{"id":10460,"date":"2025-09-12T12:48:00","date_gmt":"2025-09-12T11:48:00","guid":{"rendered":"https:\/\/salomons.coach\/?p=10460"},"modified":"2026-02-19T16:57:27","modified_gmt":"2026-02-19T15:57:27","slug":"nieuwe-baas-worstelt-lees-dit","status":"publish","type":"post","link":"https:\/\/salomons.coach\/nl\/new-boss-struggling-read-this\/","title":{"rendered":"Nieuwe baas? Worstel je? Lees dit!"},"content":{"rendered":"<h3 class=\"wp-block-heading\"><strong>Inzicht in waarom dit gebeurt, wat psychologie en onderzoek erover zeggen en hoe je met praktische stappen de situatie weer onder controle kunt krijgen.<\/strong><\/h3>\n\n\n\n<p>Er zijn maar weinig situaties op het werk die zo emotioneel activerend zijn als het krijgen van een nieuwe baas.<br>Zelfs in stabiele omgevingen kan het verontrustend aanvoelen. Maar in <strong>operationele omgevingen met hoge werkdruk<\/strong> zoals in de logistiek - waar dagelijkse deadlines, uitzonderingen en escalaties het ritme van de dag bepalen - kan de komst van een nieuwe leider het gevoel geven dat iemand van de ene op de andere dag de regels van het spel heeft veranderd.<\/p>\n\n\n\n<p>Ik coach vooral leiders, dus dit thema komt regelmatig voorbij. Een tijdje geleden had ik een gesprek met iemand in precies deze situatie. Haar nieuwe manager was nog maar twee maanden in functie, maar de relatie voelde al gespannen. De vorige baas had een meer voorspelbare, afwachtende stijl. De nieuwe was direct, detailgericht, cultureel verschillend en constant aanwezig in de operatie.<\/p>\n\n\n\n<p>De vraag van de coachee was eenvoudig en eerlijk:<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p><strong>\u201cIk heb een nieuwe baas en ik mag hem niet. Wat moet ik doen?\u201d<\/strong><\/p>\n<\/blockquote>\n\n\n\n<p>Als je ooit een soortgelijke gedachte hebt gehad, ben je niet de enige.<br>In mijn eigen carri\u00e8re heb ik <strong>18 bazen <\/strong>(ja, ik ben oud...), elk met hun eigen persoonlijkheid, leiderschapsvolwassenheid, culturele lens en stresstriggers. Sommigen inspireerden me diep; anderen leerden me wat <em>vereist<\/em> te doen. En bij sommige relaties duurde het maanden of jaren om ze te begrijpen.<\/p>\n\n\n\n<p>Deze blog biedt inzicht in <strong>waarom dit gebeurt<\/strong>, Wat psychologie en onderzoek erover zeggen en hoe je de situatie weer onder controle kunt krijgen met praktische stappen.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Waarom nieuwe bazen zoveel stress veroorzaken (Psychologie &amp; HBR inzichten)<\/strong><\/h2>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. Je hersenen reageren op verandering als een bedreiging<\/strong><\/h3>\n\n\n\n<p>Neurowetenschap (Rock, 2008; SCARF Model, HBR) toont aan dat een onverwachte verandering in hi\u00ebrarchie het bedreigingssysteem van de hersenen activeert. Een nieuwe baas brengt onzekerheid met zich mee op ten minste vijf gebieden:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Status<\/strong> - Zullen ze me op dezelfde manier zien als de oude baas?<\/li>\n\n\n\n<li><strong>Zekerheid<\/strong> - Wat zal er veranderen? Wat niet?<\/li>\n\n\n\n<li><strong>Autonomie<\/strong> - Heb ik nog steeds vrijheid van handelen?<\/li>\n\n\n\n<li><strong>Verwantschap<\/strong> - Kan ik ze vertrouwen?<\/li>\n\n\n\n<li><strong>Eerlijkheid<\/strong> - Zullen de verwachtingen redelijk zijn?<\/li>\n<\/ul>\n\n\n\n<p>Je hersenen zien een nieuwe leider als <strong>dubbelzinnigheid<\/strong>, en dubbelzinnigheid als <strong>risico<\/strong>.<br>In een VUCA-omgeving wordt dit gevoel versterkt.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. We vergelijken de nieuwe baas met de oude baas<\/strong><\/h3>\n\n\n\n<p>Mensen vertrouwen sterk op <strong>mentale modellen<\/strong>. Als leider A zich op een bekende manier gedraagt, dan bouwt je geest verwachtingen op.<br>Leider B schendt deze verwachtingen en de hersenen interpreteren dit als \u201cverkeerd\u201d, niet als \u201canders\u201d.\u201d<\/p>\n\n\n\n<p>Volgens onderzoek van HBR ervaren werknemers vaak een dip in betrokkenheid en duidelijkheid gedurende 6-12 maanden na een leiderschapstransitie - niet omdat de nieuwe leider slecht is, maar omdat het team zich onbewust verzet tegen de verstoring van gevestigde patronen.