Organisational Development

Authentic Leadership Organisational Development (ALOD) is a high-impact, effective way of quickly developing desired behaviour within an organisation.

By using our philosophy, desired and undesired patterns are quickly made visible. Is the mission clear? Do the core values come alive? Are they practical enough to use in taking the organisation forward? Do the leaders lead enough by example? When employees display undesirable behaviour is feedback given and are adequate measures taken? A top-down process in which role model behaviour is encouraged and checked has proven to be the most effective way of measurably developing an organisation.

What is going on?

As a leader, you want to see the organisation develop more rapidly in the agreed direction.

There is a need to further develop the culture. Culture and leadership programmes swallow up resources, are costly and seldom deliver the desired result. Following an enthusiastic start, willingness to develop the culture quickly fades away and people return to their daily routine.The process peters out. This is extremely frustrating for directors and managers. You want to know how you can deal with this more effectively and efficiently.


We have conducted research into the success and failure factors of 200 companies. The most significant factors are:

A lack of role model behaviour, no measurable progress made, employees not sufficiently included in the benefits of the change, restrictive patterns are not identified, resulting in people relapsing into old behaviour and avoiding giving feedback to each other (even though they had agreed they would do so).

For whom

The Authentic Leadership Organisational Development (ALOD) programme is meant for leaders looking to develop their organisation culture or leadership in a targeted way. This not only makes the organisation’s chosen direction clearer, but the organisation can also find its direction quicker. These leaders are usually directors, divisional managers, or HR directors.


Of course our approach is tailor-made. An example of the main features of an approach commonly used is outlined below:

A) Kick-off session involving 2 to 3 management echelons. Here, each manager experiences the responsibility of personally taking the first step. The organisation’s restrictive and stimulating patterns are identified. The programme and the expectations are made crystal clear. The first measurement (of perception) is conducted: How do the leaders currently rate the culture and leadership and what are their ambitions?

B) A session in which a cross-section of employees who with a fresh pair of eyes, provide constructive feedback related to what inspires them and what inhibits them. This is also measured.

C) This is followed by a cascading top-down roll-out containing the following elements:

1. Individual intakes:
Individual intakes with top management where missions and ego profiles are developed and personal development goals are defined.

2. Team session:

  • Results of the first measurement are discussed and activities are defined
  • The team learns and experiences the basic principles of the Authentic leadership philosophy (click here for more details about our philosophy)
  • The team transforms the organisation’s mission into a team mission and a mission for the individual manager. ‘What will your (measurable) contribution be?’
  • Ego profiles are discussed (the way in which a leader positions himself/herself within the group (see Egos)
  • In a feedforward session (forward-focused feedback) all team members support each other to exhibit the desired leadership behaviour
  • The team defines specific team and individual actions to be undertaken in the coming 8 weeks (how can we immediately make a difference?).

3. Individual coaching:
Individual coaching sessions to monitor what has been learned and how it is being put into practice.

4. Transfer coaching:
In regular meetings our consultants observe and inspire so that desired behaviour immediately takes root. This enables teams to undergo development in practice and not just during workshops.

5. Team session ‘Celebrating successes’:
The team shares and celebrates its initial successes. A second measurement is conducted and actions are discussed.
Furthermore, it is decided at this stage whether the next echelon can be assessed to see if it has in fact experienced role model behaviour from its leaders.

6. Check role model behaviour with the next echelon:

  • Has role model behaviour been observed? If so, steps 1-6 can be implemented in the next echelon.
  • If role model behaviour has not yet been observed, put off further roll-out to the next echelon and continue identifying and demonstrating desired behaviour in the current echelon.
  • This element in particular requires a very strong commitment to personal development.

7. Rolling out steps 1-6 above to the next echelon or echelons is conditional on role model behaviour being demonstrated by the leaders.

8. Training internal facilitators:
Internal facilitators take on the role of the Authentic Leadership consultants and guide the further roll-out of the programme. The most powerful development is the development facilitated by the organisation itself. At the same time, this significantly reduces the costs of the process.

9. Consolidation programme:

  • Every year each leader reports on how he/she continues to develop the culture of the organisation in concrete terms. This is included in the performance agreements of the leader in question. Without continuous monitoring, the organisation runs the risk of reverting to its old behaviour. We will hand over a consolidation programme, which we have already developed, to the organisation at no extra cost. In addition, agreement will be reached on how the quality of the culture and the leadership is to be periodically measured.
  • Desired behaviour will be included in the regular HR instruments (assessment criteria etc).

10. Periodic measurement of leadership and culture by the organisation itself.

What are the results of the programme?

  • The organisation exhibits faster and more systematic and specific development in the desired direction
  • Customer satisfaction (NPS) improves
  • Increased commitment of employees
  • The organisation’s mission is clear and serves as a foundation for day-to-day operations
  • The organisation’s role model is clear and role model behaviour is exhibited
  • The organisation’s values have been transformed into norms that are stimulating and restrictive
  • There is more mutual trust
  • The ability of the leaders to resolve problems has been measurably increased through using the 7 layers of Authentic leadership
  • Desired behaviour is included in the regular HR instruments (assessment criteria etc).

It just takes a 15-minute call to take advice on how your organisation can grow into a high performing one: +31 (0)35 621 97 99