Podcast appearances and mentions of manfred kets

“ They come to my courses, usually they want to be better leaders. They want to have better and more effective teams. They want to change the corporate culture, but in the end they talk about their mothers, their fathers, their spouses, their children, their life.”In this episode, I talk to Manfred Kets de Vries; executive coach, psychoanalyst, and Distinguished Clinical Professor of Leadership Development and Organizational Change at INSEAD. You'll hear Manfred discuss the human condition, how to bring up the best in people and in yourself, what it takes to be a good and fulfilled leader, and the benefits of group coaching.In this episode:How Manfred's life's calling  was shaped by witnessing the leadership in WWIIThe current state of leadership and its impact on the worldThe benefits of longer group coaching programs over 1:1 coachingStorytelling for changeMajor decisions, inner work, and what truly mattersHow your relationships impact your lifeContemplating what makes an effective leaderUsing 360º and 720º questionnaires as a starting pointAccepting your dark side to become a better leaderThe 7C framework of leadershipLeadership is a team sport, rely on your team Die young as late as possibleAnd more!Leadership Presence | Mastering the Inner Work of Leadership is your guide to leading with Less Ego and More Soul. Your host is Janet Ioli, leadership and human development expert, sought-after coach, advisor to global executives, and former executive with experience in four Fortune 200 companies. In this podcast, she digs into the real deep work and empowers leaders to show up with authenticity, build emotional intelligence, and lead in a way that leaves a lasting impact.Resource Links:Manfred Kets de Vries is a leading expert on executive development, combining insights from economics, management, and psychoanalysis to offer fresh perspectives on leadership, organizational dynamics, executive coaching, and existential dilemmas. A pioneer in team coaching and education, he's the Distinguished Clinical Professor at INSEAD, a six-time recipient of INSEAD's Distinguished Teacher Award, and author of over 50 books.Get to know the Kets de Vries Institute.Learn about Manfred's 50+ books.Connect with today's guest on LinkedIn: Manfred Kets de VriesConnect with Janet Ioli:Website: janetioli.comLinkedin: Janet IoliInstagram: @janetioliJanet is the founder of Leadership Presence. She helps leaders ground themselves with confidence, connection, and purpose and lead with Less Ego, More Soul.If you want to become more grounded, confident, and aligned with your deeper values in just 21 days. Check out Janet Ioli's book Less Ego, More Soul: A Modern Reinvention Guide for Women.If you enjoyed this episode, please leave a review on Apple Podcasts. Select “Listen in Apple Podcasts,” then choose the “Ratings & Reviews” tab to share what you think. Produced by Ideablossoms

Show Notes Prof. Manfred Kets de Vries, is a global thought leader, who is best known for applying psychoanalytic thinking to the challenges of leaders and organisations.   He discusses his journey from psychoanalysis to leadership development, the societal forces that shape leaders, and the critical role of emotional awareness in navigating today's volatile landscapes.  Kets de Vries exposes the hidden psychological currents that drive leadership—how unconscious patterns, unresolved trauma, and deep-seated insecurities manifest in boardrooms and political arenas alike. He explores the destructive nature of narcissistic leadership, the rising stress and impatience among CEOs, and the ways in which cultural expectations mold our leaders for better or worse.  Manfred and Simon discuss toxic leadership today, and then focus on what can be done. Manfred shares his experience that ultimately leadership is about relationships—about the capacity for self-awareness, reflection, and genuine connection. In a world where political fault lines deepen, Manfred challenges us not just to analyze leadership from a distance but to engage with it personally—to recognize our own role in shaping the leadership cultures around us. Because leadership isn't just about those at the top; it's about how we choose to show up in our own lives, our communities, and our organizations. Key Reflections Toxic leadership can have devastating effects on organizations and society. Psychoanalysis provides valuable insights into leadership dynamics. Leaders are shaped by societal expectations and cultural contexts. Narcissism in leadership can lead to destructive outcomes. The current political climate reflects deeper societal issues. Stress and impatience are prevalent among CEOs today. Leadership is relational  Creating a good life involves cultivating and appreciating happy moments. Everyone has the potential to make a difference in society. Keywords leadership, toxic leadership, narcissism, psychoanalysis, organizational change, political leadership, societal impact, emotional intelligence, executive coaching, personal development Brief Bio Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD. He integrates economics, management, and psychoanalysis to explore leadership, executive stress, career dynamics, entrepreneurship, and corporate transformation. He founded the INSEAD Global Leadership Centre and directs The Challenge of Leadership Executive Education program. He has held professorships at McGill University, HEC Montréal, and Harvard Business School. A prolific scholar, he has authored 49 books and over 400 academic papers, with works translated into 31 languages. His latest book, Narcissistic Leadership, delves into the complex interplay between narcissism and leadership, offering profound insights into its impact on organizations and society. Among many other awards, he  received the INSEAD Distinguished Teacher Award five times and was recognized as one of the world's top 50 management thinkers by Financial Times, Le Capital, Wirtschaftswoche, and The Economist. As a consultant, he has advised leading organizations across the US, Canada, Europe, Africa, and Asia on organizational transformation and strategic human resource management. Honored as an Officer in the Order of Oranje Nassau, he is also an adventurer and a member of New York's Explorers Club, frequently exploring remote regions such as the Arctic Circle, Siberia, and Central Africa.

Everyone loves a good story. But storytelling is way more powerful when leaders employ it effectively, according to Manfred Kets de Vries, Distinguished Clinical Professor of Leadership Development and Organisational Change at INSEAD and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus.In this podcast, Kets de Vries, who authored the book Storytelling for Leaders, discusses the power of storytelling and how leaders can employ storytelling effectively. More importantly, he explains how storytelling can create tipping points – not only to change others but leaders themselves.

Dive into the world of workplace dynamics with Dr. Grace Lordan in this eye-opening episode of Work FORCE. Grace and her guests dissect the subtle yet pervasive culture of mediocrity and conformity in the corporate landscape. With insights from behavioural scientist Teresa Almeida and distinguished guests Dr. Margaret Heffernan, Manfred Kets de Vries and Petra Velzeboer, we unravel the psychological underpinnings that push employees toward average performance and the profound impact this has on innovation and organisational success. Tune in to discover strategies for breaking the mould and fostering a culture of excellence.Listen, learn, and let's transform the workplace together. Subscribe, rate, and review Work FORCE on your favourite podcast platform and join Dr. Grace Lordan in dismantling the "bullstuff" that holds us back. Visit www.gracelordan.com for more insights and to share your thoughts on future topics. Produced by Decimal Creatives, this is Work FORCE – where we work smarter, not harder, for a workplace that works for all.Work FORCE is a podcast hosted by Dr Grace Lordan (www.gracelordan.com), author of Think Big, Take Small Steps and Build the Future You Want and professor at the London School of Economics. You can buy Think Big Here: https://www.amazon.co.uk/Think-Big-Small-Steps-Future/dp/0241420164/kacey123-21 Work FORCE unravels the behavioural science behind things that happen in the workplace that impact your success and wellbeing, blending academic evidence with real life experiences. Follow Grace on X or Instagram @profgracelordan; on LinkedIn drgracelordan Joining the Work FORCE discussion are:Manfred Kets de VriesManfred is the co-founder of KDVI. Bringing to bear his knowledge and experience of economics, management, and psychoanalysis, he scrutinises the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. He is Professor of Leadership Development and Organisational Change at INSEAD and was the Founding Director of INSEAD's Global Leadership Centre. The Financial Times, Le Capital, Wirtschaftswoche, and The Economist have judged Manfred as one of the world's leading thinkers on leadership. Manfred is a global consultant in executive leadership development to leading US, European, African and Asian companies. As an educator and consultant, he has worked in more than forty countries. Manfred is the author, co-author or editor of more than 50 books and has published over 400 scientific papers. He is a regular writer for the New York Times, Wall Street Journal, Los Angeles Times, Fortune, Business Week, The Economist, Financial Times and International Herald Tribune.For more information head to www.kdvi.comDr. Margaret HeffernanDr. Margaret Heffernan spent 13 years creating BBC programs before venturing to the US, where she led multimedia endeavours for Intuit, The Learning Company, and Standard&Poors. She held executive roles at InfoMation Corporation, ZineZone Corporation, and iCast Corporation, earning recognition as one of Streaming Media magazine's "Top 25" and The Hollywood Reporter's "Top 100 Media Executives." With six authored books, her work, including "Willful Blindness," hailed by the Financial Times as a pivotal business text, has garnered acclaim. Her TED talks, reaching over fifteen...