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. Culturele verschillen zijn belangrijk (zelfs binnen West-Europa)<\/strong><\/h3>\n\n\n\n<p>We onderschatten hoe verschillend West-Europese culturen kunnen zijn:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Niveaus van <strong>directheid<\/strong><\/li>\n\n\n\n<li>Comfort met <strong>hi\u00ebrarchie<\/strong><\/li>\n\n\n\n<li>Tempo van besluitvorming<\/li>\n\n\n\n<li>Communicatiestijl<\/li>\n\n\n\n<li>Conflictbenadering<\/li>\n<\/ul>\n\n\n\n<p>Wat in de ene cultuur op \u201cmicromanagement\u201d lijkt, kan in een andere cultuur aanvoelen als \u201cbetrokkenheid\u201d.<br>Wat in de ene cultuur \u201cte emotioneel\u201d aanvoelt, kan in een andere cultuur \u201ctransparant\u201d aanvoelen.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Cultuur is geen probleem; <strong>mismatch in verwachtingen<\/strong> is.<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Leiders onder druk gedragen zich anders<\/strong><\/h3>\n\n\n\n<p>In operationele omgevingen zoals logistiek werken leiders vaak in <strong>constant verhoogde stress<\/strong>.<br>Dagelijkse uitzonderingen. Vertragingen. Escalaties bij klanten. Resourcetekorten.<br>Veel leiders vallen terug op hun overlevingspatronen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>controle<\/li>\n\n\n\n<li>snelheid boven reflectie<\/li>\n\n\n\n<li>directief gedrag<\/li>\n\n\n\n<li>kortetermijnfocus<\/li>\n\n\n\n<li>brandbestrijding<\/li>\n\n\n\n<li>weinig geduld voor nuance<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Het is niet persoonlijk - het is <strong>stressgedrag<\/strong>, geen karakter.<\/p>\n<\/blockquote>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Je persoonlijkheid en triggers spelen een rol<\/strong><\/h3>\n\n\n\n<p>Een nieuwe baas legt ook je eigen patronen bloot:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Geef je de voorkeur aan autonomie?<\/li>\n\n\n\n<li>Heb je structuur nodig?<\/li>\n\n\n\n<li>Vind je stabiliteit belangrijk?<\/li>\n\n\n\n<li>Houd je niet van confronterende stijlen?<\/li>\n\n\n\n<li>Neig je naar perfectionisme of harmonie?<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>De wrijving onthult vaak meer over <em>jij<\/em> dan over de nieuwe leider.<\/p>\n<\/blockquote>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Mijn ervaring met 18 bazen: De patronen die ik heb gezien<\/strong><\/h2>\n\n\n\n<p>Ik heb gewerkt voor 18 leiders in Europa, operaties en bedrijfsfuncties - elk gevormd door hun eigen cultuur, druk en leiderschapsvolwassenheid. Dit is wat ik heb waargenomen:<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. De eerste 90 dagen zijn altijd emotioneel<\/strong><\/h3>\n\n\n\n<p>Zelfs goede leiders verstoren het systeem.<br>Zelfs goede teams verzetten zich tegen verandering.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. Conflicten komen meestal voort uit onvervulde verwachtingen-niet uit slechte bedoelingen<\/strong><\/h3>\n\n\n\n<p>De meeste wrijving komt door verschillen in stijl, tempo of communicatie - niet door capaciteiten.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. De relatie hangt net zoveel van jou af als van hen<\/strong><\/h3>\n\n\n\n<p>De meest succesvolle relaties tussen leider en werknemer die ik heb gezien, kwamen van werknemers die:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>proactief waren in het verduidelijken van verwachtingen<\/li>\n\n\n\n<li>deelden openlijk hun werkstijl<\/li>\n\n\n\n<li>wachtte niet op de baas om ze \u201cuit te zoeken\u201d.\u201d<\/li>\n\n\n\n<li>gaf de baas het voordeel van de twijfel<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Nieuwe leiders voelen zich vaak even onzeker als hun teams<\/strong><\/h3>\n\n\n\n<p>Ze erven een bestaande cultuur, een achterstand in prestaties, een geschiedenis die ze niet kennen en een politieke dynamiek die ze nog niet kunnen overzien.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Ik heb nieuwe managers zien piekeren over de vraag of hun team hen leuk vindt of respecteert.