The balanced organization

Increased value from diversity  

An organisational culture that is in balance, where both masculine and feminine values are valid, provides the ideal conditions for a broad spectrum of diversity to flourish.
In a balanced organisation, real differences between men and women are not swept under the carpet. They belong to the diversity that is actively sought. Gender is seen as one element in identity, not as a straitjacket that hinders development. An individual's identity is significantly influenced by whether they are a man or woman, as well as by other factors, such as age, education, social background, culture, language, personality and so on.

By definition, a balanced organisation is also a more diverse organisation. The increasing complexity and mutual dependency of organisations and businesses will impose new requirements on the definition of good leadership. The leaders of tomorrow will have to be able to cope with increasing diversity in age, cultural and ethnic background, etc. Rather than taking the lead and knowing all the answers, a leader will have to connect with various groups and also connect these different groups to each other.

Leadership is defined as achieving and maintaining an optimal balance between feminine and masculine energy. Balanced organisations therefore abandon the deep-seated expectation that true leaders display masculine behaviour. Leaders can develop and apply both their masculine and feminine qualities. This business environment is based on the differences which exist between men and women, and between individuals. This company culture is open, free and connected to staff, customers and all other stakeholders.

 

Building a balanced organizational culture

Several business leaders and managers are already convinced of the importance of diversity in the composition of their team. They recognise that the company culture often gets in the way of the appreciation of this diversity and the different views arising from this. These are people who are looking to the future, who sense a changing undercurrent in society and draw their conclusions from this. Can they steer their entire organisation through this process of change? Not necessarily, but they are decisive in getting the process on the rails and making room for change to take place.

Change will mainly come from individuals. The scope created within an organisation for personal development in order to achieve a better balance enables change to be achieved within oneself. This is the strongest change there is.