{"id":10157,"date":"2025-04-18T14:34:08","date_gmt":"2025-04-18T13:34:08","guid":{"rendered":"https:\/\/salomons.coach\/?p=10157"},"modified":"2025-11-08T15:19:46","modified_gmt":"2025-11-08T14:19:46","slug":"cultuur-veranderen-dit-is-wat-leiders-doen-en-niet-wat-ze-zeggen","status":"publish","type":"post","link":"https:\/\/salomons.coach\/nl\/change-culture-this-is-what-leaders-do-and-not-what-they-say\/","title":{"rendered":"Cultuur veranderen? Dit is wat leiders doen (en niet wat ze zeggen...)!"},"content":{"rendered":"<p>Cultuur wordt vaak behandeld als behangpapier - iets zichtbaars maar oppervlakkigs.<br>Missieverklaringen, waardeposters, bedrijfsvideo's.<br>En toch is cultuur niet wat er op de muur staat.<br>Het is wat elke dag terugkomt, in elke vergadering, in elke beslissing die wordt genomen (of vermeden).<\/p>\n\n\n\n<p>Cultuur is de <strong>som van gedragingen waarbij mensen zich veilig voelen om te laten zien<\/strong>.<br>En als gedrag verandert, volgt cultuur.<\/p>\n\n\n\n<p>Maar die verschuiving komt niet van slogans. Het komt van de structuren, systemen en keuzes die leiders <em>bouwen<\/em> en <em>model<\/em> elke dag.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>De bedrijfscasus: Toen cultuur prestaties blokkeerde<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-large is-resized\"><img decoding=\"async\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/10\/Elephant-stopping-people-1-683x1024.png\" alt=\"\" class=\"wp-image-10198\" style=\"width:356px;height:auto\"\/><\/figure>\n<\/div>\n\n\n<p>Een Europese logistieke organisatie - laten we het <strong>TransLog<\/strong> - kwam op me af met een bekende frustratie:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe hebben geen cultuurprobleem,\u201d zei de COO, \u201cwe hebben een prestatieprobleem.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>Hun operaties stonden onder druk: vertragingen, silogedrag tussen planning en uitvoering en chronische brandjes blussen in de dagelijkse operaties. De klanttevredenheid daalde, maar elke poging tot procesverbetering mislukte na een paar weken.<\/p>\n\n\n\n<p>Wat ze zich nog niet realiseerden was dit:<br>Hun processen waren niet kapot - hun <strong>gedragssysteem<\/strong> was.<\/p>\n\n\n\n<p>Processen en gedrag zijn direct met elkaar verbonden, oorzaak en gevolg in beide richtingen.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>De symptomen<\/strong><\/h3>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Escalaties in de keten voor elk klein probleem.<\/li>\n\n\n\n<li>Lokale optimalisaties die collectieve doelen overschrijven.<\/li>\n\n\n\n<li>Vergaderingen vol discussies, maar geen echte beslissingen.<\/li>\n\n\n\n<li>Supervisors aarzelden om hun mond open te doen als er iets mis ging.<\/li>\n\n\n\n<li>Herhaalde \u201csnelle oplossingen\u201d zonder de onderliggende oorzaken aan te pakken.<\/li>\n<\/ul>\n\n\n\n<p>Klinkt dat bekend?<\/p>\n\n\n\n<p>Toen we hun leiderschapsroutines in kaart brachten, was het onderliggende patroon duidelijk.<br>Hun <strong>structuren leerden mensen<\/strong> om zich precies zo te gedragen.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Waar gedrag vandaan komt<\/strong><\/h2>\n\n\n\n<p>Gedrag komt niet voort uit uitspraken over waarden - het komt voort uit <strong>structuren<\/strong>.<br>Bij TransLog versterkten verschillende structuren onbewust het verkeerde gedrag:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Onduidelijke mandaten:<\/strong> Niemand wist wie er kon beslissen. Mensen escaleerden om veilig te blijven.<\/li>\n\n\n\n<li><strong>Individuele beloningen:<\/strong> Bonussen gekoppeld aan afdelings-KPI's, niet aan teamresultaten.