Running meetings is a way to display leadership and inspire teams, or a way to demoralize and destroy energy. Find the best tips and tricks of our OUTNR. members here.


The members share their insights and experiences on managing teams, how to have a positive impact.


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THINKTEAM “the future of food”

What will food taste and look like in the future? Will we drink our meals, is meat on the menu? Join the community and brainstorm along.

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THINKTEAM: “leading remote teams”

Join the members that are sharing their views, insights and tips on “leading remote teams”

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5 Essential Keys to Leading a Remote Workforce

1. Set expectations.

An all-too-real fear for managers is wondering if staffers working remotely will abuse this privilege. Would the virtual work arrangement turn an otherwise productive team member into a television-addicted slacker who only occasionally checks his inbox to give the appearance that he’s engaged? read more…

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Caspar Jans  Throughout this year I have been facilitating culture & change workshops for DSM’s global IT staff and this topic was and still is by default on the agenda. In IT a major shift from regional teams to global teams took place and you see that “old school” managers tend to struggle with this shift. In our workshop this topic is part of the overall theme “inclusiveness”, which drives the cohesiveness of geographically dispersed teams. The most important points we always tackle are:

1. Create as many communication opportunities as possible (ranging from formal team meetings to digital coffee corner sessions (to talk about anything but work).

2. Trust requires touch: for a team to form the necessary bond it is imperative to physically meet from time to time. You cannot form a trusting relationship only via online channels, humans are simply not wired for that (yet).

3. Beware of the use of “remote site”. In global teams (or regional with a continent) all sites are remote (compared to the other ones). Sometimes you see that the HQ site is seen as the core of a hub-spoke model, but this is actually exclusive towards all other sites.

4. Humor does not always translate properly. In other words, what is funny in the Netherlands might be frowned upon in other countries and vice versa.

5. If possible, balance the burden of bad meeting times. Especially if your team is spanning multiple continents (Asia, Europe and US) it becomes very challenging to find a meeting time that does not infringe on private time in either the US or Asia. Sometimes it pays off for people in Europe to stay up late at night or get up in the early morning to have a meeting with someone in Asia or the US. It really helps forming the bond and trust.

THINKTEAM: capturing “culture”

One of the most (mis)used management buzzwords in the past 10 years has to be “culture”. What is this fuzzy word all about? Join this open OUTNR. Thinkteam and support defining the right answer and culture concepts.

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Early december 2017 the results of this Thinkteam on “culture” will be shared. Find here some intermediate responses;

As a reference we started with the 4 basic culture types as shared by Popin

The Clan Culture: This culture is rooted in collaboration. Members share commonalities and see themselves are part of one big family who are active and involved. Leadership takes the form of mentorship, and the organization is bound by commitments and traditions. The main values are rooted in teamwork, communication and consensus. A prominent clan culture is Tom’s of Maine, the maker of all-natural hygiene products. To build the brand, founder Tom Chappell focused on building respectful relationships with employees, customers, suppliers and the environment itself.

The Adhocracy Culture: This culture is based on energy and creativity. Employees are encouraged to take risks, and leaders are seen as innovators or entrepreneurs. The organization is held together by experimentation, with an emphasis on individual ingenuity and freedom. The core values are based on change and agility. Facebook can be seen as a prototypical adhocracy organization, based on CEO Mark Zuckerberg’s famous admonition to, “Move fast and break things – unless you are breaking stuff, you are not moving fast enough.

The Market Culture: This culture is built upon the dynamics of competition and achieving concrete results. The focus is goal-oriented, with leaders who are tough and demanding. The organization is united by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability. General Electric under ex-CEO Jack Welch is a good example of this culture. Welch vowed that every G.E. business unit must rank first or second in its respective market or face being sold off. Another example of the market culture is software giant Oracle under hard-driving Executive Chairman Larry Ellison.

The Hierarchy Culture: This culture is founded on structure and control. The work environment is formal, with strict institutional procedures in place for guidance. Leadership is based on organized coordination and monitoring, with a culture emphasizing efficiency and predictability. The values include consistency and uniformity. Think of stereotypical large, bureaucratic organizations such as McDonald’s, the military, or the Department of Motor Vehicles.

Sophie Wisbrun – “In this research I miss the Purpose Driven Culture that stimulates the speed of trust :-). A great example of a purposeful culture is Tony’s Chocolonely or Terracycle – they have strong values that come across the everyday actions of all employees . In the end a culture based on strong values is one, the second more important step is action : the everyday actions and behaviours of employees and stakeholders of the company..”