Our trainers have the knowledge and experience to help you grow

Barbara Hoogenboom (1972) studied Business Administration both at Nyenrode Business University and the University of Oregon in the USA. After 11 years of leadership experiences at banks and insurance providers, she pursued a career as mediator and entrepreneur with her own mediation network. Over the past 10 years Barbara has become a skilled systemic constellations practitioner, trainer, facilitator and coach. She has worked with many organisations as well as their board of directors and leaders. She is the leader of Systemic Business School and the Bert Hellinger Institute of the Netherlands.

Barbara believes that the strength of systemic leadership is that you truly open yourself up for what is there – beyond data and goals –, providing guidance to your organisation from a place of connectivity. What are the things at play within your organisation, what are your colleagues showing you with their behaviour? If you are aware of how the undercurrent works, it provides you with a versatile repertoire in your leadership. This will ultimately lead to a more vital and agile organisation.

Systemic leadership contributes to movement without the need to force it. With an eye for the organisation, for the teams within it and for the people within it. From the head as well as the heart.

Barbara’s approach as a systemic coach of leaders and as a trainer seamlessly integrates with the above: she combines pragmatism and intuition, she pays attention to the logic of what is at play in the upper current and brings language and sensitivity for the dynamics in the undercurrent. The movement that is then set in motion, is the most sustainable.

Ria Allewijn-Koekkoek (1969) has more than 15 years of experience in systemic work with leaders and teams, both in corporate as well as operational functions within the non-profit and the commercial sectors. She has contributed to the transition within the energy sector from utility company to commercial organisation in a variety of roles, both as a manager and as a content expert. For the past twelve years she has been guiding organisations in their (change) assignments from the role as (interim) program manager, trainer and program facilitator.

The realisation that the evolutionary power and that of the collective is so much more guiding than that of a collection of individuals is the basis from which Ria works. The result is a more relaxed attitude towards complexity, combined with focus and sharpness. When you look beyond a possible question of guilt and ego, you will discover what your issue is truly about – movement can occur and you can utilise the potential.

Through her way of asking questions, Ria ensures that deeper mechanisms are open for discussion and manageable, to ensure that change really lasts and persists. Her sharp observations are combined with humour, self-deprecation and loving intentions: after all, we are all students of life itself.

Henry Weessies (1970) has more than 25 years of experience as an organisational advisor, interim manager and process facilitator, predominantly in governmental organisations.

Henry is always looking for what is needed to bring existing patterns into view and create openings for alternatives. He has a particular focus on the creation of peace and space: we so often rush past ourselves and others, and in doing so, we miss so many opportunities.

A systemic approach brings a touch of humanity to organisations without making it too personal. It connects the humane with the professional. It helps to relax. This results in more people feeling seen and involved, teams work together harmoniously and the organisation feels more connected to its origins and future.

As a Rotterdam-based business economist, Henry loves to use his knowledge and insights, combined with a dose of sensitivity and patience. In doing so, he lovingly puts his finger precisely on the sore spot. He has a disarming, unique view on things, which is both inspiring and stimulating. His interventions are occasionally dared and unconventional, but always sharp and meticulous.

Sandra Hardenberg (1979) graduated as a clinical linguist with a bachelor’s degree in general Linguistics and a Master’s degree in Neurolinguistics. She has more than 15 years of managerial experience in various organisations. At present she is employed as operational director with the Bert Hellinger Institute.

Sandra knows how to use her versatile sensitivity to connect various lines with each other in the greater whole. She brings this strength to every project as well as in her role as co-owner of the Bert Hellinger Institute.

Fascinated by systemic work, quantum leadership and organisational cultures, Sara is committed to facilitating transitions within organisations. In doing so, she supports boards, management teams and HR departments in harnessing existing potential. With her leadership, working methods and techniques, she responds to professionals’ need for autonomy, meaning and mastery.

Dagmar de Vries (1984) started her career in disability care and youth care. It was there she discovered her love for system dynamics within organisations and social issues. She was a leader herself and subsequently pursued a political career. Dagmar has now been working happily from her own interim and consulting firm as systemic facilitator, trainer and coach. She helps to unravel complex issues within organisations with an in-dept systemic perspective and Rotterdam pragmatism.

In her role as a leader, Dagmar has often been amazed at how adults are influenced by the group, how skills suddenly seem to evaporate or how productivity in groups seems to drop substantially. Where does all the energy go? That was the question that drove her to understand more about what happens between people. And to understand how power and incapacity play a role in cooperation between people and systems.

Dagmar sees that a large part of leadership is about guiding the emotions that are released during work. In leadership, two systems come together: your own and that of the organisation. And both subconsciously exert more pressure on you as a leader than you would like. By increasing your systemic awareness and your leadership tools, you become an instrument that can be used for a greater purpose, without sacrificing yourself in the process. Systemic leadership enables you to give space where you previously thought you needed to have control, and where things were getting out of hand, you suddenly regain control.