Is your boss too old, or your peer too young?

Strategy & Solution

Is your boss too old, or your peer too young?

More than ever, companies attempt to become versatile, progressive and diverse entities with flourishing cultures, which are attractive to their (potential) employees. Team building sessions, healthy Thursday lunches, and flexible work schedules are just a few examples how organizations try to get closer to develop into the holy grail among employers. However, these idyllic companies do not come in a handy ‘7-steps-assembly-kit’.
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More than ever, companies attempt to become versatile, progressive and diverse entities with flourishing cultures, which are attractive to their (potential) employees. Team building sessions, healthy Thursday lunches, and flexible work schedules are just a few examples how organizations try to get closer to develop into the holy grail among employers. However, these idyllic companies do not come in a handy ‘7-steps-assembly-kit’.

Please mind the age gap

To attain such an all-round and successful organization, management often tries to put together a diversified team of skilled people. Nevertheless, one plus one does not equal two in a team environment. Two people with two different sets of (complementary) skills, do not necessarily result in an efficient and high-performing team. Furthermore, it’s not just about making different personalities or people with different competencies work together. It’s often overlooked that age differences in the workplace can cause friction as well.

Managing a multigenerational team

Since 2013, Millennials (born after 1980) have surpassed the soon-to-retire Baby Boomers (born between 1946-1960) as the largest generation in the workplace. By 2025, they will even comprise the majority of the workforce.

91% of millennials anticipate staying at any given job for less than three years.

This brings up the dilemma of managing a multigenerational team. And before you start diving into the management of a multigenerational workforce, you must be aware of the different perspectives the generations might have on some very basic work related issues. You can find a general overview of this comparison in the table below.

Despite these differences there are between the age groups and the consequences it brings along, it will be a manager's role to find common ground and build a productive team.

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Now, what does this mean for your team? And what can you do as a manager? And as a company?

This is just a small part of a white paper. Download the full version of the white paper below to get your answers!

Every talented person is young, ambitious and a tad naïve at the beginning of their career. Often, freshly graduated business-(wo)men-to-be choose for the thing they know best: go through the belly of the beast and work their way up some well-defined corporate ladder. (If only you could work for the likes of Jordan Belfort, right?). I agree that success, however you define it, is worth pursuing from the get go: life’s too short to waste on work that’s only promising you things in the long run. For young people, climbing up the corporate ladder is the safe and obvious bet, but not the best.

The way I (and Maslow, if you interpret it freely) see it, there are 4 things that could define career success for you: Security, being able to develop yourself (= being challenged), recognition (your ego) and the social aspect of your job. The first one, security, is the reason that many young people want to work for an established company. But, and this is where I make my case, the other three are much harder and slower to obtain in that kind of environment. Not impossible, but harder.

Let me put every one of those four into perspective.

  1. Recognition (a.k.a. your ego)

    Of course, everyone likes being recognized for work. But for some people, being known for being good is what keeps them going at work. Provided they can align their personality with the goals and vision of the company, these people will be a lot happier in a small fast growing startup at the start of their career. For example, one of my colleagues did a really good job of getting Mobile Vikings started with our platform. This was not only recognized company-wide, but it was also turned into an example case for future customers. From now on she’s the one onboarding the customers. Not only great news for our customers, but her confidence has taken a major boost and it shows in all her work.

  2. The continuous challenge

    For some people, being able to develop yourself and continuously being challenged is the most important key factor for success. I tend to focus on one particular skill I would like to master. Then I focus on honing that skill for about 6 to 18 months. In my previous, more corporate, job, that skill was selected for me. There was little to no way of changing my personal growth direction fast. In my current function, I got to choose it myself. I’ve been working very hard on Go-To-Market and Sales strategies for the last six months. And it paid off, since then we’ve expanded the team with 5 new sales & marketing people. Which means that now I can and will have to focus on my management skills to get them going! So you see, there is always something new to learn, always a new challenge to tackle. And an environment that agrees with that, is an environment I like to spend my days in.