<\/p>\n<\/blockquote>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Je leert altijd iets - zelfs van de moeilijke gevallen<\/strong><\/h3>\n\n\n\n<p>Sommige van mijn beste leiderschapslessen kwamen van de bazen die ik aanvankelijk niet mocht:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>hoe te beheren<\/li>\n\n\n\n<li>hoe communiceren onder druk<\/li>\n\n\n\n<li>hoe bescherm ik mijn grenzen<\/li>\n\n\n\n<li>hoe om te gaan met culturele verschillen<\/li>\n\n\n\n<li>hoe kalm te blijven in chaos<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Een moeilijke baas is nooit alleen maar een obstakel, maar ook een leerproces.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Wat u kunt doen (praktische maatregelen die werken)<\/strong><\/h2>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>1. Geef de relatie 90 dagen de tijd<\/strong><\/h2>\n\n\n\n<p>Onderzoek toont aan dat het 90 tot 180 dagen duurt voordat een nieuwe leidinggevende en een nieuw team een werkritme hebben gevonden.<\/p>\n\n\n\n<p>Bevries de relatie niet te vroeg in een oordeel.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>2. Plan een gesprek over \u201cmanieren van werken\u201d<\/strong><\/h2>\n\n\n\n<p>De meeste wrijving komt voort uit aannames.<br>De remedie?<br>Een eenvoudig gesprek:<\/p>\n\n\n\n<p><strong>\u201cHoe werk je het liefst? Zo werk ik.\u201d<\/strong><\/p>\n\n\n\n<p>Te bespreken onderwerpen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>besluitvormingsstijl<\/li>\n\n\n\n<li>communicatiestijl<\/li>\n\n\n\n<li>feedbackvoorkeuren<\/li>\n\n\n\n<li>escalatiedrempels<\/li>\n\n\n\n<li>autonomie versus betrokkenheid<\/li>\n\n\n\n<li>prioriteiten<\/li>\n\n\n\n<li>stressfactoren<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Dit ene gesprek kan maanden van spanning besparen.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>3. Scheiden <em>stijl<\/em> van <em>bedoeling<\/em><\/strong><\/h2>\n\n\n\n<p>De stijl van je baas kan ongemakkelijk aanvoelen, maar hun <strong>bedoeling<\/strong> kan positief zijn:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>willen ondersteunen<\/li>\n\n\n\n<li>willen begrijpen<\/li>\n\n\n\n<li>eigendom willen tonen<\/li>\n\n\n\n<li>resultaten willen verbeteren<\/li>\n\n\n\n<li>geloofwaardigheid willen opbouwen<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Kijk verder dan het gedrag \u2013 vraag wat ze proberen te bereiken.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>4. Begrijp je eigen triggers<\/strong><\/h2>\n\n\n\n<p>Maak een lijst met vragen zoals:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Wat stoort me precies?<\/li>\n\n\n\n<li>Waar heb ik dit patroon eerder gezien?<\/li>\n\n\n\n<li>Gaat dit over de baas, of over mij?<\/li>\n\n\n\n<li>Welke aannames doe ik?<\/li>\n\n\n\n<li>Wat leert deze situatie mij?<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Dit verandert frustratie in inzicht.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>5. Maak hun werk gemakkelijker (dit werkt altijd)<\/strong><\/h2>\n\n\n\n<p>Nieuwe bazen waarderen mensen die:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>vroegtijdig communiceren<\/li>\n\n\n\n<li>oplossingen bieden, niet alleen problemen<\/li>\n\n\n\n<li>context uitleggen<\/li>\n\n\n\n<li>gegevens omzetten in beslissingen<\/li>\n\n\n\n<li>eigendom tonen<\/li>\n<\/ul>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Dit versnelt het vertrouwen, en vertrouwen vermindert micromanagement.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>6. Praat openlijk als de relatie vastloopt<\/strong><\/h2>\n\n\n\n<p>Gebruik een niet-beschuldigende formulering:<\/p>\n\n\n\n<p><strong>\u201cIk wil dat we goed samenwerken. Kunnen we praten over hoe we effectiever kunnen samenwerken?\u201d<\/strong><\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Leiders waarderen volwassenheid.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Als je je baas echt niet mag<\/strong><\/h2>\n\n\n\n<p>Soms gaat het om meer dan stijlverschillen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Ze duwen te hard<\/li>\n\n\n\n<li>Ze luisteren niet<\/li>\n\n\n\n<li>Ze eisen een onredelijk tempo<\/li>\n\n\n\n<li>Ze begrijpen de werking niet<\/li>\n\n\n\n<li>Ze handelen inconsequent<\/li>\n<\/ul>\n\n\n\n<p>Als dit gebeurt, wordt de vraag:<\/p>\n\n\n\n<p><strong>Wat kan <em>jij<\/em> invloed?