What kind of a leader are you? There are 8 types of leaders and each one makes decisions and impacts their organization in a different way. Understanding these archetypes helps us create more effective teams and make better decisions. Today's discussion is with Manfred Kets de Vries, Distinguished Clinical Professor of Leadership Development and Organizational Change at INSEAD. In our conversation, Manfred, talks about how his early life during the Second World War in Holland led him to study leadership and how people behave in organizations. He uses ideas from both economics and psychiatry to explore different leadership styles and explain why it's important for leaders to focus on their people. __________________ Start your day with the world's top leaders by joining thousands of others at Great Leadership on Substack. Just enter your email: ⁠⁠https://greatleadership.substack.com/

Kees de Kort analyseerde de bevindingen van het CPB, die de politieke programma's doorrekende. Tot zijn grote verbazing zijn de plannen van PVDA-GL beter voor de economie dan de plannen van ondernemerspartij VVD.  Robert hekelt de lariekoek rondom de discussie over de toegenomen vermogensongelijkheid. Ze ergeren zich lekker aan de AFM, en kijken naar het geflirt van Europa met Oekraïne. En waarom hebben Robert en Kees geen smartphone? Ter zakeGlansrollen zijn deze week weggelegd voor: bonnetje van de formatie, PVV, BBB, Pieter Omtzigt, VVD, Dilan Yesilgoz, financiele consequenties, formatie, CPB, doorrekenen, premier, jaloezie, CBS cijfers, huizenprijs, vermogensongelijkheid, schijnprobleem, goedkoop populisme, AFM, vriend of vijand, mission creep, Rutte, 8 smsjes, smartphone, restaurant, zelfmoord, ondernemers, Manfred Kets de Vries, belasting, Europa, Oekraine, handelsovereenkomst, toetreding, 100 miljard, corruptie, Robert De Boeck en Kees de Kort. Over de podcastIn ‘Van Alle Markten Thuis' delen oud-collega's macro econoom Kees de Kort en oprichter en directeur van investeringsmaatschappij Antea Robert De Boeck hun inzichten in alle economische aangelegenheden.  Met een scherp afgestelde bullshitmeter fileren de Waldorf & Statler van de Nederlandse economie financiële trends en economisch beleid.  Gezellig gaat het niet worden, de moeite waard wel. Kees de Kort Jarenlang was macro-econoom Kees de Kort een vaste waarde bij BNR. Tot zijn pensioen genoten tienduizenden podcastluisteraars van zijn dagelijkse column op BNR. Hij studeerde economie aan de Katholieke Universiteit van Tilburg. Hij werkte onder andere bij Staalbankiers, Onderzoeksbureau Financiele Diensten Amsterdam en Barclays. De ‘Beursgoeroe' van het jaar 2008 is nu terug bij BNR. Hij en zijn ‘Dekortiaanse' uitspraken staan klaar om met een gezonde dosis realisme de economie van zijn opinie te voorzien. Ook als het niet over de economie gaat trouwens. Robert De BoeckAls vast panellid van ‘Ongevraagd Advies' in ‘Zaken doen' is deze geboren Rotterdam geen onbekende bij BNR. De oprichter en directeur van investeringsmaatschappij Antea is begonnen aan de Erasmus universiteit waar hij cum laude zijn studie Economie afrond. Hij werkte net als Kees bij Staal Bankiers en daarvoor bij Nationale Nederlanden. Met een lichte Rotterdamse tongval en in klare taal neemt hij geen blad voor de mond als het om financiele trends of economisch beleid gaat. Of Sparta. Hij schrijft ook een column voor Quote.See omnystudio.com/listener for privacy information.

Luuc Mannaerts is de de CEO van October Nederland, een platform voor MKB financiering. De afgelopen 5 jaar vervult hij deze rol en daarvoor had hij een uitgebreide carrière bij ABN AMRO, waaronder als CEO van ABN AMRO Commercial Finance en Directeur Corporate Clients. Luuc studeerde Bedrijfseconomie aan de Universiteit van Rotterdam.  Hij is 53 jaar en woont in Rotterdam met zijn vrouw en ze hebben drie kinderen die uit huis zijn.  *** Recent is het boek van Leaders in Finance verschenen: "100 Gesprekken: De mens achter het succes" - bestel het nu via de website!    *** Volg Leaders in Finance via de website. Volg Leaders in Finance via Linkedin. *** Op de hoogte blijven van Leaders in Finance? Abonneer je dan op de nieuwsbrief.  ***  Vragen, suggesties of feedback? Graag! Via email: info@leadersinfinance.nl  ***  Leaders in Finance wordt mede mogelijk gemaakt door Kayak, EY, Odgers Berndtson en Roland Berger.    *** Eerdere gasten bij de Leaders in Finance podcast waren onder andere: Klaas Knot (President DNB), Robert Swaak (CEO ABN AMRO), Frank Elderson (directie ECB), David Knibbe (CEO NN), Janine Vos (RvB Rabobank), Jos Baeten (CEO ASR), Nadine Klokke (CEO Knab), Gita Salden (CEO BNG Bank),  Annerie Vreugdenhil (CIO ING), Karien van Gennip (CEO VGZ), Maarten Edixhoven (CEO Van Lanschot Kempen), Jeroen Rijpkema (CEO Triodos), Chantal Vergouw (CEO Interpolis), Simone Huis in 't Veld (CEO Euronext), Nout Wellink (ex DNB), Onno Ruding (ex minister van financiën), Maurice Oostendorp en Martijn Gribnau (CEOs Volksbank), Olaf Sleijpen (Director DNB), Allegra van Hövell-Patrizi (CEO Aegon NL), Yoram Schwarz (CEO Movir), Laura van Geest (Bestuursvoorzitter AFM) Katja Kok (CEO Van Lanschot CH), Ali Niknam (CEO bunq), Nick Bortot (CEO BUX), Matthijs Bierman (MD Triodos NL), Peter Paul de Vries (CEO Value8), Barbara Baarsma (CEO Rabo Carbon Bank), Jan van Rutte (Commissaris PGGM, BNG Bank, vml CFO ABN AMRO), Marguerite Soeteman-Reijnen (Chair Aon Holdings), Annemarie Jorritsma (o.a. Voorzitter NVP), Lidwin van Velden (CEO Waterschapsbank), Don Ginsel (CEO Holland Fintech), Mary Pieterse-Bloem (Professor Erasmus), Jan-Willem van der Schoot (CEO Mastercard NL), Tjeerd Bosklopper (CEO NN NL), Joanne Kellermann (Chair PFZW), Steven Maijoor (Chair ESMA), Radboud Vlaar (CEO Finch Capital), Karin van Baardwijk (CEO Robeco) en Annette Mosman (CEO APG).  --> tussen haakjes de functie ten tijde van het interview  

Once upon a time, the Persian king of all kings, Shahryār, beheaded his wife after discovering she was unfaithful. Overcome with rage, the monarch resolved to exact revenge on womankind by taking a new wife each night and beheading her the next morning. After most of the eligible women in the kingdom had either fled or been killed, Scheherazade, the daughter of the king's advisor, devised a scheme to save herself and future victims. Scheherazade insisted on marrying the monarch, and on their first night together she told him a story, without revealing the ending. The king permitted her to live another day to finish her tale, and so she continued with her cliffhangers for 1,001 nights. Eventually, Scheherazade's stories caused the king to have a change of heart, realise the injustices he had wrought and cease his vengeful rampage. Scheherazade, the narrator of the tales of One Thousand and One Nights, earned her place as one of the shrewdest heroines in world literature. While this story was set in the Islamic Golden Age, Scheherazade could be considered a highly effective coach or psychotherapist today. Through storytelling techniques, she awakened the king's curiosity, challenged his behaviour and managed to change his outlook on life. Scheherazade's form of psychological intervention can be applied to different situations.   Manfred Kets de Vries is the Distinguished Clinical Professor of Leadership Development & Organisational Change at INSEAD and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus. He is the Programme Director of The Challenge of Leadership, one of INSEAD's top Executive Education programmes. The article is available here: https://knowledge.insead.edu/leadership-organisations/how-change-someones-mind