  3. "How do I make my company attractive for young potential?"

  4. The social aspect of my job

    There’s a small distinction to be made when it comes to the "social aspect". There are those that have given up on having an engaging job and go to work mostly for the awesome colleagues, and then you have the people that need a sense of belonging and a lot of social interaction while performing the job they like doing. The latter is what you want, and is usually the case in a startup since you’re working in a small group towards a mutual goal. I can guarantee that you’re likely to quickly become friends with everyone (including the managers/founders) In a bigger, more rigid, company there is a lot of need to organize social events to get to know each other. Of course, they do their job well and many coworker relations will turn into friendship as well. But once again, it might take more time and effort.

  5. Job security

    There’s one category that’s worse off when working for a startup and that’s those who are looking for job security and clearly defined tasks every day. Every day will be different and challenging, so it’s definitely not for everyone. In a startup there's a feeling that you have to earn that security, usually by working hard and late for a couple of years. True in a lot of cases, but certainly not all. It depends greatly on the kind of business you're in and how experienced the people around you are. Then again, because the market for a lot of industries is changing rapidly, there's no real guarantee that a bigger company is automatically a safer bet.

So what's the takeaway here? Should everybody quit their job and join a startup? No, of course not. First of all, the goal of the majority of startups is to become as big and established as the big mammoths. So it would be rather ironic to make that statement. The real challenge here is to take that what makes a startup so exciting and attractive and keep it alive during the many years of growth. This is the challenge that a lot of companies are dealing with nowadays.

Setting personal objectives that are in line with the company's needs
Voicing and turning your personal ambitions into objectives.

It requires that "agile mindset", which takes people's drive and own ambitions into account. You need the ability to give challenges when they are wanted, or easily recognize efforts when they are made. Have people work in teams and let them help out each other. This kind of social interaction leads to trust and honesty between coworkers and might lead to everlasting friendships along the way. If you can maintain this sort of work environment while growing and scaling up, you'll have both the security of an established enterprise and the likable features of a startup, all in one big awesome organization. And isn't that exactly what young potential is looking for?

Future-proof your work environment and try out a new way of working. Our experts will guide you through the platform, answering any questions or remarks you might have.

E-learning lets people learn at their own pace, but that's not a guarantee for engaging courses. Because let’s face it, no matter which industry you’re in, there is some pretty boring stuff out there that has to make it into a lot of brains. Here are some tips on how to succeed in doing so.

  1. Have a user-friendly platform

    If it takes too much time and effort to learn how to work with the software that is supposed to help you learn, well… that’s a problem. There’s no use in creating elaborate and well thought-out courses if they’re too hard to reach or illogical to navigate through. Either they won’t be reached at all or the user will start and go through the courses with a fair dose of frustration. You will want to avoid that. Starting off with a good amount of motivation and determination is crucial for the learning process, so make sure the software you use is top notch.

    INTUO's E-learning platform
    INTUO's high-end E-learning platform
  2. Grab the attention

    “Please open your handbooks at page 1” is not how you get people to ride an informative rollercoaster. Not then, not now. Give the users some incentive as to why they’d better pay attention. Start off with a couple of cool facts or tell a captivating story. During the history of mankind, stories have always been a crucial part when it comes to passing down knowledge. So we’re pretty much “programmed” to listen to them.

    Another way of triggering interest is starting off with a demanding test or posing some challenging questions. When you’re writing a course, imagine you’re the user and what kind of questions you would have. Promise (and deliver) an answer for those if the user stays on board for the whole ride. Don’t give up the punchline of your joke right away, so to speak.
  3. Communicate as a normal human being

    Speaking of jokes, it never hurts to put one or two in your courses. We’re not talking about the most clever puns in the world here, but just something that reminds the users that they’re dealing with a helpful colleague rather than an authoritative instructor.

