Partner Bert-Jan ter Hofte has worked with People Change for 5 years

Bert-Jan ter Hofte has worked as a partner with People Change for more than five years. During this time, he has implemented the People Change Scan at a number of private and public organizations – from multinational companies and SMEs to municipalities and the police. We asked him what appeals to him about the approach and why customers also see the added value.

As a former partner at Krauthammer, Ter Hofte joined People Change with a clear goal: to further strengthen his approach to helping organizations and management teams with their change challenges.

In this approach, he has used the People Change Scan ever since – a scan that maps the state of change capacity of individuals, teams and organizations and thus also shows what is needed to make ‘people change’ a success. .

Now that he has been a member of People Change for five years, we asked Ter Hofte to reflect on what he appreciates about the collaboration and how clients have benefited from the Utrecht agency’s approach.

Hi Bert-Jan, how would you characterize the collaboration with People Change?

“We work based on People Change in an enterprising network organisation. Everyone works as an entrepreneur based on his strengths and strengths, but also based on awareness of his pitfalls in collaboration with customers and organization. This means that we are committed to the personal development of ourselves. This focus and the way we do this is unique.”

“This ‘practice what you preach’ appeals to me a lot, and although it demands a lot from you – it is not the path of least resistance – these investments in my own consciousness result in a steep development curve. And I wouldn’t have it any other way.”

“Based on my entrepreneurship, I started this year with the course ‘Strategic Leadership for Sustainable Change’ – the training to become a People Change change coach and facilitator – and we are starting a new course in February.”

What do you think makes People Change Scan so powerful?

“It is important in leadership development and change to have a concrete and measured starting point for all individuals and teams. Having the insight: where are we now?”

“The tendency in programs is often to spend more time and energy talking to each other about the desired development of management and culture in the organization, and not enough time and energy to concretely define the starting point for each individual and for the teams.”

“The results of the People Change Scan at individual and team level provide a concrete starting point for the management and change interventions: we believe in designing and implementing change interventions together and also in measuring results and effects thereof.”

“In the organizations where I work with People Change Scan and the approach, the clients and managers know that they cannot ‘order’ a course for their people, but that change interventions are always designed in co-creation with them. So we devise and implement the right, powerful and result-oriented interventions.”

Learning how to change organizations yourself is also central to your approach. How do you do this?

“We also train People Change Practitioners at customers who can coach people and facilitate teams completely independently with the People Change Scan and approach. They can monitor changes in people and teams themselves, and they take over responsibility for the desired program in the integration phase.

“It has become a do-it-yourself program which has resulted in a sustainable increase in the change capacity of managers, professionals and teams in the organisation. They have therefore become more ‘fit for the future’ in changes.”

“In some municipalities and other organisations, people are trained by me right from the start in an open process as a People Change change coach and facilitator, so that they can do this completely independently from the start in leadership development and in the design and implementation of changes. their organization can do.”

The ‘fit’ between an individual and the team/organisation also plays an important role. Can you tell us a little more about this?

“My belief is that for successful change, the ‘business case for consciousness and energy’ must be made at the individual and team level. What really appeals to me is that we can make a measurable contribution to people’s ‘fit’ and that we can also measure how it pays to invest in a better ‘fit’.

“To what extent are managers and professionals aware of their capacity for change and ‘fit’ for the organisation? And to what extent do these managers and professionals have the energy to work on their personal development and the development of others? And what about the team’s ability to change, and which stages of team development has the team successfully gone through and which not yet?”

“What mindsets and skills can they use normally, but especially under pressure? With what mindsets and skills do they display authentic exemplary behavior? What change styles do they master well and which not so well? The People Change Scan gives them a mirror with these insights, and I have yet to come across another scan that indicates this so clearly and correctly.”

An example from practice: MUAC is reaping the benefits of extensive cultural change.

“What appeals to customers is that we do this very concretely: Part of the People Change Scan is the People Change ‘fit’ factor, where we measure the ‘fit’ of the individual with the organization with a single number from 0-10 is. This number largely determines how much energy people have to work on change and also determines how you can coach these people to do this effectively.”

“For-profit and public sector organizations are realizing the importance of their managers and professionals having a good ‘fit’ with the organization – especially in times of scarcity and in the current ‘war for talent’.”

“With the help of a coaching conversation about the parts of the ‘fit’, we can see where it can be purposefully improved, and a better ‘fit’ also ensures less staff turnover and absenteeism. During our coaching conversation, they can get inspiration for their leadership development, personal development and their ‘fit’ with the organisation.”

“We also measure which change styles or change skills within managers and teams are highly developed and which are less developed. This allows you to connect with how people can and will change, and it largely determines the success of change processes.”

“Because they do this in a methodical way through the scan and approach, they can work on their own behavior change in short cycles to use their strengths and avoid their pitfalls, and they can work on the energy they have to improve themselves and others. to develop.”

In February 2023, People Change will organize a ‘meetup’ for the course ‘Strategic Leadership of Sustainable Change’.

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