Continuing a series on Cryptozoology by looking at an overview of some of the potential explanations for the Bigfoot/Sasquatch encounter experience. Are they some form of hallucination, a simple hoax, or some other animal encounter misinterpreted? Or are they a blend of all the above? Bibliography coming soon, check ‘The Locals, A Contemporary Investigation of the Bigfoot/Sasquatch Phenomenon' by Thom Powell as well as “The ‘Truth' about the Bigfoot Legend.” by Linda Milligan, published in Western Folklore, vol. 49, no. 1, 1990 and "Abominable Snowman or Bigfoot: A Psychoanalytic Search for the Origin of Yeti and Sasquatch Tales" by Manfred Kets de Vries. Inspired by fellow podcasters Bigfoot Club, Review It Yourself and The Nerdstalgic Podcast. Check them out. :-)

In this episode, we look at your leadership superpower. That thing you do that's incredibly powerful and creates the most impact. It's not about your role, but where you create the most impact within your leadership style. Many of us will have more than one superpower, but there will be one that stands out the most, the one people at work will come to you for. It's your leadership brand.   What to Listen ForThe Eight – 2:28 The Strategist – 2:40 The Change-Catalyst – 5:43 The Transactor – 9:05 The Builder – 11:15 The Innovator - 13:15 The Processor – 15:30 The Coach – 19:30 The Communicator – 20:13       Resources from this Episode “Leadership Archetypes: An Exposition: The Eight Archetypes of Effective Leadership ,” Manfred Kets de Vries, INSEAD Global Leadership Center       Did you know, that as a leader, self-awareness is a critical quality? One study concluded that a high degree of self-awareness was the best predictor of success for executives. In the no-nonsense e-book, “Self-Awareness Audit,” we take you through a series of exercises and actionable tips to clearly, consciously, and confidently, tell your story of who you are and what makes you unique and remarkable.     Check-in with Sweet but Fearless Website - sweetbutfearless.com Facebook - https://www.facebook.com/groups/successfulwomensnetwork LinkedIn - https://www.linkedin.com/company/68031466/admin/

Minter Dialogue with Manfred Kets de Vries Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change at INSEAD. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School, and has lectured at management institutions around the world. The Financial Times, Le Capital, Wirtschaftswoche, and The Economist rated Manfred Kets de Vries as one of the world's top fifty leading management thinkers, as well as one of the most influential contributors to human resource management. He is the author, co-author or editor of over fifty books and has published over 400 papers as articles or chapters in books. We discuss the most important shifts needed in leadership, storytelling, Inner Theatre Inventory, authentizotic organisations and some of the other key concepts in his new book: "The CEO Whisperer: Meditations on Leadership, Life, and Change", one of the many books Manfred penned during the pandemic. If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to rate/review the show on RateThisPodcast. Otherwise, you can find me @mdial on Twitter.

Dr. Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD. He brings a different view to the much-studied subjects of leadership and individual and organizational change. Bringing to bear his knowledge and experience of economics (EconDrs, University of Amsterdam), management (ITP, MBA, and DBA, Harvard Business School), and psychoanalysis (Canadian Psychoanalytic Society and the International Psychoanalytic Association), he scrutinizes the interface between international management, psychoanalysis, psychotherapy, and dynamic psychiatry. His specific areas of interest are leadership, career dynamics, executive stress, entrepreneurship, family business, succession planning, cross-cultural management, team building, coaching, and corporate transformation and change. Manfred F. R. Kets de Vries directs The Challenge of Leadership Executive Education program.He has received the INSEAD Distinguished Teacher Award five times. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School and has lectured at management institutions worldwide. He is the author, co-author, or editor of more than 50 books and has published over 400 papers as articles or chapters in books. His books and articles are translated into thirty-one languages. He is a member of seventeen editorial boards, and he's a Fellow of the Academy of Management. Financial Times, Le Capital, Wirtschaftswoche, and The Economist rated Manfred Kets de Vries as one of the world's top fifty leading management thinkers and one of the most influential contributors to human resource management. In 2008, he received the Lifetime Achievement Award from the International Leadership Association (the Leadership Legacy Project), being viewed as one of the world's six founding professionals in developing leadership as a field and discipline.A Few Quotes From This Episode“I try to train reflective leaders. People who have some self-knowledge, some self-awareness...have some ability to deal with the complexity of what's going on.”(Speaking in Russia on 2.28.22). I made three comments when I ended my class because people were becoming panicky.Ideology overrules rationality.Paranoia is the disease of kings.He who rides a tiger cannot dismount.Resources Mentioned In This EpisodeThe Kets de Vries InstituteThe Starfish StoryAbout The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals with a keen interest in the study, practice, and teaching of leadership. Plan now for ILA's 24th Global Conference online October 6 & 7, 2022, and/or onsite in Washington, D.C., October 13-16, 2022.Connect with Scott AllenWebsite

On this bonus episode, I have the honor of having Manfred Kets de Vries as my guest, one of the most prolific and provocative management thinkers of our time. Over the next hour we discuss topics such as how ethics education begins in the home,  leadership in politics, discovery and acceptance of the shadow self, Manfred's new book Leadership Unhinged, Essays on the Ugly, The Bad, and The Weird. We explore the question are we are greatest worst enemy? How is it possible that incompetent authoritarian leadership exists in democratic societies, and wrap with Manfred's thoughts on wise leadership.

Unser heutiger Gast hat Ökonomie an der Universität in Amsterdam studiert und 1968 seinen MBA an der Harvard Business School und im Anschluß daran auch dort sein PHD Studium begonnen. Nach einer kurzen Zeit als Assistenzprofessor an der Business School Insead in Frankreich folgte er 1975 dem Ruf des legendären Henry Mintzberg an die McGill University in Montreal. Parallel dazu - und das fasziniert uns wirklich - machte er eine psychoanalytische Ausbildung am Canadian Psychoanalytic Institute. 1984 kehrte er zurück nach Europa auf einen Lehrstuhl für "Leadership Development" an der Business School Insead. Dort ist er seit 1985 “Distinguished Clinical Professor of Leadership Development and Organizational Change”. Für seine Arbeit wurde erhielt er zahlreiche Auszeichnungen, wie z.B. den deutschen “Life Achievement Award der Weiterbildungsbranche” Das Manager Magazin veröffentlichte im letzten Jahr einen Artikel über seine Arbeit. Der Titel: Analytiker der Manager Seele. Seit mehr als 4 Jahren sind wir auf dem "Weg zur neuen Arbeit". Wie kann ein Thema, das in unserem Alltag eine so wichtige Rolle spielt, wieder mehr Sinn in unserem Leben schaffen? Wie schaffen wir es, dass Menschen wieder Kraft und Motivation aus ihrer täglichen Arbeit schöpfen? Und wie kann es gelingen, auch in solch schwierigen Zeiten ein sinnerfülltes, glückliches, gesundes, produktives und erfülltes Leben zu führen? Wir sind auf der Suche nach Methoden, Vorbildern, Erfahrungen, Werkzeugen und Ideen, die uns dem Kern von New Work näher bringen! Es geht uns immer um die Frage, ob jeder Mensch wirklich das finden und leben kann, was er im Innersten wirklich will. Ihr seid bei "Auf dem Weg zur Neuen Arbeit", heute mit Manfred Kets de Vries

In the previous book in this series, our guest observed the experiences of leaders on a rollercoaster ride through their professional and personal lives. Now, he follows them down the rabbit hole into the unknown, where, like Lewis Carroll's Alice, they find a dystopian Wonderland in which everyone seems to have gone mad and life functions according to its own crazy logic, throwing up all kinds of obstacles in the search for truth. The first part of this book looks at the psychodynamics of leadership in both a business and a political context. The second focuses on the psychopathology of everyday life in organizations and the seemingly endless ways people can make a mess of things – including mega pay packages, acting out, digital addiction and other dysfunctional behaviour patterns. Each chapter ends with a brief anecdote to illustrate the dilemma it presents. In short, sharp nuggets, our guest helps make sense of how the madness of the present has affected leadership in organizations and the workplace. It's a great honour to welcome one of the world's renowned authorities on leadership and a prolific author, we welcome the author of Down the Rabbit Hole of Leadership: Leadership Pathology in Everyday Life Manfred Kets de Vries welcome.

