{"id":16768,"date":"2021-04-22T12:52:13","date_gmt":"2021-04-22T10:52:13","guid":{"rendered":"https:\/\/www.newpeople.nl\/?p=16768"},"modified":"2021-05-28T09:46:04","modified_gmt":"2021-05-28T09:46:04","slug":"podcast-digitaal-leiderschap-jeanine-holscher-blokker","status":"publish","type":"post","link":"https:\/\/newpeople.nl\/en\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\/","title":{"rendered":"Podcast Digital Leadership: Jeanine Holscher (Blokker)"},"content":{"rendered":"<p><iframe loading=\"lazy\" src=\"https:\/\/w.soundcloud.com\/player\/?url=https%3A\/\/api.soundcloud.com\/tracks\/1034434156&amp;color=%23ff5500&amp;auto_play=false&amp;hide_related=false&amp;show_comments=true&amp;show_user=true&amp;show_reposts=false&amp;show_teaser=true\" width=\"100%\" height=\"166\" frameborder=\"no\" scrolling=\"no\"><\/iframe><\/p>\n<div style=\"font-size: 10px; color: #cccccc; line-break: anywhere; word-break: normal; overflow: hidden; white-space: nowrap; text-overflow: ellipsis; font-family: Interstate,Lucida Grande,Lucida Sans Unicode,Lucida Sans,Garuda,Verdana,Tahoma,sans-serif; font-weight: 100;\"><a style=\"color: #cccccc; text-decoration: none;\" title=\"Newpeople\" href=\"https:\/\/soundcloud.com\/newpeople-amsterdam\" target=\"_blank\" rel=\"noopener\">Newpeople<\/a> \u00b7 <a style=\"color: #cccccc; text-decoration: none;\" title=\"Digitaal Leiderschap - Jeanine Holscher (CEO bij Blokker)\" href=\"https:\/\/soundcloud.com\/newpeople-amsterdam\/digitaal-leiderschap-jeanine-holscher-ceo-bij-blokker\" target=\"_blank\" rel=\"noopener\">Digitaal Leiderschap &#8211; Jeanine Holscher (CEO bij Blokker)<\/a><\/div>\n<div><\/div>\n<p>Newpeople has interviewed a number of digital leaders in a series of podcasts, in search of the true meaning of this. In every podcast, the unique story of a digital leader is at the forefront.<\/p>\n<h3>Jeanine Holscher &#8211; CEO at Blokker<\/h3>\n<p id=\"tw-target-text\" class=\"tw-data-text tw-text-large XcVN5d tw-ta\" dir=\"ltr\" data-placeholder=\"Vertaling\"><span class=\"Y2IQFc\" lang=\"en\">\u201cWe are a start-up with 125 years of legacy\u201d. As a traditional retail company, how does Blokker retain its innovative mindset and how do they distinguish themselves from pure players such as Bol.com? What type of leadership does this involve? And how does the online journey contribute to the experience in physical stores? Jeanine Holscher (CEO at Blokker) takes us through her personal story through her challenges as CEO, her own leadership style and how Blokker continues to innovate with 125 years of legacy.<\/span><\/p>\n<hr \/>\n<h3><\/h3>\n<h3>Podcast<\/h3>\n<p class=\"p1\">From the REM island in Amsterdam, Newpeople is on the hunt for digital leadership, my name is Hanneke Rinkes.<\/p>\n<p class=\"p1\">The digital world demands a different kind of leadership. We live in turbulent times and the coronavirus pandemic has only served to increase the pressure. Just waiting around is not an option. Why is digital leadership so different to leadership as we know it? Why give it a special name? Make no mistake, it is not because everything is going online now. If that were the case, every leader would be classified as a digital leader.<\/p>\n<p class=\"p1\">As a step in Newpeople\u2019s journey to find digital leadership, I am talking to Jeanine Holscher, CEO of Blokker and COO of the Mirage Retail Group.<\/p>\n<p class=\"p1\">Hanneke: &#8220;Jeanine, great to have you here. We always start the podcast with a set of digital dilemmas. I will give you 10 dilemmas and you have to choose as quickly as possible.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Okay, sounds fun.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Let\u2019s begin. Blokker or Big Bazar?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Blokker.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Blokker Connect or Bol.com?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Blokker Connect.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Digital transformation or starting out digitally?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Digital transformation.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Science or intuition?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Intuition.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Giving or receiving feedback?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Receiving feedback.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Online or offline?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Online.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Consultancy or retail?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Retail.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;CEO or coach?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Both. But that\u2019s not allowed right?&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Yes, everything is allowed. Interim or permanent?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Interim.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;City or village?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;That\u2019s the trickiest one. For now, village.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Let\u2019s start with the question where you answered both CEO and coach. Last year in October, in the middle of the Corona crisis, you took on the challenge of becoming Blokker\u2019s CEO, why did you agree to that?