Bossing It: Why Maartje van Wijk Believes in Clarity Above All

Maartje van Wijk is the founder and co-CEO of PAKT, an ecosystem encompassing nine production companies across the Netherlands, Belgium, and Sweden. PAKT specialises in delivering comprehensive, multi-asset content campaigns for multinationals, coordinating everything from TV commercials to banners and photography in one cohesive effort.

LBB> What was your first experience of leadership?

Maartje> My leadership journey began as a sailing instructor at children's camps, eventually becoming the head instructor. Leading nine-year-olds taught me the importance of flexibility and finding the right tone. It's a skill set that, once mastered, makes you believe you can lead in any situation.

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Maartje> I learned early on that authoritarian leadership wasn't for me; it made me obstinate. I realised that being a strong leader doesn't require authoritarianism but clarity. People appreciate knowing what you expect of them and how they can contribute.

LBB> What experience or moment gave you your biggest lesson in leadership?

Maartje> Our expansion into Belgium, relying heavily on online meetings, which was quite uncommon at the time, taught me that physical presence wasn't necessary for effective leadership. 

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realizing that you had it in you?

Maartje> Leadership was never my goal; it came naturally with entrepreneurship. I've always found myself in leadership roles, perhaps because of how I approach challenges and opportunities.

LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Maartje> Some aspects of leadership align naturally with one's personality, making certain elements easier. However, there's always room for growth and learning, regardless of your starting point.

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Maartje> Seeing the big picture is often easier for me than for my team, who may not share the same perspective. For me personally, the challenge lies in patience, letting them find solutions themselves rather than providing quick answers, a principle I remind myself of daily.

LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?

Maartje> Certainly. I've had to start and close companies, hire and let go of people. Sometimes because we had wrong expectations and sometimes because we had misjudged things. The key lesson for me has been the importance of making decisions swiftly and not lingering on hope when action is required.

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Maartje> Above all, I believe in clarity. And that includes transparency. For example, we share all financial figures quarterly, allowing our team to see their contributions and fostering a strong sense of connection and solidarity. Teams, which in turn benefits solidarity.

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Maartje> Yes, and I've also been a mentor. Realising that other entrepreneurs face similar challenges has been enlightening. Mentoring offers a fresh perspective and encourages an open dialogue about overcoming obstacles.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Maartje> It sounds a bit crazy, but I actually feel that challenges energise me, providing an opportunity to adapt and innovate. It's in these moments that I feel most driven to lead effectively.

LBB> As a leader, what are some of the ways in which you’ve prioritized diversity and inclusion within your workforce?

Maartje> Our leadership team is 50% women, a statistic I once took for granted but now see as part as a role model for inclusion. I also see that other minorities feel safe and benefit from this.

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Maartje> My co-CEO, Maurice Wenneker, has been an invaluable resource. Our differing perspectives allow us to tackle issues from multiple angles, fostering rich discussions and collaborative solutions. This only works if you both let go of your ego!