Vincent Biekman has been an entrepreneur for more than twenty years, and he still gets his energy from people who say: ‘Let’s work out how we can do this.’ At LekkerParkeren he shares leadership with two partners, explores where AI can take over without handing it human judgement, and looks at what people deliver rather than the hours they sit. What follows is a conversation about listening, shared responsibility, connecting generations, and why humour may be the most underestimated quality in leadership.
What does leadership talent mean to you, and how do you recognise it immediately?
To me, leadership means sharing a vision and giving people room to contribute ideas and develop. I recognise it in someone who listens, takes responsibility and provides direction when things get difficult.
When something goes wrong, you need to make decisions and have the determination to put mistakes right and move forward. Most people act with good intentions. I want to understand what went wrong and how we can resolve it together. People need to feel able to speak up without worrying that they will immediately be punished.
‘Most people act with good intentions.’
Which leadership challenge should leaders be preparing for in the coming years?
I believe AI will change a great deal. At LekkerParkeren, we are constantly exploring where else we can apply it. I see plenty of opportunities and am keen to move forward. My colleagues in IT keep me grounded: we also need to keep using our human judgement and common sense. I value that exchange.
On our roadmap, we distinguish between critical tasks and those that are not critical. We give AI room to take over tasks in the latter category. We keep critical tasks in our own hands. As a leader, you need to make a conscious decision about where to draw that line and remain accountable for those choices.
‘We keep critical tasks in our own hands.’
What should leaders stop doing because it simply no longer works in today’s world?
Judging people mainly by their presence and the hours they work. Among people from the generation before mine, I often see a strong emphasis on working from nine to six. Younger people I speak to tend to place more emphasis on efficiency and freedom in how they organise their working day. I relate to that desire for independence myself.
That is why I believe in clear, measurable goals. Agree on the results you expect and give people room to decide how they achieve them. Whether someone takes four or five hours to complete the same task does not tell you enough on its own. Look at the quality and whether they deliver what was agreed. If someone needs more guidance, adapt your approach accordingly.
‘Agree on the results you expect and give people room to decide how they achieve them.’
Which leadership decision has made you or your team visibly stronger?
The decision to share leadership at LekkerParkeren. I run the business with my partners, Edmar Codfried and Wilbert van den Esker. We each bring different strengths and share responsibility for the company.
Last year, I had a stroke. Suddenly, you realise how vulnerable you are. Any of us can unexpectedly be unable to work. Meanwhile, the business keeps going. Decisions still need to be made, and customers and employees continue to rely on you.
That experience reinforced how much it matters who you build a business with. Character, trust and the willingness to take responsibility when the situation calls for it all matter. How do you support each other? How do you make sure decisions are made and you can keep moving forward together?
That is why I want to mention Edmar and Wilbert specifically. We are building this company together. When you face a major challenge in your personal life, you realise even more how much the people around you mean to you.
I would also like to mention my creative right hand, Emy Ariesen, who stepped in wherever she could. When you work closely with someone, you sometimes need very few words to understand each other. That came in handy, because especially during the first six months, communicating with me occasionally felt like a slightly more complicated version of 30 Seconds.
Which quality in other leaders genuinely gives you energy?
I get energy from people who have an idea and both the willingness and the ability to make it happen. People who say, ‘Let’s work out how we can do this.’
You can imagine reasons why any idea might not work. I enjoy working with people who explore the possibilities and look for solutions when they encounter an obstacle. I love that combination of enthusiasm, initiative and actually creating something. After a conversation like that, you want to get started straight away.
That is also why I enjoy talking to other entrepreneurs. Two years ago, I launched the Business with a Smile podcast together with Vibe Studios in Utrecht. Since then, we have welcomed around twenty entrepreneurs. Those conversations often reveal stories people would never simply share online themselves. The podcast gives entrepreneurs the opportunity to show the person and the story behind their business, while giving others something to learn from. We are currently taking registrations for a new round of podcast recordings in November.
What style of leadership drains your energy, and why?
When someone is so convinced they are right that they stop being open to others. Experience is valuable, but you have to remain willing to listen.
I notice that conversations sometimes get stuck because people keep repeating their own position. It helps to understand what really matters to someone. If you listen carefully, there is often room to take another step forward together. But that willingness has to be there. It drains me when someone’s mind is so firmly made up that another perspective never gets a chance.
‘Experience is valuable, but you have to remain willing to listen.’
Which leadership quality is consistently underestimated?
Humour, and the ability to stay confident when things get difficult. My motto is ‘Business with a Smile’.
Every company has its own journey. You will encounter difficulties on the way to success. It helps if you can keep laughing together, put things into perspective and remain confident that you can find a solution. As a leader, you influence that atmosphere. People need to feel that you are moving forward together, even when the journey takes an unexpected turn.
‘Humour, and the ability to stay confident when things get difficult.’
What insight about people do you wish you had understood ten years earlier?
That wanting to be an entrepreneur and having the skills to build a business are two different things. Enthusiasm is a good start. You also need to know everyone’s strengths and where there are gaps in your knowledge.
If you are starting a business together, you need to discuss that beforehand. If both of you are primarily commercially minded, for example, you also need to organise the operational, financial and legal sides. A good mix of skills and a clear division of responsibilities can save you a great deal of time and money later. I wish I had paid closer attention to that earlier.
How do you see the future of leadership?
I think leaders will need to become better at connecting different generations and perspectives. I am sociable by nature and connect easily with different people. That often helps me bridge differences when people struggle to understand each other. It starts with listening: what does someone want, what do they need and where can we find common ground?
You also want a team that reflects your customers, both now and in the future. At LekkerParkeren, electric vehicle charging is a good example. Even if you do not drive an electric car yourself, you need to be open to what that customer needs.
When I worked at a musical theatre company, I saw how much value interns could bring through their fresh perspectives, ideas and interest in new technology. They also represent a generation that could become your next customer. Experienced colleagues, in turn, have a wealth of knowledge to share. As a leader, you need to make room for that exchange. People need both the opportunity and the willingness to learn from each other.
And of course, I believe every leader should park with LekkerParkeren from now on. That seems like a perfectly reasonable basic requirement for the leadership of the future.
Business with a Smile, right? 😉
Bright Leadership, according to Vincent.
For Vincent Biekman, leadership starts with a shared vision and the room for people to contribute and grow. He listens first, wants people to speak up without fear, and judges results rather than hours. He embraces AI, but keeps critical tasks, and the accountability for them, in human hands. He builds with partners he trusts, connects generations and perspectives, and believes the journey goes better when you can keep laughing together. Business with a Smile.