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Dirk Scheringa Bank

There is a lot of drama surrounding the DSB Bank. The press is jostling to place the blame for the fall of DSB. The image arises that a few people have tried to warn Dirk Scheringa about the consequences of his reign.

I am not in a position to judge the DSB bank. But as a professional I can see that the structure of the bank helped to get it into its current predicament. Because, when someone becomes successful, they will show the behaviour that made them successful more and more. But to get to the next level someone should start behaving differently. And moreover, the phenomenon occurs where you get less and less feedback on the way you function when you get more successful. People dare not criticise you, for example because they are afraid for their own careers. The saying still is: ‘never bite the hand that feeds you.’ Now it becomes clear that all of the power within the DSB is concentrated with just one person. This is always a risky business. You have to be very strong to (after all these years) still be able to tone down yourself and keep on seeing in what areas you can/should grow.

This is the reason why I am convinced of the power of a 360 assessment. When used and guided appropriately by a consultant, a 360 assessment could give powerful feedback on the way you function work related. By asking bosses, colleagues and employees to anonymously give information, the executive gets the opportunity to take a good look at the consequences of his behaviour. It also gives the opportunity to find blind spots. And make a sort of ‘personal development passport’.


By Paul Donkers

"my purpose is to help improve strategy execution, to create high performing teams and coach for effective business leaders"

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