<\/strong><\/p>\n\n\n\n<p>Je kunt invloed uitoefenen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>je communicatie<\/li>\n\n\n\n<li>je grenzen<\/li>\n\n\n\n<li>je emotionele reacties<\/li>\n\n\n\n<li>de helderheid die je brengt<\/li>\n\n\n\n<li>de relatie die je opbouwt<\/li>\n<\/ul>\n\n\n\n<p>Je kunt geen invloed uitoefenen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>hun persoonlijkheid<\/li>\n\n\n\n<li>hun achtergrond<\/li>\n\n\n\n<li>hun stijl<\/li>\n\n\n\n<li>hun stressniveau<\/li>\n\n\n\n<li>hun ervaringen uit het verleden<\/li>\n<\/ul>\n\n\n\n<p>Laat los wat je niet onder controle hebt.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Richt je op wat je kunt.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>In de meeste gevallen gaat het niet om leuk vinden, maar om aanpassen<\/strong><\/h2>\n\n\n\n<p>Een nieuwe baas zorgt voor een overgang.<br>Overgangen voelen ongemakkelijk.<br>Ongemak is geen gevaar.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>Als er \u00e9\u00e9n waarheid is die ik heb geleerd door voor 18 bazen te werken en honderden leiders te coachen, dan is het deze:<\/p>\n<\/blockquote>\n\n\n\n<p><strong>Je hoeft niet <em>zoals<\/em> je baas onmiddellijk.<br>Maar je moet ze wel begrijpen.<\/strong><br>Begrip schept duidelijkheid.<br>Duidelijkheid schept vertrouwen.<br>Vertrouwen maakt prestaties mogelijk.<\/p>\n\n\n\n<p>En in zeer operationele omgevingen - waar druk, tempo en deadlines heersen - is de relatie tussen leider en werknemer geen overbodige luxe.<\/p>\n\n\n\n<blockquote class=\"wp-block-quote is-layout-flow wp-block-quote-is-layout-flow\">\n<p>De relatie met je manager is de motor van de operatie.<\/p>\n<\/blockquote>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Referentielijst - Leiderschapstransities, psychologie en omhoog managen<\/strong><\/h2>\n\n\n\n<p>Hier is een <strong>referentielijst<\/strong> van de theorie\u00ebn, modellen en artikelen die ten grondslag liggen aan deze blogpost. Alle bronnen zijn bekend, worden veel geciteerd en hebben academische kwaliteit op HBR-niveau. Ik gebruik deze boeken\/artikelen vaak voor mijn werk als coach en begeleider van leiderschapsontwikkeling.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>1. David Rock - SCARF-model (Neurowetenschappen van Leiderschap)<\/strong><\/h3>\n\n\n\n<p>Rock, D. (2008). <em>SCARF: een op de hersenen gebaseerd model voor samenwerking met en be\u00efnvloeding van anderen.<\/em><br>Harvard Business Review.<br>(Legt uit waarom nieuwe bazen dreigingsreacties uitlokken die gerelateerd zijn aan Status, Zekerheid, Autonomie, Verwantschap en Eerlijkheid).<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>2. HBR - Waarom medewerkers zich verzetten tegen verandering<\/strong><\/h3>\n\n\n\n<p>Oreg, S., &amp; Sverdlik, N. (2018). <em>Wat onderzoek ons vertelt over hoe mensen reageren op verandering.<\/em><br>Harvard Business Review.<br>(Toont de voorspelbare emotionele dip wanneer er veranderingen in het leiderschap plaatsvinden.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>3. HBR \u2013 Je baas managen<\/strong><\/h3>\n\n\n\n<p>Gabarro, J., &amp; Kotter, J. (1993). <em>Je baas managen.<\/em><br>Harvard Business Review.<br>(Belangrijke basis voor het proactief vormgeven van de relatie met een nieuwe leider.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>4. Michael Watkins \u2013 De eerste 90 dagen<\/strong><\/h3>\n\n\n\n<p>Watkins, M. (2013). <em>De eerste 90 dagen: bewezen strategie\u00ebn om sneller en slimmer op gang te komen.<\/em><br>Harvard Business Review Press.<br>(Relevant voor het idee dat nieuwe leiders en teams ongeveer 90 dagen nodig hebben om vertrouwen en ritme op te bouwen.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>5. Erin Meyer \u2013 Culturele dimensies (verschillen in West-Europa)<\/strong><\/h3>\n\n\n\n<p>Meyer, E. (2014). <em>De cultuurkaart.<\/em><br>(Krachtig kader dat verschillen in communicatie, directheid, besluitvorming, vertrouwen en hi\u00ebrarchie verklaart \u2014 zelfs binnen West-Europa.