en
  • en
  • nl
  • THE right decisions at the right time

     ‘Ultimately, successful management teams can be identified as those which are able to make good decisions quickly and that normally comes from self-confidence.

    The job of the skipper on board is to make responsible decisions at the right time and this can happen any time during the day. Sometimes once a day, sometimes twenty times a day. When you’re winning, such decisions are easier because winning builds your confidence. But it’s good decision making when you are losing and in high stress situations that separates the best from the rest. You need a leader who knows how to manage stress in dangerous situations. A good skipper keeps calm and isn’t affected even in dangerous and really stressful situations.

    The worst you can do is not make a decision at all or take too much time over it. That definitely affects the faith people have in you as their
    leader, both offshore and onshore, and it certainly affects the results. On a boat the effect of not making a decision is very measureable. Every six hours we get position reports telling us how well we are doing. In normal business, we don’t get measured that often, so you can survive longer without making decisions until they are really forced on you.

    THE RIGHT DECISIONS AT THE RIGHT TIME

    Again being self-aware also helps you obtain better support to make good decisions quickly. The more you know about yourself, the better
    you can complement yourself by including the right people in decision making. For example, my right hand, Tom Touber (COO), and
    I are quite different in some specific areas we’ve identified. He’s great at planning, while I’m more creative and strategic. Without him, I would
    definitely struggle with my timelines. With him, I can make sure we keep on track for the overall strategic objectives. Self-awareness in that situation ensures that I appreciate this difference rather than being frustrated by it.
    Improving-team-cover-.jpg

    Read the whole interview with Knut Frostad about 
    "Leaders must have high self-awareness"online.

    Source "Improving Teams"
    by Uitgeverij Thema. 

    LEADING CHANGE

    Leg 4 Sanya - Auckland

    LEADING CHANGE

    Often Knut Frostad (CEO of the Volvo Ocean Race) is asked: “What is the toughest part of the Volvo Ocean Race?” For me, that’s an easy question to answer. The constant pressure to perform combined with being constantly measured, the world-class competitors, and then the enormous number of challenges you have to overcome such as storms, potential breakages and sleep deprivation. It’s a tough leader’s cocktail, but you normally emerge with a self-awareness that will help you in any decision making and any relationship later on in life.”

    The worst you can do is not make a decision at all or take too much time to make a decision

    Knut Frostad, CEO of the Volvo Ocean Race

    Keystone behaviours by

    STRATEGIC THINKING

    Strategic thinking requires an understanding of the internal and external business environment and the ability to envisage scenarios. You will enhance your skills by developing vision and future scenarios in a creative manner.

    Read more

    CHANGE MANAGEMENT

    To lead change in your organisation, you need to recognise different phases of the change process and identify which aspects lead to success or failure. Using real cases from your workplace, you will learn to identify the right style for the right moment and thus enhance the
    impact of your change management in complex situations.

    Read more

    INFLUENCING SKILLS

    You can have excellent ideas but if nobody ‘buys’ them, you will not make progress. You will develop tools and techniques that will help you to present ideas with confidence and make it attractive for stakeholders to collaborate with you.

    Read more

    THEMES

    The Volvo Ocean Race consists of 9 legs that are relevant for tying into Schouten’s communication. Each leg goes to a different country. .

    We will focus on a content theme in each leg, based on Schouten Global’s services. In fact, we select the ‘gauges’ among our products to highlight the similarities between daily practice in businesses and the developments of Bouwe and his team. And of course to clarify Schouten Global’s role in this process. 

    Leg 4/9 Sanya - Auckland
    Leading Change
    Back to top