{"id":12708,"date":"2026-06-10T20:10:54","date_gmt":"2026-06-10T19:10:54","guid":{"rendered":"https:\/\/salomons.coach\/?p=12708"},"modified":"2026-06-10T20:34:56","modified_gmt":"2026-06-10T19:34:56","slug":"ai-kan-je-carriere-coachen-het-kan-jou-niet-coachen","status":"publish","type":"post","link":"https:\/\/salomons.coach\/nl\/ai-can-coach-your-career-it-cant-coach-you\/","title":{"rendered":"AI kan je carri\u00e8re coachen. Het kan jou niet coachen."},"content":{"rendered":"<meta charset=\"UTF-8\">\n<meta name=\"viewport\" content=\"width=device-width, initial-scale=1.0\">\n<title>AI kan je carri\u00e8re coachen. 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class=\"standfirst\">Een recent artikel van HBR somt zeven dingen op die generatieve AI briljant doet voor je carri\u00e8re. Lees goed, elk van deze punten markeert de grens van wat het niet kan aanraken.<\/p>\n    <div class=\"byline\">\n      <div class=\"avatar\">JS<\/div>\n      <div><b>Jan Salomons<\/b> \u00b7 Executive Coach, Salomons.Coach<br>Over leiderschap, systemen en het werk dat je verandert<\/div>\n    <\/div>\n  <\/section>\n \n  <article>\n    <p><span class=\"lead-cap\">T<\/span>vorige week betoogde Omas Chamorro-Premuzic in <a href=\"https:\/\/hbr.org\/2025\/04\/want-to-use-ai-as-a-career-coach-use-these-prompts\" style=\"color:var(--navy);text-decoration:underline;text-decoration-color:var(--gold);text-underline-offset:3px;\"><em>Harvard Business Review<\/em><\/a> dat generatieve AI een geloofwaardige loopbaanbegeleider is geworden: toegankelijk, onvermoeibaar en, met een uurtarief van ongeveer $272 voor het menselijke alternatief, een stuk goedkoper. Hij heeft gelijk, en ik wil dat meteen duidelijk stellen, want wat volgt is geen verdediging van mijn beroep tegen een machine. Het is een poging om eerlijk te zijn over waar de machine ophoudt.<\/p>\n\n    <p>Zijn artikel is werkelijk nuttig. Het kaart zeven dingen aan die AI goed doet: helpen bij het vinden van carri\u00e8rerichting, het aanscherpen van een cv en een LinkedIn-profiel, het structureren van een zoektocht naar werk, het oefenen van sollicitaties en salarisonderhandelingen, het adviseren over leiderschapskeuzes, het opbouwen van een persoonlijk merk en het bespreken van de dagelijkse frictie van het werkende leven. Voor al deze dingen is AI een uitstekende sparringpartner. Gebruik het. Ik doe het ook.<\/p>\n\n    <p>Chamorro-Premuzic geeft zelfs iets toe wat de coachingsbranche zelden publiekelijk toegeeft: dat lage toetredingsdrempels en een algemeen gebrek aan training rigoureuze, op bewijs gebaseerde coaching tot de uitzondering in plaats van de regel maken. Daar heeft hij ook gelijk in. En juist daar, in zijn eerlijkheid, opent zich de interessante vraag.<\/p>\n\n    <h2><span class=\"num\">De stille vervanging<\/span>De categorie-fout die zich verbergt in de prompts<\/h2>\n\n    <p>Kijk nog eens naar de zeven toepassingen. Zoek duidelijkheid. Optimaliseer het CV. Strategiseer de zoektocht. Oefen het antwoord. Stel de e-mail op. Bouw het merk. Elk is echt en waardevol. En elk is, in de kern, <strong>informatie, advies, opstellen, of oefenen.<\/strong><\/p>\n\n    <p>Dat is geen coaching. Dat is mentorschap en consultatie, de overdracht van kennis en het produceren van artefacten. Het is enorm nuttig, en het is precies het soort werk dat prachtig opschaalt via een model dat meer loopbaanadvies heeft gelezen dan enig mens ooit zou kunnen. Het artikel beschrijft dit werk uitstekend. Het heeft er alleen de verkeerde naam aan gegeven.