Leadership 2.0

Dirk Verburg
  • 5.0 (1)
  • Management
  • Updated Bimonthly

Welcome to the 'Leadership 2.0' podcast! I believe that leadership is very important for two reasons. First of all, the decisions leaders take, and their capabilities to implement these decisions, are the most important differentiators between the success and failure of the organizations they work for. Secondly, leaders make a  huge difference in the well-being of the people in their organizations, and, finally, for the well-being of our society as a whole.  This podcast presents interviews with thought leaders and practitioners in the area of leadership,  to inspire you to become the best leader you can be! What my guests say about this Podcast: 'You ask very good questions', 'You really do your research', 'You go beyond the surface'. So, if you want to listen to dialogues about leadership that go beyond the surface, this podcast is probably for you! Happy listening, and, please let me know what you think!

  1. Aug 17

    42. 'Augmented Collaboration, how teams and AI work together' - Patrick van der Pijl

    The challenge is clear: the life cycles of products and services are becoming increasingly shorter as a result of growing, and often global competition, as well as rapid technological developments.  However, traditional, linear product development processes are not suitable to heed these challenges.  This traditional approach — in which new products and services need to run an internal hurdle race in the form of reviews by different functions (silos)— leads to delays, a waste of (scarce) resources, and internal rivalry.  Furhermore, the game is shifting – from product development and portfolio management to business model development and portfolio management.  In 'Augmented Collaboration, how teams and AI work together' Patrick van der Pijl, Patrick Kooij, Alex Knezevic, and Erik van der Pluijm, together with hundreds of co-authors, provide a practical guide on how to successfully address these challenges as an organization.  I recently had the pleasure of having a conversation with one of the key authors of the book, Patrick van der Pijl, prior to the official release of the book. In our conversation we discussed: The issues caused by traditional linear product development modelsWhat a new product development model could look likeCommon and integrated teams as an alternative to silosWhy we rush to solutions instead of spending time on the customer problemPersonas 2.0Why traditional IT tools support silo thinkingFrom Product Development to Business Model DevelopmentHow using new technologies can speed up business development processesDoes collaboration require a corporate culture changeThe importance of pre-sellingThe creation process of the bookPatrick van der Pijl is the Founder and CEO of Business Models Inc (BMI), a global design agency for strategy and innovation founded in 2009, with offices in the Netherlands, China, Australia, and Taiwan. He has a passion for strategic visioning, graphic facilitation, and storytelling. His company (BMI) was awarded the Pioneer Design Award for the democratization of innovation and strategy tools. Patrick is the producer of the bestselling book Business Model Generation, which has sold over five million copies in 37 languages. USA Today named Business Model Generation among the 12 best business books of all time, and the German edition was named Management Book of the Year 2011. Patrick also co-authored the book Design a Better Business: New Tools, Skills, and Mindset for Strategy and Innovation. The book ranked #1 on Amazon's new releases in Strategy books and has been translated into 15 languages. In 2020, Patrick also published the book Business Model Shifts, where he describes six new ways of creating customer value. Patrick holds a Bachelor's Degree in Economics from the Amsterdam University of Applied Sciences and a Master's Degree from Nyenrode Business University. LinkedIn Book Any questions or comments? Press this link and send me a message!

    42. 'Augmented Collaboration, how teams and AI work together' - Patrick van der Pijl

