Leadership Strategies - Paul Vanderbroeck

Leadership Strategies - Paul Vanderbroeck Paul Vanderbroeck, PhD, a real expert in leadership and careers, has a proven track record of coaching high potential and senior leaders.

Children as a career stopper has become gender neutral.That follows from the example of Jens Spahn, parliamentary leader...
20/07/2026

Children as a career stopper has become gender neutral.
That follows from the example of Jens Spahn, parliamentary leader of the CDU, Germany’s main government party, which has played out over the past few days. Mr Spahn and his husband have become parents through a surrogate mother abroad. The tricky thing for Mr Spahn is that not only is surrogacy illegal in Germany, but he himself in the past had supported the ban and never changed his standpoint officially. Under pressure, Mr Spahn resigned.
Ignoring, for a moment, Mr Spahn’s reputation for pushing boundaries to exert power, we’re looking at a typical challenge of combining career and family. Surely, Mr Spahn’s employer could have prevented this negative outcome. But most organisations, as women leaders and dual career couples know only too well, still don’t. Therefore, it is up to leaders themselves to proactively engage with their employer to negotiate a win-win outcome that retains talent while creating conditions for a work-life balance, which permits leaders to lead a happy home life and fulfil their professional ambitions. Since Mr Spahn did not choose that path or perhaps thought he didn’t have the leverage to do so, the case ends with both parties losing out.
Want to know how? Look in the comments for further information and practical advice if you’re a parent (to be) or an organisation looking for a solution to retain talented parents.

06/07/2026

Have you already purchased your summer reading? From a business perspective, Julius 's leadership is contemporary, because he had to exercise leadership in VUCA times. That's why his story is relevant for today's and tomorrow's leaders of any gender.

Springer Nature

Fortune https://fortune.com/2026/06/26/jpmorgan-marianne-lake-ceo-race-jamie-dimon-retiring/?j=149567&sfmc_sub=15251650&...
01/07/2026

Fortune https://fortune.com/2026/06/26/jpmorgan-marianne-lake-ceo-race-jamie-dimon-retiring/?j=149567&sfmc_sub=15251650&l=1227_HTML&u=10359838&mid=546014653&jb=94&utm_source=sfmc&utm_medium=email&utm_campaign=NL_mpw-daily_2026-6-26_149567&utm_term=mpw-daily&sfmc_id=15251650
recently rightly questioned why JPMorgan has again chosen a new male CEO, despite having groomed three talented women for the role (link in the comments). It is worth providing some possible answers to this mystifying and important question.
One reason is the trend to revert instinctively to the archetypal male war leader who protects us from danger. It stems from the psychological insecurity felt among current decision-makers. While banks overall make good money, the accumulation of crises, geopolitical uncertainty, and AI also leaves bankers – men and women alike – feeling uncertain inside. In business, this trend towards the male protector in times of crisis has not abated since Covid. https://www.linkedin.com/pulse/cherchez-la-femme-where-women-leaders-pandemic-paul-vanderbroeck-phd
One of the three candidates at JP Morgan, according to official communications, withdrew from the race, preferring an operational position. Although this may well be true, it is worth asking whether there is more to it. Did she decline because there was only a traditional role on offer, as modelled by the current and previous CEOs? And that did not match her ambition? A rather common and underestimated phenomenon: https://medium.com//women-are-ambitious-too-in-caseyou-didnt-know-it-yet-7658c2b3c4d2
What can ambitious women leaders do about it? If the current trend is about providing “ a safe pair of hands” to deal with uncertainty, present yourself as a multitype woman leader, i.e. both caring and commanding, which provides the required solution, yet with authenticity. Before saying no to opportunities, have a conversation to see if they can be adapted to your needs and ambitions.
What can organisations do? Organisations need to offer greater flexibility in how top roles can be fulfilled. Fulfilling the top job in a non-traditional way may well be a smart way to deal with its complexity.
What do you suggest?

Marianne Lake is retiring from JPMorgan, taking her out of the running to take over as CEO from Jamie Dimon.

08/06/2026

To progress your in in times, focus on , and .

Even successful or profitable organisations postpone promotions and hiring in uncertain times. As a leader, you can hedge against that.
Results, Responsibilities and Learning are the stable factors that remain even when everything else is unstable. And it's what current and future employers look for when deciding on your next step. So make sure that even in your current position you can show progress.
* Results: favour tasks and projects that bring measurable results and allow you to take credit for it.
* Responsibilities: look for opportunities to increase your responsibility for people, budgets, or projects, and to grow your decision-making authority.
* Learning: find ways that allow you to do new and different things and in different contexts.
And in organisations with a structured career ladder with clear steps of increasing responsibility, make sure you know the requirements for your next step and organise your job so you can fulfil them.
In all cases, take the time to build a database of personal achievements and growth to argue your case for the next career opportunity. Visibility is important, but not enough, because the person who knows your achievements may no longer be there when an opportunity emerges.

A great opportunity to take this   piece to the next stage. Bravo DilaliaDuett.
25/05/2026

A great opportunity to take this piece to the next stage. Bravo DilaliaDuett.

We’re thrilled to have been selected as the inaugural artists-in-residence by the Juila&Georges Fond de Dotation! Looking forward to our stay in Roussillon to further develop our female leadership project: a full-length theater production on this pressing topic! Our warmest thanks to Catherina Müller-Scheessel and her team for their trust and appreciation of our work!

My Letter to the Editor in today's Economist.
21/05/2026

My Letter to the Editor in today's Economist.

12/05/2026
12/05/2026

More than other sectors, leaders in currently have to learn to deal with uncertainty. Integrating into a business that is currently once more facing makes it difficult to seize opportunities while managing risks. What would you suggest to help these leaders learn ? What would be the best strategies for development and do you know of any best practices ? Springer Springer Nature

05/05/2026

An undersestimated upside of .
Springer Springer Nature

02/04/2026

This worrying revelation by the Financial Times is another example of how top 's are more subject to their ' self-interested than they think. I have pointed to this trap several times and indicated what leaders can do to avoid it. References in the comments.

Adresse

Geneva

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