In this episode of the Scaleup Valley podcast, Mike Dias speaks with Manfred Kets-de-Vries, Management Thinker & Author. Key Takeaways: - The importance of trust and safety in an organization - Showing vulnerability as a leader - The dangers of toxic personalities within the leadership team

Manfred Kets de Vries is a distinguished clinical professor of leadership development and organizational change at INSEAD, whose work explores the interface between management science, psychoanalysis, development psychology, evolutionary psychology, neuroscience, psychotherapy, executive coaching, and consulting. Manfred is one of the pioneers in the field of global leadership. He has published more than 400 academic papers and is the author, co-author, or editor of 52 books, including his most recent publication, The CEO Whisperer: Meditations on Leadership, Life, and Change. In this week’s episode, we explore what makes an organization authentizotic, and we uncover strategies leaders can use to help people feel engaged and wholly alive in the workplace. Connect with Manfred F. R. Kets de Vries: https://www.kdvi.com/ You’ll Learn: [02:29] - Manfred shares what an 'authentizotic' organization is. [03:08] - Manfred shares the factors leaders can focus on to help create authentizotic organizations. [06:30] - Manfred shares how leader group coaching can help an organization become more authentizotic. [08:14] - Manfred shares examples of team coaching activities. [14:41] - Manfred shares a real-life example of the power of the self-portrait activity [16:12] - Manfred shares how to begin becoming a more authentizotic leader. [17:01] - Manfred shares some cautions and caveats of doing this work. [18:34] - Manfred completes the lightning round! Thanks for listening! MPPW Podcast on Facebook http://www.ketsdevries.com/ Thanks so much for joining me again this week.  If you enjoyed this episode, please share it using the social media buttons you see at the bottom of this post. Please leave an honest review for the Making Positive Psychology Work Podcast on iTunes. Ratings and reviews are extremely helpful and greatly appreciated. They do matter in the rankings of the show, and I read each and every one of them.  And don’t forget to subscribe to the show on iTunes to get automatic updates. It’s free! You can also listen to all the episodes of Making Positive Psychology Work streamed directly to your smartphone or iPad through stitcher. No need for downloading or syncing. Until next time, take care!  Thank you, Manfred!

Manfred Kets de Vries is The Distinguished Professor of Leadership Development and Organizational Change at INSEAD, one of the world’s leading and largest graduate business schools. He has received INSEAD’s distinguished teacher award five times. Manfred is also the author of 52 books including The CEO Whisperer, Mindful Leadership Coaching, and Down the Rabbit Hole of Leadership. And he is a consultant on organizational design, transformation, and strategic human resource management to leading companies all over the world. From a young age Manfred was interested in psychology and human behavior, he was intrigued with trying to figure out why people act in certain ways. In college he studied economics and organizational behavior. Throughout his career he has focused on the intersection of these two areas and eventually he was appointed as the Global Leadership Director at INSEAD and he started a program specifically for leaders where 21 executives come together and Manfred creates what he calls tipping points for them to teach them how to make decisions in more humane and effective ways. There is a Gallup poll that shows that 85% of employees worldwide don’t feel engaged at work. And as Manfred says, we only have one life to live so we should be making the best out of it. So he enjoys working with leaders because they have such a profound effect on the lives of their employees. The 8 Archetypes Of Leadership Back in 2013 Manfred wrote an article for HBR on what he calls the 8 archetypes of leadership. These are recurring patterns of behavior that Manfred says influence a leader’s effectiveness inside of an organization. As Manfred says in his article “I think of these patterns as leadership “archetypes,” reflecting the various roles executives can play in organizations and it is a lack of fit between a leader’s archetype and the context in which he or she operates is a main cause of team and organizational dysfunctionality and executive failure.” The eight most common archetypes are: The strategist: Leadership as a game of chess. These people are good at dealing with developments in the organization’s environment. They provide vision, strategic direction and outside-the-box thinking to create new organizational forms and generate future growth. The change-catalyst: Leadership as a turnaround activity. These leaders like messy situations that they can come in and fix. They are good at implementing organizational change. But when things are good they tend to get bored. The transactor. Leadership as deal making. These leaders thrive on negotiations. They are skilled at identifying and tackling new opportunities. They are great dealmakers. The builder. Leadership as an entrepreneurial activity. Leaders in this category dream of creating something and they have the talent and determination to make their dream come true. The innovator. Leadership as creative idea generation. Leaders in this category focus on the new. They possess a great capacity to solve extremely difficult problems. The processor. Leadership as an exercise in efficiency. These executives like organizations to be smoothly running, well-oiled machines. They are very effective at setting up the structures and systems needed to support an organization’s objectives. The coach: Leadership as a form of people development. These executives know how to get the best out of people, thus creating high performance cultures. The communicator: Leadership as stage management. These executives are great influencers, and have a considerable impact on their surroundings. It is important to know which type of leader you are, as well as what archetypes your peers and team members fall into in order to create the most effective and cohesive teams. Can you change your archetype? Over the course of your career as a leader you may be interested in changing your archetype. Manfred says it is possible, but it’s not easy. Instead of trying to change yourself, you may consider surrounding yourself with people who fall into the archetypes that you need for what you are currently facing. Embrace the traits you have, and allow other people to fill in the gaps where you are lacking. And there may come a time, Manfred believes, when it may be time to resign from that position and go elsewhere. Maybe it is time for you to do something different. Years ago Manfred was speaking to a group of around 200 executives and he asked them how long is the productive life of a CEO and they said seven years, plus or minus two years. After that it’s time to move onto something else. What should you do if you are placed in a position that doesn’t match your archetype? There may be times when you feel you are being put in positions that don’t match up with your archetype and at that point Manfred says you have a decision to make. We are no longer living in times when you stick at a specific job at one company for decades. So you have to figure out what gives you energy and what brings you joy. Manfred suggests keeping a diary for a few weeks to keep track of the periods of time that you feel positive energy and joy as well as situations that impact you negatively. That way you can look back and see what things are important to you, what things you should seek out and what situations you want to avoid. Looking back on that log of activity you can make a decision as to whether it is worth it to stay in that position or not. Keeping archetypes in mind when you build your team It may not be possible to have each of the eight archetypes represented on every team you work with, but it is good to keep these archetypes in mind as each one has a role to play in an effective team. Manfred gave an example of an investment bank that he worked with in the past. They had a group of seven people who covered almost every archetype except they didn’t have anyone who was good at coaching. As Manfred shares, “they were not good in coaching, they were too busy with strategy, deal making and also having the things on time, all those kinds of things. So because of that, they decided we have to do something about it. And we have to hire someone who takes that role, because it will be growing very fast, and we don't pay any attention to that kind of thing. And we're not very good at it either, given our personality.” It is important to know which category you fall into and to be able to identify what’s missing. It’s not an exact science, and what combination of archetypes you need depends on the industry that you are in, but it is definitely something you should be aware of.

Many executives have a nagging sense that something is amiss in their lives. But not all of them find the courage – or the tools – to tackle what needs fixing. In his new book, The CEO Whisperer, Manfred Kets de Vries, INSEAD Distinguished Professor of Leadership Development and Organisational Change, shares lessons and insights he gleaned from decades of helping CEOs and executives become their best selves. First and foremost, he encourages leaders to know themselves and to step away from their manically busy schedules in order to self-reflect. He also discusses the tools he has been using in his long-running INSEAD seminar, The Challenge of Leadership. These include the storytelling-based life case study, dream analysis and a thorough examination of one’s inner theatre. A fully trained psychoanalyst, Kets de Vries has pioneered the art of team coaching as a way to promote better behavioural patterns. His experience has taught him that most changes are incremental, but they do share an element of pain, as a critical motivator. To those who worry about making mistakes on their journey of change, he offers an important reminder: Life is not a rehearsal.