<\/li>\n\n\n\n<li><strong>Structurele overbelasting:<\/strong> Door de dagelijkse brandbestrijding was er geen tijd om te leren.<\/li>\n\n\n\n<li><strong>Informele status:<\/strong> Degenen die het dichtst bij de top stonden, hadden de meeste invloed op de beslissingen.<\/li>\n\n\n\n<li><strong>Vergaderingen zonder resultaten:<\/strong> Ritme saboteerde verantwoording.<\/li>\n\n\n\n<li><strong>Risicomijding:<\/strong> Fouten leidden tot schuld, niet tot leren.<\/li>\n\n\n\n<li><strong>Verkeerd uitgelijnd gereedschap:<\/strong> Rapportagesystemen legden de nadruk op naleving in plaats van samenwerking.<\/li>\n<\/ul>\n\n\n\n<p>Leiders waren niet <em>vertellen<\/em> mensen om zo te handelen - hun systeem <em>was<\/em>.<\/p>\n\n\n\n<p>Daarom moet een cultuurverandering beginnen met <strong>leiderschapsgedrag en systemisch herontwerp<\/strong>, geen communicatiecampagnes.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Hoe we werkten: Van opdracht tot ondersteuning op aanvraag<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-full is-resized\"><img decoding=\"async\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/10\/organizational-culture-3.jpg\" alt=\"\" class=\"wp-image-10203\" style=\"width:374px;height:auto\"\/><\/figure>\n<\/div>\n\n\n<p>Bij Salomons.Coach volgt elke opdracht een bewezen zevenfasenaanpak:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Opdracht<\/li>\n\n\n\n<li>Diagnoses<\/li>\n\n\n\n<li>Co-creatie<\/li>\n\n\n\n<li>Levering<\/li>\n\n\n\n<li>Evaluatie<\/li>\n\n\n\n<li>Hypercare<\/li>\n\n\n\n<li>Overdracht<\/li>\n<\/ol>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. Opdracht - Het \u201cWaarom\u201d verduidelijken\u201d<\/strong><\/h3>\n\n\n\n<p>Elke cultuurreis begint met een gesprek - niet over cultuur, maar over <strong>bedrijfsresultaten<\/strong>.<br>Het bestuur van TransLog was het hiermee eens:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>De betrouwbaarheid van de service binnen een jaar met 15% verhogen.<\/li>\n\n\n\n<li>Versterk de cross-functionele samenwerking in de operationele keten.<\/li>\n\n\n\n<li>Verminder leiderschapswisselingen en burn-out.<\/li>\n<\/ul>\n\n\n\n<p>De CEO heeft het goed verwoord:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe hebben niet nog meer posters nodig. We hebben leiders nodig die over de keten heen kunnen werken in plaats van hun silo's te bewaken.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>We hebben cultuur gedefinieerd als een <strong>business enabler<\/strong>, geen HR-initiatief.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. Diagnose - onthullen wat gedrag drijft<\/strong><\/h3>\n\n\n\n<p>We gebruikten leiderschapsinterviews, observaties tijdens teamvergaderingen en een netwerkanalyse van de informatiestroom.<br>Binnen drie weken kwam de foto tevoorschijn:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Beslissingen werden vertraagd door onduidelijke mandaten.<\/li>\n\n\n\n<li>Supervisors werden te veel gecontroleerd en te weinig vertrouwd.<\/li>\n\n\n\n<li>Beloningssystemen moedigden onbedoeld \u201cmijn team eerst\u201d-gedrag aan.<\/li>\n<\/ul>\n\n\n\n<p>Een bestuurslid zei na de debriefing:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe zijn al jaren bezig met symptoombestrijding. Dit is de eerste keer dat we de echte mechanismen zien.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. Co-Creatie - Ontwerp het nieuwe gedragssysteem<\/strong><\/h3>\n\n\n\n<p>Cultuur kan niet worden opgelegd. Het moet <strong>gecocre\u00eberd<\/strong>.<br>We brachten 20 leiders van operaties, planning en ondersteuning samen voor twee intensieve ontwerpworkshops.