    Think about your favorite teachers back in school, and how they brought across their point. They would always talk to you as their equal, making sure that the vocabulary and terminology they used was clear and understandable. Read it aloud to yourself once you’re done and see if it comes off naturally.  Sometimes there’s no way around a couple of technical terms or a little bit of jargon, but present them well and they’ll stick around longer.

  4. Motivate instead of dictate

    One area where that good kind of communication comes in very handy is when dealing with the objectives of the course. Stating your expectations in a formal bullet list can lead to a bit of unwanted pressure to deliver on those. Not to say you can’t have objectives, but if the users feel they have to know these things by the end of the course, it can trigger an “I have to make sure I’ll pass this exam or else” kind of feeling. Which is a huge turn-off. So you might want to consider a more motivational approach.

    Once again put yourself in the user’s shoes and figure out what they want. Try to rephrase your objectives so that they turn into subjects which the users genuinely care about. They will be much more motivated to get answers to their questions, rather than “meeting your demands”.

    For example, turn this:
     • Identify the main problems of the customer
     • Offer valuable solutions to those problems
     • Do so in many different situations
    into this:
     • You’ll be able to ask the right questions to analyze your customer’s situation
     • Without hesitation, you’ll have the appropriate responses ready
     • Even if the customer is upset, you’ll have the tools to remain stress-free and calm him down
  5. Use the right kind of fancy pictures

    A picture is worth a thousand words, but only the right picture is. Pick images that reinforce your words (and vice versa). It’s so easy to think that some random picture will flare up your content instantly but why bother if it doesn’t have an actual purpose? Too much visual input can distract or confuse the user if it has nothing to do with the rest of the content.

    Also refrain from using those same old stock images again and again because that generic feeling of those pictures may translate into a generic impression of your courses, damaging their credibility. Be authentic. It almost goes without saying that a beautifully designed course makes your content much more attractive, pleasing both the eye and brain of the beholder. Below you’ll find an example of a visually appealing course design vs. …well let’s call it “a generic one”.

    INTUO's E-learning platform
    Pretty neat
    Obsolete E-learning tool
    Not so pretty neat
  6. Don't just show and tell, interact

    Don’t solely rely on the narrative and attractive visuals. Include the user in the learning process as much as you can. There are a lot of people who have trouble with listening and watching for long periods of time, so be sure to mix it up with some interaction. Ask some questions after certain topics or create scenarios in which the user has to make some decisions to continue with the course. Let different answers have different outcomes and use them for feedback. This kind of gamification not only keeps e-learning challenging and somewhat entertaining but simulates real life situations too. You’re trying to create a knowledgeable problem solver, rather than just a walking encyclopedia.
  7. Do something different

    For example: have "7" tips when the title clearly says “6”. Go over the top with some visuals, make a funny analogy, put your users a bit on a wrong foot only to reveal the truth with a complete 180° plot twist! Be authentic, as we said before. People like surprises and things that stand out. Not every course has to be a piece of art of course, but do something different once and a while. It keeps the users on their feet and a couple of things out of the ordinary burn into the memory quite well. A lasting impression is what you want.

Interested in taking the INTUO platform for a free test ride? All the looks you'll get while you show off your fancy new interface... You'll be the talk of the town! Schedule a free demo right away!

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Ask us Anything!


Ask us Anything!

When trying to explain the New Way of Working, there's so much to say that it's hard to figure out sometimes where to even start. For a lot of people, it's the very first confrontation with this kind of changing mindset and environment. At INTUO, we try our best to inform every single person, no matter what their background or experience is.
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When trying to explain the New Way of Working, there's so much to say that it's hard to figure out sometimes where to even start. For a lot of people, it's the very first confrontation with this kind of changing mindset and environment. At INTUO, we try our best to inform every single person, no matter what their background or experience is. And to produce great output, we need great input...