  2. Jul 25

    41. 'The Future of Executive Coaching' - Stefan Stenzel

    Like any industry, the executive coaching industry needs to adapt to stay relevant. For executive coaches, this means—among other things—reconsidering the classic boundary between executive and "life" coaching in a post-COVID-19 world, navigating generational differences (from long series of face-to-face discussions with baby boomers to crisp, powerful virtual interventions for Gen Z), integrating AI (potentially alongside wearables), and acknowledging the corporate social responsibility of executive coaches. I recently discussed these topics with Stefan Stenzel, who has been active in the coaching world since the early 2000s and published Die Zukunft des Coaching-Business (The Future of the Coaching Business) in 2022. A follow-up book will be published in the first quarter of 2027. In our conversation, we covered the following topics: The diminishing boundary between executive and 'life' coachingDo different generations have different coaching needs?The application of 'wearables' in executive coachingAI: A competitor to executive coaches?Hybrid coaching (Human + AI)Technology & data privacyDevelopments in organizational structures & leadershipThe corporate social responsibility of executive coaches About Stefan Stenzel Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in Business Administration. He has nearly 30 years of experience in People and Organizational Development. Since 2001, he has been working at SAP SE as an HR Senior Expert for Learning within the Global Leadership Development team across various areas of responsibility. Following his initial coaching training in 1998, he has served as an internal coach at SAP since 2002. With short interruptions, he manages the global pool of external coaches across all management levels and is currently implementing a coachbot to complement the service portfolio. He co-founded DBVC e.V. in 2004, and in 2023, he co-founded the "Future of Coaching" Think Tank alongside Dr. Uwe Böning. Stefan is also the author of various publications on the future of coaching.   Contact: kontakt@coaching-reset.de Webpage: www.coaching-reset.de    Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.100... Disclaimer The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE. Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE. For any official information or statements, please refer directly to SAP SE. Any questions or comments? Press this link and send me a message!

    41. 'The Future of Executive Coaching' - Stefan Stenzel

  3. Jun 21

    40. ' Why Great Leaders Ask Great Questions' - Steve Mostyn

    Are you working ‘in’ or ‘on’ the firm? This is just one of the many provocative and thought stimulating questions Steve Mostyn asks in his book 'Why Great Leaders Ask Great Questions'.  For a long time we looked for leader to get answers. According to Steve this is because we confuse authority with leadership. True leadership in business is grounded in knowing ourselves and building a reflective practice to enhance the understanding of ourselves, our organization and our enviroment, with the aim to develop ourselves, our teams, and our business. In the 40th episode of the Leadership 2.0 podcast, I interview Steve Mostyn, focusing on the question how leaders can develop such a reflective practice.  Steve is a globally recognised leader in senior executive leadership development and an internationally acclaimed thought-leader in leadership training, and the author of the book 'Why great Leaders ask Great Questions'. During our conversation we discussed the following topics: Why Great Leaders ask Great QuestionsHow Leaders Reflect Skilled DefensivenessHow Leaders can learn to ReflectThe impact of reflection on executionExperiences and EmpowermentShould Leaders outsource their Problems?Business Reviews as Joint Problem solving sessions (instead of blame games)Reflective Leaders grow Reflective LeadersReflection in Executive Programs of the Said Business School About Steve Mostyn Steve Mostyn is the author of Why Great Leaders Ask Great Questions: 7 essential reflections for every aspiring leader (John Murray Business). Mostyn is one of the world’s leading designers and directors of senior executive leadership programs and an internationally recognised thought leader in leadership training. He is Associate Fellow at Saïd Business School, University of Oxford; creates and leads the Oxford University Executive Leadership Program; and is Honorary Professor, Adam Smith Business School, University of Glasgow. Mostyn has led many corporate programs for senior leaders including the UN, Standard Chartered Bank, Royal Mail, The Financial Services Authority, and Mercedes F1 Team. Book 'Why Great Leaders Ask Great Questions' Oxford Executive Leadership Program Said Business School Any questions or comments? Press this link and send me a message!

