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‘I support people in mastering healthy friction’!Arri Pauw has over 35 years of experience and perspective on delivering results in international businesses, more specific on the role organisations, team dynamics and leadership play. Of which 10 years as HR-director inside Philips and Unilever. Since 25 years Arri operates as coach-consultant, guiding organisational transformations. Developing over 150 teams and coaching senior leaders in more than 2.000 sessions. Arri Pauw | www.arripauw.com

‘Working over 35 years across (inter)national organisations, I see as biggest challenge for leaders not what they want to do but how to get it done. I see only few leaders mastering the art of what to me seems to be the biggest challenge for a leader: how do I mobilise ownership and commitment with all my people behind a shared vision for its implementation.’ ‘The needs of people and organisations don’t match automatically well. Organisations have one goal, driving efficiency and effectiveness to get there. People want to live their autonomy and uniqueness, to achieve their own goals. Result driven leaders easily focus on the organisation with too little eye for the needs of people. Employees don’t feel recognised, lose inspiration and motivation, just do the necessary. Frustrating the leader by what he sees as lacking commitment. The dream of any leader !‘For most leaders, the what is no problem. From their experience they know what to do. The challenge is how to get their people with them. Many leaders address the challenge by redefining budgets, reallocating resources, updating structures. They involve their close circle, inform the employees and set the targets. Only few master the art of mobilising ownership and commitment with all their people behind a shared vision and for implementation. Today, that’s core to the success of a leader. It gives people a self-driven inspiration and motivation and a deep connection. It ignites a self-propelled implementation of the vision, strategy and plans. The dream of any leader. Healthy friction!‘Growth needs doing things different then today and only happens outside today’s comfort zone. So, growth needs friction. But with friction also fear kicks in, for damaged relations and shattered collaboration. Leaders need to guide the friction, give space and hold the boundaries. That’s what I mean by healthy friction, it is the constructive collision between the expertise and perspectives of people. This way, the organisation capitalises on the diversity of people and people feel recognised for their unique contribution. I support leaders and teams in mastering healthy friction. Win-win!‘Many senior executives still position themselves through opinions and power. The traditional power-based leadership style grounded in the I-know-better-than-

you debating tradition. Such a leader basically says: ‘I hired you for your unique potential but want you to do things as I tell you.’Today’s reality needs leaders to engage people in a dialogue-based discussion:curious explorative listening, parking opinions, arriving at a solution no onecould reach alone. That’s the win-win for today’s leaders.
Joy of confrontation !‘Leaders want their people to manifest their capabilities with all their energy.I invite people into the dialogue-based-healthy-friction: how to stay true tothemselves and be open to colleagues, even in confrontations where conflictlurks around the corner.’ As a metaphor for meetings, Arri introduces Martial Artsto teams: ‘Not to win over each other but through sparring making each other stronger. Physical sparring, guided by clear boundaries, learns people to master fear by experiencing the beauty of friction, the joy of respectful confrontation. Itgives an energy which none can generate alone.’Starting a workshop, the leader made a compelling speech to the 75 participants, as he said: 'We're at the edge of a cliff, next steps must beradical, stakeholders are waiting, the clock is ticking. I want you to bring ournew organisation in place!' All preparations were made. I was the facilitator.Immediately after his speech, he called his direct reports. I also joined. Hesaid: ‘Whatever new we do, take care we keep the old organisation working,because we have to deliver results!’ I was there, listening, not reacting. Withthis 1800opposite message, his direct reports went back into the room:design the new and maintain the old. Confusion scattered around theroom. After the workshop, I kept asking myself two questions: Why did hesend this double message? The business was OK, results looked OK,stakeholders were patient. What triggered his behaviour? What triggers thebehaviour of all leaders? Even more haunting was the second question:Why did I not speak up, confront him? I’m sure people would havelistened. What triggered my behaviour? At that moment, I decided tobecome a student of my own behaviour and that of leaders, and to operateas a coach based on that deep knowledge and personal experience.Today's reality needs leaders  to engage people  in a dialogue-based discussion

Personal biography!‘Mastering mobilising people requires an understanding of your personal biography: why do I do what I do, why do I not do what I want to do, why do I do what I don’t want to do.’ As a little boy, Arri avoided fighting: ‘I was quite shy. Despite good intentions and good moments, I often did not feel safe in my younger years. The experience of my father losing his job was traumatic for us as family and gave me prejudices towards organisations.’ Following his studies and together with his life-long partner, Arri could shape his life and build his career. His early reflections on human interactions and organisations led him to spend the first ten years of his career in HR (Philips, Unilever). A colleague characterised him as 'soloistic team player', much in line with the role of goalkeeper-captain in his youth-soccer-team. Age 33, he was Vice President HR of a multinational within Unilever, with some 4.000 people in over 15 countries. Arri: ‘By that time I felt happy and proud on what I had achieved. But as a human being I had to make a choice: continuing my career as a global senior executive or stability for my family.’ He decided to move into consulting, being able to live life with his family from one place and focus 100% of his time on what is inspiring him since: to ensure the dynamics between humans and organisations deliver joy and results. Freedom in a Framework Mobilising Ownership & Commitment By Arri Pauw (English) Freedom in a framework Podcast about Leadership By Arri Pauw (Dutch)

Energetic. Robust. Resilient. With intimate knowledge of both individual human behaviour and group dynamics. Graduated in business economy, trained in Gestalt psychology, schooled in business-related-neuroscience. If the person of the coach is the most important success factor in coaching, then Arri Pauw may be brought to your attention. About Arri PauwContactCV Arri PauwCV Arri Pauw 2019 – 2021 TheLeadershipAdvisory; Partner 1995 – 2019 Genesis Consulting Group; Partner 1992 – 1995 Vice President HR Lever Industrial International 1990 – 1992 Group Personal Manager Quest International 1987 – 1990 Head of Personal Unichema Gouda 1986 – 1987 MD Officer Unilever Netherlands 1984 – 1986 Personnel Manager Philips Medical Systems Education & Training -Erasmus University Rotterdam; Supervisory Board Program (2018) -Extensive self-study in neurosciences -Gestalt Psychology Training (2006) -Comenius Leadership Program (1998) -Several Unilever Senior Management Trainings -Erasmus University Rotterdam; Business Economics (1984) +31 6 4708 4109arripauw@mac.com linkedin.com/arripauwwww.arripauw.com