<\/p>\n\n    <p>Coaching, correct ge\u00efnterpreteerd, is niet het geven van antwoorden. Het is het gedisciplineerde vak om een persoon te helpen zien wat hij niet alleen kon zien, en te worden wie hij niet alleen kon worden. Het onderscheid is belangrijk, want op het moment dat je de twee scheidt, kun je duidelijk zien welk deel AI inneemt en welk deel het structureel niet kan.<\/p>\n\n    <div class=\"threshold\">Waar de opdrachten stoppen, begint het werk<\/div>\n\n    <h2><span class=\"num\">De eerste lijn die het niet kan overschrijden<\/span>Het coacht de persoon. Het kan het systeem niet zien.<\/h2>\n\n    <p>Vraag de AI \u201cwat moet ik doen met mijn moeilijke manager\u201d, en het zal je een doordacht, goed gestructureerd antwoord geven over je manager en over jou. Dat is de niet-systemische vraag, en die krijgt een niet-systemisch antwoord.<\/p>\n\n    <p>Maar een leider is nooit een gesloten eenheid die geoptimaliseerd kan worden. Ze zijn een knooppunt in een web van rollen, druk, lussen en verwachtingen. Een groot deel van wat zich voordoet als een persoonlijke tekortkoming, is een eigenschap van <em>positie<\/em> iemand bezet, dezelfde stoel zou bijna iedereen op dezelfde manier belasten. De micromanagende manager zit vaak vast in een lus waar je zelf ook aan bijdraagt. Het conflict dat je steeds escaleert, is vaak een derde partij die spanning absorbeert die aan twee anderen toebehoort. Het gedrag dat irrationeel lijkt, is meestal een verstandige reactie op wat het systeem stilletjes beloont.<\/p>\n\n    <blockquote>Je team produceert precies wat het is gebouwd om te produceren. Als je een ander resultaat wilt, verander je de structuur, niet de wilskracht van de mensen daarin.<\/blockquote>\n\n    <p>AI optimaliseert het individu in isolatie. Het kan het krachtenveld dat op jou inwerkt niet in kaart brengen, omdat je dat veld niet duidelijk genoeg kunt zien om het in een prompt te beschrijven. Die onbekwaamheid om je eigen systeem te zien is juist de reden waarom je hulp zoekt. Een systeemcoach werkt andersom: niet \u201cwat is er mis met jou\u201d, maar \u201cwat produceert jouw systeem, en wat is jouw aandeel daarin?\u201d Die herformulering is de hefboom. Het komt zelden door te typen.<\/p>\n\n    <h2><span class=\"num\">De tweede lijn kan hij niet overschrijden<\/span>Het zal de relatie nooit riskeren<\/h2>\n\n    <p>Hier is het meest provocerende wat ik over uw AI-carri\u00e8recoach kan zeggen, en ik meen het precies: <strong>het is de meest bekwame overfunctioner die je ooit zult ontmoeten.<\/strong> Het redt. Het valideert. Het vult elke stilte. Het geeft je het gepolijste antwoord voordat je het moeilijke denkwerk hebt gedaan. En het is ontworpen, op een diep niveau, om je betrokken te houden en je goedkeuring te winnen.<\/p>\n\n    <p>Dat is een fatale fout voor een coach. Want echte groei leeft aan de andere kant van ongemak, het ongemak dat AI specifiek is ontworpen om weg te nemen.<\/p>\n\n    <p>Mijn eigen praktijk leunt zwaar op provocerend en ervaringsgericht coachen. Dat betekent dat ik, wanneer het je dient, advocaat van de duivel speel tegen het verhaal waar je het meest aan gehecht bent. Ik laat een stilte vallen totdat deze productief in plaats van comfortabel wordt. Ik weiger je te redden, want de worsteling is de interventie. Ik zal af en toe het ding zeggen waarvan je hoopte dat iemand het eindelijk zou zeggen. Niets hiervan is wreedheid; het is zorg met ruggengraat. En dit alles is afhankelijk van \u00e9\u00e9n ding dat AI nooit kan bieden: <strong>Ik ben bereid de relatie op het spel te zetten ten dienste van jouw ontwikkeling.