Natascha Renkers has been an essential external force in shaping CLIQ’s leadership approach. Since February 2024, alongside her colleague Heiko van Eldijk, she has been guiding our management team through enhancements in dynamics and decision-making. With the new management structure firmly in place, Natascha now focuses on the final phase of her consultancy, deepening her impact through concentrated coaching.

We sat down with her to discuss her work as a consultant expert in leadership and behaviour at CLIQ.

Hi Natascha, what exactly is leadership training, and what are its main objectives?

Leadership training at CLIQ is about more than just developing individual skills. It focuses on fostering a transparent leadership culture where the whole team is involved. Our main objectives are to promote inclusive leadership, encourage transparent communication, and help leaders provide strategic oversight while giving their teams the autonomy they need. Additionally, we aim to create a supportive environment where team members feel empowered to contribute to organisational goals.

Can you provide an overview of the key topics covered during the training?

The leadership development process covers several core areas. A significant component was the “Leadership Circle Profile (LCP)”, where we analysed the gap between the current and desired leadership profile of the MT. We also implemented the “Mission Command” style to enhance the Plan-Do-Check-Act (PDCA) cycle, allowing the MT to maintain tight control over planning and evaluation while providing more freedom during execution.

Furthermore, we integrated CLIQ’s Guiding Principles—fostering innovation, adaptability, and transparent communication—alongside the Working Principles that govern daily decision-making. These principles helped the MT focus on clear communication, decision-making through the 3-step decision process, and encouraging feedback using the “4A feedback method”: Aim to assist, make feedback Actionable, Appreciate feedback when receiving it, and either Accept or discard it.

How do you ensure that the sessions are engaging and relevant to all participants?

To keep the sessions engaging, we made sure there was room for open dialogue and continuous feedback with MT members. While we didn’t focus heavily on real-life scenario exercises, we ensured that the principles discussed were often immediately applied in their daily work. This helped bridge the gap between theory and practice, with team feedback playing a crucial role in shaping the sessions.

What methods do you use to assess participants’ progress and learning throughout the training?

Progress is monitored through regular feedback loops with MT members, as well as formal evaluations by CEO Luc Voncken and HR director Jenny Baerveldt. As a facilitator, I’ve also conducted coaching sessions with each team member, providing personal feedback based on their performance and growth. These assessments are not final evaluations but part of an ongoing process to refine leadership skills so that team members continue to develop even after the formal facilitation ends.

How do you encourage participants to apply what they’ve learned in real-world situations after the training?

To encourage real-world application, we emphasise the “Working Principles” and ensure that leaders regularly practice the “4A feedback method”: Aim to assist, make feedback Actionable, Appreciate feedback, and either Accept or discard it. The “Tight-Loose-Tight” model is also key here: leaders are clear about goals (Tight), give their teams autonomy in execution (Loose), and then return to evaluate outcomes (Tight). Additionally, each leader, through their “One Big Thing (OBT)” and individual development plans, has a clear area of focus to continue working on outside the sessions.