So go ahead...

... And ask us anything! And we mean it. We welcome every question, from a "What is it that you do, again?" to a "Do you really believe that feedback cultures aren't just a trend?". You have your own unique story and experiences, so it's only natural that you get your own unique answer.

Thank you very much for your input! 🙏

Slack Integration Announcement!

Product Features

Slack Integration Announcement!

So for those companies who have Slack in their tool collection, we have some very exciting news! As INTUO wants to be part of the daily work life of every employee, we’ve built.. (drum roll please).. an INTUO slack integration!
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The increasing number of tools a company uses is insane. They all help us get our work done one way or another, yet there are so damn much of them. So for those companies who have Slack (a simple, yet effective communication tool for day-to-day work) in their tool collection, we have some very exciting news!

At INTUO we're constantly searching for better, faster and smoother ways to implement the process of feedback into an everyday workflow. No matter how valuable it is, if giving feedback is too much of a nuisance, it won't be done. We are very much aware of that. So that's why we're thrilled to announce yet another step in the right direction as we have built... *drum roll please* ...
an INTUO Slack integration! (We may have slightly spoiled the surprise in the title ánd the introduction).

There are only two prerequisites to be able to reap the benefits of this new feature:

  1. You must have our INTUO Perform module on your platform activated and,
  2. you must be using Slack in your company, obviously.

Meet INTUO bot!

In the first iteration of this feature, you will be able to talk to our very own INTUO bot! Talk to him about one of our basic commands, and he’ll make it happen. You’ll be able to provide people with some well deserved praise, view all your objectives or even set a new one, straight from your Slack application! Just follow his instructions, you’re in good hands.

All the praises that were sent with a company-wide visibility will appear in a separate #intuo slack channel so that you can integrate a recognition culture even more. Pretty cool right?

This means that you will not have to go to our platform itself to keep track of your objectives or to give someone some feedback. The INTUO platform (or more precisely, our Intuobot) will come to you!


We are currently in the Beta testing phase for this feature, so we are looking for some eager guinea pigs to give it a try, starting from April 1st ‘17 (not a joke). Curious? Get in touch via, and we’ll set everything up in a jiffy!

Culture and engagement at Dropsolid

Client Stories

Culture and engagement at Dropsolid

Having an attractive culture is one thing. Preserving it during upscale phases is a challenge on its own. Every new hire requires another piece of your attention span and spending time with everyone becomes near impossible. With INTUO, Dropsolid boldly shouts: "Challenge accepted!"
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Having an attractive culture is one thing. Well, it's one BIG thing of course. But preserving it during upscale phases is a challenge on its own. Sooner or later, your tight group of people from the early days will grow and split up into teams. Every new hire requires another piece of your attention span and spending time with each and every one of them becomes near impossible. With INTUO, Dropsolid boldly shouts: "Challenge accepted!"

About Dropsolid

Dropsolid is a fast-growing digital business company that helps other businesses grow by assisting them in their digital transformation. They provide services and web solutions based on the Drupal open-source technology. Both big and SME/smaller companies are welcome organizations. Era, Synergie, Bellewaerde and Boerenbond are just a couple of their customers.

Steven and Dominique De Cooman started Dropsolid back in March of 2013 and have been able to expand their team to 55 full-time employees in just under four years. Their investments in their own brand and people have resulted in a popular approach and added value in services, according to their clients.

Staying up to date with all of their people was a must for Steven and Dominique. It was manageable up to 20-25 employees. After that, they felt the need for some help in that area. Their five core values - Trust, Help, Challenge, Grow and Enjoy - are essential for their culture. INTUO is their help to preserve and distribute these values. Measuring Dropsolid's happiness is now possible and, according to Steven, unmissable.


What are you able to do with INTUO that you couldn’t do before?

Steven: Stay aware of how the team feels.

Who is working with INTUO and how are they experiencing it?

