“The Only Risk Is Doing Nothing”: A Call to Empower Managers in Belgium

Koen Grégoir is the new elected President of our Belgian member organisation CNC-NCK. With him, we’ve discussed Belgian and European social dialogue, the managerial role in the country and the personal decisions that have shaped Grégoir’s leadership.

Let’s begin with a simple but personal question. How do you introduce yourself?

I’m a family man. I have four kids and eight grandchildren. I sadly lost my wife last year, so I am a young widower.

I worked for Bekaert for 40 years — it was my first and only employer — and I retired on the 1st of September last year.

I’m loyal by nature, and I ended my career in safety management.

I’ve always believed in leading by example.

I’m not a big guru or a table-jumper; I live by my values.

Is that what drew you to leadership roles?

Yes. For me, people are everything. Companies need people, and people need companies — it’s a mutual relationship. I’m extroverted, I gain energy from others, and I always felt a responsibility to support people and help them grow.

What were your hardest decisions as a manager?

Restructuring. I had to lead two major downsizings. In one case, from 250 to 125 people. Later, from almost 500 to 100.

Those were very tough moments, because behind every number there is a person, a family, a life. The decisions were necessary for the business, yet the process had to be human.

Fair severance, transparent communication, and respectful treatment have always been my priorities.

There was a moment in the second restructuring when someone wrote on a restroom door: “We wish Koen a big cancer.” It hurt. Instead of reacting emotionally, I invited the union representatives and said that such behaviour was unacceptable — whether against employees or managers. To their credit, they agreed. We continued the process with dignity. Leadership is not just about taking decisions — it’s how you take them.

These experiences are closely connected to social dialogue. How did they shape your views today?

They convinced me that constructive dialogue is the only way. Managers sit between workers and employers.

In Belgium we are often not recognised as a full social partner.

Traditional unions are always at the table; managers are often treated as if we belong to neither side.

Yet we carry responsibility, and we also need representation.

Managers do not strike. Managers talk. That should be valued.

What are the main challenges for managers in Belgium?

Mental health is a big one, across all levels — including managers. Hybrid work is another; flexibility is good, but in some cases it’s gone too far. We risk losing connection and company culture.

And most importantly, managers are squeezed: sometimes seen as employees, sometimes as employers, but not treated fairly as either. We need recognition in the social dialogue system.

Belgium has a complex federal structure. Does that complicate your work?

Koen:
Not particularly. I do believe in federalisation — Flanders, Wallonia, Brussels are very different — but in social dialogue, we remain one country. Managers everywhere face similar issues and deserve similar solutions.

CEC recently adopted a European Leadership Climate Pledge. How do you see Belgium’s role?

Belgium isn’t doing enough. Europe isn’t doing enough. The world isn’t doing enough. But we must stay the course.

Even if global politics shift, we cannot abandon climate goals.

Businesses need to survive, yes, but values matter too. Managers can keep that balance.

I support the pledge.

How can CEC European Managers support you more?

By helping strengthen manager representation. In some countries managers have full recognition; in others, like Belgium, we don’t.

With support from Brussels and our own work nationally, we can change that.

Managers run organisations, support employees, and keep the economy moving. Give us equal respect.

Do you see risks in pushing for change?

No. The only risk is doing nothing. Everyone needs managers. We have nothing to lose by claiming our place.

If you had one message to workers and employers?

To employees and unions: we are partners, not opponents. We build together.
To employers: talk to us, involve us.

We solve problems. Respect us as real partners in the company.

You recently joined the CEC European Managers Working Group on Diversity . Why?

To strengthen the link between CEC European Managers and CNC-NCK, and because diversity matters.

We must look beyond male/female — diversity is also nationality, ability, culture, background. Inclusion is broader than gender.

Everyone must feel they belong.

Before we close, would you like to highlight a personal project?

Yes. In 2027 my identical twin brother and I plan to walk from our home to Santiago de Compostela. More than 2,000 km. We will train in 2026. It’s a dream we share.

A beautiful goal. Thank you very much for this conversation.

Thank you. I look forward to continuing our work together.