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The Netherlands: Nudging Towards a Consensus

In: Leading a Board

Author

Listed:
  • Mik den Noort

    (INSEAD
    Kets de Vries Institute
    ESMT)

Abstract

Chapter 3 uncovers the particularities of the chair’s work in the Netherlands, such as growth orientation and focus on building consensus (polderen). Board leaders make sure that value creation and business development are permanent fixtures on board agendas. They encourage CEOs to think big and to take reasonable risks, and when necessary help the business by working with customers, vendors and regulators. Chairs of Dutch companies use a variety of consensus-building strategies to prepare and make decisions that satisfy every director: equal treatment and equal allocation of airtime; proactive facilitation of discussions, involving silent directors and containing talkative types and self-restraint. They do not mind pre-agreed schedules overrunning to achieve consensus and they reach out to board members before meetings to create common platforms and avoid surprises.

Suggested Citation

  • Mik den Noort, 2021. "The Netherlands: Nudging Towards a Consensus," Springer Books, in: Stanislav Shekshnia & Veronika Zagieva (ed.), Leading a Board, edition 2, chapter 0, pages 61-82, Springer.
    • Handle: RePEc:spr:sprchp:978-981-16-0727-1_3
    DOI: 10.1007/978-981-16-0727-1_3
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