Roeland vzw
What began as an interim management assignment led to a renewed understanding of responsibility and leadership—among both the team and the directors.
The client
Roeland vzw is a national youth organisation that helps children and young people grow by nurturing a love of languages in creative ways. It has been organising language camps since 1971.
The question
Roeland vzw’s business director and general director were both going to be away at the same time. The organisation therefore needed someone to step in temporarily, lead its day-to-day operations, support the team and keep its main strategic priorities on track. The role also involved several pressing challenges: starting work on a policy paper, strengthening the organisation’s approach to volunteering, updating the volunteer handbook and giving marketing and communications fresh impetus—all in just two days a week. That was where Nele came in. Her first priority was to empower the team to take greater ownership, combining careful preparation and coaching with the right practical tools.
The impact
Everything starts with conversation and listening. Together with the directors, we identified several priority areas in advance. Nele then held an individual goal-setting meeting with every team member to understand what was working well, where they were encountering difficulties, what they needed to achieve over the next six months and how she could support them. Trust was central to this phase. Because the position was temporary, Nele could adopt a particularly supportive, enabling role—a welcome source of stability when it was needed most.
Perhaps surprisingly, this period brought a sense of calm to the organisation. The directors knew they could step back because everything was in safe hands. The team experienced a different kind of guidance, which helped it gain momentum and see that tasks, processes and responsibilities could be approached differently—they were not set in stone. Nele introduced practical tools to help the team reflect on workplace stress, decision-making and autonomy. She also introduced the principle of subsidiarity—decisions should be taken at the lowest appropriate level—and encouraged people to act, experiment, make mistakes and learn from them.
The challenge
Interim management is also change management. The assignment may begin with a temporary leadership need, but it ultimately creates change. At Roeland, the focus was on how ownership and leadership were understood—both by team members and by the directors when they returned to work.
The collaboration
The Roeland team was remarkably strong and handled both the interim period and the changes it brought exceptionally well. Particular care went into the final handover, during which Nele explored the meaning of leadership—and the different forms it can take—with the general director. The message throughout the process was clear: the team was capable of taking things forward themselves. And if they ever need support, they know where to find us.
Three tips from Pauline, General Coordinator at Roeland vzw
- Ask for help and accept support if you are unable to work for a while. I was on maternity leave and could focus entirely on my family without worrying about work. It was reassuring to check in now and then.
- This process created opportunities for the team and for me personally. Be open to S&L’s valuable insights and advice. I still put them into practice today.
- Put the principle of subsidiarity into practice. I believe I have led my team a little differently ever since, giving them greater responsibility.
Does this case appeal to you?
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