01 Mar

The Schwartz Framework: The Dimensions of Cultural Difference That Other Models Cannot See

Every cross-cultural framework has blind spots. Schwartz measures four cultural dimensions that have no equivalent in Hofstede or GLOBE. If you are working without them, you are missing a significant portion of the cross-cultural picture — and in some pairings, the most operationally significant gaps in the entire analysis.
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27 Feb

The Executive Presenting Framework

Presenting at executive level is not a communication skill, it is leadership in public. The Executive Presenting Framework reframes presentations as leadership moments where judgment, clarity, and ownership are established under pressure. Built for VUCA environments, the framework helps senior leaders reduce cognitive overload, lead thinking in the room, and ensure that presentations result in decisions and execution.
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14 Feb

Hofstede Explained: What the Six Cultural Dimensions Actually Mean for Leaders

Geert Hofstede spent decades researching one question: do people from different countries think and behave differently in professional contexts in ways that are systematic, measurable, and predictable? His answer — developed through surveys of over 100,000 IBM employees across more than 50 countries — was an unambiguous yes. The result is the most widely cited framework in cross-cultural management research. Six dimensions. Numerical scores for over 90 countries. But knowing the framework exists and knowing how to use it are different things. This post explains what Hofstede's six dimensions actually measure — and how the Cross-Cultural Leadership Compass translates them into specific, situational leadership guidance.
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05 Jan

Three Questions I Return to in my Coaching Supervision – and have meaning for every leader

In coaching supervision, I return to three questions that keep me sharp as a coach — and grounded as a leader. They are not about tools or techniques, but about self-awareness, restraint, and the courage to slow down when speed is expected. These reflections matter not only for coaches, but for every leader navigating complexity.
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17 Dec

Why silence makes better leaders: the neuroscience of stillness

Man meditating is great nature with head with brains projected in the air
In high-pressure leadership environments, silence is often mistaken for indecision. Yet the most important insights rarely emerge in the middle of noise. They surface afterwards, when reaction stops and space is created to think. Drawing from decades of leadership experience and supported by neuroscience, this article explores why silence is not the absence of leadership, but a condition for it. Silence reduces cognitive load, calms the nervous system, activates reflective brain networks, and supports clarity, creativity, and better decision-making. You will learn what silence actually does to the brain, why different forms of silence serve different purposes, and how long silence needs to last to be effective, from brief pauses between meetings to deeper periods of reflection. In a world of constant...
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12 Dec

My leadership journey: from engineering teacher to global executive to leadership (team) coach

man leaning against glass window with his reflection in it
In this personal leadership journey, Jan Salomons shares how he transitioned from an engineering teacher to a global executive and ultimately to a leadership and executive coach. Drawing on more than 35 years of international leadership experience across complex organisations, he reveals the pivotal insights that shaped his purpose: leadership is human work, not just technical or operational skill. His evolution into coaching grew from a belief that sustained behavioural change and self-awareness unlock real performance and resilient teams
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10 Dec

45+ and you need a new job? This is why professionals struggle more than their CV shows

Many professionals over 45 hear the same reassuring phrases when they lose their job—yet the reality they face in the Dutch labour market is far more complex. This article explores why experienced mid-career professionals struggle not because of capability, but because the hiring system interprets their broad value too narrowly. Based on the 4R Model (Reflect–Reset–Re-Align–Rise™) and real client insights, it reveals the hidden dynamics that shape career transitions and what truly helps professionals rise stronger.
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09 Dec

Stillness and reflection: the hidden courage behind authentic leadership

In a world full of noise and pressure, the most courageous leaders are not the loudest ones, but the ones who create space for stillness and honest self-reflection. Like a quiet bridge reflected in calm water, authentic leadership emerges when we stand steady in who we are and dare to look inward. Clarity, integrity, and presence begin not with action, but with awareness.
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05 Dec

Happiness as a Leadership Strategy

Watching Arthur Brooks’ talk on the science of happiness offers a powerful insight for leaders: happiness isn’t a mood — it’s a disciplined practice that shapes how you lead. Brooks reveals that enjoyment, satisfaction, and meaning form the foundation of true well-being, and only a small part of it depends on circumstances. The rest comes from daily habits rooted in relationships, purpose, and service. For leaders, this is transformative: it shifts happiness from a personal luxury to a strategic imperative. When leaders cultivate happiness intentionally, they strengthen resilience, deepen trust, and create the conditions in which teams can thrive.
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