<\/p>\n\n\n\n<p>We onderzochten twaalf culturele \u201cdrukpunten\u201d, waaronder duidelijkheid over beslissingen, vergaderritme en het leren van fouten.<br>Voor elk van hen definieerde de groep:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Welk gedrag wilden ze zien<\/li>\n\n\n\n<li>Welke structuur heeft het vandaag versterkt<\/li>\n\n\n\n<li>Wat moest er veranderen om het nieuwe gedrag gemakkelijk en veilig te maken?<\/li>\n<\/ul>\n\n\n\n<p>Bijvoorbeeld:<\/p>\n\n\n\n<figure class=\"wp-block-table\"><table class=\"has-fixed-layout\"><thead><tr><th>Huidig patroon<\/th><th>Nieuwe structuur<\/th><th>Beoogd gedrag<\/th><\/tr><\/thead><tbody><tr><td>Instabiele mandaten<\/td><td>Beslismatrix &amp; communicatielus<\/td><td>Snellere, veiligere beslissingen<\/td><\/tr><tr><td>Individuele beloningen<\/td><td>Gedeelde prestatiecijfers<\/td><td>Samenwerking boven concurrentie<\/td><\/tr><tr><td>Eindeloze vergaderingen<\/td><td>Vastgestelde beslissingsagenda's<\/td><td>Resultaatgericht ritme<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n<p>Tegen het einde realiseerden de leiders zich: <strong>cultuurontwerp is systeemontwerp<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Levering - Leiden door te doen<\/strong><\/h3>\n\n\n\n<p>We hebben een leiderschap sprint programma van 12 weken uitgerold.<br>Elke week oefenden leiders \u00e9\u00e9n structurele verandering - van het herontwerpen van hun dagelijkse opstartvergaderingen tot het introduceren van reflectiesessies aan het einde van elke shift.<\/p>\n\n\n\n<p>Zoals een lijnmanager zei:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cOp het moment dat ik stopte met antwoorden geven en vragen begon te stellen, begon mijn team problemen op te lossen waarvan ik niet eens wist dat ze bestonden.\u201d<\/p>\n<\/blockquote>\n\n\n\n<p>Het momentum werd snel opgebouwd. Wat begon als een \u201cleiderschapsprogramma\u201d werd een <strong>operationele transformatie<\/strong>.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Evaluatie - Inzicht koppelen aan impact<\/strong><\/h3>\n\n\n\n<p>We voeren gestructureerde evaluaties uit met een hoge frequentie, waarbij we operationele gegevens en teamsentiment combineren. Indien nodig gaan we terug naar de opleverings- en co-creatiestappen om de evaluatieresultaten aan te pakken.<\/p>\n\n\n\n<p>De eindresultaten:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>+11% verbetering in prestaties op tijd<\/li>\n\n\n\n<li>+24% toename in cross-team samenwerkingsscore<\/li>\n\n\n\n<li>100% van de leiders gaf aan meer vertrouwen te hebben in het aanpakken van gedragsproblemen<\/li>\n<\/ul>\n\n\n\n<p>De CFO vatte het perfect samen:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cWe hebben niet alleen processen veranderd - we hebben de manier veranderd waarop mensen denken over verantwoording afleggen.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>6. Hypercare - Embed Before We Exit<\/strong><\/h3>\n\n\n\n<p>Verandering mislukt zelden omdat mensen het oneens zijn. Het mislukt omdat mensen <strong>terugval<\/strong>.<br>De volgende acht weken boden we \u201chypercare\u201d - we coachten leiders in realtime, namen deel aan hun leiderschapsvergaderingen en gaven gestructureerde feedback over afstemming, communicatie en rolmodellen.<\/p>\n\n\n\n<p>In deze fase wordt theorie een gewoonte.<br>We verdwijnen niet na de levering; we <strong>naast je lopen<\/strong> totdat het gedrag blijft hangen.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>7. Overdracht en ondersteuning op aanvraag - Maak het van hen<\/strong><\/h3>\n\n\n\n<p>Na zes maanden verschoof het eigendom volledig naar het interne team van TransLog.