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Tineke Keesmaat shares a podcast that explains how leaders can gain better insight into their team.

In this episode of LeaderLab, we are joined by Dave MacLeod, CEO and co-founder of ThoughtExchange, to explore the importance of conversations in organizations. Based on his research and insights shared in his new book, Scaling conversations: How leaders access the full potential of people, he offers strategies leaders can use to engage in more meaningful, inclusive and productive conversations across teams.

Dave shares the following insights:

There’s never been a more important time to include as many voices in the conversation: “There are a lot of problems to solve [in our organizations] and a lot of pressure to do it. There’s a lot of change to our life and a lot of recognition of systemic racism and the recognition of power to drive our business, and there’s never been a more important time to hear from everybody who’s impacted by these things.”

We’re at an exciting moment where leaders feel they can admit they have bias and enter the right conversations that will move things in the right direction. “That’s maybe a really exciting moment right now… that people can say, ‘Yeah, I agree. I admit I have bias. So now what?’”

When dealing with polarizing topics, search for the common ground. “There’s ways to solve problems for two people who think very differently about how to make their business run faster and the same mechanism actually works when you have people who disagree strong – you have to find the common ground between them.”

Use technology and tools to eliminate our bias from conversations. “The idea of getting people to share ideas and listen to each other without knowing exactly who said them will get us to really think deeply about and empathize with each other’s points of view.

Access the full podcast, How to Really Hear What’s on Your Team’s MInd, on

Tineke Keesmaat blows the cover of a common change management myth. 

Imagine this scenario. Ambitious leader. Countless dollars and hours invested into creating an exciting new strategy. Lots of team members to rally. An awesome launch. And then, wait for it, nothing. Ok, maybe not nothing, but definitely not knock-your-socks off success. Yet another case study to support the research that only about 30% of leaders feel they achieve all their transformation goals.

The excuse: we didn’t invest enough in change management. Again. Or better yet, our “change management team” just didn’t do a good job.

It’s time for leaders to face the hard truth: this mythical “change management” unicorn that will make all of their strategic dreams come true simply does not exist.

In a time of new technology, ever-increasing customer expectations, evolving employee motivators and work habits, change just is. It’s no longer episodic. It’s no longer something that can be scoped, put on a multi-year project plan and then managed. It’s the day-to-day. And, it’s every leaders’ responsibility.

So, how do we rethink change management?


Key points include:

  • Inspire leaders around a clear strategy
  • Isolated change management team
  • Making change part of your DNA


Read the full article, Newsflash: Mythical Change Management Unicorn Doesn’t Exist!, on LinkedIn. 


In this article, Tineke A. Keesmaat shares the results from a series of roundtable discussions on reimagining organizations post COVID-19. 


“TILTCO held a series of roundtable discussions in January and February 2021. Attended by business leaders, consultants, academics and experts, the discussions gathered insights and practical ideas to help leaders reimagine their organizations as we emerge from the Covid-19 pandemic. 

The pandemic has turbo charged the move to new ways of working. Hybrid work environments – that is, where there is a mix of in person and remote work happening – were once a theoretical idea that has become a reality. Now, leaders are asking how they can unlock the full potential of the model.  

Our third TILTCO Roundtable focused on building a strong organizational culture in hybrid. Participants offered three key takeaways that are explored below. First, it’s a unique time to re-imagine – with purpose – what type of organization you want to create for your team. Second, leaders need to resist the temptation to simply “virtualize” structures and ways of working from their legacy organization. And, finally, leaders need to start by asking if they are personally ready to make hybrid work.” 


Key points include:

  • Recreating the organization
  • Day-to-day team practices
  • Virtualizing in-office structures


Read the full article, Hybrid: A Leader’s Opportunity to Re-imagine Culture, on LinkedIn.



In this podcast,Tineke Keesmaat interviews Dr. Elsbeth Johnson who shares her ground-breaking research on how leaders and managers can achieve successful strategic change in their organizations. 

Big, strategic change efforts often fail. Virtually all of them are harder than they need to be. Why is this and what can leaders do to make change stick? 

Leaders must learn to step up in the early stages of an organizational change, and then step back in its later stages. This combination sets up the managers and teams for success when delivering the change.  

Strategic change isn’t a Hollywood film. It’s not fast, dramatic or easy. Instead, it’s about doing the “non-glam” work of putting in place the right elements to set managers and teams up for success.  

A leader’s charisma is not enough to sustain long-term change. While charisma can play an important role – particularly at the start of a change program, too much of it for too long can breed dependency in managers and teams that will inhibit true transformations.   

In the context of Covid-19, leaders may need to focus more on operations and execution in the near term. But, they also need to do more to provide clarity and to align their teams around their vision and priorities.


Key points include:

  • Stepping up and stepping back
  • Sustaining long-term change
  • Aligning teams around vision and priorities


Listen to the podcast, A New Approach For Leaders To Deliver Successful Strategic Change, on 



Remote onboarding presents a few new challenges; luckily, Tineke Keesmaat shares an article that offers seven ideas to help leaders transition to a new role. 

Leaders transitioning into a new role bring with them fresh ideas and great energy. They want to hit the ground running and make their mark. But, many leaders are wondering how can they do so in the context of today’s workplace? 

As the pandemic continues, so too, will our need to work remotely. Leaders are also joining teams where its members are grappling with tremendous uncertainty, and a wide range of unique and highly personal experiences. A recent report found that 2 in 5 Canadian workers say their mental health is worse than before the pandemic. Adding to this a recent McKinsey & Company report suggests 25% of women are considering downshifting their work commitments or even leaving their company altogether. Similar studies are popping up across the globe.  

There’s good news. Much of the great thinking around good leadership transitions still hold true in today’s context. You can learn more about these by reviewing practical advice offered by leading consultancies, academic institutions and executive search firms. However, these principals will need to be adjusted for our unprecedented times.


The seven ideas include:

  • Setting up to show up
  • Connecting at a human level
  • Establishing a communication cadence


Read the full article, Remote Onboarding: 7 Ideas To Help Leaders Transition To A New Role, on