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;The answer to that is actually very simple. I had been the CEO of Big Bazar for quite some time already and also a member of the board of directors of the Mirage Retail Group &#8211; the parent company of both Blokker and Big Bazar. Michiel Witteveen, our owner, had actually always been the CEO of blokker on an interim basis, and we thought it was a good moment for him to focus a bit more on the board of directors, so when that spot opened up, it was the logical choice for me to follow in his footsteps. Blokker is a very nice, big company facing a big challenge. You just asked me, Blokker or Big Bazar, I said Blokker not because I don\u2019t like Big Bazar, but I\u2019ve done that and Blokker is the next challenge.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And what is that challenge?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;The challenge at Blokker is that we have a lot of shops, more than 450 of which 5 are franchises. In recent years, Blokker has received a lot of negative attention, it\u2019s been in the news a lot when numbers were down and the challenge now is turning that around and making it a success story. In 2019, that started when Michiel Witteveen took over the Mirage Retail Group within Blokker and in 2020 that just went very well. That transformation to a profitable business is something we\u2019re really going for. I also think that if we didn\u2019t have to close, we would be close to making a profit. That is an incredible result and there is more to come. But I\u2019m sure we\u2019ll talk about that.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;What is it about you that makes this a challenge suited to you?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I really like change. One of the questions you asked me was interim or permanent. The past 20 years I\u2019ve worked interim, not because I necessarily see the divide between interim and permanent so clearly, actually, every permanent job should be seen as a job, with the result, making agreements with each other beforehand, the finiteness of it, I think that gives really good energy. Blokker energises me because it is something new for me and because a transformation is needed, a change is needed and that is something I thrive off. I really enjoy doing new things.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;You also hesitated about CEO or coach, is that your leadership style? Coach? How would you describe your style?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;About 6 years ago, I did a coaching training on being a more reflective and coaching leader. I would say I\u2019m a bit of both, hence my doubt. I\u2019m a CEO but I also really see myself as coach of a team. I believe in facilitating leadership, I work in a team of very professional people and the only thing that I have to do is make sure they can do their job well and that they can work together well. Retail comprises many different facets. It only works when all the individual parts work: purchasing, logistics, marketing, the shops, finance, everything just has to work together. That is my main job.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And what is success to you?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;For me, success for Blokker right now is making a profit. In the media, it has already been said that the Mirage Retail Group is going to the stock market, we\u2019re all working very hard on that right now. That means that now more than ever, we want to professionalise the company and really make a profit. So, we of course hope that we\u2019ll be able to open soon because that will definitely help. Making a profit with closed shops is fairly difficult.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Returning to the team, so a coaching style, how do you handle feedback? Is that part of Blokker\u2019s culture?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I\u2019m quite open and transparent, what you see is what you get. Also very direct, I\u2019m someone who is quick to say what my opinion is on something, but I also really like to hear what others think of me, so I think giving and receiving feedback is really about creating safe structures in which you can do that. I definitely see it as my job to offer that sense of safety. In the end, we\u2019re all doing it to make Blokker better, that guides us, Blokker will only improve if we also improve ourselves.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Do you consciously ask your employees for feedback because you say you like getting feedback?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I\u2019m conscious of the fact that as CEO, people have a tendency to tell me what they think I want to hear. I always say \u201cdo give me an honest answer and don\u2019t just say something because it\u2019s me you\u2019re talking to.\u201d Being conscious of your own blind spots is an important part of that.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And going back a bit, Blokker has existed for 150 years now, a great family company, I once visited and spoke to the lady working at the reception, she told me how much she loves the company and she spoke from the heart. It used to be a company with physical shops, transformed to, like you said, an omnichannel organisation. First it was Nextail, now it\u2019s its own marketplace that external companies can also use as a platform to sell. Can you tell us, in short, about the changes you\u2019ve undergone and the idea behind these changes?