When disaster strikes, strong leadership is needed to rebalance and regain control. Who are our leaders and how do they become them? We asked one of the world’s most prolific thinkers on the psychology of leadership, Manfred Kets de Vries.

World-renowned author, academic and award-winning teacher,  Manfred Kets de Vries joins Simon to share his invaluable insights on working with leaders and organisations.  Manfred discusses his work with CEOs,  family business leaders, and his work in Russia.  In his new e-book 'Journeys into Coronavirus Land'  Manfred sets out the five fundamentals that guide good leadership - Belonging, Purpose, Self Competence, Self-Control and Transcendence.   Manfred's long term focus has been to use psychological insights to make leaders more self-aware, in order to make organisations more humane,  therefore making a real difference in the world of work.  We finish with his thoughts on what it takes to live a good life and create a good society.  Manfred Kets de Vries holds the Distinguished Clinical Professor of Leadership Development and Organizational Change at INSEAD, he is Program Director of INSEAD’s top management program, “The Challenge of Leadership: Creating Reflective Leaders,” and the Founder of INSEAD’s Executive Master Program in Change Management.  Kets de Vries is a prolific and best selling author having authored, co-authored or edited 52 books and published more than 400 academic papers/articles.  His work has been featured in such publications as The New York Times, The Wall Street Journal, The Los Angeles Times, Fortune, Business Week, The Economist, The Financial Times and The Harvard Business Review.  He has won awards too many to mention.  He is a member of New York’s Explorers Club and in his spare time can be found in the rainforests or savannas of Central and Southern Africa or within the Arctic Circle.  

Hoe gaan CEO's om met de coronasituatie? Manfred Kets de Vries is hoogleraar leiderschap aan de prestigieuze business school INSEAD. Hij wordt regelmatig gebeld door hoge piefen om advies. Sommigen doen het heel goed en tonen nu juist courage, anderen gaan bananas, vertelt Kets de Vries. De managementwetenschapper deelt zijn inzichten in deze aflevering van MENS. Kijk voor een overzicht van alle afleveringen op vn.nl/mens.

Dr. Manfred Kets de Vries is the author of Lessons on Leadership by Terror: Finding Shaka Zulu in the Attic. This book in four parts and 12 chapters takes us on a historical, cultural and introspective journey of leadership through the life of Shaka Zulu. [Musical intro/outro by Keke Perez of Keke Perez Voice Studio.] --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

