Reset Flanders

Mergers rarely go smoothly. Change doesn’t happen on its own; it raises many questions—about who does what, why we’re doing it, and where we’re headed. For Reset. Vlaanderen, we addressed those questions regarding roles and responsibilities, internal collaboration, and organizational needs in the area of governance. We’re guiding them through a process focused on leadership and motivation.

The customer 

Reset. Vlaanderen aims to make the positive impact of the transition to a more sustainable society and economy tangible. They do this by bringing together the strengths of civil society and the environmental sector. 

The question

Arbeid & Milieu merged with Transitie Netwerk Vlaanderen to become Reset. Vlaanderen. In addition to raising questions about a new strategy, this also highlighted the need for team and leadership development. With a motivated duo of S&L professionals, we provided support for this transition.

The impact

Clarity was the goal here, both regarding roles within the team and opportunities for development. After our program, employees felt empowered to take on more personal leadership where necessary and to take the lead. There was room to give each other input and feedback. A simmering conflict was defused and transformed into a learning experience, both at the team and board levels. We took action on several fronts: ESF project management, policy planning, service strategy, recruitment, performance support, and role clarification. The board was made aware of the team’s needs regarding financial management, strategic priorities, and the connection between member organizations at the board level.  

The challenge

Working with a limited budget requires a tailored approach. A series of sessions was scheduled whenever a problem arose. Working on an ad hoc basis isn’t a problem, but it’s less thorough than how S&L normally handles such situations. Fragmented does not go hand in hand with in-depth, thorough, and coherent. On top of that, there were several issues on the table: the merger itself, the division of roles within the team, internal conflict, and so on. But we also know that there is a gap between reality and the ideal. And we can work with that. Aurélie remained a regular sparring partner for coordinator Vanya, and a year after the project ended, the assignment entered an entirely new chapter.

The collaboration

Aurélie built an open and constructive relationship with the coordinator. Eventually, the coordinator came back to her with a more personal question: Where can I keep finding the motivation to do this? A common problem for leaders in the nonprofit sector. They become deeply identified with their job; the mission is their mission. They have a strong sense of responsibility and are always ready to fight. But every coin has two sides. This coordinator’s enthusiasm was interspersed with periods of deep doubt. “Am I really in the right place here?” It was a process in which the coordinator had to let down his guard—not an easy thing to do. It ultimately resulted in a voluntary departure. That might sound like failure, but it was anything but. Since his departure, he has truly blossomed, both professionally and personally. And under his guidance, Reset. Vlaanderen brought in a new director who brought calm and stability. Sometimes, things are just tough.  

3 Tips from the Customer

1. Try to define the question very clearly on your own. What exactly do you need? What kind of expertise do you need?

2. If the question isn't clear yet, but stems from a sense of unease, that's fine too—just be sure to phrase it that way.

3. Ensure that everyone in the organization (depending on the situation) is sufficiently involved; this is how S&L’s assistance is most effective

"The collaboration was very clearly defined. We were looking for help with team development and leadership. In these two areas, we were provided with insights and tools that really helped us move forward. The collaboration went smoothly, even though we had only limited financial resources to devote to it."