What does it really mean to lead? How can you unlock the full potential of your team while staying true to yourself? These are questions I recently explored in a candid conversation with Inge Dubois, a leader at Randstad Belgium who’s spent 25 years evolving in her career—learning, growing, and refining what leadership means to her.
If you’re anything like me, you’ve probably wondered how to balance being a results-driven leader with remaining human, approachable, and, most importantly, real. As we dove into Inge’s leadership journey, I was struck by how simple yet powerful her approach is: stay curious, stay humble, and most importantly—lead with heart.
The Leadership Journey: From “Sport Journalist” to Director
Let’s start with where Inge’s story begins, because it’s not your typical leadership trajectory. From studying communication sciences to briefly trying out life as a sports journalist, Inge quickly realized that this path didn’t align with her long-term vision. But she didn’t let that deter her. Instead, she pivoted, found an opportunity at Randstad, and never looked back.
It wasn’t her love for the recruitment industry that drew her in—it was the company’s personal approach that resonated. How often do we hear that, right? We click with something deeper than the job itself: the people, the environment, the shared values. Inge felt that connection instantly, and it became the foundation of her leadership style.
I asked her, “What made you feel that connection with Randstad?” And her answer struck me as simple but powerful: “They listened.”
How often do we, as leaders, truly listen to our teams? Not just to tick a box but to actively seek to understand their perspectives? This is a lesson many of us could use more of, myself included.
Becoming a Leader: Balancing Growth and Comfort
Leadership is often about managing transitions—moving from one role to another, or in Inge’s case, from consultant to manager, and then director. But it’s not always as smooth as it seems on paper. What happens when you become a manager of the people you once worked alongside? Inge’s answer was refreshingly honest: “I didn’t change.”
For Inge, the shift wasn’t about authority or stepping into a new identity. It was about staying true to herself and keeping her natural passion and drive intact. She described her transition from colleague to manager as seamless because she remained authentic. But what’s even more interesting is that this authenticity didn’t just make her a good manager—it became her superpower as a leader.
And isn’t that something we can all relate to? There’s often this pressure in leadership to “be someone else” or adopt a more “professional” persona, but as Inge’s experience shows, staying true to who you are is what inspires others.
The “Data-Driven Heart”: Leadership with Empathy and Insight
Now, let’s talk about one of the key concepts that came up in our discussion—the “data-driven heart.” This phrase beautifully encapsulates how Inge makes decisions. She doesn’t rely solely on numbers, nor does she base everything on intuition. Instead, she balances data with empathy.
Inge described herself as someone who leads with her heart but also knows how to use data to inform her decisions. For me, this balance is essential. We often get so caught up in KPIs, quarterly reports, and results that we forget the human side of leadership. But if you can blend data with empathy—letting the numbers guide you without losing sight of the people behind them—that’s where real leadership happens.
One example she shared stuck with me: in dealing with difficult clients, Inge always starts by cleaning up her own “mess” first. Before approaching the client about their part in the problem, she makes sure everything is right on Randstad’s side. Then, armed with data and having fixed her internal issues, she approaches the client with solutions. It’s a simple yet effective approach: lead with integrity, supported by the facts.
Empowering Teams Through Trust and Autonomy
Inge’s leadership style revolves around one core belief: empower your people. But what does that really mean in practice?
During our chat, Inge shared how her role as a director changed once Randstad implemented a highly KPI-driven approach. She noticed that the conversations within her team shifted—they became more about numbers and less about people. And here’s where her vulnerability as a leader came through. Instead of falling in line and leading purely by metrics, Inge pushed back. She wanted to refocus on what really matters: her team’s happiness and their ability to perform at their best.
It’s an easy trap to fall into, isn’t it? The belief that more numbers mean more control, more results. But as Inge explained, focusing on pure metrics strips away the human element. And when you lose the human touch, you lose the passion, energy, and creativity that make teams thrive. Instead, she chose a different path—one that prioritizes customer delight through employee delight. In other words, happy, empowered employees create satisfied, loyal clients.
Her approach reminded me of the old saying, “If you take care of your people, they’ll take care of your business.” And that’s exactly what she did—by giving her team more autonomy, more freedom to experiment, and the psychological safety to fail.
Vulnerability as Strength
Inge’s vulnerability as a leader was one of the most powerful parts of our conversation. She admitted that at first, she was hesitant to give away Randstad shirts to her team because she tied recognition to achieving specific results. It’s such a common mindset, right? We often think, “Let’s celebrate after we hit our goals.” But through conversations with her colleagues, Inge shifted her perspective.
Instead of rewarding after the fact, she embraced the idea of unconditional trust—giving before expecting. By giving those shirts upfront, she created a sense of belonging and motivation that energized her team. This act of generosity wasn’t just about the shirts; it was a signal of belief in her people’s potential, long before the results came in.
What really inspired me here is how she flipped the traditional results-first mindset. She created a culture of belonging and trust, which, in turn, drove results.
Creating a Culture of Experimentation
One of the most striking things about Inge’s leadership style is her commitment to experimentation. She doesn’t just empower her team with words—she backs it up with action. Consultants under her leadership are encouraged to try new things, even if they fail. And here’s the key: it’s not just about doing something new for the sake of it. Inge ensures there’s a balance between freedom and accountability.
For example, when her team wanted to try new approaches, Inge didn’t say, “Go ahead, figure it out.” Instead, she set clear parameters: try it for six weeks, measure your results, and come back with your findings. This structured approach gives her team the freedom to innovate without feeling lost.
The lesson here? Experimentation is powerful when combined with discipline. Give your team room to grow, but ensure there’s a structure to learn from those experiences.
The Importance of Storytelling
Throughout our conversation, Inge shared stories that brought her leadership philosophy to life. She shared awkward client moments, team successes, and yes, even her own failures. This kind of storytelling is what makes leadership relatable. It connects people to the human side of the leader.
In one instance, Inge encouraged her team to share awkward or funny stories from their client visits, like the time she fell off her chair in a meeting with a CEO. Sharing these moments didn’t just create a lighter atmosphere—it also made her team feel less afraid of putting themselves out there. After all, if your director can laugh about a fall, surely you can handle a tough client call!
Final Thoughts: Lead with Trust, Data, and Heart
As I reflect on my conversation with Inge, one thing becomes crystal clear: great leadership is about balance. It’s about knowing when to use data and when to trust your intuition. It’s about creating a space where people feel safe to experiment, fail, and ultimately succeed. And, most importantly, it’s about leading with a data-driven heart.
Inge’s journey reminds us that leadership isn’t about being perfect—it’s about being human. It’s about being vulnerable enough to admit when you don’t have all the answers and strong enough to trust your team to find their way. In a world where results are often placed above people, her story is a powerful reminder that true success comes from empowering those around you.
So, as you navigate your own leadership path, ask yourself: How can I create a space where my team feels empowered to be their best selves? And maybe, just maybe, the answer lies in leading with your heart—data-driven, of course.