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Definitely. Blokker used to be a part of Blokker holding, a big conglomerate comprising a variety of shops. Nextail used to be a part of that. Nextail wasn\u2019t owned by Blokker but by Blokker Holding and it serviced all those different shops like Intertoys and Blokker, but also Leen Bakker at the time. The decision was made to finish building the holding but also to sell a number of companies. This meant that in 2018, only two companies remained in Blokker Holding and these were Blokker and Big Bazar. At the end of 2018, the family still owned these but in the end they decided to sell. I had just started as interim CEO at Big Bazar. We started a sell trade, we offered our company to many different parties, we gave many presentations. Eventually, at the very end, Michiel Witteveen, who was the head of the board of directors at the time, said \u201cI\u2019ll buy it myself.\u201d That was a very unique move. Then in April 2019, Mirage Retail Group was founded with Blokker and Big Bazar. In September we added Intertoys to that and also obtained a licence for Miniso in the Netherlands and we also recently acquired BCC in October. A group has now been created with 872 shops in the Netherlands, offline shops, we\u2019ll talk about the digital aspects in a bit, with 1000 employees, so it\u2019s suddenly a really big player. Blokker was also serviced by Nextail but that is before my time. Currently, the whole digital process has been incorporated into Blokker. Last year, we fully replatformed to a sales force, so there is a very professional website. We turned our whole e-commerce DC, which used to be in Gouda, into an omni channel DC in Geldermalsen. We did our offline activities there anyway so it\u2019s been fully integrated now. That is all at the back, the step we\u2019re taking now, is to also go to the front. Our expertise lies mainly in houseware, tableware and cooking. We have a fairly complete assortment of top brands as well as our own brands which we offer on our website. But we can\u2019t cover the whole market. We would like to be as complete as possible in that, hence the marketplace where we have hundreds of sellers, as we refer to them. Through these sellers, customers can get their hands on that one special, retro cappuccino machine that we don\u2019t have in our regular collection. Blokker is the platform for all your cooking, houseware and tableware needs. In our physical shops and also on our website, we have all other products, and you also see sellers there, but the focus is really on cooking, houseware and tableware.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And that transformation to an omni channel organisation, what kind of difficulties do you run into there?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;It all sounds really simple, we\u2019ve been talking about it for years. Omni channel is the most commonly used, generic term that you can think of. But really giving it depth and substance and making sure that it works on all fronts is one hell of a job. What we\u2019re seeing now is that the last mile is starting to become particularly important. We particularly noticed that during the Corona crisis. Something that can\u2019t have escaped anyone\u2019s notice is that in december we set up Blokker Express in three days to cover that last mile. We did this using our own employees and using an app that we had already developed during the Corona crisis so it was almost ready but we made it go live very quickly. That was all a bit of a make-do situation but it worked extremely well. When PostNL couldn\u2019t handle things anymore, we were ready with our own service and that brought us a lot of goodwill. Aside from that, we gained the insight that there is a lot of added value to be had for Blokker in that area. More than ever we\u2019re a local shop. Our location strategy is aimed more and more at being locally available, so wherever there is an Albert Heijn or a Lidl, you\u2019ll often also see a Blokker for your daily needs. So if you\u2019ve just been to Albert Heijn but you also need a blender, you can come and get it in one of our shops. This means that we can provide a good neighbourhood service. So giving shape to that last mile and ensuring that we can deliver anything, anywhere at a high speed, that\u2019s where potential for profit lies for us. You just mentioned that you\u2019ve talked to a lot of pure players recently, I think what makes us so unique is that we\u2019re really professionalising the online part, but there is still much work to be done. We also know that the offline journey starts online in 98% of cases. If you need a drying rack, the first thing you do is look online at what it costs or where you can get it and that\u2019s where we have to be ready to jump in. We have that network of shops, can always be in proximity to you and deliver that drying rack to your door very quickly, and in that lies a lot of our strength we think.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And if you look at the different phases of digital maturity that Blokker has passed through, Nextail kind of started to build up digital capabilities in a silo.