'The real challenge
to a good leader is
mastering the balanee
between getting in-
volved and letting go'
H What is the best advice
given to you along the way?
What
BI Looking back, what are you
most proud of in your career?
build-up understanding and market for Amro.
Rotterdam was a defensive market. It required
confident restraint rather than being on the
attack. The 40% market share needed defend-
ing. A price war would have been akin to
shooting ourselves in the foot."
'The world's largest man-made harbour
has changed since then. Most of the stock
exchange listed firms are gone; having left
to set-up headquarters in other countries.
But other businesses have come in their
place. The services industry is strong and
biofuels are a priority for the area. Biofuel
throughput figures doubled from 2006
and 2007 and more growth is expected.
Rotterdam is becoming a central link be-
tween countries producing biofuels and
the European market. Government energy
targets and associated subsidies speed
up the development."
'Things have become sticky lately. There
are so many questions about the real
costs and benefits of biofuels. Such as
the effect on price volatility in the food
commodities market, particularly in poorer
countries. In principle, 1'm a supporter of
the use of biofuel towards the reduction
of more environmentally hazardous emis-
sions. That's European reasoning. It's not
like in the US. There, the emphasis is on
making a country independent of politi-
cised petrodollars."
"Corporate social responsibility, or CSR, has
been under my remit during my time at
Rabobank. It's not a straightforward topic. The
more I hear and learn from experts on biofuel,
genetically modified foods, etc. the harder
it is to decide what is right to do and what
to do right now? If the UK decides to accept
GMO arrangements, and the expec-tation
is that they will, then Europe will follow. My
inner feeling is to reject manipulated food. But
if we can generate rice forms that thrive on
little water, when water is a scarce and costly
resource to many growers..Of course, we
want to be able to feed people and do it at an
affordable price. That's a no-brainer."
"Leaming is a constant. I have learned a great
deal from colleagues and from bosses. I've
been fortunate to have very good bosses
along the way. There's no one single piece
of advice that stands out in my mind. It's
been more about the learning. Leaming
how to get along with clients, the space
and initiative given to you, management and
understanding risk."
"Mr. Vermaak was a great boss. He sat in
the Amro bank's Board of Directors and
was responsible for internationalising the
bank. He was an expert in getting his own
way. I remember that during my time in
Dubai, I had a Scottish boss for whom I
had little respect. He left and I wanted to
take up the position. Amro fïlled it with
Bert Heemskerk; I wasn't amused. I called
Vermaak and asked him what to do. He
said, "I understand, buy a ticket, come and
see me and we'll talk." Back then it wasn't
normal to just jump on a plane and head
off across such distances. Well, I got to
Vermaak's office and he made me wait
over 24 hours outside his door before we
spoke. I got the message."
I could mention all the fashionable words
like coaching. What's most important is
being responsible and making decisions.
Don't let things drag on. The real chal
lenge to a good leader is mastering the
balanee between getting involved and
letting go. To stimulate employees, you've
got to let them go. If it really goes wrong,
then step in. Sometimes, purposefully
letting them make mistakes is the right
option. The mistakes of young people
are affordable ones and often the best
lessons. Letting them make mistakes
requires self-restraint."
"Leadership is also about negotiation
skills. It's not about compromise, it's about
getting everyone behind one approach;
one line to follow. This is the role of a
Board Chairman. At this level, there are
many characters keen on individual wants
and needs. It's not possible to compro
mise, nor is it desired. It is possible to get
heads lined up. Sometimes this means
giving someone else what he wants, even
when it's not 100% in my own interest."
"And leadership is listening. Really listening."
"My input has been instrumental to the
change in Rabobank's image. It's gone from a
pure green, F&A bankto one that also reaches
the market's high-end. I'm actually proud of
this."
"And like many bank governors and man
agers, I still love doing deals. I'm proud of a
deal with IHC Holland Merwede. In 2005, we
arranged a Rabobank ownership stake that
helped the firm through a troubled period.
Today it is a very successful company booking
recent record turnovers and profits. This is
where a bank's added-value is obvious..tak
ing calculated risks and showing an invaluable
service, to either a cliënt in a dip or one with
strong potential."
"I also think I've had a clear role in professio-
nalising Rabobank in general. Forexample, by
making it a much more attractive employer.
The biggest challenge to my successor will
be getting a handle on a solid employment
pool. Meaning pulling in the right calibre of
people and making sure that they stay. If we
have a talented pool of employees, filling a
vacancy won't be a question of having one or
no people to promote from within. Rather, we
will have a choice from at least three or four."
"I'm glad that l'll stay involved with
Rabobank during my retirement. I could have
done other things and continued work-
ing eight days a week. But I love Rabobank
and the two days a week that this will entail
is perfect. Like in the Board of Bouwfonds.
Despite the less than positive recent events,
it's a solid business arm with a good future
ahead of it."
"And my future looks pretty good as well.
I've promised my wife to reduce my weekly
hours from 80 to 40 and then to review the
situation after one year. Like any good leader,
I listened.
issue 16H THE WORD