Steven: They all do! They think it’s meaningful, the check-ins allow them to talk freely to their manager. The praises are fun and easy to distribute good things that happen in the company. The managers have a good overview of their team, conflicts or disagreements quickly surface and are quickly addressed.

How does it benefit the organization internally?

Steven: We can measure how our company feels! With figures and stats! Wow ;) I often talk to other company owners and ask them “Do you measure your company’s happiness?” Most of the time I hear ”No, that’s not possible” or “Yeah, we talk over lunch to our employees”, that’s when I tell them that they should talk to the guys from Intuo!

How does it benefit the organization strategically?

Steven: It’s a scalable model. If we would open extra offices, we have this metric locked and consultable at any location.

In what way does INTUO stand out from its competitors?

Steven: It’s a good thing that they are very accessible, always up for input to improve their software and a company that shares the same spirit of our company.

How do you see the future for your organization now INTUO is a part of it?

Steven: Rainbows and unicorns :) This is a tool that has become part of our daily operations and proves it value every day. The day we would switch it off, we’d notice a difference immediately.

Movie transcript


My name’s Steven Pepermans; I’m Co-founder and COO of Dropsolid.

At Dropsolid we help other businesses grow by taking care of their digital transformation.

We always do this with the mindset of supporting them with our expertise and experience. We don't just provide them with solutions they ask us. We always think with them about the best solution for their business.

One of the challenges that comes with a steep growth path like ours is: How do we get to stay in touch with all of our employees? How do we keep track of how they feel… about their job, about their colleagues, their team, their company… Everything.

If you can't find a way to maintain the core values, who's to say that you will be able to stay successful? People might no longer take the initiative to innovate, and to learn new stuff, support each other, and enjoy themselves... Take away your culture and your engagement simply disappears.

So we made one very important resolution: We would not allow ourselves to become a company people don't like to work for.

And with INTUO, it suddenly became very easy to say: "Challenge accepted."

We now have a great overview on our company's happiness. If we see a drop in a certain area, we can act on it almost immediately.

The most important thing of course: Our people get it. They understand what it means to keep the culture alive and even more so: How to contribute to it.

It makes them think more actively of how they experience work.

INTUO is the best way for them to let us know how we can make it better.

Switch it off, and we would notice the difference immediately.

In an ideal world, we can all thrive at work. There would be no work-life balance. Only a meaningful and sustainable work-life integration. However, today’s working environment portrays a different reality.

How engaged are we?

When we look at research on employee engagement, the numbers are startling:

  • Deloitte Global Human Capital Trends 2015: According to this study, 87% of business and HR leaders rank employee engagement as a top strategic challenge. The strong emphasis on engagement even makes it the number one human capital trend around the world.
  • Gallup State of the Global Workplace: Based on Gallup’s research, 63% of the entire workforce is not engaged. Another 24% is ‘actively disengaged.' Only a mere 13% of the global workforce is engaged, Gallup researchers state.

Who cares about engagement?

On the one hand, engagement appears to be a strategic priority. On the other hand, the global workforce does not seem very engaged. Is this an actual problem?

Empirical studies argue it is. Two decades of research convincingly demonstrates the positive effects engagement might have. On the individual level, and the company as a whole. That is, high employee engagement is related to more creativity, better performance, and higher retention. For a suggested reading list on the empirical findings, I refer to this SlideShare deck.

In a nutshell:

  • engagement is a strategic priority
  • the workforce is not very engaged
  • engagement can have positive effects on the employee and the organization.

So, one might argue that nourishing engagement can be a lever to sustainable competitiveness.

What do we actually mean by 'engagement'?

The concept of engagement has been defined in a variety of ways. This should come as no surprise, given the attention that engagement receives both from scholars and practitioners. A potential downside of defining one word in multiple ways is that you and I might no longer be talking about the same thing. From an organizational perspective, this reality could blur the strategic focus.

