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Question to Learn

Rogare supports change in attitude and behavior in organisations

In the end, it's the employment market, your customers and business partners who determine whether your company is successful. Therefore, it is important to be conscious of how you are being perceived, both inside and outside the company. How do your customers rate you?  How do your employees come across and even more importantly, what do they say about the company at birthday parties? How closely connected are your employees with the company? Are they aware of their contribution to achieving it's mission? The attitude and behaviour of both leadership and staff are essential to your company's long-term success.


Do you think about these things? Would you like to take action? We are happy to listen to you. And we are happy to show you how to initiate sustainable change and let you experience how it's done.

Change in attitude and behavior


Improved customer satisfaction, less absenteeism, increased commitment, closer collaboration - Rogare makes a difference.



1. Meet first contact, then contract

We often start with a question. Why have you asked us to come? What would you like to achieve? What would happen if you didn't do anything? What holds you back recently to address it?

Connection is the key to our approach, because we are convinced that you know your business better than we do. The same applies to us, so we should focus on the things we are good at. We will work on the desired change together, each using his power and experience. Together. Sometimes the road will be fast and easy, more often we will encounter bumps on the way: resistance from employees, politics within the organization, fears in the top echelons about unwritten rules that could influence company culture. This makes it all the more important to get to know each other straight from the start. What is currently happening in your organization and how are you coping? How do we work and which experiences and special qualities do we bring along?

2. Listen working with the question

My belief is that leadership is about giving direction and consistence, being consequent in your behavior. To me this means that leaders should be aware that they need to show what they expect from others. In short, role modeling. Leadership vision and desired behavior determine the direction of change. For this reason, our dialogue with the company starts with the "boss", the board member, CEO, team leader or manager.

Jointly, we will investigate what the real question is. In one or multiple workshops, we'll hear from you what you feel is important for the company's image and identity. What is it you want to be known for? How do you want customers to rate you? What do suppliers and business partners think of you? Which behavior would you like your employees to show and what does that mean for the attitude and behavior of you and the rest of the management team? Which behavior would you rather ban? We propose an approach that will enable you to find answers to these questions. Not just for you, but preferably for the entire organization or a section thereof. We can use an array of instruments, including interviews, questionnaires, workshops or large-scale events. Our joint goal: to create a shared view on where you stand and where you want to go. Once that has been established, we can choose our approach and time-frame for the desired change.

You’ll feel the difference right from the start of our collaboration. Our approach will make you realize the differences you’re experiencing in the way you work. You’re now setting an example. You’ve become a role model. Reflecting on what we experience in our collaboration will give you valuable insights in the power of your organization, and in the opportunities for improvement. Change has already started, in earnest...

3. Inspire experiential learning

Inspiration is essential. It gives you the motivation and energy to explore the unknown - often through pain - and embrace the change. By involving people from the start, by communicating clearly about the future steps. By managing expectations. Envisioning the dream.

In workshops, people discover how pleasant and inspiring it can be to work a challenge jointly, to concentrate on things you can have impact on, to work together to achieve an unprecedented result.

In exercises and assignments, people will experience what the impact of desired or undesired behavior can be, in reflection or feedback sessions we will use mirroring techniques to set the change in motion, to make people aware what can be different or better, and what the effect will be. Learning on this deeper level (it is not about tricks, it's about you) can feel uncomfortable, out of your "comfort zone" [Covey]. We will coach the group involved by paying attention to safety and trust within the framework of the workshop, training or individual coaching. As one of my preceptors likes to say: with care but not too careful [Wibe Veenbaas, Phoenix opleidingen]. This way, we will learn to take small steps that are stretching but manageable and take us forward. One step at a time, again and again, to learn how to walk and even run, to learn to keep on moving and celebrate achievements, to learn to trust your own power as well as the power of the collective.

We work "hard on the soft side" of change. Cultural change is often regarded as "soft", but we will be firm in our approach. Clear objectives, agreements, roles and responsibilities; we will agree them with you upfront so that we know where we are going right from the start and "what is finished when we're finished". The question What Does Good Look Like sums up the ambition pretty well.

4. Reflect close the circle

There is a well-known saying that change is the only constant factor. In other words, learning continuously to cope with change is key. At regular intervals, certainly after each step and each assignment, we will evaluate together. You'll find yourself back in your comfort zone, with all the peace and space you require to reflect on what you have experienced, as a company, as a team, as an individual. In isolation and with each other, internally and with business partners. This way you will learn, and prepare for the next step, the next move, the next project. With new inspiration, new experience, new insights.

Close Out (the last stage in Tuckmann's team life cycle) is the most neglected stage in projects, team activities and organisational changes. Pushed by time and budget we tend to move on fast, too fast...


A selection of companies where Rogare has contributed to organisational and cultural change.


Through 'storming'

A research and development division of a large technology company exists by its project-focuced way of working. Projects are executed in ever changing teams of specialists. Together with others coaches Hans the teams that want to set a positive step in their development. The reasons for asking for coaching differ per case from start-up (as a new team we face a challenging assignment and want to make a good start'), through boost ('our performance is 'ok', but we feel that our collaboration can be improved') to wake-up ('irritation and conflict negatively influence the performance of our team, something needs to be done'). With our Core Skills training we learn participants to balance their attention to Context, Relations and Process next to Content, and guides the team through the different stages of team development. The result is an opener, happier and more effective team, that contributes to a more flexible and agile organisation. 

To a higher level

I got to know and certainly also experience Hans as a coach/consultant with a clear vision on handling people, on the communication between them and on personal development.
He applies this in practice in an unorthodox and unique way: firm and pure. The training sessions Hans organized for our colleagues in 2007 and 2008 as part of our cultural change process have raised our entire company (about 60 people in those days) to a higher level.
An extraordinary achievement, all the more so because it has produced sustainable change from which we (130 people) still reap the benefits today. An excellent job!

[In 2013 and 2014 the training program was repeated as a refresh and to bring newly hired people up to speed.]


René Timmermans

Managing director - Pulse Business Solutions

Essential contribution to cultural change

I have had the pleasure of working with Hans Veenman for over four years in different areas within AkzoNobel. In our worldwide Core Skills training sessions, we trained more than 300 staff from within my team. Hans is a master in asking the right questions, letting you discover what's important and how to visualise success. He will guide you to the options to get there (often creative), and how to translate those into concrete steps. For all layers of my team including myself, this has been of great value to our efforts to improve our self-reflection, effectiveness and focus. Hans Veenman has made an essential contribution to cultural change within AkzoNobel's IT function. 


Pieter Schoehuijs 

Chief Information Officer - AkzoNobel