Management approach and methodology

Typically Henry Leerentveld...

Henry Leerentveld started managing when he was 15, being the captain of his football team, as this was the first moment he started thinking about optimising performances of teams. “Lead like you would like to be led” is a credo born in that time.

Henry has a strong belief in the added value of team work and the stimulating force of teams. As a manager Henry likes and chooses to challenge team members to perform on the best of their ability. Henry takes pride in lifting people and organisations above the level of their own expectations. “Explore your talents while and by  being aware of your limitations” is an important aspect of Leerentveld’s management concept.

Enthousiasm of team members is consequently important for an optimal performance, therefore building strong commitment with the assignment and personal relations are essential.

Organisations and teams can maximise their success if they are able to create a “we” and work has also become a matter of the soul. “Create Soul in work!”

Working mission-and-vision-driven is imperative to build strong commitment and to become successful. Leerentveld’s projects are therefore strongly based on links with research and data-analyses, leading to strategic concepts.

Leerentveld’s talents are closely related to strategic operations, often linking with mission-vision-operation issues and/or major change.  Henry likes to struggle with and prevail upon “the impossible”. Creativity and structured vision are strong assets for strategic development as the ability to agilely maintain course, patience and perseverance are for negotiating; strategic development and negotiating are Leerentveld’s core competences.

Leerentveld “loves to win”, consequently the questions: “How do we become successful” and “What’s necessary to win” are typical for Henry’s management. 

And though “winning” is a very serious matter, it is effective to make it a game as much as possible: “playing” increases energy.