The Netherlands: Nudging Towards a Consensus

Mik den Noort ()
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Mik den Noort: INSEAD

Chapter Chapter 3 in Leading a Board, 2021, pp 61-82 from Springer

Abstract: 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.

Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-16-0727-1_3

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DOI: 10.1007/978-981-16-0727-1_3

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