Leadership from the Dance Floor to the Balcony | Marianne Schenk, Global Head of Leadership Development, Julius Baer

In this video, Marianne Schenk, Global Head of Leadership Development at Julius Baer, provided insights on the importance of adaptability and reflection in effective leadership. Marianne discussed the idea of being on a "dance floor" versus viewing from the "balcony."

 

 

How do leaders become more adaptable and what obstacles get in the way?

Marianne began by drawing attention to the importance of awareness and adaptability in leadership. She warned that leaders need to be "really aware of all the changes around them in the world," emphasizing that the world is in a state of constant change. She added that it's "very hard to be adaptable" if a leader fails to be aware of these changes.

However, Marianne also cautioned against the danger of assumptions, advising against doing things "simply because we always have done it that way or because that is the way we are used to doing things." She argued this could inhibit adaptability in a "fast-changing environment."

Marianne highlighted the importance of being "hyper-aware" of changes and making quick decisions in response. She clarified that adaptability isn't just about making decisions, but also about execution. "From a decision, the next step to be adaptable is to also execute on what you have been aware of, what you have decided and what you want to then bring into the world as a next step," she said.

What does it mean for leaders to switch between the “balcony” view and the “dance floor” view?

This cycle of awareness, decision-making, and execution is not a one-time process. According to Marianne, leaders must repeat this cycle to stay adaptable. She also emphasized the importance of understanding the interaction between self and the system, and the necessity of bringing your team along with you on this journey of adaptability.

Marianne pointed out that leaders often find themselves in a state of constant action, or "activity mode," which can hinder their awareness of what's happening around them. She recommended leaders spend more time in "reflection mode," to gain a more holistic view of their surroundings. She compared this to the difference between being on the "dance floor," engrossed in the action, versus observing from the "balcony."

In Marianne's view, a leader on the dance floor might be too involved in their actions to see the bigger picture. In contrast, a leader on the balcony can observe the entire room, gaining a more comprehensive understanding of the environment. This wider perspective enables them to make better-informed decisions.

How can leaders create an environment that is psychologically safe?

She further discussed the importance of allowing people to bring their "whole self" to the workplace. She advocated for leaders to recognize and value their team members as holistic individuals, capable of contributing their full creativity, thinking, and experience to the workplace.

Marianne also stressed the importance of self-reflection for leaders. She advised them to understand their reactions to certain situations or challenges and to have an awareness of their team members' responses, requests, or demands.

How can leaders make real time to reflect?

Marianne concluded her talk by emphasizing the importance of holistic approaches to leadership in the face of radical shifts in the world. She suggested that leaders need to be equipped with tools for mindfulness, wellbeing, and mental health. They should be prepared to talk about these topics, to make their team members feel addressed, and to learn and adopt new skills. This, according to Marianne, is the true essence of adaptive leadership.

Marianne Schenk is Managing Director, Senior Advisor, Global Head Leadership Development at Julius Baer and a Senior Organisational Change expert with a global portfolio. She has over 20 years of experience in Complex Business Environments, in international finance and banking, in senior leadership development, in succession planning and Talent Management, and in organisational and individual change. She has also chaired many human resource initiatives and has been responsible for complex project management work. She currently is Managing Director, Senior Advisor at Bank Julius Baer and is the Global Head for Leadership Development and also responsible for strategic transformation projects.

More Insights

When HU-X Founder Tia Katz first attended an iVentiv event, it marked the start of a relationship that would help shape her business, her thinking, and her sense of what’s possible in Leadership Development. Having first attended as a delegate in a corporate role at Citi, she now attends regularly as a sponsor, helping her connect with the iVentiv community of senior leaders in Learning and Executive Development.

“I was just so pleasantly surprised by everything,” she says. iVentiv events are “professional, of course–but also so human and so connecting.”

In this newly released case study, Tia reflects on her journey with iVentiv, from first-time delegate to multi-session sponsor, and shares how these experiences redefined her approach to learning, organisational development, and executive growth. 

Download the case study, and watch the interview now.

“You need to change the people, and changing the people goes through leadership.”
– Christophe Vanden Eede, Global Head of Talent Management, bpostgroup

As the demands on global organisations evolve in the face of disruption, digitalisation, and competitive reinvention, Christophe Vanden Eede’s work at bpostgroup offers a powerful case study in how leadership can catalyse transformation, not just through top-down mandates but by reshaping the very DNA of leadership across every layer of the organisation.

In a recent conversation with iVentiv, Christophe reflected on the seismic changes taking place within the Belgian postal service and how he’s leading an integrated transformation strategy rooted in leadership behaviour.

Christophe will be leading the conversation at Learning Futures Eindhoven on 10-11 June. Watch our interview and get involved, now.

The work of the Chief Learning Officer has always been dynamic. But the conversations captured across iVentiv sessions in Cologne, New York, London, and Copenhagen suggest we’ve entered a new inflection point—one where learning is more visible, more measurable, and more central to strategy than ever before.

