‘My behavior is not harassment, but just very clear’
The news that Frederieke Leeflang is stepping down as NPO (Dutch broadcasting company) board chair after persistent complaints about her behavior is an example of how complicated leadership dynamics can be, especially when it comes to creating a safe and inclusive workplace culture.
Despite her commitment to promoting a safe workplace, the experience of a “fear culture” within the NPO shows that even the best intentions do not always have the desired effect. How is it that leaders, committed to a safe workplace, still achieve the opposite?
Leeflang has always maintained that she does not view her behavior as “harassement,” but rather as “very clear”. This highlights the common gap between a leader’s intentions and how those intentions are actually perceived by employees.
It is essential for leaders to understand that social safety is not just about one’s own vision of what is safe, but about creating a space where their employees feel heard and valued. When there is a culture of fear, employees cannot speak up about undesirable behavior, which exacerbates the situation.
This is what seems to have happened in the Frederieke Leeflang at the Dutch NPO case: the intention to create a safe work environment was overshadowed by a culture in which employees were afraid to speak out.
In the aftermath of this situation, it is important for organisations to look at their own culture and ask questions such as: Is there room for open communication? Do our colleagues really feel safe to voice their concerns? And what is my role in this as a leader?
The case around Leeflang emphasizes that it is not enough to intervene only after the fact; it is critical to act preemptively. Organisations must work proactively to strengthen social safety by actively promoting a culture of respect, trust and inclusion.
Read more about how Fairspace can help create a safe workplace.