<br>Een speciale \u201cCulture Anchor Group\u201d - vijf cross-functionele leiders - nam de monitoring en peer-coaching taken over.<\/p>\n\n\n\n<p>We bleven beschikbaar voor <strong>ondersteuning op aanvraag<\/strong>:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Driemaandelijkse reflectiesessies<\/li>\n\n\n\n<li>Leiderschapsontwikkeling voor nieuwe managers<\/li>\n\n\n\n<li>Modules over gedragsdiagnostiek vernieuwen<\/li>\n<\/ul>\n\n\n\n<p>De CEO merkte op in de eindbeoordeling:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cVoor het eerst voelt cultuur als onderdeel van de bedrijfsvoering - niet als een apart HR-project. Het is hoe we leiding geven.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Wat leiders leerden<\/strong><\/h2>\n\n\n<div class=\"wp-block-image\">\n<figure class=\"alignleft size-large is-resized\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"683\" src=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1024x683.webp\" alt=\"\" class=\"wp-image-10171\" style=\"width:336px;height:auto\" srcset=\"https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1024x683.webp 1024w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-300x200.webp 300w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-768x512.webp 768w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-1536x1024.webp 1536w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1-600x400.webp 600w, https:\/\/salomons.coach\/wp-content\/uploads\/2025\/11\/leadership-lessons-from-2020-18-scaled-1.webp 1920w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div>\n\n\n<p>Uit deze reis kwamen verschillende leiderschapslessen naar voren:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Gedrag volgt structuur.<\/strong> Als je nieuw gedrag wilt, herontwerp dan het systeem dat er vorm aan geeft.<\/li>\n\n\n\n<li><strong>Psychologische veiligheid is de bodem.<\/strong> Vertrouwen stelt leiders in staat om elkaar uit te dagen zonder de verbinding te verliezen.<\/li>\n\n\n\n<li><strong>Reflectie is een prestatie-instrument.<\/strong> Leermomenten moeten worden gepland, niet aan het toeval worden overgelaten.<\/li>\n\n\n\n<li><strong>Gedistribueerd leiderschap versnelt verandering.<\/strong> Wanneer elk niveau leidt, vermenigvuldigt de verantwoordelijkheid zich.<\/li>\n\n\n\n<li><strong>Cultuurverandering is continu.<\/strong> Het eindigt niet met de uitrol - het evolueert met elke beslissing die wordt genomen.<\/li>\n<\/ol>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>De ROI van cultuurwerk<\/strong><\/h2>\n\n\n\n<p>Cultuurverandering is niet zacht. Het is structurele ROI.<\/p>\n\n\n\n<p>Bij TransLog waren de meetbare resultaten onder andere:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>12% vermindering van procesafwijkingen<\/li>\n\n\n\n<li>Snellere besluitvormingstijden (-30%)<\/li>\n\n\n\n<li>Lager verloop onder supervisors (-18%)<\/li>\n\n\n\n<li>Hogere scores voor medewerkerbetrokkenheid en klanttevredenheid<\/li>\n<\/ul>\n\n\n\n<p>Het bestuur zag het niet als een project, maar als een <strong>evolutie van het bedrijfsmodel<\/strong>.<\/p>\n\n\n\n<p>Zoals een directeur concludeerde:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>\u201cDe echte winst zit niet in de statistieken. Het is dat onze leiders nu over cultuur praten als een bedrijfssysteem - niet als een stemming.\u201d<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Laatste gedachten: Van woorden naar structuren<\/strong><\/h2>\n\n\n\n<p>Cultuurverandering mislukt als het bij intenties blijft.<br>Het slaagt wanneer leiders intentie vertalen in <strong>structuren, stimulansen en rituelen<\/strong> die het gewenste gedrag gemakkelijk maken - en het ongewenste gedrag moeilijk.