Mourik: developing leadership at all levels

Strong leadership is the backbone of a successful company. At Mourik, this not only means making decisions, but above all working together, listening and developing, which is why Mourik invests in leadership at all levels of the organization. That way, our colleagues get the opportunity to grow and take their teams to a higher level.

Connecting theory and practice

‘As a leader, you are only as good as the people around you. If there is something to be proud of, instead of saying ‘I did this’, I always say ‘we did this’. Leadership is founded on team spirit’, says Dick de Gier, regional director at Mourik Industry, and closely involved in the leadership program.

Dick started out at Mourik in operations. Now he manages a workforce of around 550 people. This background helps him tailor the leadership program to the practical experiences of anyone who holds a managerial position, at every level of the organization.

André de Waal, director Regional Projects at Mourik Infra, is also quick to stress that leadership is not just about managing people, but also listening to them. André was also closely involved in the leadership program. ‘In the past, you were a leader, or not. Now we see that good leadership requires self-insight: how do people perceive me, what kind of leader am I? We are reaping the benefits of this.’

Leadership means listening

That is why the leadership program pays so much attention to self-reflection and communication. André: ‘Our society is changing. Leaders are expected to have other qualities. Being a good listener, recognizing and acknowledging interests, and collaboration are essential.’

Mourik invests widely in talent development. In addition to the leadership program, the company also has its TOP talent development program and its MDP management development program. All these programs are focused on strengthening employees’ skills and competences. ‘Leadership does not just relate to managers’, says André. ‘Everyone has to be aware of his or her role on the team.’

The result? A stronger organization, better cooperation, and employees who feel valued. Dick: ‘The nice thing is that people use the learnings from this process and start using them on the job. That’s when you know it’s working.’