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Reimagining leadership development at Beobank

with a business-driven, peer-led approach

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For years, Beobank had relied on traditional leadership training formats: external trainers focused on soft skills workshops. While these sessions created positive energy and some group cohesion, they rarely led to lasting behavioural change.

 

Nathalie Moens de Hase, Head of Talent Acquisition & Development, saw the limitations of this model:

“It was nice in the moment, but people went back to their roles and changed… nothing. I didn’t want to just tick a box. I wanted something that could live within the business.”

 

She partnered with Laurence Janssens, Partner at Altesia HR, who brought a wealth of experience across diverse organisations; yet always took the time to deeply understand Beobank’s culture and context, to develop a solution that truly fit that specific environment.

 

Together, they co-created a leadership programme built around one clear ambition: make leadership a collective responsibility and anchor it in day-to-day reality rather than just in training rooms.

Our Approach

To strengthen the leadership culture, the ambition was to create a programme where leaders are not just passive participants but active contributors to a shared development journey. Instead of bringing in ready-made solutions, the approach leveraged their expertise, experiences, and ability to inspire others.

  • 1

    Three connected leadership communities

    The programme brought together over 60 leaders, organised into three interconnected groups:

    • Critical functions, previously identified through succession planning

    • Proven leaders with inspiring track records

    • Emerging leaders with clear potential

    Each community followed its own path while actively contributing to the others:

    • Group 1 shared experience through peer-led training

    • Groups 1 and 3 engaged in reverse mentoring

    • Group 2 led transversal projects and sponsored junior talent from Group 3

    • Etc.

  • 2

    A programme shaped by the leaders themselves

    Rather than importing ready-made content, the programme was co-constructed by the leaders, who acted as mentors, facilitators, and role models.


    As Nathalie explains: “The richness of this programme came from the people in it. We didn’t just bring in an external trainer: instead, we empowered our leaders to shape the content and inspire others. That made them much more engaged.”

  • 3

    Strategic and operational support delivered with intentional discretion

    Laurence supported both the strategic framing and operational delivery — from kick-off logistics and content design to monthly steering meetings and course corrections. Her role was intentionally discreet, ensuring direction without taking centre stage.


    As Nathalie adds: “Laurence has that rare ability to lead without taking over. She works behind the scenes, guiding and challenging us with just the right distance. Her external perspective keeps us aligned and focused, without ever imposing herself or taking the spotlight.”

Results

One year in, the programme has become a true pillar of Beobank’s leadership culture.

  • A visible mindset shift: leadership is a shared, lived responsibility
  • Peer-led mentoring and collaboration embedded in the learning flow
  • High engagement from participants across all levels

“Laurence took the time to understand our context. To REALLY understand it. And it helped us create something that feels like us. It’s not a copy-paste model. It’s truly ours.”
concludes Nathalie.