Reset Flanders

Mergers rarely go entirely to plan. Change does not happen by itself; it brings questions about who does what, why the organisation exists and where it is heading. For Reset.Vlaanderen, we tackled questions around roles and responsibilities, internal collaboration and governance. We supported the organisation through a process focused on leadership and motivation.

The client

Reset.Vlaanderen works to make the benefits of the transition to a more sustainable society and economy tangible. It does so by bringing together the strengths of social and environmental civil-society organisations.

The question

When Arbeid & Milieu merged with Transitie Netwerk Vlaanderen to form Reset.Vlaanderen, the new organisation needed not only a renewed strategy, but also team and leadership development. Two committed S&L consultants supported the organisation through this transition.

The impact

Clarity was the central aim: clarity about roles within the team and about opportunities for development. After the programme, team members felt better equipped to exercise personal leadership and step forward when needed. The process created space for open input and feedback. A simmering conflict was defused and turned into a valuable learning opportunity at both team and board level.

We worked across several areas: ESF project management, strategic planning, service strategy, recruitment, performance support and role clarity. We also helped the board understand the team’s needs around financial management, strategic priorities and stronger connections between member organisations at governance level.

The challenge

Working with a limited budget requires a tailored approach. Rather than running one continuous programme, we scheduled sessions whenever a specific issue arose. Working on an ad hoc basis can be effective, but it offers less scope for the depth and coherence of S&L’s usual approach. The challenges were also interconnected: the merger itself, the division of roles within the team, internal conflict and more.

Yet we know there is always a gap between present reality and future ambition—and that is exactly where we work. Aurélie remained a trusted sounding board for coordinator Vanya, and a year after the initial assignment ended, the work entered an entirely new chapter.

The collaboration

Aurélie built an open, constructive relationship with the coordinator, who later returned with a more personal question: “How do I keep finding the motivation to do this?” This is a familiar challenge for leaders in the non-profit sector. They often identify deeply with their work: the organisation’s mission becomes their own. They feel a strong sense of responsibility and are always ready to fight for the cause. But that level of commitment can also take its toll.

For this coordinator, periods of enthusiasm alternated with deep doubt: “Am I really in the right place?” The process required him to lower his guard, which was not easy. Ultimately, he chose to leave. That might sound like a failure, but it was anything but. After leaving, he flourished both professionally and personally. Before his departure, he also helped Reset.Vlaanderen appoint a new director who brought calm and stability. Sometimes the difficult path still leads to the right outcome.

Three tips from the client

1. Define your question as clearly as you can. What exactly do you need? What expertise will help you get there?
2. If your question is not yet clear and begins simply with a sense that something is not right, that is fine too—just say so openly.
3. Make sure everyone who needs to be involved across the organisation has a genuine opportunity to participate. That is when S&L’s support will have the greatest effect.

“The brief was clearly defined from the outset. We were looking for support with team development and leadership. In both areas, we gained insights and practical tools that genuinely helped us move forward. The collaboration ran smoothly, even though we had only limited financial resources available.”