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𝐇𝐢𝐝𝐢𝐧𝐠 𝐚𝐧𝐧𝐨𝐲𝐚𝐧𝐜𝐞: 𝐚 𝐭𝐞𝐚𝐦 𝐦𝐞𝐦𝐛𝐞𝐫 𝐚𝐭 𝐲𝐨𝐮𝐫 𝐝𝐞𝐬𝐤 𝐰𝐢𝐭𝐡 𝐚 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧. 𝐀𝐠𝐚𝐢𝐧. Let's say you lead a team, and someone is standing at your desk. You're in the middle of something but off course you smile and say 'hey, what's up'? But internally, you are annoyed. In theory you have a pretty good idea of smooth teamwork: - People helping each other out - Super effective meetings and team updates - Great conversations about personal development Reality? You work on multiple projects, spend too much time in (boring) meetings and months pass without one real career conversation. 𝘚𝘰 𝘩𝘰𝘸 𝘥𝘰 𝘺𝘰𝘶 𝘴𝘵𝘢𝘺 𝘱𝘳𝘦𝘴𝘦𝘯𝘵 𝘧𝘰𝘳 𝘰𝘵𝘩𝘦𝘳𝘴 𝘸𝘩𝘪𝘭𝘦 𝘩𝘢𝘷𝘪𝘯𝘨 𝘺𝘰𝘶𝘳 𝘰𝘸𝘯 𝘩𝘦𝘢𝘥𝘴𝘱𝘢𝘤𝘦? - Realize what constant task switching does with you, because you think you're hiding your annoyance, but it slips through - Have 'how we work' conversations: Write down your preferred way of working , ask your team members to do the same (at Crest Collective we call this our personal manuals) - Create structure by having this conversation: this is how/when you can best ask me questions, what works well for you? We made an episode on this (in Dutch) 'How to: omgaan met collega's die je (te vaak) onderbreken' in the snippet the key takeaways from this episode.

𝐇𝐨𝐰 𝐛𝐮𝐫𝐧-𝐨𝐮𝐭 𝐛𝐞𝐜𝐚𝐦𝐞 𝐦𝐚𝐢𝐧𝐬𝐭𝐫𝐞𝐚𝐦 '𝘉𝘶𝘳𝘯-𝘰𝘶𝘵 𝘥𝘰𝘦𝘴𝘯’𝘵 𝘦𝘹𝘪𝘴𝘵' an interesting discussion on stage at Arminius Rotterdam. Sick leave for more than a few days? We casually assume 'probably burned-out'... It bothers me how this became a mainstream diagnose, so I got tickets. Good to mention before anything else: people experiencing burn-out, stress related conditions or even collapse aren’t making this stuff up. But the condition burn-out deserves more nuance that the mainstream concept is has become. And that’s exactly what Lena Bril, Christiaan Vinkers and Frederieke Schaafsma discussed on stage. My take-away was how simplified burn-out has become. We mostly talk about it as if it's completely work(stress) and workload related. But on stage a broader perspective was discussed: ⬜ The Netherlands is the last country recognizing the burn-out as a medical condition ▫️ A condition unclearly defined of which we don't really know how to treat it ⬜ Apparently burn-out and depression have quite some overlap in symptoms and differences in treatment ▫️ But saying 'I have a depression' feels way heavier that saying 'I have a burn-out'. ⬜ Burn out is generally associated with work related stress, though is usually caused by a mix of stress factors, for example care giving, family dynamics, personal finance issue etc ▫️ However, the solution is often sought for in reducing work-load and work related stress, leaving other factors out of scope Maybe the uncomfortable questions isn't 'does burn-out exist'? But why we label a complex human collapse to a 'simple' workload problem.