    40. ' Why Great Leaders Ask Great Questions' - Steve Mostyn

  4. Jun 8

    39. 'Carl Jung's Framework for Personal Development' - James Johnston

    We all have behavioral preferences.  Some of us get energy from being part of a group, others from quiet reflection on their own. When it comes to how we gather data in decision-making processes, some people prefer looking at the facts presented by the current situation, while others rely more on the future possibilities the current situation offers.  The way we make decisions is also different. There are people who prefer to make decisions based on an analytical decision-making process, with their values as 'guard rails', while others are guided primarily by their values. The founder of Analytical Psychology, Carl Jung, described these in his book 'Psychological Types' as Extraversion versus Introversion, Sensing versus Intuition, and Thinking versus Feeling. This was later popularized by Isabel Briggs Myers and her mother Katharine Cook Briggs in their Myers-Briggs Type Indicator (MBTI). Jung himself, however, was very critical about boxing people into categories. He reportedly complained that his work had been turned into 'nothing but a childish parlour game' and was particularly concerned, for instance, about the reductive application of type theory in the medical profession, where practitioners would slot patients into his system and give them the corresponding advice. It is important, therefore, to recognize our predispositions as strengths, but not to see them as excuses to neglect the development of our other potential capabilities.  For example, I always preferred to take decisions based on my Intuition. That worked perfectly fine when I was a single contributor, but became increasingly ineffective as  I moved to more senior roles. In order to convince my leaders, peers, and staff of my ideas and proposals, I quickly had to learn to collect and use data (Sensing). And guess what - I quickly started to like it, and in due course even built a reputation for being data savvy. Overcoming this "one-sidedness" — by bringing our psychological dispositions into conscious awareness and balance — is one the essential elements of 'Individuation', a key concept in Jung's work. Although Jung published 'Psychological Types' more than a century ago, the core notions of psychological types and individuation are still very much in use today.  Think, for instance, about strengths-based management — which primarily focuses on exploiting the strengths of individuals, rather than focusing on their development needs — or encouraging people to develop themselves outside their comfort zone. In the 39th episode of the Leadership 2.0 podcast, I interviewed author James Johnston about these key notions in the work of Carl Jung. During our conversation we discussed the following topics: What is Individuation?What happens if Individuation is blocked?Can Individuation be accelerated?Do organizations have a psychological identity?How to prevent an organizational monoculture?The importance of understanding one's Psychological TypeCan Psychological Types change over time?The development of the Gifts Compass Inventory (GCI)Practical applications of the GCI About James Johnston James (Graham) Johnston is an artist, architect, author, and entrepreneur. He is passionate about innovation to make the world a better place. Out of that passion, he created the Gifts Compass Inventory (GCI), an online self-assessment founded in C.G. Jung's theory of psychological types. His book, 'Jung's Indispensable Compass: Navigating the Dynamics of Psychological Types', lays out the intellectual foundation for understanding Jung's type model as a compass. He founded the training company Gifts Compass Inc. to train professionals in the use of the GCI and other instruments. The aim of the work is to engage the types, as Jung did, for the development of a more unique personality. GCI Website Book Core quardrants Daniel Ofman Any questions or comments? Press this link and send me a message!

    39. 'Carl Jung's Framework for Personal Development' - James Johnston

  5. Apr 21

    38. 'The Executive Coaching Business' - Stefan Stenzel

    Only a decade ago, executive coaching was associated with either very senior business leaders coached by well-known authors and thought leaders, or with leaders who were struggling in their roles and were given a coach as a last resort. Today, executive coaching has become mainstream — and it has changed significantly.  First, despite the name, it is no longer the prerogative of C-level executives or their direct reports. Many companies now offer coaching to leaders at all levels of the organisation.  Second, it is no longer seen as a remedy for underperformance. Instead, executive coaches are increasingly viewed the way we view coaches in sport: helping already high-performing individuals to become even better. As an executive coach myself, I support business leaders with a wide range of challenges: transitioning into new roles, defining strategies for their teams and organisations, improving collaboration with their own leaders and teams, and navigating change. As a result, executive coaching has evolved from a niche activity into a serious industry. And, like any growing industry, this raises questions about developing and maintaining professional standards, pricing, quality and technology. Stefan Stenzel has been active in the coaching world since the early 2000s and published ‘Die Zukunft des Coaching-Business’ (‘The Future of the Coaching Business’) in 2022.  I recently sat down with him for two conversations to explore the state of the executive coaching business today. In our first conversation, we focused on ‘The Executive Coaching Business’ and covered the following topics: The value of executive coachingMeasuring the ROI of executive coachingThe characteristics of a good executive coachAssessing the quality of an executive coachDoes the downward pressure on fees impact the quality of executive coaches?The red and blue oceans for executive coachesThe place for independent coaches in the world of Digital Coaching Platforms (DCPs)Face-to-face versus digital coachingExternal coaches versus internal coaches About Stefan Stenzel   Stefan Stenzel (Dipl.-Psych.) studied Organizational Psychology at Heidelberg and Mannheim with a minor in business administration. He has almost 30 years of experience in PD and OD. Since 2001 he is working at SAP SE in the role of a HR Senior Expert for Learning in the team of Global Leadership Development with varying areas of responsibilities. Based on his initial coaching training in 1998, he is working as an internal coach at SAP since 2002. With short interruptions he is globally responsible for the external coach pool across all management levels and is currently implementing a coachbot to complement the service portfolio. He is Co-founder of DBVC e.V. in 2004. In 2023 he co-founded in this context with, Dr. Uwe Böning. the so-called Think Tank “Future of Coaching” . He is author of various publications on the topic of (the future of) coaching.    Stefan Stenzel Linkedin Contact Stefan Stenzel: kontakt@coaching-reset.de Webpage: www.coaching-reset.de    Book: Die Zukunft des Coaching-Business https://link.springer.com/book/10.1007/978-3-662-64421-8 Disclaimer The statements and expressed opinions of Stefan Stenzel are his own and do not represent the views, positions, or policies of SAP SE. Any comments he made are purely personal and should not be interpreted as being endorsed with SAP SE. For any official information or statements, please refer directly to SAP SE. Any questions or comments? Press this link and send me a message!

