We live in a time of fundamental and long-term transitions in the areas of climate, energy and society. Yet we see worldwide – in the United States, Europe and the Netherlands – that political parties and powerful stakeholders are slowing down these changes or preferably reversing them. For organizations this is complicated: they struggle with their role in the transitions. They have to tack between new legislation from the Netherlands and Europe, criticism from the outside world and the internal pressure to innovate and develop new business models in order to remain viable.
That is why the theme during the Issue Congress was Leadership in Transition Times central. With inspiring speakers and an inquisitive audience, we went in search of optimism and leadership in these turbulent times. Despite the fact that the speakers work in different sectors and are not all involved in the same transitions, one insight stood out at the end of the afternoon: good leadership is something you do together, especially in times of large-scale change.
Optimism
Sometimes the world seems to take a step in the right direction, only to take two steps back. If you watch the news a lot, you can become fixated on good developments that are reversed, on unrest and division, or on yet another climate goal that is not being met. That is not so strange, we all know by now that news headlines are tuned to clicks, and unfortunately we like to click on news that makes us angry or scared.
But there are also bright spots. Pieter Paul Verheggen, director of research agency Motivaction, spoke about 'tipping points' - critical moments at which (small) changes have a significant and often irreversible impact - in society. And guess what? The research shows that tipping points in the field of energy transition and social transition are closer than we think. Many people are convinced that these transitions are necessary and have already changed their behavior.
The spoken column by communication strategist, psychologist and self-proclaimed climate optimist Daan Remarque dovetailed seamlessly with this research. “Leadership is seduction,” Daan stated. There is always enough reason to be pessimistic, but pessimism sucks all the energy out of people. Optimism gives energy, imagination and creativity. In other words, optimism is the oxygen that makes the flame of progress dance.
Daan mentioned that 80 percent of the Netherlands is concerned about the climate, and as an optimist sees potential to get the masses moving. But how do you seduce that 80 percent? “With respect and empathy. Immerse yourself in the values and beliefs of those who think differently.”
Sustainable business
Harwil de Jonge (Director of Area Development and Sustainability at Heijmans Vastgoed) and Marianne van Keep (Chief Sustainability Officer at Verstegen Spices & Sauces) also emphasized that sustainability within a large company is only possible if it is reflected throughout the organization and if you dare to set ambitious goals.
For example, Heijmans promises to leave the places where they are going to develop or build better than they found them and Verstegen has 33 concrete sustainability ambitions, in the area of performance assessments to job descriptions. “Repeat, repeat, repeat. Sustainability requires constant attention at every level of the organization,” says Marianne.
Former diplomat Tom de Bruijn warned against 'yo-yo policy': "There is nothing worse than regulations that are constantly changing. Companies need certainty and continuity." This underlines the importance of consistent policy and collective leadership, in which organizations collaborate with policymakers and social actors.
Conclusion: you have more impact than you think
Finally, Faiza Oulahsen spoke about the impact you can have as an individual and individual company. She worked at Greenpeace for 13 years and moved to KPMG in 2024, where she advises companies on sustainability. In that role, she shows companies that they are a player in a larger arena and that all those players influence each other. If you change your position yourself, that also has an effect on the organizations around you. She also emphasized the importance of constructive polarization and an open attitude: “As an activist, I used to point the finger. In my new role, I am more service-oriented and I come somewhere to help.”
The Issue Congress 2025 provides attendees with the insight that the transitions are irreversible and that leadership makes the difference. Not only when you are in positions of authority, but especially by connecting people in every role, stimulating curiosity and making courageous choices. Because as Faiza aptly said: “Make yourself bigger than you think you are. When you move, it has an impact.”
Also view the themes and reviews of previous editions of the Issue Congress.