Hence, the first challenge is to reach consensus on what we actually mean when talking about engagement.

One way to define engagement—and I’m not saying this is the holy truth—is based on three pillars: vigor, dedication, and absorption. From that perspective, engagement is a motivational state of well-being characterized by:

  1. Vigor = To feel high levels of energy when working.
  2. It's about a person’s feelings that they have physical durability, emotional vitality, and cognitive liveliness, they can use to pursue an assignment or task.

    Sometimes, after a vitalizing meeting with colleagues, I feel energy rushing through my entire body and mind. I can’t wait to get working on the next challenge.

    When we experience vigor, we feel energized and ready to go.

  3. Dedication = Committed to and feeling proud about your work.
  4. Have you ever talked to a stranger about your work in a highly complex and way too detailed fashion, seeing them yawn after a while? I have. Plenty. That’s because we are proud of our work, and want to share the things we do. Being dedicated means that you identify with your work.

  5. Absorption = To forget time while immersed at work.
  6. When I was young, I liked building sand castles at the beach. One time, without realizing it, the sand castle got completely destroyed by the ocean’s tide. Because the sand castle was my sole focus, I forgot about the surroundings and the fact that time inevitably brought along a flood.

OK, so now we know that engagement can be described based on three pillars. How could the organization, and its managers, in particular, facilitate engagement?

Tap into the ABC of your employee!

ABC refers to three psychological needs derived from self-determination theory. According to this theory, every human being seeks to satisfy three needs. Working in an environment that meets these needs, enables us to feel engaged and thrive.

  • Autonomy. To have degrees of freedom over your work. To act (in)dependent, and experience ownership of your behavior.
  • Belongingness. To a meaningful group that positively shapes your self-definition. To realize that what you do contributes to a larger entity. Seeking belongingness refers to the desire to experience a connection with others.
  • Competence. To develop and deploy your knowledge and skills. To be recognized for the path you chose and the results that were delivered.

As a manager, tapping into the ABC of your employee can be a powerful lever to increase engagement. Satisfying these three basic psychological needs enables us to feel engaged and thrive at work.

A hands-on toolkit for managers

To illustrate, I provide a brief hands-on toolkit for managers to nourish engagement.

  • Ask your employee: “What can I do to fully support your autonomy?” Posing this question puts you in a servant position. It encourages your employee to shape her or his ideal working environment.
  • Connect with your team and inquire: “What could we do to further develop our team identity and purpose?” For team members to connect and relate to each other, a common purpose is a great starting point. Employees can then identify with the team mission, and care for each other in realizing the mission.
  • Recognize your employees’ performance. Both what they did, and how they did it. Recognition can appear in a variety of ways. They can be financial or non-financial. Further, you can recognize on an individual level or the team level. So, create a 2x2 matrix (financial, non-financial; individual, team) and discuss with your team members how you can enable their development and recognize them accordingly.

In sum,

  • Engagement is a strategic priority.

  • You can nourish engagement through ABC.

  • How? Ask, inquire, recognize.

That leads me to my final question:

What can you do today to nourish your employee's engagement tomorrow?

First published on Tijs' Linkedin account.

Check-in Flow | Release Note

Product Features

Check-in Flow | Release Note

Check-ins will be under constant development, to make conversations go even more smoothly and insightful than ever before. Imagine a (nearby) future where you will actually look forward to those types of conversations. Isn't it beautiful?
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Check-ins will be under constant development, to make conversations go even more smoothly and insightful than ever before. We'll keep on fine-tunig the questions, the relevance of the feedback, the adjusting of the objectives and the overall summary of the talk until it's (close to) perfection. Imagine a (nearby) future where you will actually look forward to those types of conversations. Isn't it beautiful? 



Hi there!

In this release note, we’ll be talking about a couple of platform updates on existing features.

Whether it’s coming from us, or from feedback from a client, as long as it improves the experience, we’ll make sure to make it happen.

