Annual Performance Reviews RIP? No! Here are three things to fix them

Belshazzar’s feast, by Rembrandt

By Dirk Verburg

The last couple of years it is extremely fashionable to bash annual performance reviews. A number of companies are publicly apologizing for the fact that they had them in first place, wondering aloud why they could ever have been so stupid, and demonstrate their remorse by publicly joining the ranks of the enlightened ones: those companies that abolished their annual performance review process.

In this context it is important to raise two questions, namely what the purpose of the annual performance review actually is and why it should be abolished. Continue reading

Why you should not look back in anger…

HC Gage Skidmore

Critical self-reflection is difficult to acquire, but extremely important for leaders

By Dirk Verburg

For several reasons I love reading autobiographies of leaders in business and politics. The first reason is plain curiosity: the possibility to take a look behind the stage of well-known events. The second reason is because these autobiographies provide a unique opportunity to understand decision making processes from the perspective of the decision makers. Why did they take certain decisions in specific situations? Were they aware of certain developments? From whom did they obtain advice? What was the role of important stakeholders? etc. Continue reading

Three imperatives for Talent Management in a VUCA world

Talent management originates from the late 1960s. Since then the business environment has changed dramatically. However, talent management practices in a number of organizations have not been adapted to cope effectively with these changes. This makes these organizations vulnerable to disruptions in their environment. Talent managers should therefore do three things to ensure their businesses have the necessary adaptive and innovative capabilities to cope with disruptions.

Picture Article Talent Management

By Dirk Verburg

Almost 50 years ago, in 1968, Paul S. Ostrowski published an article with the title “Prerequisites for Effective Succession Planning”. This article is often seen as the starting point for Talent Management. The business environment at that time looked completely different from today: Continue reading

The European Union should review its strategy

The importance of the EU is increasing, but its continuity is threatened by the actions and behaviours of its own leaders

Picture EU article

By Dirk Verburg

European cooperation is now more important now than ever

To state the obvious: we are living in a VUCA world, a world that is Volatile, Uncertain, Complex and Ambiguous. The world order as we know it seems to be threatened by multiple problems, including (in arbitrary order): the nuclear ambitions of North Korea, the geo-political ambitions of China, wavering loyalty of the current US president regarding NATO, Climate Change, the Refugee crisis, the rise of populism in Western Democracies and Muslim extremism, to name but a few.

Given the nature and scale of these challenges, European countries have a far better chance to achieve a successful outcome if they deal with these challenges jointly, rather than individually.

EU politicians are ignoring warning signals about the lack of support of the EU by their voters Continue reading

Book Review: Pariahs, Hubris, Reputation and Organizational crises

Tw Cover PariahsA ‘must read’ for the C-suite.

By Dirk Verburg

Ever since the industrial revolution, large corporations have played an important role in our society. Due to the globalization in the past decades, their influence is continuously increasing.

At the same time it seems that the number of scandals caused by these large organizations is growing as well. Established names, such as Barclays, Siemens, Wells Fargo, Ahold, VW, BP, Shell, Worldcomm, Tyco, Enron, Olympus, Arthur Anderson, E&Y, the BBC and many others, have all experienced scandals, and some no longer exist as a result.

What complicates this situation even is that governments and other institutions (e.g. regulators and ‘independent’ accounting firms) do not seem to be able to control, or at least monitor, the way companies in the private sector are operating. Continue reading

Why I feel sorry for Donald Trump

By Dirk Verburg

How you can prevent pursuing the wrong role and what you can do if you find yourself in one.

Trump Skidmore
Photo by George Skidmore

No – this is not the title of yet another ‘Trump-bashing’ article, but a genuine empathetic feeling I have for Donald Trump. I already suspected for a long time what Donald Trump recently admitted, namely that he finds the job of being president of the US harder than he expected. The reason I feel sorry for Donald Trump is that I think he might have made a mistake a lot of us are prone to. It is the mistake of applying for a prestigious job, without a proper vision as to what the actual content might be and without honestly reflecting whether this content plays to our strengths and will keep us engaged in the future.

Why people pursue roles that do not fit them Continue reading

How you can make engagement surveys work

By Dirk Verburg

Despite the importance of employee engagement, more and more organizations decide to cancel their employee engagement surveys due to a perceived lack of ROI. Leaders can make engagement surveys work however, by applying three simple principles. Continue reading