A director is there to shape the ambitions of the organization and to optimize team performance. Whether it concerns a management team, a team of directors or supervisors, a meeting with council members, a director will have to achieve his results mainly through others. As a director builds up more maturity, he is also able to put his own commitment into perspective and to value these contributions of others more and better. Serving, connecting, inspiring and motivating others is his first concern.
A good director or manager knows what course he wants and must sail and pays sufficient attention to reflection on himself and his environment in order to crystallize developments. Those who do not develop themselves and their organization are not long-term as directors. That is what we would like to support you with at NICE. Learning paths at NICE may be more intensive than average, we distinguish ourselves through depth, quality and impact.
NICE has a broad customer base. We feel at home in cooperatives, branch organizations, family businesses and organizations in financial services, healthcare, education and the housing sector.
Our roots lie in the cooperative sector. The management of a cooperative has a remarkable role from a business point of view. As representative of the members, it bears the administrative responsibility for shaping the business ambitions. The cooperative board should find a balance between the interests of the member entrepreneurs and the importance of the organization and between the long and the short term.
The practical management of the company has been transferred to a professional management. Perhaps naming good management is the most important task of a director. Moreover, the size of the cooperative and the related management issues will often exceed the complexity of their own company many times. The knowledge and experience of the driver is probably inadequate.
All this requires helm art and brings complexity, which we have been studying at NICE for more than twenty years.