This isn’t about checking-off trends. It’s about what’s happening right now inside global organisations that are restructuring the way they define skills, leadership, culture, and capability. Across breakout conversations, fireside chats, and iVentiv’s trademark Collaborative Café, senior learning leaders have reflected openly on what’s working, what’s evolving, and what’s next.

Read on for a detailed and nuanced synthesis—an exploration of facts that are shaping the L&D profession in real time.

“Are we spending too little on L&D?”

If you’re in a senior role in Learning & Development, you probably spend a lot of time worrying about this question. It’s a question that resurfaces in nearly every budget review and vendor conversation in the Learning space. 

Whether you’re setting your internal strategy or shaping the offering of a learning solution, the benchmark for a “good” L&D budget has never been more important — or harder to pin down.

That’s why we put together the iVentiv L&D Budget Report 2025: to provide a clearer picture of what companies are actually spending on L&D today — and what those numbers really say about priorities, value, and the future of work.

Based on responses from 126 senior L&D leaders across global organisations, the report dives into both total budget figures and spend-per-employee breakdowns. 

The headline? L&D budgeting is anything but standard.

Download the report now.

At a time when organisations across the world are rethinking the way they develop and retain talent, Sandvik is taking a holistic, integrated approach to talent optimisation. 

Eva Wikmark Walin, Global Head of Employee Experience at Sandvik, sat down with iVentiv’s Content Manager, Hannah Hoey, to reflect on how the Swedish engineering company is building a connected talent ecosystem, and what others can learn from their journey.

Watch our interview with Eva now to see how you could optimise your talent strategy.
 

In a special episode of The Learning Hack Podcast, recorded live at iVentiv’s Learning Futures London Executive Knowledge Exchange at the Shell headquarters, host John Helmer spoke to three of the leading minds in L&D. 

Against the backdrop of a world that feels more volatile, uncertain, complex, and ambiguous (VUCA) than ever, this episode explores how organisations are rising to meet the pace of change, and what it really takes to thrive in 2025 and beyond.

Featuring expert insights from:

  • Kevin Oakes, CEO of the Institute for Corporate Productivity (i4cp) and author of Cultural Renovation
  • Kim McMurdo, Head of Organisational Development, Standard Chartered
  • Terry Jones, Head of International Talent Development at Palo Alto Networks

this episode delves deep into the core themes shaping today’s workplace: transforming culture, fostering team-centric leadership in an age of hyper-individualism, and harnessing AI to elevate - not replace - human capability.

Whether you're leading a learning function, evolving your company’s culture, or rethinking the role of performance in a tech-driven age, this episode is a must-listen. Find it here and read on to learn more.

“Learning doesn't necessarily have to just be the partner,” says Stacey VanderHeiden Güney, Global Head of Learning at ArcelorMittal University. “It can actually, I think, be the futurist.”

In an era of relentless disruption and global complexity, Learning is no longer a support function – according to Stacey and many Heads of L&D, it’s a strategic lever for transformation. In this conversation with iVentiv, Stacey shares how the world’s leading steel company, ArcelorMittal, is building a future-ready workforce through agile, scalable, and human-centred learning strategies.

Read more and watch our interview with Stacey now.

In the fast-paced world of Learning, Talent, and Executive Development, finding the right events to attend can be overwhelming. Your inbox is overflowing with conference invites, your calendar is packed, and the challenge remains, which events are truly worth your time?

Enter iVentiv, a global leader in Executive Knowledge Exchanges. In 2025, iVentiv is bringing invaluable conversations directly to you, hosted by top global organisations such as Citi, Shell, KPMG, AXA, Bosch, Visa and more.

If you’re seeking more than just another conference, iVentiv’s events are designed to deliver real impact. Read this blog to find out why an iVentiv event should be on your calendar this year.

As digital transformation reshapes the corporate landscape, organisations are rethinking how they manage talent and skills. At E.ON, AI is at the heart of this evolution, revolutionising skill management, employee development, and internal mobility.

Markéta Alešová, Vice President of Global Talent and Diversity, shares how E.ON is leveraging AI to create a more transparent, skills-based workforce while balancing technological innovation with cultural transformation.

Watch our interview with Markéta now to explore how AI-driven insights, an employee-centric approach, and a shift toward an opportunity marketplace are shaping the future of Talent Management at E.ON.

The world of corporate learning, talent, and leadership is undergoing a period of intense transformation. As organisations strive to build resilient workforces and agile leaders, Chief Learning Officers and Heads of Talent, and Leadership face an array of challenges and opportunities.

The conversations at iVentiv’s recent Learning Futures sessions in Atlanta and Paris highlight the pressing themes that are shaping the future of workplace learning. Leadership and Executive Development, Reskilling and Upskilling, AI, and Learning Culture were the four most popular priorities identified by Global Heads of Learning at iVentiv events in 2024, so it’s no surprise to see all four represented in the top priorities of attendees at last month’s events as well.

These sessions, attended by senior learning executives, surfaced key trends, strategic shifts, and organisational imperatives that will define 2025 and beyond. Read all about what's top of your mind for your peers here.

Pages