HAPPY NATIONAL NOTHING DAY! Join us as we celebrate the vast emptiness of the lack of anything. Today we're celebrating with writer and fellow fan of nothing Norm Quarrinton (Twitter: @NormanQ)!! LET'S PARTY!! Find Holiday Party online – Patreon: patreon,com/HOLIDAYPARTY Twitter: @HOLIDAYPARTYPOD / Instagram: HOLIDAYPARTYPODCAST / Facebook: @HOLIDAYPARTYPODCAST / HOLIDAYPARTYPODCAST.COM Find Alyssa – Twitter: @alyssapants / alyssapants.com Find Disa – Spotify: open.spotify.com/user/1243777842 SHOW NOTES History/Fun facts about the topic How do we define “nothing”? (What is the first thing that comes to mind when you think of “nothing”?) An article from Vice summarizes this conundrum pretty well. “Nothing is a concept so deceptively simple that it inhabits the strange intersection of science, philosophy, and language itself. Like a child asking “Why?” to the point of absurdity, trying to get to the bottom of this problem can be pretty frustrating” “‘Nothing’, used as a pronoun subject, is the absence of a something or particular thing that one might expect or desire to be present (“We found nothing”, “Nothing was there”) or the inactivity of a thing or things that are usually or could be active (“Nothing moved”, “Nothing happened”). As a predicate or complement “nothing” is the absence of meaning, value, worth, relevance, standing, or significance (“It is a tale/Told by an idiot, full of sound and fury,/ Signifying nothing”; “The affair meant nothing”; “I’m nothing in their eyes”).  Grammatically, the word “nothing” is an indefinite pronoun, which means that it refers to something. According to cute-calendar.com, “one might argue that ‘nothing’ is a concept, and since concepts are things, the concept of “nothing” itself is a thing. Many philosophers hold that the word “nothing” does not function as a noun, as there is no object to which it refers.” “Nothingness” is a philosophical term for the general state of nonexistence, sometimes reified as a domain or dimension into which things pass when they cease to exist or out of which they may come to exist, e.g. God is understood to have created the universe ex nihilo, “out of nothing”. Creatio ex nihilo is one of the most common themes in ancient myths and religions Western philosophy has been obsessing over “nothingness” for a  very long time. To avoid linguistic traps over the meaning of “nothing”, philosophers will often use a phrase such as not-being to make clear what is being discussed One of the earliest Western philosophers to consider nothing as a concept was Parmenides, a Greek philosopher of the monist school who lived in the 5th century BC. He reasoned that “nothing” cannot exist because to speak of a thing, one has to speak of a thing that exists. Since we can speak of a thing in the past, this thing must still exist (in some sense) now. From this, he concludes that there is no such thing as change, there can be no such things as coming-into-being, passing-out-of-being, or not-being Parmenides was an influence for other philosophers such as Socrates and Plato, though Aristotle shrugged him off, concluding, “Although these opinions seem to follow logically in a dialectical discussion, yet to believe them seems next door to madness when one considers the facts.”  Aristotle provided an escape from the logical problem posed by Parmenides by distinguishing things that are matter and things that are space. In this scenario, space is not “nothing” but, rather, a receptacle in which objects of matter can be placed. The true void (as “nothing”) is different from “space” and is removed from consideration.  This characterization of space reached its pinnacle with Isaac Newton who asserted the existence of absolute space. Rene Descartes, however, espoused an argument similar to Parmenides, which denied the existence of space. For Descartes, there was matter, and there was extension of matter leaving no room for the existence of “nothing.” In modern times, Albert Einstein’s concept of spacetime has led many scientists, including Einstein himself, to adopt a position remarkably similar to Parmenides. On the death of his friend Michelle Besso, Einstein consoled his widow with the words, “Now he has departed from this strange world a little ahead of time. That signifies nothing. For those of us that believe in physics, the distinction between past, present, and future is only a stubbornly persistent illusion.”  Existentialists really like to spend a lot of time considering ‘nothing.’ “The most prominent figure among the existentialists is Jean-Paul Sartre, whose ideas in his book Being and Nothingness are heavily influenced by Being and Time of Martin Heidegger, although Heidegger later stated that he was misunderstood by Satre.  Sartre defines two kinds of “being” or etre. One kind is etre-en-soi, the brute existence of things such as a tree. The other kind is etre-pour-soi which is consciousness. Sartre claims that this second kind of being is “nothing” since consciousness cannot be an object of consciousness and can possess no essence. Sartre uses this conception of nothing as the foundation of his atheist philosophy, since equating nothingness with being leads to creation from nothing. Hence, God is no longer needed for there to be existence Modern day philosopher Jim Holt describes nothingness as “a state in which everything is not self-identical. If for all x, x is unequal to x; that sentence in logic describes a state of nothingness. It doesn’t help the imagination, but it doesn’t give rise to any contradictions. It can only be true if nothing exists, because if anything exists, it equals itself.” He also contends that, “Nothing is the simplest way that reality could turn out; it’s the least arbitrary, because it excludes everything. Once you take that seriously, you begin to think, ‘That’s how it should have been; why should there be something rather than nothing?’” Of course, the understanding of ‘nothing’ varies between cultures. In some Eastern philosophies, the concept of “nothingness” is characterized by an egoless state of being in which one fully realizes one’s own small part in the cosmos.  Sunyata, or emptiness, is considered a state of mind in some forms of Buddhism--achieving ‘nothing’ in this tradition allows one to be totally focused on a thought or activity at a level of intensity that they would not be able to achieve if they were consciously thinking.  A classic example of this is an archer attempting to erase the mind and clear the thoughts to better focus on the shot Some have pointed to similarities between the Buddhist conception of nothingness and the ideas of Martin Heidegger and existentialists like Sartre Before moving on from the philosophical interpretations of “nothing,” I would be remiss to not mention Seinfeld, which is popularly known as “the show about nothing” as many of its episodes are about the minutiae of daily life.  According to a BBC article, “Was Seinfeld Really ‘About Nothing’?”, the show “revealed the same problems of being that nauseated the existentialists: the tiniest acts of its characters come together to wreak havoc, sometimes on other characters, more commonly on unsuspecting strangers.” “...one could argue [the show] has a strong nihilistic streak throughout its run - if it’s about ‘nothing’, it’s about the nothingness of existence, the futility of it all.” Just as with ‘nothing’ throughout history, books have been written about Seinfeld since it’s conclusion, colleges offer classes on it that tend to fill to capacity, and think pieces still regularly pop up about the show, despite its finale airing over twenty years ago, on May 14, 1998. From the article, Seinfeld is one of many major works of pop culture that “show us why we say the things we do, do the things we do, thinking the things we think, like the things we like. Seinfeld teaches us what at least one sliver of life was like in 1990s America: silly, banal, self-indulgent, self-obsessed and maybe even nihilistic underneath it all” and shows us “the more universal tendencies we share: we’re probably still a little self-indulgent, even more self-obsessed and still questioning what it all means. And any show that makes us think about all of that - while making nihilism and existentialism fun - can’t really be about nothing after all, can it?” Both philosophically and mathematically, the concept of “zero” has a bumpy history. The ancient Greeks hated the concept of zero so much that they refused to incorporate it into their number system, even when their astronomical calculations called for it. They were uneasy, thinking, “How can nothing be something?”  Aristotle once wrote, “Nature abhors a vacuum,” and so did he (I’m naming my next dog Aristotle). His complete rejection of vacuums and voids and his subsequent influence on centuries of learning prevented the adoption and the concept of zero in the Western world until around the 13th century, when Italian bankers found it to be extraordinarily useful in financial transactions Other terms for ‘zero’ include ‘nought’, which is where“naughty” is derived from because it was bad to be nothing. Zero was thought of as Devil’s work and the antithesis of God “Zero” was first seen in cuneiform tablets written around 300 BC by Babylonians who used it as a placeholder (to distinguish 36 from 306 or 360, for example). The concept of zero in its mathematical sense was developed in India in the 5th century, and popularized in Europe by Fibonacci in the eleventh century Any number divided by zero is...nothing, not even zero. The equation is mathematically impossible A mathematical concept of nothing proposed by science journalist Charles Seife, who authored “Zero: The Biography of of a Dangerous idea,” proposed starting with a set of numbers that included only the number zero, then removing zero, leaving with is called a null set In computing, “nothing” can be a keyword used in place of something unassigned, a data abstraction. Although a computer’s storage hardware always contains numbers, “nothing” symbolizes a number skipped by the system when the programmer desires. May systems have similar capabilities but different keywords, such as “null”, “NUL”, “nil”, and “None” In physics, the concept of “nothing” can be a touchy and complex subject to consider. Generally, a region of space is called a vacuum if it does not contain any matter, though it can contain physical fields. In fact, it is practically impossible to construct a region of space that contains no matter or fields, since gravity cannot be blocked and all objects at a non-zero temperature radiate electromagnetically According to theoretical physicist Sean Carroll, “Even if [space] is as empty as it can be, there are still quantum mechanical [properties] - they’re just in a zero-energy state not doing anything. But you could probe the vacuum, as particle physics does, and discover its properties.” Empty space is instead filled with pairs of particles and antiparticles, called virtual particles, that quickly form and then, in accordance with the law of energy conservation, annihilate each other in about 10-25 seconds These virtual particles popping in and out of existence create energy. In fact, according to quantum mechanics, the energy contained in all the power plants and nuclear weapons in the world doesn’t equal the theoretical energy contained in the empty spaces between these words Carroll suggests that, “It’s probably better to think of nothing as the absence of even space and time, rather than space and time without anything in them.” Forbes.com further reiterates that “not everyone agrees about what we mean, scientifically, when we talk about what ‘nothing’ actually is” and helpfully outlines the four scientific meanings of nothing: A time when your “thing” of interest didn’t exist--if something fundamentally arose where there was no such thing before Empty space--if you take all the matter, antimatter, radiation, and spatial curvature away Empty spacetime in the lowest-energy state possible--if you then take away any energy inherent to space itself, leaving only spacetime and the laws of nature Whatever you’re left with when you take away the entire Universe and the laws governing it A few more fun facts from the Discovermagazine.com article “20 Things You Didn’t Know About...Nothing” There is vastly more nothing than something. Roughly 74% of the universe is “nothing,” or dark energy. 22% is dark matter. Only 4% is baryonic matter, the stuff we call ‘something.’ And even something is mostly nothing. Atoms overwhelmingly consist of empty space. Matter’s solidity is an illusion caused by the electric fields created by subatomic particles There is more and more nothing every second. In 1998 astronomers measuring the expansion of the universe determined that dark energy is pushing apart the universe at an ever-accelerating speed. The discovery of nothing - and its ability to influence the fate of the cosmos - is considered the most important astronomical finding of the past decade But even nothing has a weight. The energy in dark matter is equivalent to a tiny mass; there is about one pound of dark energy in a cube of empty space 250K miles on each side In space, no one can hear you scream: Sound, a mechanical wave, cannot travel through a vacuum. Without matter to vibrate through, there is only silence Light can travel through a vacuum, but there is nothing to refract it. Alas for extraterrestrial romantics, stars do not twinkle in outer space Black holes are not holes or voids; they are the exact opposite of nothing, being the densest concentration of mass known in the universe It is said that Abdulhamid II, sultan of the Ottoman Empire in the early 1900s, had censors expunge references to H2O from chemistry books because he was sure it stood for “Hamid the Second is nothing” Medieval art was mostly flat and 2D until the 15th century, when the Florentine architect Filippo Brunalleschi conceived of the vanishing point, the place where parallel lines converge into nothingness. This allowed for the development of perspective in art Vacuums do not suck things. They create spaces into which the surrounding atmosphere pushes matter Current theories suggest that the universe was created out of a state of vacuum energy, that is, nothing In other words, nothing could be the key to the theory of everything Urban Dictionary’s top definition of “nothing” is: “Actually means ‘something,’ but is used when you don’t feel like explaining,” posted by user Melanie on October 21, 2003 The second most upvoted Urban Dictionary definition of “nothing” was posted by user Doomeyes, also on October 21, 2003, and is thus: “Nothing, put simply, is the deepest, shallowest, brightest, darkest, widest, thinnest, and incomprehensibly empty emptiness, so empty that it is only prevented from collapsing upon itself because there is no substance to collapse in upon, or no substance to do the collapsing, or even any substance to think or daydream about collapsing upon absence of presence or presence of absence, which is still utterly and completely absent of form and shape and mass and presence that is absent from the existence of anything. In short, nothing is the total, absolute, final, and complete spot that is both positive and negative, young and old, and to sum it all up the opposite of everything in existence, for there is no existence in nothingness. It has even been thought that nothingness itself doesn’t even exist, and that the existence of nothingness is so impossibly ludicrous and insane that if anyone were to actually realize or see nothingness, the entirety of the expanse of the Everything would simply vaporize, leaning even more nothingness in its place.  Nothingness is nothing, to put it simply. (really, this time)” History of National Nothing Day According to WIkipedia and various other sources, National Nothing Day is an “un-event” proposed in 1972 by San Francisco Examiner columnist Harold Pullman Coffin, and has been observed annually since 1973, when it was added to Chase’s Calendar of Events. The purpose of the holiday is “to provide Americans with one National Day when they can just sit without celebrating, observing or honoring anything.”  Now remember, the third Monday of every January has, since 1986, been celebrated as MLK Jr Day, which falls between the 15th and 21st. This means that one-in-seven January 16ths now fall on a public holiday, which effectively usurps the very nature of National Nothing Day Unfun fact: Some states were resistant enough to observing MLK Jr Day that it wasn’t until 2000 that it was officially observed in all 50 states for the first time In contrast, the Realist Society of Canada has a religious holiday called THABS or “There Has Always Been Something” Day), which is dedicated to the celebration of the “realization” that “if there was ever nothing, there would be nothing now”. It is celebrated on July 8 each year.  Fun fact! Harold Pullman Coffin was born in Reno, NV on January 26th, 1905 and is buried at Masonic Memorial Gardens on Stoker Ave, near Idlewild Park and Reno High School. Activities to celebrate Do nothing! But use the hashtag #NationalNothingDay on social media when you brag about all the nothing that you’re doing Watch Seinfeld. You can start with the show’s self-mocking clips where Jerry and George pitch a show to NBC about “nothing” https://www.youtube.com/watch?v=EQnaRtNMGMI https://www.youtube.com/watch?v=jUWiv5r_CZw Watch the 2003 movie “Nothing”, a canadian philosophical comedy-drama about two friends and housemates who open their front door one day and discover that the entire world beyond their house is gone, replaced with a featureless white void Watch “A Short History of Nothing” on bbc.co.uk.  https://www.bbc.co.uk/ideas/videos/a-short-history-of-nothing/p076bm46 You can post some of the following “nothing” quotes to your social media, and anyone under 14 on your friends list will think you’re really deep “We can know only that we know nothing. And that is the highest degree of human wisdom.” - Leo Tolstoy, War and Peace “I am the wisest man alive, for I know one thing, and that is that I know nothing.” - Plato, The Republic “To do nothing is the way to be nothing.” - Nathanial Hawthorne “Tired, tired with nothing, tired with everything, tired with the world’s weight he had never chosen to bear.” - F. Scott Fitzgerald, The Beautiful and Damned “I love to talk about nothing. It’s the only thing I know anything about.” - Oscar Wilde “I must be made of nothing to feel so much nothing.” - Michelle Hodkin, The Evolution of Mara Dyer “In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” - Theodore Roosevelt “The only thing necessary for the triumph of evil is for good men to do nothing.” - Edmund Burke “Our nada who art in nada, nada be thy name thy kingdom nada thy will be nada in nada as it is in nada. Give us this nada our daily nada and nada us our nada as we nada our nadas and nada us not into nada but deliver us from nada; pues nada. Hail nothing full of nothing, nothing is with thee.” - Ernest Hemingway, A Clean Well Lighted Place “Nothing is impossible, the word itself says ‘I’m possible’!” - Audrey Hepburn From bustle.com, you could Watch or read “Much Ado About Nothing” Have a milkshake at Tom’s Restaurant in NYC, which is a nod to Seinfeld Watch GoT and remember that Jon Snow knows nothing Challenge yourself to do nothing for two minutes. This tip includes a link to the website donothingfor2minutes.com, which is essentially an ad for the Calm app and features an ocean at sunset in the background, the sounds of waves, and a timer that resets every time you interact with your computer in any way. Basically a beginner’s meditation session Chow down on a Nothing Bundt Cake, from the bakery Nothing Bundt Cakes Brush up on why we should all get comfortable doing nothing, five reasons for which we learn from The Guardian.  First, “doing nothing” isn’t really doing nothing. “Savouring the pleasure of idleness” isn’t passive--according to psychologists, “It’s a learnable set of skills for relishing the moment, for example, by focusing on each of your senses in turn.” It could be considered synonymous with “feeling alive.”  Second, aimlessness, rest, and even boredom can boost creativity. One reason why is the “incubation effect”: ceasing to focus on a project seems to give your unconscious permission to get to work. Other studies looking at boredom suggest it motivates people to find interesting ways to alleviate it, thereby triggering creative ideas. Aimless thinking can also combat the tunnel vision that can result from fixating on goals. When you have no specific end in mind, you’re less likely to exclude new ideas as irrelevant Third, too much busyness is counterproductive.  The article explains that “we chronically confuse effort with effectiveness: a day spent on trifling tasks feels exhausting and virtuous, so we assume - often wrongly - it must have been useful.” However, Dutch work expert Manfred Kets de Vries informs us that busyness “can be a very effective defence mechanism for warding off disturbing thoughts and feelings.” Essentially, it’s when doing nothing that we can finally confront what matters. Fourth, the brain depends on downtime. Not only is downtime essential for “recharging”, but to process the data we’re deluged with daily, to consolidate memory, and reinforce learning. Downtime and rest strengthen the neural pathways that make these things possible. In a 2009 study, “brain imaging suggested that people faced with a strange task - controlling a computer joystick that didn’t obey the usual rules - were actively coming to grips (nice turn of phrase) with learning this new skill during seemingly passive rest periods.” And fifth, you’ll regain control of your attention. Doing nothing isn’t easy at first. It takes a good amount of willpower to resist the urge to do things. According to the meditation instructor Susan Piver, “busyness is seen as a form of laziness” in Buddhism. It’s a failure to withhold your attention from whatever random email, task, or webpage lays claim to it. One trick could be to schedule time to “do nothing.” “Just don’t expect others to understand when you decline some social event on the grounds that you’re busy not being busy.” Listen to Nothing. The band.  Whisper sweet nothings to someone Read The Book of Nothing Take a trip to Nothing, Arizona. It’s now a ghost town, but once held an impressive population of 4 people and contained a gas station and small convenience store The town sign read, “Town of Nothing Arizona. Founded 1977. Elevation 3269ft. The staunch citizens of Nothing are full of Hope, Faith, and Believe in the work ethic. Thru-the-years-these dedicated people had faith in Nothing, hoped for Nothing, worked at Nothing, for Nothing.” Deseret.com has a couple of book recommendations, including “The Book of Nothing: Vacuums, Voids, and the Latest Ideas about the Origins of the Universe,” by John D. Barrow; “Nothing Matters: a book about nothing,” by Ronald Green; “The Book about Nothing,” by Mike Bender Deseret.com also encourages you to use “nothing” in as many phrases as possible, such as “All or nothing” “Nothing but…” “Thanks for nothing” “Nothing to lose” “Next to nothing” “I got nothing” NATIONAL NOTHING DAY Mixtape Nothing by Bruno Major Nothing’s Gonna Hurt You Baby by Cigarettes After Sex Zero Day by Nothing I’m Nothing by Violent Femmes Nothing From Something by The Offspring Nothing by The Script Particles by Nothing But Thieves Nothing Compares 2 U by Sinead O’Connor Nothing Breaks Like a Heart by Mark Ronson featuring Miley Cyrus Nothing Without You by The Weeknd Church by Fall Out Boy featuring nothing, nowhere Sweet Nothing by Calvin Harris featuring Florence Welch All or Nothing by O-Town Making Love Out of Nothing at All by Air Supply There’s Nothing Holdin’ Me Back by Shawn Mendes Nothing’s Gonna Stop Us Now by Starship SOURCES https://en.wikipedia.org/wiki/National_Nothing_Day https://nationaldaycalendar.com/national-nothing-day-january-16/ https://www.bustle.com/articles/59083-10-ways-to-celebrate-national-nothing-day-besides-doing-absolutely-nothing https://www.theguardian.com/lifeandstyle/2015/jan/09/five-reasons-we-should-all-learn-to-do-nothing https://www.cute-calendar.com/event/national-nothing-day/36126.html https://www.deseret.com/2019/1/16/20663602/today-is-national-nothing-day-here-s-what-that-means https://www.brainyquote.com/topics/nothing-quotes https://www.goodreads.com/quotes/tag/nothing https://www.urbandictionary.com/define.php?term=Nothing https://www.discovermagazine.com/the-sciences/20-things-you-didnt-know-about-nothing https://www.livescience.com/28132-what-is-nothing-physicists-debate.html https://en.wikipedia.org/wiki/Nothing https://www.forbes.com/sites/startswithabang/2018/01/31/the-four-scientific-meanings-of-nothing/#3f2d15631a5f https://www.vice.com/en_us/article/vbk5va/what-is-nothing

