'Contains great wisdom.' - Joseph Jaworski, author of Synchronicity: The Inner Path of LeadershipThe key to any business relationship, organisation, and society A smooth collaboration is what every organisation aims for, but this may be much harder to achieve in practice than we imagine it would be. We constantly face complex problems that need to be solved, to which many leaders respond impulsively: they either fight or flight. Fortunately, we increasingly often see leaders who go for a more in-between solution - they create trust.Based on their personal experiences deep in a large number of leading organisations, the authors demonstrate the true value of trust in a business context and environment, and how it helps talent to grow and bloom.A lack of trust often leaves problems unsolved. Trust creates a better society, a more successful organisation, and happier employees.'A good leadership team demands mutual trust as the foundation for a healthy company culture.Trust within the team is a must if you want to operate with speed and empowerment, with a sound view of the market, and simply as a precondition for enjoying your job.'- Frans van Houten, CEO Koninklijke Philips'To me, trust means being able to share your vulnerability without any reticence.'- Erik-Jan Mares, CEO Zeeman'Trust is always my first principle, so I don't have to look back to know that agreements are met.'- Chris Worp, Managing Director The Ocean Cleanup'Trusting is letting go.'- Mirjam de Blécourt, member of the Dutch Senate, Partner Baker McKenzieDerk Egeler gained his extensive experience during his commercial and executive roles in the beverage and trade fair sectors. After that, he became an advisor with Gedoe in de Top. His biggest passion is connecting people and teams by having them spend time in nature.Maikel Batelaan started his career in management consultancy and was the co-founder and co-executive of an innovative and sustainable company. His focal points are innovation and entrepreneurship.Joost Manassen held management and executive functions in the FMCG industry, during which he worked in the Netherlands, Asia, and Oceania. He decided to shift his career to consultancy to unlock the potential of people and organisations.