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;And also in an accelerator actually.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And now, is it going to be integrated in the business, is it going to become an omni channel, indeed a generic term, but it does mean combining on and offline, what is the next step? We\u2019re seeing that organisations are really looking to become customer-centric and data-driven, what does that mean for Blokker?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;All the terms that you just mentioned, of course those are all terms we\u2019re working on. We have an increasingly large BI team, we\u2019re collecting more data and in October we launched a digital loyalty card which helps us gather a lot of data as well. We\u2019re generating a lot of data and doing more and more with that. From a customer-centric perspective, we\u2019re also working a lot on NPS, what influences our NPS? It\u2019s really a journey we\u2019re making together and that should start coming together now. So where are we? I think in some regards we\u2019re very far and in others, there is still a lot to learn. We\u2019re definitely doing that, we have great people on board, we\u2019ve also had to say goodbye to a lot of people over the past year, but we also gained new talent. I think right now we have a very good team ready to go and do that. It\u2019s exciting and I think if Corona has taught us anything, it\u2019s the need to act quickly. We\u2019re also seeing how important online is becoming and we\u2019re already anticipating that but Corona has caused an increase of pace.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;You\u2019re a hardened retailer yourself, what kind of qualities do you need to change a traditional retail organisation into an integral omni channel enterprise? I don\u2019t mean that in terms of technology but more from a human perspective?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;That is an excellent question. I think traditionally retail has a tendency towards silos, with a traditionally large purchasing power. In some formulas marketing is very important, but we\u2019re also seeing for example that supply chain and IT now have very different roles which can also be solved by working together. That might sound obvious but what we\u2019re saying is that from the customer proposition until the last mile at the customer\u2019s door, that\u2019s one story that you really have to do together. You need each other to make that a success. I really see that as my role. I\u2019ve been lucky that I\u2019ve been able to work at and look in on companies in the areas of logistics, purchasing, marketing and IT, so I\u2019m lucky to have that kind of overview and understand the whole process well and can help to accelerate it or to connect people with each other, however difficult that may be. Of course we\u2019re doing everything, including Blokker Express, from behind our screens. I find that awful just like most people, I\u2019m definitely not at my best behind a screen, so I long to be able to have big sessions with each other at the office, because there\u2019s a very different kind of energy there. It is so incredibly important to think from a customer perspective and really examine that closely. It sounds very obvious but it definitely isn\u2019t, especially not in retail which also has complicated things like return flows, for example, someone buys it online using a seller but then returns it at a Blokker shop. How can we combine that? How do we make sure that customer gets their money back and has a nice experience with us? Those are all puzzles we\u2019re currently trying to solve.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Yes, I can imagine that. That\u2019s something we\u2019re seeing in a lot of organisations, a kind of fear, and a legacy.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Definitely, a lot of different systems not talking to each other.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Exactly, those silos often stay in place and it\u2019s up to a leader to break through them to get everyone on board.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;So my big task is teamwork. Well that\u2019s something I happen to really like so that works out well. Working together is very important, so again, that\u2019s why I hope we can do that in person again soon. Of course there are also a lot of advantages to working online, the one-on-one calls I really like but things like sitting down together, brainstorming and standing in front of a big board, I really miss.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;I can imagine. I would like to return to the choice you made between Blokker Connect and Bol.com. Of course you chose for Blokker Connect, your own marketplace. I can imagine that it\u2019s difficult to stay afloat with your own marketplace when you\u2019re in competition with all these pure players like Bol.com.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;We\u2019re a pure player that happens to have shops, at least that\u2019s how I see it. We have the rare combination of a website but also the shops. What I also really like is that at the pure players\u2019 party, the shopping awards, we received the logistics prize because of Blokker Express. That\u2019s really nice, being a 125 year old company and then winning a prize when you\u2019re surrounded by companies like Bol.com. We sometimes say jokingly, \u201cwe\u2019re a start-up with a 125 year legacy\u201d, and this proved that. We won the prize with Blokker Express. The jury awarded us the prize because we managed to set up this service so quickly, with our own team. We delivered over 10,000 packages with these 4000 people. I myself also did it.