    38. 'The Executive Coaching Business' - Stefan Stenzel

  6. Feb 21

    37. 'Ensuring Successful Executive Transitions' - Navid Nazemian

    In corporate life, we accept that 40% of newly appointed executives fail - we simply accept it as an unavoidable risk. The financial and professional implications of failed transitions however, are significant for both the individual and the organization.  For the individual, it means their livelihood is threatened and their professional reputation is damaged.  For organizations, failed transitions have financial implications (recruitment costs and performance losses), as well as operational implications (new initiatives), and have a negative impact on for instance, employee engagement and the Employer Value Proposition (EVP). 🎤  In the 37th episode of the Leadership 2.0 podcast, I talk to Navid Nazemian, my brother in arms in the Executive Transition Coaching space, about how organizations can mitigate the risk associated with executive appointments by engaging an executive coach. ► During our conversation, we discussed the following topics: • Why executive transitions should be managed • The number one reason why executive transitions fail • The value of executive coaches in executive transitions • Why many organizations do not use executive coaching • The timeframe of transition coaching • The structure of transition coaching • Identifying the right ‘early wins’ • Balancing ‘learning and delivering’ • Selecting ‘the team’ • Developing transition skills • Managing executive exits • Final thoughts ►  About Navid Nazemian When it comes to executive transitions, Navid Nazemian speaks with an authority that is grounded in research and complemented by authentic, demonstrated experience. His coach education took him on a three-year journey across three continents—Europe, Africa, and America. Working with over 250 C-level coaching clients worldwide, he distills key insights, guidance, and coaching to maximize leadership impact. Using strategies designed to avoid and overcome obstacles quickly, he has helped numerous C-suite coaching clients successfully eliminate unproductive actions and solve their toughest, most complex transition challenges. Navid has been recognized as HR's Most Influential Practitioner by HR Magazine, received the Outstanding Leadership Award from Education 2.0, and has been ranked as the world’s #1 Executive Coach by CEO Today for three consecutive years. He is the author of 'Mastering Executive Transitions: The Definitive Guide'. ► Newsletter: http://masteringleadership.kit.com/ Any questions or comments? Press this link and send me a message!