<\/p>\n\n\n\n<p>Omdat cultuur niet leeft in wat wij <strong>zeg<\/strong>.<br>Het leeft in wat we <strong>toestaan<\/strong>.<\/p>\n\n\n\n<p>En welke leiders <strong>toestaan<\/strong> - door hun keuzes, duidelijkheid en moed - de toekomst van de organisatie bepalen.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">\u2733\ufe0f <strong>Cultuurverandering is niet onmogelijk.<\/strong><\/h3>\n\n\n\n<p>Het is een keuze van leiderschap die elke dag zichtbaar wordt gemaakt in vergaderingen, gesprekken en beslissingen.<\/p>\n\n\n\n<p><strong>Jan Salomons<\/strong><br>Trainer | Coach | Leiderschap &amp; Cultuur | Prestaties &amp; Verandering | Operationele Uitmuntendheid<br><\/p>\n\n\n\n<p>Ge\u00efnteresseerd in een open gesprek over leiderschap &amp; cultuurverandering in jouw organisatie? Laten we een kort gesprek hebben om te zien of mijn aanpak past, geen kosten. <a href=\"https:\/\/salomons.coach\/nl\/sessieplanner\/\">Sessieplanner - salomons.be<\/a><\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Cultuurverandering wordt vaak verkeerd begrepen als alleen maar slogans of posters, maar echte transformatie begint met leiderschapsgedrag en systemisch herontwerp. Bij TransLog, een Europese logistieke organisatie, ontdekten leiders dat hun prestatieproblemen niet voortkwamen uit kapotte processen, maar uit een gebrekkig gedragssysteem. Door leiderschapsroutines in kaart te brengen en samen een nieuw gedragssysteem te cre\u00ebren, veranderden ze van eenzijdig denken naar gezamenlijk handelen. De resultaten? Verbeterde prestatiecijfers en een cultuur die integraal deel ging uitmaken van de bedrijfsvoering. Ontdek hoe bewuste keuzes en structurele veranderingen de toekomst van uw organisatie kunnen herdefini\u00ebren en van cultuur een krachtige business enabler kunnen maken.<\/p>","protected":false},"author":1,"featured_media":10159,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,195],"tags":[436,366,435],"class_list":["post-10157","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-organizations-culture","tag-execution","tag-leadership-behavior","tag-role-modeling"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.5.2 - aioseo.com -->\n\t<meta name=\"description\" content=\"Culture change is often misunderstood as mere slogans or posters, but true transformation begins with leadership behavior and systemic redesign. 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Explore how intentional choices and structural changes can redefine your organization\u2019s future and make culture a powerful business enabler.","twitter:creator":"@salomons_coach","twitter:image":"https:\/\/salomons.coach\/wp-content\/uploads\/2024\/06\/FS1904_JanXLGrowth_216-Jan-Salomons-no-background.png"},"aioseo_meta_data":{"post_id":"10157","title":"#post_title #separator_sa #site_title","description":"#post_excerpt","keywords":null,"keyphrases":{"focus":{"keyphrase":"Culture","score":82,"analysis":{"keyphraseInTitle":{"score":9,"maxScore":9,"error":0},"keyphraseInDescription":{"score":9,"maxScore":9,"error":0},"keyphraseLength":{"score":9,"maxScore":9,"error":0,"length":1},"keyphraseInURL":{"score":5,"maxScore":5,"error":0},"keyphraseInIntroduction":{"score":9,"maxScore":9,"error":0},"keyphraseInSubHeadings":{"score":3,"maxScore":9,"error":1},"keyphraseInImageAlt":{"score":3,"maxScore":9,"error":1},"keywordDensity":{"type":"best","score":9,"maxScore":9,"error":0}}},"additional":[{"keyphrase":"organizational