𝐅𝐞𝐞𝐝 𝐯𝐚𝐫𝐢𝐞𝐭𝐲 (𝐧𝐨𝐧-𝐈𝐖𝐃): 𝐂𝐫𝐞𝐬𝐭 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐩𝐫𝐨𝐠𝐫𝐚𝐦𝐬 𝐚𝐭 𝐎𝐜𝐞𝐚𝐧𝐜𝐨. 𝘍𝘰𝘳 𝘵𝘩𝘦 𝘴𝘢𝘬𝘦 𝘰𝘧 𝘷𝘢𝘳𝘪𝘦𝘵𝘺 𝘪𝘯 𝘺𝘰𝘶𝘳 𝘓𝘪𝘯𝘬𝘦𝘥I𝘯 𝘧𝘦𝘦𝘥, 𝘩𝘦𝘳𝘦'𝘴 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘵𝘩𝘢𝘵 𝘩𝘢𝘴 (𝘢𝘭𝘮𝘰𝘴𝘵) 𝘯𝘰𝘵𝘩𝘪𝘯𝘨 𝘵𝘰 𝘥𝘰 𝘸𝘪𝘵𝘩 𝘐𝘯𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘞𝘰𝘮𝘢𝘯'𝘴 𝘋𝘢𝘺. We have a click: Oceanco and Crest Collective. Oceanco is growing fast, builds the coolest large yachts. Crest brings a way to unlock hidden potential at maritime companies. So introducing our leadership programs to all Oceanco's employees makes sense. For Oceanco this means creating space for reflection in a high-paced & high-quality project organisation. While exploring what personal leadership looks like when people define that for themselves. For Crest this means crafting in-company programs based on Crest principles: unlocking potential and making it stick. (while having the best time doing so) We made it official and boy, am I excited to get started. 🙏🏽 Marloes Kilsdonk - Lagendijk Anniek Voskuijl Erwin Kooistra Erwin de Looff

𝐍𝐨𝐛𝐨𝐝𝐲 𝐫𝐞𝐚𝐥𝐥𝐲 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐬 𝐰𝐡𝐚𝐭 𝐈'𝐦 𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐨𝐧 - 𝐥𝐞𝐭'𝐬 𝐟𝐢𝐱 𝐭𝐡𝐚𝐭 This took waaaaay longer than we expected. It was supposed to be a side-hobby vodcast, but it slowly took over most evenings and weekends. Studio hours, editing, preparing topics, collecting questions, reading models to share… And we sort of lost the joy in doing so, which is kind of the opposite of what a hobby should do (right?). So we took our very own personal leadership: postponing the entire vodcast for a few months. And when we actually started missing it, we continued. We left off at 'why people really should understand what you are working on even though it might be complex to explain'. Because in an industry of specialists, deep (technical) and super specific knowledge, explaining what you do can be challenging. As always we dive into the 'how to' part, how to transform complex stuff into something others can understand. Anne Wernand explains how we process new information and how to help others follow along. How to avoid those glazed looks mid-explanation. The entire episode can be found on Spotify - Logica naar Leiderschap link in the comments.

𝐓𝐡𝐞 𝐚𝐰𝐤𝐰𝐚𝐫𝐝𝐧𝐞𝐬𝐬 𝐨𝐟 𝐧𝐞𝐭𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐞𝐯𝐞𝐧𝐭𝐬 𝐚𝐧𝐝 𝐡𝐨𝐰 𝐭𝐨 𝐭𝐚𝐤𝐞 𝐭𝐡𝐞 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐨𝐟𝐟

𝐀𝐟𝐭𝐞𝐫 𝐚 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐩𝐫𝐨𝐠𝐫𝐚𝐦, 𝐩𝐞𝐨𝐩𝐥𝐞 𝐞𝐢𝐭𝐡𝐞𝐫 𝐀: 𝐥𝐞𝐚𝐯𝐞 𝐭𝐡𝐞 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐨𝐫 𝐁: 𝐠𝐞𝐭 𝐚 𝐝𝐢𝐯𝐨𝐫𝐜𝐞. That’s what a director once told me. Half joking, fully serious. He had a point. Because personal development isn’t just inspiring. It’s confronting, gives new perspectives, you recognize patterns and realize: 𝘴𝘰𝘮𝘦𝘵𝘩𝘪𝘯𝘨 𝘯𝘦𝘦𝘥𝘴 𝘵𝘰 𝘤𝘩𝘢𝘯𝘨𝘦. But then, when you’re back at work full of new ideas and no one around you has changed, it becomes difficult. So how do you make sure someone lands well after a leadership program? Start by asking better questions. If you’re their manager or colleague, go beyond “How was it?” Try: – What surprised you most? – Where did it get uncomfortable for you? – What’s one thing you’ll do differently now? Then guide them through the next steps: – Who or what can support you in this? – What would you like to be held accountable for? – When should I check in with you again? If someone wants to leave (or divorce for that matter), they probably will. But if they do because they felt fully inspired and are now frustrated feeling unable to make some changes, that’s a pity.