    37. 'Ensuring Successful Executive Transitions' - Navid Nazemian

  7. Jan 12

    36. 'The Dark Side of Leadership' - Manfred Kets de Vries

    Unfortunately, nowadays one look at a television news bulletin or a glance at a newspaper cover is enough to see the dark side of leadership. However, many people do not need to switch on the TV or read the paper to witness this; instead, they experience the dark side of leadership every day within their own organizations. They happen to work for "Psychopath Lights"—or, as Manfred Kets de Vries likes to call them 'Seductive Operational Bullies' (SOBs). In the 36th episode of the Leadership 2.0 podcast, I interview Manfred Kets de Vries, who has published extensively on this topic. During our conversation, Manfred and I discussed the following: 00:00 Why do people want to lead others?02:32 Why do people want to be led?11:05 The Dark Dyad and Psychopaths Lights (SOBs) 16:51 Why are SOBs attracted to the Financial Sector?21:30 Can SOBs Be coached?26:38 The Impact of Life Changing Circumstances On SOBs35:21 Strategies for SOB victims40:45 Why Leaders Should Understand Their Shadow Side ► About Manfred Kets de Vries Manfred F. R. Kets de Vries is the Distinguished Clinical Professor of Leadership Development and Organisational Change and the Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Emeritus, at INSEAD.  His specific areas of interest are leadership, career dynamics, executive stress, entrepreneurship, family business, succession planning, cross-cultural management, team building, coaching, and the dynamics of corporate transformation and change. Manfred F. R. Kets de Vries directs The Challenge of Leadership Executive Education programme. He is the founder of the INSEAD Global Leadership Centre, the programme director of INSEAD's top management seminar The Challenge of Leadership, and the scientific director of the INSEAD Executive Master in Change. He has received the INSEAD Distinguished Teacher Award five times. He has held professorships at McGill University, the Ecole des Hautes Etudes Commerciales, Montreal, and the Harvard Business School, and has lectured at management institutions around the world. Financial Times, Le Capital, Wirtschaftswoche, and The Economist rated Manfred Kets de Vries as one of the world's top fifty leading management thinkers, as well as one of the most influential contributors to human resource management.  In 2008, he received the Lifetime Achievement Award from the International Leadership Association (the Leadership Legacy Project), being viewed as one of the world’s six founding professionals in the development of leadership as a field and discipline. He is the author, co-author or editor of forty-nine books and has published over 400 papers as articles or chapters in books. His books and articles were translated into thirty-one languages. He is a member of seventeen editorial boards.  Kets de Vries is a consultant on organisational design/transformation and strategic human resource management to leading US, Canadian, European, African, and Asian companies. As an educator and consultant, he has worked in more than forty countries. ► Kets De Vries Institute (KDVI) https://kdvi.com/ Any questions or comments? Press this link and send me a message!

    36. 'The Dark Side of Leadership' - Manfred Kets de Vries

  8. 12/14/2025

    35. 'Lost In (Business) Transformation' - Rupert Brown

    'Lost in Business Transformation' Despite the fact that there is a solid body of knowledge about the topic of change management for several decades already, McKinsey's infamous notion that '70% of all change management efforts fail' is still seen as adequately representing the current situation. Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. Through his book 'Lost in Transformation', Rupert aims to deliver a candid, emotionally intelligent manifesto for doing transformation differently.  In the 35th episode of the Leadership 2.0 podcast, I interview Rupert about his book and how organizations can ensure the success of their change management efforts. Why Transformation projects continue to failThe difference between Change and TransformationThe Bad Reputation of the word 'Transformation'Why we still struggle with Change Management  In-Groups and Out-Groups in Change Management Processes  Chief Acceleration OfficersTrust is EnergyCrises as Catalysts for ChangeThe impact of our Permacrisis on Change Management Behavioral Skills to cope with the BANI world'Change Management and AI ► About Rupert Brown Rupert Brown is an experienced chief people officer and change management specialist with extensive expertise in mergers, acquisitions, digital transformation, joint ventures, and turnarounds. His insights are captured in this book that emphasizes leading change in various organizations. Rupert has worked for and advised global multinationals like Procter & Gamble, Gillette, and A.P. Moller-Maersk, as well as nimble, private equity-backed, and family-owned businesses across diverse sectors such as consumer goods, shipping, software, telecommunications, education, and not-for-profit. His knowledge is particularly valuable for those feeling lost in transformation initiatives. ► Book https://www.amazon.co.uk/Lost-Transformation-Discover-Leadership-Derailing/dp/B0FQ1FWCKD ► Website https://rupert-brown.com/ Any questions or comments? Press this link and send me a message!

    35. 'Lost In (Business) Transformation' - Rupert Brown
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About

Welcome to the 'Leadership 2.0' podcast! I believe that leadership is very important for two reasons. First of all, the decisions leaders take, and their capabilities to implement these decisions, are the most important differentiators between the success and failure of the organizations they work for. Secondly, leaders make a  huge difference in the well-being of the people in their organizations, and, finally, for the well-being of our society as a whole.  This podcast presents interviews with thought leaders and practitioners in the area of leadership,  to inspire you to become the best leader you can be! What my guests say about this Podcast: 'You ask very good questions', 'You really do your research', 'You go beyond the surface'. So, if you want to listen to dialogues about leadership that go beyond the surface, this podcast is probably for you! Happy listening, and, please let me know what you think!

Information

  • Creator
    Dirk Verburg
  • Years Active
    2020 - 2026
  • Episodes
    42
  • Rating
    Clean
  • Copyright
    © 2026 Leadership 2.0
  • Show Website
    Leadership 2.0