Cyriel Kortleven is a respected international speaker and mindset change expert with over 20 years of experience in the fields of creativity and innovation. Known by his nickname “The Simplifier”, Kortleven is known for his innovative approach to helping organizations simplify processes and overcome resistance to change. His ideas and methods are used by global leaders and companies that want to build a culture of trust and agility.
From May 6 to 8, Kortleven will be one of the speakers at the HR Days conference, where will give a lecture entitled “Crossing HR Borders”. This intriguing lecture explores how HR professionals can push their boundaries, learning from other sectors and applying unconventional strategies to meet the challenges of modern business. In addition to sharing practical tools, Kortleven inspires the audience with real-life examples, such as Netflix's simple yet highly effective cost policy.
Ahead of the upcoming conference, we spoke with Kortleven about change management, fostering creativity, and the bold steps organizations can take to make significant progress. In this interview, he reveals how simplification and innovative approaches can transform business and empower HR professionals to become drivers of change.
You have been recognized as one of the most dynamic speakers, often referred to as the "Simplifier." What does this nickname mean to you, and how does it impact your approach to helping organizations manage change?
The nickname suits me perfectly because I truly enjoy simple solutions. I genuinely believe that many of our problems can be solved with a few clear guidelines and fundamental trust. However, I often see organizations trying to control every detail by creating countless rules and procedures. While their intentions are good—minimizing mistakes and ensuring consistency—sometimes they fail to see the bigger picture. All these rules and checkboxes generate unnecessary work and resistance.
Take Netflix, for example. Their "Travel and Expenses Policy" consists of just five words: "Act in Netflix's best interest." This replaced the complex systems many organizations use, such as tracking receipts, filling out reimbursement forms, and seeking administrative approvals. Auditors who previously reviewed piles of documents were no longer needed, leading to significant savings.
More importantly, this approach built trust between employees and the organization. Yes, it's possible that someone might abuse the system, but those rare exceptions are much cheaper than the extensive procedures and controls they replaced. Netflix chose simplicity, and the results speak for themselves.
Your book The Change Mindset explores the psychology of adapting to change. How can HR professionals use your insights to reduce employee resistance to organizational change?
In my book, The Change Mindset, I share practical tips and strategies to help individuals and organizations cope with change more effectively. This is particularly relevant for HR professionals who often face employee resistance during organizational changes. One of my favorite quotes is, “Don't worry about change. Change your mind.” Too often, organizations focus all their resources—time, money, and energy—on managing the change itself. What they forget is the importance of developing the skills and mentality of change in their people.
If we redirected even a portion of those resources to support employees in developing their ability to cope with change, resistance would significantly decrease—regardless of the nature of the change. By focusing on building creativity and agility among employees, resistance can be transformed into enthusiasm. Helping people become more adaptive not only reduces friction but also creates positive energy around change that benefits the entire organization.
At your lecture, you will discuss the concept of "Crossing HR Borders." Can you explain what this concept entails and how it can help HR professionals face the current challenges in their organizations?
Crossing HR Borders is a simple yet powerful method that encourages HR professionals to learn from other roles, industries and sectors. We live in a world facing complex, interconnected challenges. Solving these problems requires collaboration across different sectors and industries. In HR, we also face major challenges such as attracting and retaining talent, advancing diversity and inclusion, developing effective leadership, and encouraging lifelong learning. However, our solutions often remain within our own organizations.
Thinking "outside the box" can bring unexpected insights. For example, HR could learn a lot from how the mafia operates. Instead of relying on rigid hierarchies, they use flexible and networked structures that are effective and resilient. Also, their collaboration with competitors to outsmart cross-border legal institutions could serve as a valuable lesson in strategic alliances. By exploring unconventional sources of inspiration, HR can find innovative solutions to its greatest challenges.
In many industries, switching players or roles is a common strategy. Why do you think this approach is not more widely applied in the corporate world, especially within HR?
In sports, swapping players is a standard practice, but companies rarely apply this concept to their employees. There are some exceptions. For example, during the pandemic, Decathlon in Belgium "lent" its employees to the supermarket chain Colruyt. Similarly, the Netherlands has a program called "Your Job, My Job," where communication professionals swap roles between government institutions. This exchange encourages professional development, increases knowledge and benefits both employees and organizations.
However, most companies still hesitate to implement such initiatives, citing two reasons: the complexity of regulations (since employee rights are highly protected in many countries) and the risk of losing talent. While these reasons are valid, they often overshadow the potential benefits, such as access to a broader talent pool, more adaptable employees, and knowledge exchange between organizations. Embracing job rotation and employee exchange could unlock significant opportunities for innovation and growth.
What simple but effective tools can HR professionals use to encourage creativity and take calculated risks when facing challenges in their organizations?
The three-minute rule is a simple yet effective tool to suspend judgment and stimulate creative thinking during meetings. The concept is straightforward: for three minutes, participants adopt the attitude of "Yes, and..." Instead of rejecting new ideas with "idea killers," they build on them by adding something constructive. For example, if someone suggests an idea, others respond with "Yes, and..." and add their suggestions.
To support this mindset, you can use a visual reminder, like an "Idea Killers" poster (ideakillers.net). There's even a fun rule: anyone who rejects an idea must propose two new ones to replace it. During those three minutes, the focus is on generating as many ideas as possible, regardless of quality. This creates space for wild and unconventional proposals, which can later be refined or combined into concrete solutions. This method not only generates more ideas but also ensures that everyone contributes, increasing the likelihood of discovering valuable insights.
And finally, do you have one piece of advice for HR professionals who want to achieve more ambitious results in their work?
It's great to have ambitious plans, but when it comes to implementation, simplicity is key. People are naturally not good at changing behaviors and will likely panic if the change seems too vague, too complex, or too overwhelming. That's why it's crucial to think ahead about how to make the desired behaviors specific, manageable, and small.
For example, vague goals like "We want to be a sustainable organization" or "Our goal is to be customer-oriented" often fail because people cannot visualize the concrete actions required. If employees don't know what's expected of them, nothing will change. Instead, focus on encouraging employees to take small, consistent actions every day. These gradual steps are far more effective than attempting to change an entire organizational culture in one month. By making changes tangible and accessible, you'll achieve lasting results.
