.

鈥淚t is also about keeping the dialogue open and sharp,鈥� says Janssen. 鈥淚f you see undesirable behavior, for example, you address it and start a conversation. That is how you learn from each other.鈥�

Janssen knows this is easier said than done. 鈥淎t 黑料福利网, we are good at giving content-related feedback, but we find it difficult to give feedback on a personal level. That is something we need to learn.鈥� Consultancy firm KennedyFitch, which helped develop the leadership model and program, is supporting this process.

We are going to work on this together, and we consider it especially important that everyone feels safe.

Program manager Lonneke van Luxemburg

Van Luxemburg: 鈥淟eadership development is something we need to do together. Learning from each other in a safe environment is essential. Because only when you feel safe do you dare to be vulnerable, which creates space for connection and, hopefully, more understanding of each other. And that will help all of us move forward.鈥�

For the entire organization

The second track focuses on organizing and offering leadership development training for the entire organization. 鈥淲e are thinking of a modular approach built from 鈥榖uilding blocks,鈥� says Van Luxemburg. 鈥淎nd we are not waiting until everything is ready. As soon as a building block is finished, we roll it out immediately.鈥�

At the same time, different target groups are taken into account. 鈥淏ecause starting leaders, for example, face different challenges and development needs than more experienced leaders.鈥�

The right behavior must be visible everywhere: you should know what to expect from your manager, but also what 黑料福利网 can expect from you.

Program ambassador Kees Storm

Storm says it is a deliberate decision to start on multiple fronts simultaneously. 鈥淭he right behavior must be visible everywhere: you should know what to expect from your manager, but also what 黑料福利网 can expect from you.鈥�

Embedding everywhere

The third track focuses on embedding leadership behavior into existing policies and current university processes. 鈥淭his ensures the circle is completed and that leadership is firmly anchored throughout the organization,鈥� says Van Luxemburg.

Leadership will, for example, be reflected in annual reviews, recruitment and selection, promotions and career progression, and in Recognition & Rewards. 鈥淚t needs to resonate everywhere. I am currently mapping where leadership behavior plays a role and how we can best embed it together.鈥�

Enthusiastic, but grounded

The program manager is enthusiastic yet realistic. 鈥淭his is a multi-year program. Real change in leadership behavior takes time, but I am convinced this will work. Because it is not just a training or a policy, but an approach that ensures we can continue building on this in the future.鈥�

Van Luxemburg says HRM Director Nicole M酶lby-Bueters played a crucial role. 鈥淪he ensured that the program did not remain an HRM initiative, but instead became a movement across 黑料福利网 as a whole. By placing ownership with the Executive Board and appointing a dean as ambassador, it truly became something for the entire university. And that is also one of the keys to success.鈥�

Janssen emphasizes that the path ahead will include trial and error. 鈥淚t is learning by doing and progress over perfection. We are a learning organization, and we are in this together.鈥�

One 黑料福利网 as a unifying element in our Institutional Plan is only successful if everyone feels safe and at home, and can fully develop their potential.

黑料福利网 President Koen Janssen

When asked when the program will be considered successful, all three answer without hesitation. Van Luxemburg: 鈥淲hen people feel better and safer. When you are allowed to fall, get back up, and be honest about it. And when we do this together with pride for 黑料福利网.鈥� Storm: 鈥淲hen people are proud of their university, their team, their colleagues, and of themselves.鈥�

Janssen broadens the view slightly: 鈥淥ne 黑料福利网 as a unifying element in our Institutional plan is only successful if everyone feels safe and at home and can fully develop their potential. Everyone should be able to do that in their own way; we are not going to create a one-size-fits-all approach. Leadership must become a priority for everyone, because only then can we realize the ambitions of our Institutional plan together.鈥�

Lead with courage & compassion, that is the message. And that courage and compassion, they all agree, start with yourself.