<\/strong> AI bestaat niet. Het zal het eindeloos en aangenaam met je eens zijn, tot aan de rand van je blinde vlek - en dan zal het het daar ook mee eens zijn.<\/p>\n\n    <div class=\"contrast\">\n      <div class=\"ai\">\n        <h4>Wat AI vraagt<\/h4>\n        <p>\u201cWaarmee kan ik u van dienst zijn?\u201d<\/p>\n      <\/div>\n      <div class=\"coach\">\n        <h4>Wat een coach vraagt<\/h4>\n        <p>\u201cWat vermijd je door me dat te vragen?\u201d<\/p>\n      <\/div>\n    <\/div>\n\n    <h2><span class=\"num\">De derde regel kan hij niet overschrijden<\/span>Het heeft alles gelezen en niets geleefd<\/h2>\n\n    <p>De mentorlaag van mijn werk draait op geleefd oordeel. Gedurende vijfendertig jaar \u2014 twee directiefuncties, leiderschapswerk in vijfenvijftig landen, de specifieke eenzaamheid van degene te zijn die uiteindelijk moet beslissen \u2014 heb ik in ruimtes gestaan waar AI alleen maar over gelezen heeft. Het heeft elk leiderschapsboek dat ooit geschreven is geabsorbeerd en heeft nooit slecht nieuws hoeven brengen aan iemand die het respecteerde, nooit een bedrijf door een crisis geleid, nooit gevoeld dat een cultuur zich tegen een noodzakelijke verandering keerde.<\/p>\n\n    <p>Ervaring is geen nostalgie. Het is herkennen van patronen die verdiend zijn met een prijs, het vermogen om vroeg te voelen dat een situatie ergens heen gaat dat een model getraind op gemiddelden niet zal waarschuwen totdat het te laat is. AI geeft je de consensus van alles wat geschreven is. Een mentor geeft je het ene ding dat de consensus gemist heeft, omdat ze ooit precies stonden waar jij nu staat en het hen iets gekost heeft om het te leren.<\/p>\n\n    <h2><span class=\"num\">Het element onder alle drie<\/span>Een niet-angstige aanwezigheid heeft geen uitknop voor AI<\/h2>\n\n    <p>De emotionele toestand van een leider is besmettelijk; deze verspreidt zich sneller door een team dan welk memo dan ook. Daarom is, in een systeem onder druk, de meest waardevolle bijdrage van een coach vaak helemaal geen inzicht, maar <strong>regelgeving<\/strong>, stabiel, verbonden en niet-reactief blijven terwijl alles om de cli\u00ebnt heen dat niet is. Vanuit die stabiliteit leent de cli\u00ebnt het vermogen om hetzelfde te doen. We noemen dit differentiatie, en het is de stille motor van de meest duurzame leiderschapsgroei.<\/p>\n\n    <p>AI kan dit niet bieden, omdat het geen zelf heeft om stabiel te blijven <em>van.<\/em> Het spiegelt je toestand terug naar jou, vloeiend en versterkt. Breng je angst erheen en het zal je angst met grote competentie organiseren. Het kan niet de rust in je systeem zijn, want het bevindt zich niet in je systeem. Het is een oppervlak waar je tegen praat.<\/p>\n\n    <div class=\"threshold\">een beter hulpmiddel legt de lat hoger, niet lager<\/div>\n\n    <h2><span class=\"num\">De herformulering<\/span>AI bedreigt coaching niet. Het bedreigt nepcoaching.<\/h2>\n\n    <p>Dus ik maak me geen zorgen en ik ben niet defensief. AI brengt echt coachen niet in gevaar, het brengt het coachen dat nooit coachen was in gevaar: het herverpakken van algemeen advies, de comfortabele validatie, de antwoorden die iedereen had kunnen opzoeken. Dat werk <em>moeten<\/em> Laat het geautomatiseerd worden. Laat het zo zijn.<\/p>\n\n    <p>Wat overblijft is moeilijker, menselijker en noodzakelijker dan voorheen. Als AI nu de informationele laag beter doet dan een gemiddelde coach, dan stijgt de lat voor een menselijke coach scherp: wees systemischer, provocerender, oprechter ervaren, of word vervangen, en terecht. Chamorro-Premuzic merkt op dat je minder snel je baan verliest aan AI dan aan <em>iemand die er goed gebruik van maakt.