Strengthening management teams at the missions

Insight and cross-pollination

Michael Duijff (BBV) organised the joint session together with Corina van Delft (Beijing), Ulco Gartner (Taipei) and the Daring, Ambition, Results and Effectiveness team (DARE). In just over 90 minutes and in groups of varying composition, heads of mission and operational managers discussed a range of management topics, with a focus on cooperation in the management team, shared responsibility and shared leadership. The session opened with a look back at the Inspection, Risk Analysis and Advisory Unit's (ISB) annual report over 2023, which called for more clarity around the tasks and responsibilities of management teams, and emphasised that a properly functioning management team is crucial for a mission to achieve results. Michael said that the session did bring valuable realisations that will be useful in a wider context in other regions. ‘Face-to-face meetings like this one have significant added value. Talking in person helps build trust and understanding. Investing in cooperation in management teams always brings big returns.’

Practical recommendations

Reflecting on the discussions, Michael said: ‘The session generated some beneficial insights, such as the importance of actively recognising and appreciating the contributions of each team member, whatever their role. Cross-pollination between heads of mission and operational managers helps them understand each other’s responsibilities and challenges. DARE played a pivotal role by structuring the discussions and creating a safe environment in which everyone felt able to speak freely.’ A number of practical recommendations emerged from the session, including holding a management team 'kick-off meeting' when new members join, scheduling regular evaluation sessions, and agreeing in writing how to handle conflicts. ‘These are small changes that will have a big impact and can be put into practice immediately,’ said Michael. He also stressed the importance of reflection. ‘It's just as important to evaluate things afterwards as it is to align expectations beforehand. A management team that communicates clearly and consistently can lay the foundations for a mission where everyone can operate as a team.’

Constructive and respectful

Remco van Wijngaarden, head of mission in Bangkok, said the joint session made clear that even if a head of mission thinks their three-person management team is performing well, they shouldn’t assume that the other members share that view. ‘I'm more aware now of the dilemmas and challenges faced by operational managers at missions. It's our responsibility to ensure that the working environment is safe and supportive in practice. That starts with a strong and safe management team. Operational managers need to be able to speak freely and they need to really feel heard. But this doesn’t happen by itself – it requires deliberate attention on the part of the head of mission, along with critical reflection and focused action. Trust is crucial.’

In Bangkok, the three-person management team works to a structured schedule. ‘The three of us meet every week, and we meet every month with the attachés and alternate months with the mission council. We take turns chairing the meetings and taking minutes. We also have a set agenda, and we distribute a concise report of each meeting to all staff. All of this provides clarity and underlines the importance of having a strong management team. ‘From the very start we made agreements on how we would communicate with each other: openly, constructively and respectfully, without playing games. We respect each other’s roles and expertise, and if a difference of opinion arises then we discuss it constructively and make a clear decision. It’s the head of mission's responsibility to have the final word,’ says Remco. He emphasises how helpful it can be for management team members to have a sparring partner at another embassy. ‘It gives you a chance to discuss things with someone, to talk about dilemmas and learn from each other.’

Transparency and trust

Anita Balasubramaniam, the operational manager in Kuala Lumpur, Malaysia, found the joint session very useful. ‘It confirms that we already have a strong basis for our management team. By making clear agreements within the team and with other staff, we've created a culture in which everyone feels heard and is willing to take responsibility. And that contributes to a well-organised and effective embassy.’ In Anita's view, a management team should set a good example by creating a safe and supportive working environment, making clear agreements and communicating consistently. ‘Transparency, trust, honesty and open dialogue are indispensable. Encouraging team members to express their opinions and making decisions transparently builds trust and strengthens cooperation.’ Anita said that support from her team and from the ministry in The Hague has helped her grow in her role as operational manager over the past five years. Gatherings like this one are part of that support. ‘I hope that operational managers from across the region can get together more often in the future and that we will have further opportunities for training, so we can exchange ideas and insights and keep developing.’

Roderick Wols, deputy head of mission in Beijing, also stressed the importance of mutual support in management teams. ‘It’s essential to trust each other and give each other space; that’s how you empower people to step up and take responsibility. Having clarity about expectations and limits helps prevent misunderstandings. At the same time, each team member has to take ownership of their role by actively engaging and offering input.’ He emphasised the need for an atmosphere of transparency, respect and equality. ‘When everyone feels able to give feedback and when all the different perspectives are taken into account, that's when you can arrive at well-considered decisions. In management teams, trust is the key to success.’

Ready to face the future

BBV hopes that this and future sessions will help management teams around the world work effectively. Michael: ‘The conference in Bangkok not only strengthened regional cooperation but also added depth to the discourse on shared leadership and mutual understanding. A conscious effort to strengthen management teams leads to better results, a positive working environment and a resilient mission. But this requires ongoing attention to open dialogue and better cooperation.’ Michael said that BBV will continue to invest in support for management teams by organising regional sessions and offering practical tips and advice. ‘An effective mission begins with a strong management team. By working on that together, we can create a resilient organisation that's ready to face the future.’