Ann Mattheeuws

“An organization that aspires to grow, must allow the employees to grow with it”

When asked what inspiring, coaching leadership means to her, Ann Mattheeuws playfully replies: “One day the CFO approaches the CEO and asks: What happens if we train them and they leave? To which the CEO replies: What happens if we don’t and they stay?”

“Coaching leadership is needed on two fronts. At TVH Parts, we focus on the individual as well as cooperation and group goals. Both courses of direction start from the vision and mission – the ‘design’ – of our organization. We never steer blindly, but rather with a goal in mind.”

“With the individual, we start from the person. We listen and ask powerful questions. With a foundation of trust, we then build the personal growth path. With the team, we use workshops to define new needs, bottlenecks, challenges, innovation, etc.”

Which personal achievements is Ann most proud of?

“Using our Define-Assess-Develop-Evaluate methodology, we are establishing roadmaps needed to support our digital transformation. And in recent years, I’ve also worked on a well-thought-out People Plan. For example, we attract new talent thanks to ‘master classes’: intensive boot camps where we onboard newcomers and supervise them intensively. We combine this with solid mentoring for on-the-job coaching.”

“We also don’t leave existing talent out in the cold: with a broad package of internal training courses, conferences, etc. We offer numerous career opportunities where people can continue to develop.

In addition, we stimulate our people to develop initiatives around guidelines, standardization, best practices and such. For example, they have set up an IT Book Club and all kinds of knowledge hubs (via centers of excellence) and developed an individual growth plan. All this happens in an open culture with constant feedback. This allows us to give direct recognition in addition to the special mentions on Townhalls and other platforms.”