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;You went to the doors yourself?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Yes, one day I brought both my son and my daughter because then I could drive and navigate and they could ring the doorbell. There were customers that had ordered a fryer about three hours before, around Christmas time. Then suddenly you were at the door with a fryer and the customers said, \u201cwhat, already?\u201d That\u2019s what really made us decide to professionalise so the last mile is an important point in our strategy for the coming year, to do that well, because that\u2019s what sets us apart from the pure players.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;I can imagine that that\u2019s really good for the general energy in the office right?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;It really helps. We asked those 4000 employees to participate on a volunteer basis. Everyone wanted to take part. I don\u2019t think there is anyone who said \u201cI\u2019d rather not.\u201d There were also many people from our head office who helped out because it was booming. And it\u2019s so nice for everyone that you win a prize with that, especially at something that is usually the pure player party. I think that helped create a lot of goodwill. Also for all those people working with us, there\u2019s been so much negative publicity surrounding Blokker, and how great is it to be back in the news in a positive light now. Being able to hear something nice at a birthday party for once. I also think, and I\u2019ve said that to employees, that when the customers are back in the shops, they\u2019ll say to us, \u201cit was so nice that you were there at Christmas and that you helped us.\u201d Right now it\u2019s already April again and December has been and gone and of course we had thought that we would be open again in January, but we\u2019re continuing to communicate with our customers, despite being closed. A couple of weeks ago we launched coffee cups, so Blokker is bringing qualitatively excellent coffee to the market at a low price. we do that very sustainably, using aluminium cups that you can hand in to us again. We ensure those cups are recycled and with that money we support the Hunger Project, which means the project is nicely circular. This week we\u2019re introducing the soda water maker, which does the same as a well-known top brand, but we believe we can also supply these kinds of products at a Blokker price, so that we can get customers what they want at a good price. That\u2019s the kind of thing we\u2019re working on and that gives us a lot of energy.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;When you rang customers\u2019 doorbells, did you ever say you were the CEO of Blokker?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;No, I have never said that. That seems very annoying to me. I enjoyed the reactions more than enough as it was, all the gratitude. For us, the most important thing is staying relevant to our customers, that\u2019s what it\u2019s all about.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Nice. At some point I asked you, as a dilemma, consultancy or retail? You immediately said retail, but you started your career as a consultant and only entered the retail sector later. Why did you make that choice at the time and what made that a good choice? Because that it was.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;You\u2019re right, after Nyenrode I started my career at the Boston Consulting Group. I learned a lot there but I\u2019ve realised I enjoy being in the business myself a lot more and what I like so much about retail, like we just discussed, is that there are so many buttons to play with and it\u2019s so nice when they all start to work together, it\u2019s something I enjoy every day. Starting out in consultancy has helped me greatly though because unpacking problems into little pieces, analytically looking at every challenge that crosses your path, that really helps. The way you learn to think is really good, but the culture of work, work, work, yes I think I probably work harder right now, but it was very one dimensional which suits me less.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Do you think others shaped the choice you made then? Is there anyone who crossed your path that you were particularly inspired by?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I think your career definitely gets shaped by people you encounter in life. After my studies I went to work in Italy because during an internship I came across someone who put me on that path and offered me an opportunity there, so my whole career has been getting opportunities, and seizing them every time. When I thought consultancy is very interesting but hmm and I was doing it in Milan and Paris which sounds great but could also be very lonely, I was very young and actually really wanted to go back to Amsterdam. Then there was someone who said I know a nice company, go and talk there, which turned into a job and that\u2019s how things go. When I started at Big Bazar and met Michiel Witteveen who ended up buying Mirage for example. He is a big inspiration to me, his incredibly entrepreneurial way of managing this company, it\u2019s a shrill contrast to consultancy, but very interesting to see nonetheless, entrepreneurship, making decisions quickly, not doing deep analyses but being able to trust your intuition is a great adventure.