“What we bring is really a deeper understanding of out of awareness behavior. Why don’t people do what is so logical, so rational? Why do they sabotage themselves? Why are executives self-destructive? Why do they suffer from hubris? Why do most executive teams not work very well? What are the dynamics going on in the group?”   Description: Dr. Steven Rolfe welcomes Manfred Kets de Vries, Distinguished Clinical Professor of Leadership Development and Organizational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD. Bringing to bear his knowledge and experience of economics, management, and psychoanalysis, he scrutinizes the interface between international management, psychoanalysis, psychotherapy and dynamic psychiatry. Manfred is the founder of The Challenge of Leadership executive program at INSEAD and founder of INSEAD’s Global Leadership Centre. The Financial Times, Le Capital and The Economist rated Manfred Kets de Vries as one of the world’s top fifty leading management thinkers, as well as one of the most influential contributors to human resource management. He is the author, co-author or editor of forty-nine books and has published over 400 papers as articles or chapters in books. His books and articles have been  translated into more than thirty languages.   Key takeaways: [3:17] Manfred Kets de Vries talks about his background. [6:05] Manfred Kets de Vries talks about his initial interest in psychoanalysis and how it affected his interest in leadership. [11:15] Choosing the first supervisor. [12:28] Manfred Kets de Vries first patient was an entrepreneur. [14:21] Teaching psychology and management [15:21] Starting a seminar for senior executives. [16:23] Manfred Kets de Vries wonders what can he do to create best places to work. [17:24] Getting involved in psychoanalysis. [20:15] Calling on psychoanalysts to pay attention to the world of work. [20:47] The focus often is on structures and systems because people are unpredictable. [22:20] The clinical paradigm. [25:45] The shadow side of leadership; when leaders become destructive and abusive. [29:05] How easily the darker side of leadership emerges. [30:36] Political expediency in the Trump administration. [33:42] What the psychoanalyst brings to the understanding of leaders and organizations. [35:45] Helping people to become reflective leaders.   Mentioned in this episode: IPA Off the Couch www.ipaoffthecouch.org Down the Rabbit Hole of Leadership: Leadership Pathology in Everyday Life, Manfred Kets de Vries   Recommended Readings:   Kets de Vries (2019)  Down the Rabbit Hole of Leadership, Palgrave Macmillan   Kets de Vries and Carlock (2007) Family Business on the Couch, John Wiley and Sons, Ltd   Kets de Vries (2006)The Leader on the Couch, Jossey-Bass   Kets de Vries (2001) Struggling with the Demon, Psychosocial Press, IUP.   Kets de Vries and Miller (1984) The Neurotic Organization, Jossey-Bass    