One of our latest enhancements is a new check-in flow.

We’ve updated the design in a way that each part of the conversation fits onto one page.

The page with the conversation questions has an additional new feature as well. The option to add specific questions from the questions library, or letting you make your own.

This allows people to start out with preformulated questions, and once they get the hang of it, they can come up with their own

People have already reported they are a big fan of this updated design, so we hope that you’ll experience the same feeling as well.

On the engagement front we have enabled the possibility to see who’s been rather inactive lately.

Maybe they’re using an outdated email address?

Or they just don't see the use of answering these pulses?

In which case it would be good to remind people that the better their input is, the better management knows how to improve the work environment and overall culture.

And if the issue should be the frequency of the pulses, you’ll be happy to know that, from now on, you can adjust that setting in the engagement controls as well.

Thank you for watching this release note coming from INTUO.

If you have any questions or remarks, please get in touch through our chat intercom on the website, or by email or telephone of course.


4 possible ways to screw up your company culture


4 possible ways to screw up your company culture

Before you start thinking “dude, my company's culture’s solid,” do consider some stats that are relevant to any (growing) company, indicating that “culture” is more complex than merely purchasing five extra ping-pong tables, and treating your employees to 25 pizzas once a month.
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Before you start thinking “dude, my company's culture is solid,” do consider some stats that are relevant to any (growing) company, indicating that “culture” is more complex than merely purchasing five extra ping-pong tables, and treating your employees to 25 pizzas once a month.

Research shows that 86% of business leaders rate culture as one of the more urgent talent issues, yet, only 14 percent understand what the “right culture” really is.

So what is the right culture?

Achieving the "right culture" isn't something that is done over night. It is also a unique process that will only be applicable to your specific organization. However, it does involve avoiding a couple of pitfalls. We've summed up four popular beliefs that should be eradicated from your mind as a business owner or as a team leader. If you do this, you’ll get a whole lot closer to the “right culture” for your company.

  1. “She’s young, so a profitable company like ours will be mega attractive."

  2. Study after study has shown that companies with a strong sense of purpose and a clearly defined set of cultural values outperform their peers. Millennials state that their organization’s purpose is the main reason they choose their employer. Only 27 percent of millennials believe it is a company’s sole purpose to make money (down from 35 percent in 2013). The remaining 73% believes the main focus of an organization ought to be on stakeholders and impact.

    Screw millennials? Think again. The U.S. Bureau of Labor Statistics stated that since 2015 millennials have taken over the majority of the workforce and by 2030 this hyper-connected generation will make up 75% of the workforce.

    It’s thus up to you as a company to clearly state your mission and communicate this to the outside world. This is not only valuable for attracting the right people to hire, but also to reach the right segment of customers.

  3. “We need more structure. We need more hierarchy.”

  4. Today’s economic model is under attack. Research shows that 92% of companies believe their organizational design is not working, yet only 14% knows how to fix it.

    The majority of these organizational models revolve around big top-down functional structures that are anything but flexible. Using a dozen of layers in your organization hinders a fluent transition of knowledge that should, in fact, be transmitted as quick as possible.

    The manager of the team leader's coach decided that..

    Don’t make things more complicated than they need to be. The solution lies in empowering people in smaller decentralized teams. Work on an organizational culture that keeps people aligned and innovative in serving customers on the front line. Start thinking more down the line of a ‘network of teams’ instead of hierarchical units. This also implies delegating responsibility (and accountability) and grant people a certain amount of trust.

  5. “Have you done what I asked you to?” (times 20)

  6. Micromanagement is a weapon of mass destruction that kills decentralization and the ‘right” culture.

    ‘Power by control’ and you’re fired. Hello there, ‘Power by people’!

    What would motivate you more?

    A. Your manager telling you to stand in the cold streets and flyer for two days straight, or

    B. You and your manager agreeing that — considering the goals of the company — flyering two days straight would actually make an impact.