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>6. Amy Edmondson \u2013 Psychologische veiligheid<\/strong><\/h3>\n\n\n\n<p>Edmondson, A. (2018). <em>De onverschrokken organisatie.<\/em><br>(Voornamelijk over het teamklimaat, maar zeer relevant om het ongemak en de onzekerheid te begrijpen die een nieuwe leider met zich meebrengt.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>7. William Bridges \u2013 Transitiemodel<\/strong><\/h3>\n\n\n\n<p>Bridges, W. (1991). <em>Transities beheren: het beste halen uit verandering.<\/em><br>(Verklaart emotionele reacties op verandering: Einde \u2192 Neutrale zone \u2192 Nieuw begin.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>8. Daniel Kahneman \u2013 Systeem 1 &amp; Systeem 2 (Onmiddellijke emotionele oordelen)<\/strong><\/h3>\n\n\n\n<p>Kahneman, D. (2011). <em>Denken, snel en langzaam.<\/em><br>(Laat zien hoe snelle oordelen over een nieuwe baas voortkomen uit snelle, emotionele verwerking.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>9. John Kotter \u2013 Verandering leiden (gevoel van verlies en weerstand)<\/strong><\/h3>\n\n\n\n<p>Kotter, J. (1996). <em>Verandering leiden.<\/em><br>(Vooral relevant om uit te leggen waarom mensen zich verzetten tegen verandering, waaronder leiderschapswisselingen.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>10. HBR \u2013 Hoe werk je samen met een nieuwe baas?<\/strong><\/h3>\n\n\n\n<p>Boyatzis, R., &amp; McKee, A. (2005). <em>Resonant leiderschap.<\/em><br>Gekoppeld aan HBR-artikelen:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><em>Hoe werk je samen met iemand die je niet mag?<\/em><\/li>\n\n\n\n<li><em>Hoe je snel vertrouwen opbouwt bij een nieuwe baas<\/em><br>(Handig voor het ontwikkelen van relationele strategie\u00ebn.)<\/li>\n<\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>11. VUCA-theorie \u2013 Leiderschap in omgevingen met hoge druk en een hoog tempo<\/strong><\/h3>\n\n\n\n<p>Bennett, N., &amp; Lemoine, G. J. (2014). <em>Wat VUCA echt voor jou betekent.<\/em><br>Harvard Business Review.<br>(Relevant voor operationele omgevingen en de door u beschreven stresspatronen bij leidinggevenden.)<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><strong>12. Goleman \u2013 Emotionele intelligentie onder druk<\/strong><\/h3>\n\n\n\n<p>Goleman, D. (1998). <em>Werken met emotionele intelligentie.<\/em><br>(Benadrukt hoe stress leidt tot beperkt gedrag, reactief gedrag en verkeerde interpretaties.)<\/p>\n\n\n\n<p>Wil je met mij samenwerken?<\/p>\n\n\n\n<p>Als je momenteel met deze situatie of soortgelijke uitdagingen te maken hebt, kun je een gratis gesprek van 30 minuten boeken om te bespreken of coaching\/mentoring een oplossing voor je kan zijn.<\/p>\n\n\n\n<p>Het zou de huidige belemmeringen voor uw verdere ontwikkeling kunnen wegnemen en daarmee ook het begin kunnen zijn van meer groei in de toekomst.<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=\"https:\/\/salomons.coach\/nl\/sessieplanner\/\">Boek een gratis gesprek van 30 minuten<\/a><\/div>\n<\/div>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Heb je moeite met een nieuwe baas? Je bent niet de enige. Dit artikel legt de psychologie achter leiderschapsovergangen uit, waarom je hersenen zo reageren en welke praktische stappen je kunnen helpen om weer duidelijkheid en vertrouwen te cre\u00ebren, vooral in operationele omgevingen waar veel druk heerst.<\/p>","protected":false},"author":1,"featured_media":11267,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"rs_blank_template":"","rs_page_bg_color":"","slide_template_v7":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1,192],"tags":[223,441,345,72,494,214,148],"class_list":["post-10460","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-vuca-leadership","tag-adaptability","tag-change","tag-culture","tag-leadership","tag-personality","tag-psychological-safety","tag-self-awareness"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.6.2 - aioseo.com -->\n\t<meta name=\"description\" content=\"Struggling with a new boss? 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