<\/em> Dat geldt ook voor mijn beroep. Ik ben van plan die persoon te zijn.<\/p>\n\n    <blockquote class=\"center\">Gebruik AI voor de zeven dingen. Kom naar een mens voor het werk dat alleen gebeurt omdat iemand bereid is <em>vereist<\/em> om je te geven wat je vroeg.<\/blockquote>\n\n   <div class=\"coda\">\n      <p>Er is een reden dat de <strong>Reflecteren<\/strong> fase van mijn 4R Model dringt aan op een volgorde die geen enkele prompt kan omzeilen \u2014 vertragen, dan aandacht, dan analyse \u2014 als voorwaarde voor echte reflectie. AI stort die volgorde in elkaar tot een ogenblikkelijk, vloeiend antwoord. Het is prachtig als je een antwoord nodig hebt. Het is precies het verkeerde instrument als je eigenlijk nodig hebt om te <em>zie.<\/em><\/p>\n \n      <p>Je AI-carri\u00e8recoach zal nooit het risico lopen je te verliezen. Juist daarom kan het jou nooit veranderen.<\/p>\n    <\/div>\n \n    <div class=\"sourcenote\">\n      <b>Op de bron.<\/b> Dit stuk is een reactie op Tomas Chamorro-Premuzic, \u201c<a href=\"https:\/\/hbr.org\/2025\/04\/want-to-use-ai-as-a-career-coach-use-these-prompts\" style=\"color:var(--navy);text-decoration:underline;text-decoration-color:var(--gold);text-underline-offset:3px;\">Wil je AI gebruiken als carri\u00e8recoach? Gebruik deze prompts<\/a>,\u201d <em>Harvard Business Review<\/em>, 15 april 2025. Zijn zeven use cases zijn de moeite waard om in het origineel te lezen; het bovenstaande argument wordt aangeboden als aanvulling, niet als tegenspraak.\n    <\/div>\n  <\/article>\n<\/div>\n\n<footer>\n  <div class=\"wrap\">\n    <p class=\"sig\">Jan Salomons \u2014 <em>Salomons.Coach<\/em><\/p>\n    <p class=\"bio\"><b>Jan Salomons<\/b> is een executive coach en leider op het gebied van loopbaanontwikkeling met meer dan dertig jaar leidinggevende ervaring in 55 landen, waaronder twee directeursfuncties. Hij is lid van de Harvard Business Review Advisory Council en bedenker van het 4R Model\u2122 en het Cross-Cultural Leadership Compass. Zijn praktijk combineert systemisch, provocerend en ervaringsgericht coachen voor leiders die navigeren in echte complexiteit.<\/p>\n    <p class=\"footmark\">Salomons.Coach \u00b7 Leiderschapsnotities<\/p>\n  <\/div>\n<\/footer>","protected":false},"excerpt":{"rendered":"<p>Generative AI is a superb career thought partner \u2014 for CVs, interviews, search strategy, and rehearsal. But coaching isn&#8217;t information. Drawing on systemic and provocative coaching and three decades in the leadership chair, Jan Salomons argues that the deeper work, seeing your system, facing your blind spot, growing past your own comfort, is precisely what an AI built to agree with you can never do.<\/p>","protected":false},"author":1,"featured_media":12709,"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,"footnotes":""},"categories":[527,1,196,193,199],"tags":[528,443,571,23,183,84,72,570],"class_list":["post-12708","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ai","category-blog","category-change-transformation","category-self-personal-growth","category-tools-methods","tag-ai","tag-career","tag-career-coaching","tag-coaching","tag-executive-coaching","tag-hbr","tag-leadership","tag-systemic-coaching"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 4.9.10 - aioseo.com -->\n\t<meta name=\"description\" content=\"An HBR piece lists seven things AI does brilliantly as a career coach. 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