    The answer is simple. You WILL increase purpose and performance by allowing your team members to enjoy decision-making opportunities within autonomous work teams. Awarding people more autonomy, results not just in higher productivity, but also results directly in more satisfaction in the workplace.

    As a manager or team leader, don’t just tell the people in your team what they should do. Take the time to explain the value of this assignment, while stressing the importance of their efforts. Make the why of the task clear and paint the bigger picture.

  7. “A pay raise is the best praise.”

  8. Apart from a few specific roles (e.g. certain sales profiles that work commission based), the key to a high-performing employee isn’t money.

    Of course, money is a driver (let’s not kid ourselves), but there a few things that score higher on the list than that. We are all performing on a daily basis. So how come we are only talking about it once a year during the annual review? Instead, just do what all of us constantly do with our friends and family: TALK!

    If someone did something great , simply tell them they did an awesome job and how it impacted the team/organization! You’ll make them feel great, and motivate them to do even more. Why wouldn’t you help someone grow to be a better person? Give feedback and they’ll thank you! Have a regular one-on-one moment with your co-workers and team leader. Find what motivates them! Agree on and set out team and personal objectives to work towards the same company purpose.

    These are just four pitfalls that can hurt your culture. If you feel you have some other examples (that you’ve experienced for yourself), we'd be glad to listen and maybe turn it into a story that other people can learn from. So reach out to us, because (excuse us for the overused phrase) sharing is caring!

Why gratitude should be your number one core value

Strategy & Solution

Why gratitude should be your number one core value

There are few things in the world that science is as sure of as the beneficial effects of gratitude, yet it’s something that is rarely put to use. Creating a positive, effective, burn-out free and creative culture is just as easy as introducing gratitude. Some videos inside will explain what I'm talking about.
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There are few things in the world that science is as sure of as the beneficial effects of gratitude, yet it’s something that is rarely put to use. Creating a positive, effective, burn-out free and creative culture is just as easy as introducing gratitude.

People have a tendency to take the hard way. Organizations are completely restructuring, complicated new processes are implemented,.. all in favour of installing a transparent company culture. Yet a straightfoward principle as 'gratefulness', is often overlooked.

Don’t just take my word for it, just look at these videos below to see what I'm talking about.

The reasoning behind gratefulness

Think about two words that make everyone happy...

'Thank you.' It is scientifically proven that these words make you happier.

The explanation behind it is that we are on a 'hedonic treadmill': we stay on a constant level of happiness, with very few peeks. This is because we take things that make us happy for granted. If you start to become actively grateful, you automatically will become a happier person. In addition to this, studies show that people who focus more on being grateful, have higher levels of general well-being, sleep better and exercise more.

Gratitude in the workplace


The advantages of being grateful on a personal and organizational level are unbelievable. Being thankful makes you appreciate what’s already there, which significantly reduces stress. That, in turn, leaves more room for focussed decision-making and creative thinking. Look at the video of Lea to find out more advantages for your organization.

Emotional proof

And if you’re a person that cannot be convinced with reason, there’s a little more emotional proof in this video above. It's another piece of evidence that one of the greatest contributing factors of overall happiness, is how much gratitude you show.

Gratitude is a contagious emotion. If you express gratitude often, people are going to love helping you out and will want to work with you. That also counts for help you’re looking for outside of your team. If you’re looking for a mentor, that person is way more likely to stick around if you show them how grateful you are for their help. So it’s something you’ll see happening around you once you start doing it.


So go ahead and start building habits that revolve around gratitude. Do a Friday evening thank you round with the team, write cards to thank people in the organization (on their birthday for example), have a fun game of ‘high fives’ at your next Christmas party and urge people to do random acts of kindness (without expecting anything in return).

And if you’re still yearning for some gratitude, here’s Matthew McConaughey winning an Oscar:

Originally published on Arne's Medium account.

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