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A safari through the worldof leadership for judicialprofessionals*

Rosa H.M. Jansen, President Board of Directors SSR , The Netherlands

Thessaloniki, June 29, 2015

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Αριστοτέλης ‘master virtue’ of Φρόνηση whichcombines ethics and action so that people can‘live well’ and be happy, is often seen as the keyto effective leadership. Φρόνηση is linked notonly to knowledge, skill, wisdom andintelligence but also to sensory perception, intuition and aesthetics. For Aristotle, doing the right thing partly depended on seeing andappreciating the fine thing. This raisesimportant questions about how leaders reachtheir decisions — and about the skills organizational leadership involves.

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Highly qualified

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30 Definitions of Leadership

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The 80%-20% rule for professionals

• 80% of the professionals are experts and prefer to do things right instead of doingthings wrong; give them space and confidence and send them on output;

• Stop with command and control; self governing on the basis of a common ambition• 20% of the professionals can not or will not work; they are only exchanging time for

money;• for those who can not (anymore); organize learning; design of master apprentice

model; training and education; coaching and repertoire reduction;• For those who can not; planning & control; process control; rules and procedures, etc.

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3 Main problems of a professional organisation

1. Fragmentation – everyone goes its own way2. Mediocrity – no sharing of knowledge3. Permissiveness – no results

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T-Profiles for managers and professionals

Superspecialist

Generalist

Standard T-profile

?

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Individual Institute

OrganisationPeers

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To be a leader, you do not have to hold a formalleadership role. Everyone in an organization can take the lead to improve collaboration for instance, to raisecustomer value, to start innovations, to realize a change, and to book results. Work on leadership is whether you are willing to take initiative. Tostick your neck. Whether you are willing to take charge.

www.ssr.nlCollective leadershipwithin the Judiciary

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The empty control

Empty control ... more effectively than through thisneologism the control dilemma inside the Judiciary cannot be identified. Money, people and processes are the usual means of control but these are not appropriateand adequate within the judiciary.

Managing within our judicial domain needs to be donethrough the qualitative band. About efficiency, aboutsocial relevance, not least on the legal adequacy. Allterms that daily media and internal memos will beshaken. The lack of it will exposes the judiciary tointrusion of political and social pressures.

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3 IMPORTANT REMINDERS

1. Leadership in an organization of professionals requires a different approach; advice: don’t try to manage them too much!

2. Start the conversation with the professionals in your organization; theyknow which needs they have. There is no ready-made distinctionbetween roles/tasks of professionals and management.

3. Make personal leadership part of the initial and continuous training forjudges/prosecutors; it will benefit your organization.

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A safari through the world of leadership forjudicial professionals

Rosa H.M. Jansen, President Board of Directors SSR , The Netherlands

Thessaloniki, June 29, 2015