Welzijnsschakels

When the general coordinator of Welzijnsschakels temporarily stepped away, the organisation faced a significant challenge. It was preparing a new multi-year strategic plan while its team was going through substantial change. S&L stepped in—not only to maintain continuity, but also to strengthen leadership, support team development and help the organisation reset its direction. What began as a temporary assignment became a valuable process of reflection, realignment and growth.

The impact

Charlotte’s presence primarily relieved the pressure on the general coordinator. During the interim assignment, the coordinator had the space to take the personal time she needed and write the strategic plan, while also receiving support in developing her leadership. Meanwhile, the team continued to grow. The executive board was reassured that the organisation’s day-to-day work could continue. A new perspective emerged on where the organisation wanted to go, alongside a renewed sense of who “we” are. Small successes were celebrated, people felt heard and valued, and new colleagues received support throughout their induction.

At S&L, interim management always involves change management too. Bringing in an experienced external leader, backed by experienced colleagues, can help an organisation navigate necessary transformation or move past a barrier. We do more than keep things running: we also provide advice. After leading the team during the first few weeks, Charlotte combined individual coaching with team development. Together, they explored several questions: How can everyone find their place? How should the team approach differences in experience? How do we want to work together? And what kind of leadership do we need?

Charlotte also remained a trusted sounding board for the general coordinator, who would also take part in S&L’s leadership programme. Stepping into leadership as a young, internally promoted colleague among peers with different levels of experience is demanding. It calls for courage and a willingness to grow both personally and professionally.

The challenge

The organisation had just been through a difficult period—or perhaps was still in the midst of it—when Charlotte arrived. Soon afterwards, another long-standing colleague became unavailable, and the effect on the organisation was immediate. Yet even when energy was at a low ebb, the team showed that it was still possible to create a hopeful way forward together. This project demonstrated that an organisation can process the aftermath of a difficult period while beginning a new chapter.

An external perspective can help too. Sometimes people need someone to reflect their strengths back to them and remind them of the value of their work. A hurdle can feel much more manageable with a trusted supporter by your side.