culture","score":40,"analysis":{"keyphraseInDescription":{"score":3,"maxScore":9,"error":1},"keyphraseLength":{"score":9,"maxScore":9,"error":0,"length":2},"keyphraseInIntroduction":{"score":3,"maxScore":9,"error":1},"keyphraseInImageAlt":{"score":3,"maxScore":9,"error":1},"keywordDensity":{"score":0,"type":"low","maxScore":9,"error":1}}},{"keyphrase":"leadership","score":73,"analysis":{"keyphraseInDescription":{"score":9,"maxScore":9,"error":0},"keyphraseLength":{"score":9,"maxScore":9,"error":0,"length":1},"keyphraseInIntroduction":{"score":3,"maxScore":9,"error":1},"keyphraseInImageAlt":{"score":3,"maxScore":9,"error":1},"keywordDensity":{"type":"best","score":9,"maxScore":9,"error":0}}},{"keyphrase":"co-create","score":40,"analysis":{"keyphraseInDescription":{"score":3,"maxScore":9,"error":1},"keyphraseLength":{"score":9,"maxScore":9,"error":0,"length":1},"keyphraseInIntroduction":{"score":3,"maxScore":9,"error":1},"keyphraseInImageAlt":{"score":3,"maxScore":9,"error":1},"keywordDensity":{"score":0,"type":"low","maxScore":9,"error":1}}},{"keyphrase":"change","score":73,"analysis":{"keyphraseInDescription":{"score":9,"maxScore":9,"error":0},"keyphraseLength":{"score":9,"maxScore":9,"error":0,"length":1},"keyphraseInIntroduction":{"score":3,"maxScore":9,"error":1},"keyphraseInImageAlt":{"score":3,"maxScore":9,"error":1},"keywordDensity":{"type":"best","score":9,"maxScore":9,"error":0}}}]},"primary_term":{"category":1},"canonical_url":null,"og_title":null,"og_description":null,"og_object_type":"default","og_image_type":"default","og_image_url":null,"og_image_width":null,"og_image_height":null,"og_image_custom_url":null,"og_image_custom_fields":null,"og_video":"","og_custom_url":null,"og_article_section":null,"og_article_tags":null,"twitter_use_og":false,"twitter_card":"default","twitter_image_type":"default","twitter_image_url":null,"twitter_image_custom_url":null,"twitter_image_custom_fields":null,"twitter_title":null,"twitter_description":null,"schema":{"blockGraphs":[],"customGraphs":[],"default":{"data":{"Article":[],"Course":[],"Dataset":[],"FAQPage":[],"Movie":[],"Person":[],"Product":[],"ProductReview":[],"Car":[],"Recipe":[],"Service":[],"SoftwareApplication":[],"WebPage":[]},"graphName":"BlogPosting","isEnabled":true},"graphs":[]},"schema_type":"default","schema_type_options":null,"pillar_content":false,"robots_default":true,"robots_noindex":false,"robots_noarchive":false,"robots_nosnippet":false,"robots_nofollow":false,"robots_noimageindex":false,"robots_noodp":false,"robots_notranslate":false,"robots_max_snippet":"-1","robots_max_videopreview":"-1","robots_max_imagepreview":"large","priority":null,"frequency":"default","local_seo":null,"seo_analyzer_scan_date":"2025-11-08 14:30:58","breadcrumb_settings":null,"limit_modified_date":false,"reviewed_by":null,"open_ai":null,"ai":{"faqs":[],"keyPoints":[],"titles":[],"descriptions":[],"socialPosts":{"email":[],"linkedin":[],"twitter":[],"facebook":[],"instagram":[]}},"created":"2025-10-23 19:22:55","updated":"2025-11-27 07:14:23"},"aioseo_breadcrumb":"<div class=\"aioseo-breadcrumbs\"><span class=\"aioseo-breadcrumb\">\n\t<a href=\"https:\/\/salomons.coach\/nl\" title=\"Home\">Home<\/a>\n<\/span><span class=\"aioseo-breadcrumb-separator\">\u00bb<\/span><span class=\"aioseo-breadcrumb\">\n\t<a href=\"https:\/\/salomons.coach\/nl\/category\/blog\/\" title=\"Blog\">Blog<\/a>\n<\/span><span class=\"aioseo-breadcrumb-separator\">\u00bb<\/span><span class=\"aioseo-breadcrumb\">\n\tChange Culture? This is what leaders do (and not what they say\u2026)!\n<\/span><\/div>","aioseo_breadcrumb_json":[{"label":"Home","link":"https:\/\/salomons.coach\/nl"},{"label":"Blog","link":"https:\/\/salomons.coach\/nl\/category\/blog\/"},{"label":"Change Culture? 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