Intensive Co-Creation: Key to Success in Leadership Program at the Netherlands Aerospace Centre

The "Develop Your Talent" program includes practical learning activities that help NLR leaders enhance their facilitating, stimulating, and inspiring roles. The program focuses on drivers, current societal themes, and the further development of personal leadership. It has been so well received that NLR is already discussing a possible continuation.

NLR, an innovative knowledge organization for over a century, is committed to sustainable, safe, efficient, and effective aerospace. Between 2018 and 2019, leadership days were held for all NLR leaders to develop and strengthen competencies that support a learning organization. However, an evaluation in late 2019 revealed a decline in the learning curve, a lack of clear structure, and too much flexibility, prompting a reassessment of the approach.

Things needed to change, thought Katja Amelink (Learning & Development Advisor), who had just joined the organization at the time. In the current collaboration with GITP, she plays a crucial role in designing the program and gaining support from the participating leaders. "I wanted to develop a leadership program that fits the organization and the individual personalities, talents, drivers, and development points of the leaders."

Developing and Retaining Quality

Peter Klijsen, GITP's Advisor, Trainer, and Coach, emphasized the importance of structured, continuous development for NLR's management. "For an organization like NLR, it's crucial to attract, retain, and be an attractive employer. Good management is a key factor in this. With our expertise, we aim to enhance the quality of management, both individually and generically."

Addressing Current Themes

After a kick-off meeting, the first training for the 34 participants focused on effective development conversations, using actors to simulate conversations with colleagues and identify potential development points. A second training day zoomed in on diversity and inclusion. Recently, managers participated in a specially developed game about absenteeism, and later this year, a day focused on generational management is scheduled. "These sessions aim to give managers more insight and control over their actions," explained Peter. "Additionally, we want them to engage more with each other on these issues."

Special Workshops

In addition to special training days, leaders participate in intervision sessions and can also utilize a GITP coach. Special workshops have been developed based on the assessments of personal motivations and development points, covering decision-making, delegating, providing consistent direction, critical confrontation, and sensitivity.

From Resistance to Engagement

Katja acknowledged that the program has been embraced by most leaders, but not without challenges. She invited leaders to contribute their ideas to optimize the plan. "During a presentation, I once used the word 'mandatory,' which triggered some resistance among attendees. I then engaged with the division managers to clarify that the mandatory aspect was more of an invitation to participate and develop." Katja maintained continuous communication with Peter to ensure the program's success. Peter recognized the challenge: "These are accomplished professionals with a certain degree of autonomy and stubbornness. Our job is to connect and clearly explain the value of such a program."

Gaining Momentum

Katja praised Peter, the coaches, and the actors for their contributions. "The train of leadership is moving. We're not a high-speed train yet, but we're moving." Ongoing evaluations aim to make the program even better, with feedback being actively sought and incorporated. "The feedback is mostly positive, with many colleagues seeing it as an opportunity for further development. At the same time, we take all feedback seriously," said Katja.

A Perfect Match

Despite the successful collaboration between GITP and NLR, it wasn't a given that they would work together. Katja had considered three organizations for this program, including GITP. "The first organization didn't listen to me and presented a standard plan. The second had good ideas but wanted to separate the management from the rest and lacked clarity. With GITP, everything clicked, and it still does."

Intensive Collaboration

Katja emphasized that this is not a traditional client-contractor relationship. "On paper, it might be, but we truly do this together. It’s a powerful co-creation." Peter also spoke passionately about the intensive collaboration: "It's great to have a lot of trust from both Katja and the NLR leaders. I'm always motivated, but I find that I can sometimes exceed my own expectations in this project. It's fantastic to see a high-quality company like NLR making strides." Katja concluded with a positive outlook: "Now that the train is moving, I want it to keep moving. The entire organization will continue to benefit from this in the future. I look forward to exploring how we can continue this program."

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