BEGIN:VCALENDAR VERSION:2.0 PRODID:-//PYVOBJECT//NONSGML Version 1//EN BEGIN:VTIMEZONE TZID:Europe/Brussels BEGIN:STANDARD DTSTART:20001029T030000 RRULE:FREQ=YEARLY;BYDAY=-1SU;BYMONTH=10 TZNAME:CET TZOFFSETFROM:+0200 TZOFFSETTO:+0100 END:STANDARD BEGIN:DAYLIGHT DTSTART:20000326T020000 RRULE:FREQ=YEARLY;BYDAY=-1SU;BYMONTH=3 TZNAME:CEST TZOFFSETFROM:+0100 TZOFFSETTO:+0200 END:DAYLIGHT END:VTIMEZONE BEGIN:VEVENT UID:20260921T192036Z - 18587@ams-18-production-f18b30d7-odoo-9db9bdcf8-cx4l 7 DTSTART;TZID=Europe/Brussels:20261120T110000 DTEND;TZID=Europe/Brussels:20261120T120000 CREATED:20260921T192036Z DESCRIPTION:Webinar: The strategy you only think you share\nA free webinar with prof. Geert Scheipers (A ntwerp Management School) and guests Friday November 20\, 2026 at 11 a.m. Language: English Register here ▶ Your leadership team has agreed on the strategy. Everyone was in the room\, everyone nodded\, everyone left with the same plan. Right? Not necessarily. Ask each of them\, separately\, to write down what they believe will actually be different about the company in two years. The answers rarely match. Not because anyone is being diffi cult\, but because "we're aligned" often means something far weaker than t rue agreement: 'we're not getting in each other's way'. That gap is expens ive. Strategy only works when it becomes an explicit\, shared mental model : a clear framework people can use to make decisions and exercise judgment when the CEO is not in the room. When that model is neither explicit nor genuinely shared\, execution rarely fails all at once. Instead\, it drifts . And with every layer below the leadership team\, the drift grows a littl e wider. In this Impact Webinar\, we look at why leadership teams so often believe they agree when they don't. What makes disagreement invisible\, e ven to experienced executives? Why do capable people nod along to plans th ey have reservations about? And what does it take to turn a supposed align ment into an agreement people can actually be held responsible to? What we 'll cover: Why alignment and agreement are not the same concept and why th e difference mainly becomes visible during execution How the false consens us effect lets capable executives sincerely misread one another Why we sys tematically avoid unpleasant disagreement and stay quiet as a result What unresolved disagreement at the top does to the other members of the organi sation: paralysis\, hyperactivity\, or focus on the wrong activities How t o surface false consensus early\, and turn your strategy into a shared men tal model people [...] DTSTAMP:20260921T192036Z SUMMARY:Webinar: The strategy you only think you share END:VEVENT END:VCALENDAR