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;And that\u2019s why in the dilemma between science and intuition you immediately said intuition?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Even though I come from a family of scientists. Intuition is not something I have been raised with, but it is something that I have learned to trust over the years. Also in the coaching training that we talked about, after that training I went and did something that isn\u2019t scientific but still very interesting, namely organisational setups, increasingly applied, where you\u2019re confronted with something that you can\u2019t really prove with science but that does offer a lot of insight. As I get older, I\u2019m finding intuition increasingly important. Of course I really like data, I\u2019m data-driven and find it incredibly interesting to see the predicting qualities of data from a data perspective, especially in an e-commerce setting, but intuition, especially in leadership, is incredibly important.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;The future for you, because you just said looking back at my career, but you\u2019re still very much in the middle of it, what\u2019s next Jeanine?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I don\u2019t really think about that much yet. I started at Blokker in October, like I said we just announced we\u2019re going to the stock market, so that\u2019s what the focus will be on the coming years, after that, we\u2019ll see. First I just want to make a profit, first, in the ultra short-term I just want the shops to open, not just for me but for all the shopkeepers, all the small enterprises, family companies. I\u2019m in the lobby group with the government and those awful stories, a lot is being asked of people. Our employees also crave it. That\u2019s the ultra short-term and then we\u2019ll make 2021 a great year I hope, when we\u2019re allowed to open again. Then, onto making a profit, onto going to the stock market and then we\u2019ll see. I\u2019m not really a planner, I seize the chances I get and I\u2019ll see what crosses my path.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;I think this phase of Blokker, hearing you talk, is very well-suited to you. That transformation, the acceleration, the moving forward.&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Yes, and not only what I\u2019m doing at Blokker, because I have a double role. I\u2019m CEO at Blokker but I\u2019m also on the board of directors. We made the conscious decision to do that, we just didn\u2019t want a really big holding so my colleagues in the board of directors also all have double roles. It\u2019s very nice to see how Intertoys is doing.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Is a double role difficult, is there sometimes conflict?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;No, usually there\u2019s no conflict, because we make sure of that, there\u2019s good governance, but I also look over at Intertoys and at the acquisition of BCC and there you see the value we can have for each other. We\u2019re really working together. Intertoys is a company that has been bankrupt and that we bought afterwards, after it restarted, when the previous owner somewhat neglected it. They ended up making a profit last year. It\u2019s really nice seeing all these companies do well. I think we need to start really making use of the fact that we have both shops and a good online presence.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;We talked about leadership for a bit, now a lot is being written about female leadership, about digital leadership. Given the development of our economy and of our society at the moment, what\u2019s the most important in your opinion? What kind of leadership do we need right now?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;What I\u2019m really noticing now with Corona, and I think it has to do with the fact that we work so much behind a screen, is that leadership is becoming more and more personal. A couple of years ago we were working on results and content a lot, but now I\u2019m noticing, funnily enough, that behind the screen you\u2019re always talking about content, but you\u2019re also taking time and noticing how people are doing on a personal level. The context within which someone is working has become all the more important. You\u2019re concerned with someone\u2019s home life, can this person function in that? What does that bring? I think it\u2019s also really about being personal and being allowed to be who you are. For me personally, that\u2019s also an important theme, I find it important that you can just be yourself, you shouldn\u2019t have to pretend to be someone you\u2019re not whilst at work, you should really be the same person. Sometimes people feel obligated not to do that which is a real shame. I also think that is an important part of leadership now. And vulnerability, not being afraid to speak up if you\u2019re not feeling it right now, or if you don\u2019t know, or if you don\u2019t know the answer to a question, that\u2019s not something to be ashamed of. It doesn\u2019t have to be acting cool all the time, just be yourself.