Today we are already celebrating International Women's Day!
👉 What do you consider important in gender-inclusive leadership?
Leadership is all about behaviour, so it is extremely important to set the right example in this regard. Everyone deserves equal opportunities, and talent should not be limited by thoughts or assumptions. It is important that decision-making is diverse and that leaders actively work to create a safe culture and see differences as a strength.
👉 In what way is Vesting Finance unique when it comes to gender-inclusive leadership?
Leadership within our organisation revolves around placing our colleagues in the right position and enabling them to flourish. We consider the qualities and talents of our colleagues and focus on these. We also ensure a pleasant working environment for everyone.
👉 What do you consciously bring to your role as a director that you might see less often in traditional leadership styles?
What I consciously bring to my role as a director is the perspective that performance and culture are inextricably linked. I look not only at the outcome of decisions, but also at the process behind them: who is involved.
In addition, I am mindful of vulnerability. I believe it is important to be able to express doubts, share dilemmas and be visibly learning. This creates space for others to do the same — and that strengthens the quality of our organisation.
👉What positive effect do you see from having more women in management and board positions within Vesting Finance?
I see a broader perspective on our decision-making as a positive effect. Diverse teams look at risk, customer approach and long-term value creation differently. This makes our decisions more careful and ultimately stronger. And it increases recognisability for talent in our organisation. For me, it's not just about more women, but more about diversity. This increases quality and ultimately leads to better results.
👉 How can an organisation such as Vesting Finance contribute to a culture in which talent, regardless of gender, dares to speak up and develop more quickly?
Ensure psychological safety, make topics open for discussion. Be open and vulnerable. Ensure that we are a learning organisation, where we are open to initiatives and where we try new things. This is all about behaviour, and it starts with our leaders setting an example.
👉 Are there any choices or changes you would like to encourage now that you are on the board?
I would like to encourage making culture an explicit part of our strategic choices by structurally guiding training behaviour, focusing on psychological safety and incorporating culture into everything we do. For example, focusing more on our cultural values and encouraging this behaviour. As a member of our board, I believe it is important that our performance is sustainable and that we are an organisation where people feel seen and heard.
👉 Who or what helped you most in taking this step towards joining the board?
This is a combination of who and what, a combination of trust and being given and seizing opportunities. For me, the most important thing is to stay true to myself with the right intentions. Do what you say and say what you do. It may be a cliché, but this is how you build trust. Things don't always go right the first time, but learn from it and discuss it. Based on this, you create opportunities, opportunities arise, you get opportunities, and you can seize them.
👉 What advice would you give to young female colleagues who are unsure whether a management role is right for them?
Don't wait until you feel 100% certain. Growth happens precisely where things are a little uncomfortable. You don't have to be able to do everything already; you have to be willing to learn. You don't have to be perfect. You have to be willing to take up space.
👉 What first step can someone take today to get closer to such a role?
Be unapologetically ambitious, say it out loud.
We hope that our female colleagues and future talent will feel inspired and motivated by this interview. We wish everyone a pleasant day!