Vincent noemt zichzelf een menselijke systeemdenker. Hij heeft een intuïtieve antenne voor de relatie en inhoudelijk verstand van zaken. Hoe hij die twee combineert, licht hij toe in dit interview. linkedin.com/in/vwiekenkamp En Vincents site is https://www.ontrafeld.com/ Hieronder vind je ook een aantal boekentips die aan de orde komen: De eeuwige bron van Ayn Rand https://www.managementboek.nl/boek/9789021016689/de-eeuwige-bron-?affiliate=6466 Quote ‘Feedbackloop from hell’ uit https://www.managementboek.nl/boek/9789400509023/de-edele-kunst-van-not-giving-a-f-ck-mark-manson?affiliate=6466 Het innerlijk theater is een term uit: Wat leiders drijft van Manfred Kets de Vries https://www.managementboek.nl/boek/9789057122330/wat-leiders-drijft-manfred-kets-de-vries?affiliate=6466 Dit is De Flow Show! Interviews met ervaren project- en programmamanagers voor meer flow in je projecten. Deze afleveringen zijn bedoeld om jou te inspireren in beweging te komen en veranderingen door te voeren in jouw projecten. En wellicht zelfs om jezelf te ontwikkelen. Het geeft in ieder geval nieuwe inzichten in hoe andere ervaren projectmanagers hun projecten leiden. Welke ontwikkelingen ze allemaal doormaken, hun succesfactoren, hun failures, hun wakkerligmomenten. Ik ben Anna Schakel. Naast presentator ben ik projectmanager en ondernemer. Ik werk graag op het snijvlak van ICT en business. Specialiteiten van mij zijn digitale processen, (linked open) data, business intelligence en implementaties. Wil je ook een keer te gast zijn in “De Flow Show” als geinterviewde of om een mooie casus aan te leveren? Of heb je andere leuke ideeën of feedback? Laat het me weten via info@flowinjeprojecten.nl. Alle enthousiaste, positieve reacties zijn meer dan welkom via een rating op iTunes. Niet alleen ik word daar heel blij van, maar zo maak je het andere mogelijk de podcast te vinden en waarde te halen uit de inspirerende gesprekken. Wil je geen aflevering missen? Abonneer je dan op mijn De Flow Show via jouw favoriete podcast player. Meer informatie over mij en mijn podcast? www.flowinjeprojecten.nl ========= Verbinden? Linkedin: linkedin.com/in/annaschakel Instagram: https://www.instagram.com/annaschakel/

Konstantin Korotov joined ESMT European School of Management and Technology in August 2005 as an assistant professor and was promoted to Associate Professor in August 2008. Since 2011 he is the director of the ESMT Center for Leadership Development Research (CLDR). Konstantin actively collaborates with the INSEAD Global Leadership Center in Fontainebleau, France, where he also received his PhD in Management (Organizational Behavior). In addition to his academic work, he has over 15 years of practical Leadership Development experience in the US, Russia, UK, France, Portugal, Spain, Kazakhstan, Ukraine, Czech Republic, Italy, Germany, Uzbekistan, Latvia, Hong Kong, Brazil, Qatar, and Argentina. Konstantin's dissertation was about the dynamics of executives’ identity change and conditions supporting personal transformation. He currently conducts research on leadership development, leadership coaching, and executive education. His recent work is reflected in The Coaching Kaleidoscope: Insights from the Inside, a new book co-edited with Manfred Kets de Vries, Laura Guillen, and Elizabeth Florent-Treacy (Palgrave, 2010) that is a sequel to Coach and Couch: The Psychology of Making Better Leaders (with Kets de Vries and Florent-Treacy, Palgrave, 2007), as well as in book chapters and academic and practitioner articles on leadership development, and teaching materials for participants in executive educationprograms. Konstantin is a member of the Editorial Board of the Journal of Leadership and Organizational Studies.

Konstantin Korotov joined ESMT European School of Management and Technology in August 2005 as an assistant professor and was promoted to Associate Professor in August 2008. Since 2011 he is the director of the ESMT Center for Leadership Development Research (CLDR). Konstantin actively collaborates with the INSEAD Global Leadership Center in Fontainebleau, France, where he also received his PhD in Management (Organizational Behavior). In addition to his academic work, he has over 15 years of practical Leadership Development experience in the US, Russia, UK, France, Portugal, Spain, Kazakhstan, Ukraine, Czech Republic, Italy, Germany, Uzbekistan, Latvia, Hong Kong, Brazil, Qatar, and Argentina. Konstantin's dissertation was about the dynamics of executives’ identity change and conditions supporting personal transformation. He currently conducts research on leadership development, leadership coaching, and executive education. His recent work is reflected in The Coaching Kaleidoscope: Insights from the Inside, a new book co-edited with Manfred Kets de Vries, Laura Guillen, and Elizabeth Florent-Treacy (Palgrave, 2010) that is a sequel to Coach and Couch: The Psychology of Making Better Leaders (with Kets de Vries and Florent-Treacy, Palgrave, 2007), as well as in book chapters and academic and practitioner articles on leadership development, and teaching materials for participants in executive educationprograms. Konstantin is a member of the Editorial Board of the Journal of Leadership and Organizational Studies.

In this episode of ESMTcast "Learning for Leading", ESMT professor Kostantin Korotov and Manfred Kets de Vries, ESMT distinguished professor, break down the romantic view of leadership. They insist that great leadership requires possessing more than just experience in the workplace, but also that great leadership does not come from a lecture either. Together they explore the need for business schools to adjust teaching methods and concentrate on instilling the right values in upcoming leaders.