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Is that part of the culture at Blokker, being able to show vulnerability?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;I remember Blokker Express almost being launched and me saying \u201cguys, this is so special, it\u2019s almost making me cry.\u201d I have a team consisting of just men and they looked at me kind of strangely. It became a kind of joke, \u201coh are you close to crying again?\u201d But I also noticed a colleague who said \u201cto use Jeanine\u2019s words, I started to tear up.\u201d I think that\u2019s beautiful, you should be able to do it with a smile and a tear. But yes, there is.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;Funny, I\u2019ve also had that here when I said, \u201cI\u2019m so proud, I could cry with pride.\u201d It\u2019s nice when you can just say that and people feel it. What\u2019s the advice you would give to our listeners?&#8221;<\/p>\n<p class=\"p1\">Jeanine: &#8220;Stay true to yourself. That is the most important thing. If in your job you feel like you can\u2019t do that, you\u2019re not in the right place. That might sound like a clich\u00e9, but that is definitely what I\u2019m noticing, being able to create a context for yourself in which you can be who you are. Of course you don\u2019t always have to be happy with yourself, you have to keep challenging yourself, but personality wise you should always be able to be yourself. If you\u2019re a very extroverted person, and you\u2019re surrounded by people who find that strange, then it\u2019s simply not the right environment. I still see people around me who try to adapt to that and that is such a shame. Self-reflection is something I find really important, which is why I\u2019m saying it, it\u2019s not the case that if you\u2019re yourself you never have to improve, of course you have to, but the most important thing is staying true to yourself.&#8221;<\/p>\n<p class=\"p1\">Hanneke: &#8220;A nice way to finish off I think. Thank you so much for your fantastic, open story Jeanine.&#8221;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Newpeople \u00b7 Digitaal Leiderschap &#8211; Jeanine Holscher (CEO bij Blokker) Newpeople has interviewed a number of digital leaders in a series of podcasts, in search of the true meaning of this. In every podcast, the unique story of a digital leader is at the forefront. Jeanine Holscher &#8211; CEO at Blokker \u201cWe are a start-up [&hellip;]<\/p>\n","protected":false},"author":7,"featured_media":16764,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[5],"tags":[],"class_list":["post-16768","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.0 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Podcast Digital Leadership: Jeanine Holscher (Blokker) - Newpeople<\/title>\n<meta name=\"description\" content=\"Jeanine Holscher (CEO at Blokker) takes us along in her personal story through her challenges as CEO, her own leadership style and how Blokker continues to innovate with 125 years of legacy.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/newpeople.nl\/en\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Podcast Digital Leadership: Jeanine Holscher (Blokker)\" \/>\n<meta property=\"og:description\" content=\"Jeanine Holscher (CEO at Blokker) takes us along in her personal story through her challenges as CEO, her own leadership style and how Blokker continues to innovate with 125 years of legacy.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/newpeople.nl\/en\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\/\" \/>\n<meta property=\"og:site_name\" content=\"Newpeople\" \/>\n<meta property=\"article:published_time\" content=\"2021-04-22T10:52:13+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2021-05-28T09:46:04+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/newpeople.nl\/wp-content\/uploads\/2021\/04\/Jeanine_Holscher_podcast_Newpeople.png\" \/>\n\t<meta property=\"og:image:width\" content=\"712\" \/>\n\t<meta property=\"og:image:height\" content=\"393\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Newpeople\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Newpeople\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"23 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/\"},\"author\":{\"name\":\"Newpeople\",\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/#\\\/schema\\\/person\\\/2f516c7192b69db200cf8c2005a171b5\"},\"headline\":\"Podcast Digital Leadership: Jeanine Holscher (Blokker)\",\"datePublished\":\"2021-04-22T10:52:13+00:00\",\"dateModified\":\"2021-05-28T09:46:04+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/\"},\"wordCount\":5315,\"publisher\":{\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/newpeople.nl\\\/wp-content\\\/uploads\\\/2021\\\/04\\\/Jeanine_Holscher_podcast_Newpeople.png\",\"articleSection\":[\"Insights.\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/\",\"url\":\"https:\\\/\\\/newpeople.nl\\\/en\\\/podcast-digitaal-leiderschap-jeanine-holscher-blokker\\\/\",\"name\":\"Podcast Digital Leadership: Jeanine Holscher (Blokker) - 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