ProVeg
What do you do when your team is running on empty, while you know the results could be better? When ProVeg contacted us, the team was at the end of its tether. People were burning out or leaving, results were not materialising, and frustration and confusion were running high.
What began as a request for interim support developed into a redesigned, more effective way of working together—built and owned from within. Aurélie continues to advise ProVeg’s core team today.
The client
ProVeg International is a global organisation working to promote plant-based food. It aims to halve the global consumption of animal products by 2040.
The question
Some time earlier, ProVeg had chosen self-management as the basis for its organisation. Now the team was beginning to wonder whether it was still the right approach. Stress levels were high, even new colleagues were leaving, and everyone felt stuck.
Because decision-making had become so difficult, ProVeg initially looked for an interim manager. Together with Aurélie De Cock, however, the team concluded that coaching the organisation would provide a more sustainable solution than bringing in an interim manager.
This approach would enable ProVeg to take ownership of its mission again and develop a way of working in which people’s hard work translated into meaningful results.
The impact
Why was everything so difficult? Why did the work feel so heavy, and why did every attempt at change seem to fail? With these questions in mind, Aurélie explored the organisational culture in depth.
Every person offers a different window into an organisation, so she spoke with everyone individually. Aurélie then reflected the insights from those conversations back to the team during an initial group session. This is often a moment of release: the first time a group collectively acknowledges what is really happening.
In ProVeg’s case, there appeared to be a taboo around leadership, alongside a strong commitment to equality and kindness. The result was a heavy reliance on consensus at the expense of honest feedback. Too many issues were being smoothed over, even though healthy conflict is sometimes needed to make progress and establish clear boundaries. Better an honest conversation than artificial harmony.
After that first challenging session, it was time for action. Starting from ProVeg’s mission and audiences, Aurélie mapped how the organisation worked. Structures that no longer served their purpose were removed, teams were formed and team leads—leaders!—were appointed.
With an explicit mandate, these leaders could step forward with confidence. Decision-making processes were clarified, onboarding was improved and feedback processes were introduced. After the initial deep dive, Aurélie’s main contribution was to add pragmatism to the considerable talent ProVeg already had in-house.
The challenge
The ProVeg team certainly did not lack good intentions or respect. Ironically, it was precisely their kindness that sometimes stood in the way of their mission.
Naming this openly triggered a positive change, although it was not easy for everyone. When roles and responsibilities are clarified after years of ambiguity, difficult issues inevitably come to the surface. Addressing those issues—and sometimes making difficult decisions—is an essential part of ProVeg’s growth.
The collaboration
Aurélie has loved working with the ProVeg team from day one. The respect and dedication behind that connection created a foundation of mutual trust. That trust is essential when you invite someone into the inner workings of your organisation.
The new leaders also completed a leadership development programme with Aurélie. They remain in contact with her for ongoing support and sounding-board sessions.
“I was convinced that I could help them break the deadlock. But the trust the team placed in me also kept me humble. That is the best combination for a coach: humility, with just a touch of arrogance.”
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Three tips from ProVeg
- Do not wait too long to seek external support when your team keeps running into the same barriers.
- Make sure the entire team supports the process and has an opportunity to contribute.
- Prepare yourself: you are in for quite a ride!
“We clicked with Aurélie straight away. She is not afraid to put her finger on the sore spot and helps us name, recognise and address recurring patterns. She gave us ‘a loving kick up the backside’, and that gave us room to breathe again.
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ProVeg had support of these team members
Does this case appeal to you?
We would be happy to discuss your organisation’s specific needs. Two of our consultants will meet with you to explore your request and develop an initial proposal. Based on your feedback and further co-creation, we will then prepare a final proposal.
