Welzijnsschakels
When the general coordinator of Welzijnsschakels was temporarily unavailable, the organization faced a major challenge. In the midst of preparing a new policy plan and with a team undergoing significant changes, it was all hands on deck. S&L stepped in—not only to ensure continuity, but also to strengthen leadership, build team dynamics, and set a new course. What began as a temporary assignment became a valuable process of renewal, reorientation, and growth.
The customer
Welzijnsschakels vzw consists of nearly 200 Welzijnsschakels groups, in which thousands of volunteers—both those with and without personal experience of poverty—work to combat poverty and social exclusion. Together, they strive for a just and sustainable society where everyone can lead a life of dignity. S&L worked for the team that supports this organization.
The question
To begin with, S&L was asked to take over day-to-day coordination, as the general coordinator was temporarily unavailable for personal reasons. This was also intended to give their coordinator the necessary time and space to draft the 26-30 policy plan. Even without exceptional circumstances, the combination of day-to-day management and drafting a strategic policy plan is—to put it mildly—challenging.
A turbulent period also called for a new balance between long-time team members and new hires. So my colleague Charlotte took on the role of interim coordinator and expanded her responsibilities to include preparing for and supporting the organization’s fresh start.
The impact
The impact of Charlotte’s presence largely consisted of taking the pressure off the coordinator. During the interim assignment, the coordinator was able to take time off, draft a strategic plan, receive support in her new leadership development, and help the team grow. It was reassuring for the executive board that operations could continue as usual. A new perspective on “where do we want to go” emerged, along with a renewed understanding of who “we” are. Small successes were celebrated, people felt heard and valued, and new talent was mentored during their onboarding period.
As always, for S&L, interim management is also change management. Having someone with extensive experience (and experienced colleagues) take a look at your organization can be the ideal way to navigate necessary transformations or overcome a hurdle. As an external partner, we don’t just step in to fix problems—we also provide advice. After leading the team for the first few weeks, Charlotte provided individual coaching and worked on team development. Together with the team, she sought answers to the following questions: How can everyone find their place? How do you deal with differences in experience? How do you work together? What kind of leadership do we want?
In addition, Charlotte continued to serve as a sparring partner for the general coordinator, who will also be taking the S&L training program for managers. As a young (promoted) manager finding yourself among peers with diverse experiences is quite a challenge and requires the courage to grow personally as well.
The challenge
The organization had just gone through a difficult period—or perhaps was still in the midst of it—when Charlotte started. Not long after she began, another longtime member dropped out, and you really feel the blow to the organization firsthand. But even though morale was very low for a while, together you can still write a story of hope. You can deal with the aftermath of a difficult period and start a new chapter at the same time—this project has demonstrated that beautifully. Sometimes it also helps when someone from the outside holds up a mirror to you and tells you just how wonderful the work you’re doing is. A hurdle sometimes seems lower when you have a supporter by your side.
The collaboration
With all her years of experience, Charlotte is truly in her element when she can empower people who work to promote greater inclusion. Whether it’s in social and cultural work, a CAW, or the healthcare sector, she believes it’s incredibly important to support people who are unable to participate or have difficulty doing so. Supporting these organizations in team development, leadership, and empowering them to fulfill their mission—that’s what drives her. The level of engagement was high, the collaboration was fruitful, and we’re very satisfied.
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