Editor’s note: we spoke to Michèle Blom in her role as Director General of the Ministry of Infrastructure and Water Management.

If you had to explain to a child what you do for a living, what would you say?
That’s easy and complicated at the same time. What the Ministry of Infrastructure and Water Management does is plain to see: we build the roads, make sure the boats can cross the canals and that you keep your feet dry. But it gets complicated when I try to tell you what it’s like to lead a very large organisation of 10,000 people. I did try explaining that to my niece and nephew, but it is hard for them to imagine. So, instead, I said: do you see that road, that canal? Or, this summer was so dry. Part of my job is to take care of things like that. That works better.

How do you bring out the best in others?
By getting to know them well. By understanding who they are and what makes them tick. What really motivates them? What do they find difficult? It starts with a conversation: who are you, who am I, and over time you notice what energises someone, what gets their attention. Not that you can only let people do what they enjoy, then this would be a very easy job. Many people have a hard time with change, so as a leader you have to overcome resistance. You can try talking your way through it, but I prefer to simply start getting things done. You can always find people who are up for it. So, that’s the group you start working with first. That often gets a second group motivated, and then the energy starts to spread. I call on people to give their best as professionals. At the end of the day, everyone likes to put their skills to the test.

What is absolutely non-negotiable for you?
Integrity. I cannot allow anyone to violate my standards or lie. We handle six billion in revenue each year here. There’s no way you can do that without integrity. It is all taxpayers’ money. And safety comes first. Everyone has to get home safely every day. That means stopping work sometimes. People struggle with that, because then a project isn’t finished on time, and the construction crews feel responsible for that. That focus on time, after all, is the promise you made. But sometimes, as an individual, you have to decide otherwise.

I don’t experience that as pressure. I really enjoy working with a whole club of people to keep the Netherlands on the map. Sixty-five per cent of our country is below sea level, and our Ministry is the one operating the pumps to make sure it stays dry, so that you can live and recreate here. It’s incredible. And soon I’ll start at Isala, which is another organisation that makes a difference for society. There, I’ll also be working with professionals. People who know their stuff and take responsibility for themselves. That’s what I like.

‘No matter how serious the situation is, I secretly enjoy navigating through a crisis and making sure that people are satisfied with the results, whether they’re directly impacted by the crisis or not’

How have you changed in the last 10 years?
I learned that things take time and that with such a big organisation, it takes a long time to get from a to b. And that it really helps to look for what inspires people. Only when you know what your people care about can you guide and manage an organisation. That’s how you know what you need to change to keep achieving results. That’s something I’ve learned over the past few years.

In 2018, the Netherlands dealt with its first major drought in a long time. At times like that, you see how an organisation works during a crisis. Then it’s almost like leading an army. We worked very hard. Everyone understood the urgency of the situation and the value that we could add. Just like with the floods in Limburg in 2021, then you see the talent in the organisation, but you also notice things that have been overlooked before. No matter how serious the situation is, I secretly enjoy navigating through a crisis and making sure that people are satisfied with the results, whether they’re directly impacted by the crisis or not.

What price did you pay for your success?
I am turning 60, and thought the other day: what have I actually accomplished in my life? Most of my time I’ve spent working. I realised that when I joined a book club and thought, “Oh wow, this is really nice.” But I wouldn’t consider that a price that I’ve paid… I’ve always enjoyed working. I didn’t consciously choose it. My career just developed out of my curiosity. I just often wonder how things work and then I start doing it. I do want to make a difference for the world around me though.

Which misstep or disappointment did you learn the most from?
I really regret that the nitrogen crisis in the Netherlands has not been solved, not that I could have resolved it myself. It’s been a major setback for the Ministry. It has severely disrupted our production process. It’s time for the government to take action that can really improve the situation for the country – a solid plan that our farmers, industry and construction sector can all rely on. That’s also what leadership is about: showing vision, and not just from your own brain. You also need to listen to others before you decide what to do.

‘It’s time for the government to take action that can really improve the situation for the country – a solid plan that our farmers, industry and construction sector can all rely on’

Has anything ever gone wrong under your leadership?
The Schiphol fire in 2005, which killed 11 people in a detention centre, happened when I was director at the Ministry of Justice. I learnt a lot from that. When something so terrible happens, you really have to be there for your team and everyone else. That’s a huge responsibility that you can’t take lightly. You always have to keep asking yourself how to do things safely, whether it’s in a detention centre or road works.

How do you keep in touch with what’s going on in your organisation?
It’s a constant challenge. People often look you in the eye, or are hesitant to tell you something. Or you’re not open to information because you have 80,000 other things on your mind. Hierarchy can really get in your way. It disrupts the open line of communication. So I have to go to people myself. The lamest thing you can say is: my door is always open. It’s simply not true. I’m usually in meetings, so that door is almost always closed. I have to go down the stairs myself, away from this 22nd floor I’m on. Besides, the people who report directly to me are all over the country. I drive 10,000 kilometres a month – in an electric car – partly just to speak to them. If I would just stay here in the room, I’d be doing something wrong.

What is your big dream?
I don’t have one. I am not one for big dreams, but for a vision. Dreams only get in your way. You start chasing after your dream and forget about everything else. My passion is to deliver quality. It concerns me that public administration is under so much criticism. But those who chase a dream can also be blinded. I think it’s much more important to keep your eyes open, so you can see what’s needed. A dream quickly becomes set in stone, and then becomes a belief. And then you stop listening.

Interview: Vera Spaans | Photography: Pieter Bas Bouwman