“Leaders spend a sizable portion of their time focused on improving their teams. They want their teams to perform better, innovate more, resolve conflict, and independently solve any problem that emerges. We expect a lot from our teams – and as the foundation of organizational life – we should. 

Changing team behavior, once ingrained, is no small feat. A lot of social nuance goes into creating the culture of any group, but once it’s established the business accelerates.”

  • Charles Laarhuis – MD
Ad de Raaij
Ad de RaaijCEO
Managing Director INRADA engineering group since 1987 Masters in Engineering from TU Delft Entrepreneur and investor involved in over 15 businesses from startup.
Charles Laarhuis
Charles LaarhuisManaging Director
Company management CEO at Bureau Veritas VP and GM WEIR Group in NA. Director at Siemens Energy, Global Experience.
Andy Elwell
Andy ElwellVice President S&M
General Management P&L & Operations Management. Sales, Marketing & Key Account Management. GM & VP Weir Group. Senior Director Europe Bureau Veritas. UK, Canada, USA and Netherlands.
Jeroen Langelaan
Jeroen LangelaanCFO
Finance & IT Management, Finance & IT Director at CBS Outdoor, Finance Director at Mylaps, Plantronics, Orange, KPMG . Graduated as CPA, International Experience.
Robbert Schirmer
Robbert SchirmerManaging Director Oil & Gas
Experience in international business development, sales & contract management, project & procurement management, mainly in the Oil & Gas, Chemical, Petrochemical and Energy markets.
Christian Giannini
Christian GianniniCorporate Strategy & Development


Participative leadership – Engaging team members

Effective decision-making – Using a blend of rational and intuitive decision making methods, depending on that nature of the decision task

Open and clear communication – Ensuring that the team mutually constructs shared meaning, using effective communication methods and channels

Valued diversity – Valuing a diversity of experience and background in team, contributing to a diversity of viewpoints, leading to better decision making and solutions

Mutual trust – Trusting in other team members and trusting in the team as an entity

Managing conflict – Dealing with conflict openly and transparently and not allowing grudges to build up and destroy team morale

Clear goals – Goals that are developed using SMART criteria; also each goal must have personal meaning and resonance for each team member, building commitment and engagement

Defined roles and responsibilities – Each team member understands what they must do (and what they must not do) to demonstrate their commitment to the team and to support team success

Coordinative relationship – The bonds between the team members allow them to seamlessly coordinate their work to achieve both efficiency and effectiveness

Positive atmosphere – An overall team culture that is open, transparent, positive, future-focused and able to deliver success