Chantalle
Janclaes

Q.01How do you recognise real leadership talent?

Leadership does not come from established authority, but from the ability to make people feel heard, to believe even when reality gets tough, and to stay open to learning something new every day.

I recognise leadership talent when individuals move from merely completing tasks to fully owning responsibilities, managing complexity and demonstrating proactivity. Most importantly, it requires a team-oriented growth mindset that focuses on collective success.

Q.02What is the defining leadership challenge of this moment?

In a time of uncertainty, leaders need transparent communication that gives people stability through clear information and regular updates. The main challenge is leading through constant change while managing a workforce where humans and machines collaborate, with AI integrated into daily decisions.

In all of this, maintaining authenticity and a human touch is the most important aspect.

Q.03What should leaders stop doing?

Stop staying silent. Remaining quiet during times of uncertainty creates a lack of clarity. This is exactly when leaders need to speak up, be open with their team members and demonstrate transparent growth.

And leaders should stop trying to control everything from above. Zoom into the details of the organisation, that is where it happens. It does not happen in boardrooms.

Q.04Tell us about a decision that made your organisation stronger.

Trust in people was one of the most important decisions I made during a difficult period in the market. Instead of reducing our team, we increased wages, because I wanted our employees to know that I truly believed in them.

Looking back, that trust was returned many times over through their dedication, resilience and commitment. It reminded me that strong businesses are built on strong relationships, and on building something together.

Q.05What leadership style brings out the best in you, and in others?

The leaders who shaped me most gave me freedom to experiment, trusted me to make decisions, and always made it clear they had my back. That combination of autonomy, personal attention, and trust brought out the best in me, and it is the kind of leadership I want to give my own team.

I want people to feel trusted, to try new things, to learn from mistakes. In return, I ask one thing: when our clients need us most, we show up and give everything we have.

Q.06What costs you energy?

Leadership that thinks but never moves. I have sat in rooms full of good ideas and honest conversations where nothing changed the week after. That gap between insight and action is where energy disappears, not because the thinking was wrong, but because reflection became the endpoint instead of the beginning of execution.

I believe leadership is about turning ideas into movement. Having the courage to take the next step, learn along the way, and create progress together.

Q.07Which quality is most underestimated in leaders?

Supporting your own health, and being consistent about it. There is little discussion about the discipline required to create a lifestyle that supports long-term leadership: enough sleep, eating well, proper recovery, and being alert to the early signs of overload.

If we want leaders who can stay effective for decades, we need to start treating health decisions as strategic leadership choices.

Q.08What do you wish you had understood sooner about people and organisations?

I wish I had understood sooner that organisational change does not define your worth. In large organisations, change comes in waves. Teams evolve, priorities shift, restructures happen. It is rarely personal, even though it often feels that way. The people who truly thrive are not the ones with the smoothest careers. They are the ones who build a growth mindset, embrace uncertainty, and keep moving forward. Resilience is not built when the sea is calm. It is built by learning to ride the waves.