I recently attended a lecture by three successful Belgian CEOs: Isabel Baert (Neuhaus), Lise Conix (Schoenen Torfs) en Stef De corte (Smartphoto Group). Each of them shared their unique perspective on leadership, innovation and business management. As a manager at Websters, I recognize many of their challenges and insights. The lessons they shared are directly applicable to SME managers and really anyone working in a team. How do you make good day-to-day operational decisions, but also keep the long-term vision in mind?
1. From idea to execution: drop the last domino
A good idea is only the beginning. Lise Conix made it clear that even the best concept is useless if the implementation does not succeed. This is crucial for managers: make sure your team is both excited about new ideas and that they also have the capacity to bring those ideas to implementation. Each of the dominoes must compete for the last one to fall. If that last domino does not fall, then all efforts prove to be wasted effort. It is better to follow one well-executed strategy than to implement ten ideas halfway. This means sometimes saying “no” to the urge to do everything at once.
2. Focus on the core qualities of your people
Isabel Baert asked an interesting question: why are we always trying to make our people better at what they are not good at? Instead, we should encourage them to further develop their core qualities. It is hard to deny that as a society we have developed a strange tendency in this. A valuable insight for SMEs: surround yourself with people who complement you, and enhance their unique talents instead of making everyone a generalist. Simple anyway: let people do what they are good at and what they enjoy doing, and results improve.
3. Authentic leadership and admitting mistakes
Stef De corte talked about authentic leadership, where as a leader you also dare to admit your mistakes. This sends a powerful signal to your team: making mistakes is human, and the important thing is not who made the mistake, but how we solve it together. With an open culture, you encourage creativity, and ensure that people feel free to contribute without fear of blame. Step away from blame and realize that many factors contributed to what went wrong. That way, the focus can be on improvement with room for experimentation and innovation.
4. Recognize patterns in customer feedback
Also interesting was De corte's approach to customer feedback. He emphasized that the goal is not always to do exactly what a customer asks, but to discover the patterns and underlying reasons. Why does a customer ask for what they ask for? This approach is crucial for innovations to succeed. Managers must look beyond immediate feedback and learn to understand what the customer really needs. The iPhone example is illuminating in this regard. Had Apple only asked for direct feedback at the time, the first iPhone would have had a physical keyboard. Exploring the pattern, they ended up with a large screen and tactile feedback.
5. Innovation through reflection
Lise Conix talked about the “windows of innovation”: when you notice that your business is reaching a plateau, that's the time to re-energize and find a new growth path. SMEs often do not have the same resources as large companies to constantly innovate, but it is precisely during periods of stagnation that reflection and innovation are vital. De corte's insight complemented this nicely. Don't stare blindly at a technological innovation but keep thinking customer-centered. Start from identifying areas of improvement and then be creative with the new technology.
6. Work-life balance
Surely the king of personal challenges among entrepreneurs is work-life balance. The separation between the two is under tremendous pressure. Both Baert and Conix discussed their roles as both CEOs and parents. Yet it can be a strength, as they learned as parents and thus improved as leaders. Because in both roles, you have to be able to show patience, empathy and gentleness. These are essential skills for a good leader. We must accept that not everything can be perfectly balanced all the time, and that it is okay to fall short sometimes - in both areas.
7. Transparent communication and engagement
Another theme discussed was the importance of open and proactive communication. Take your time and give them the confidence to share financial insights. Make sure your employees and other stakeholders are always aware of where the company is going, and that you take their feedback seriously. Everyone in the company contributes and the results should be tangible. This creates trust and commitment, which is crucial in today's business landscape, where uncertainty often lurks.
8. Company culture begins with action
For me, one of the most thought-provoking statements of the evening: “Company culture is not what you preach, but what you tolerate.” May sound harsh but it is hard to contradict. Saying you want people to be entrepreneurial themselves is easy, allowing space and providing feedback is what matters. If you tolerate incomplete timesheets, that will quickly become the new normal. The combination of feedback, discipline, conversation and empathy is what makes a team perform. And that makes for a pleasant work environment.
Conclusion: consistency and authenticity as a guide
What stuck with me most from this evening is the power of consistency and authenticity in leadership. As CEO, your job is to develop a vision that both customers and staff recognize, and want to contribute to. This requires not only strategy and innovation, but also openness, humanity and focus. Let humanity prevail in your organization. With short feedback loops and space to share knowledge. For a good strategy, start from the needs of your customers, but it is your job to recognize the patterns. Be authentic, dare to admit mistakes, and keep investing in your people. That is the key to sustainable success.