11 Jun

You Don’t Have a People Problem. You Have a System.

Systems-thinking infographic: scattered people icons, curved arrows around a glowing central circle on a dark blue gradient with the phrase 'You don't have a people problem. You have a system.'
Your team won't take ownership. The same crisis keeps returning. You replaced the problem person and nothing changed. These aren't character flaws — they're the shape of the system you're standing inside. Drawing on three decades in the leadership chair, Jan Salomons on why so much competence produces so little change, and where the shift actually begins.
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07 Jun

Your Stress Profile: A Mirror to Start Mastering Stress

Infographic header 'Your stress profile' with a radar chart showing stress factors and scores (Mindset 88, Active coping 75, Reframing 62, etc.). Value labels visible on each axis.
"I'm stressed" is true, useless, and where most people stop. This is how I turn that vague sense of pressure into a map you can actually act on, the nine dimensions behind my stress profile, the research they rest on, and how the picture becomes a coping strategy rather than a label.
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15 May

The full logic (and context) of yes and no

Hero banner: dark blue gradient with concentric rings and a gold 'yes' at center, title 'The full logic of yes and no' on the right.
A yes from Beijing and a yes from Amsterdam can come out of the same mouth in the same meeting and mean radically different things. A reference-grade walk through the four cross-cultural frameworks — Hofstede, GLOBE, WVS, Schwartz — and the two psychological theories underneath that explain why.
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10 May

What is my colleague’s salary? I have the right to know!

Infographic titled 'Same work' showing salary bars for three senior managers: €87,500, €105,000 and €128,000 with figures and icons beneath.
The EU Pay Transparency Directive shifts the burden of proof onto the employer. A pay difference will now require an objective, documented justification, or a correction. "She negotiated harder when she joined" is not a defence. "He's been here longer" might be — if your tenure logic is documented. The leaders who navigate this well will be the ones who do the work before the questions arrive. Conversation by conversation, fairness becomes a leadership problem.
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12 Apr

Your Cross-Culture Leadership Compass

Most cross-cultural leadership problems don’t look like cultural problems, until they cost you performance. Misaligned expectations around trust, feedback, hierarchy, and decision-making silently undermine teams, delay results, and create friction that leaders misread as personality or competence issues. The Cross-Cultural Leadership Compass translates decades of academic research, including Hofstede’s Cultural Dimensions, GLOBE Study, World Values Survey, and Schwartz Theory of Basic Values, into precise, actionable leadership insights. Instead of generic awareness, it gives you a data-backed map of where cultural gaps actually impact your role, your team, and your results.
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12 Apr

The Cross-Cultural Leadership Compass: A Practical Guide to Its 11 Leadership Dimensions

Every leader who crosses a cultural boundary carries two operating systems at once. One was installed in childhood. The other was acquired through years of professional adaptation. The real skill — the one that separates effective cross-cultural leaders from merely well-travelled ones — is knowing which system is running at any given moment, and whether it is serving the situation. The Cross-Cultural Leadership Compass is built around exactly this challenge. It integrates four validated academic frameworks — Hofstede, GLOBE, the World Values Survey, and Schwartz — and translates the data into eleven specific leadership dimensions where cultural gaps play out in practice. This post unpacks each one.
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27 Mar

Beyond Hofstede: A Unified Framework for Cross-Cultural Executive Leadership

Hofstede is the most cited framework in cross-cultural management. It is also, by itself, incomplete. This article compares Hofstede with three other major research programmes — GLOBE, Trompenaars, and Hall — finds the ground where all four agree, and translates that consensus into seven executive management principles backed by five decades of independent evidence.
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