Roeland vzw
The request was for interim management; the result was a renewed understanding of responsibility and leadership for both the team and management.
The customer
Roeland vzw is a nationwide youth organization that supports children and young people in their development and growth by fostering a love of languages in creative ways. Since 1971, they have been organizing language camps for children and young people.
The question
The business and general director of Roeland vzw were both absent at the same time for a period. That’s why they were looking for someone to temporarily fill in for the management and oversee day-to-day operations. It had to be someone who could support the team, monitor the key strategic goals, and tackle a number of challenges. Taking the first steps toward drafting a policy statement, overseeing volunteer policy, creating an updated volunteer guide, and giving marketing and communication an extra boost—these are just a few of the tasks that needed to be addressed. And all of this on just two days a week. Enter Nele! Her first step was to empower the team and help them take on more ownership. It was a story of preparation, coaching, and introducing the right tools.
The impact
It all starts with talking and listening. A number of projects were identified in advance with the management team. Nele held a goal-setting meeting with each team member to find out what’s going well and what challenges they’re facing, what they need to accomplish in the coming six months, and how she can support them in doing so. Trust is key during this phase. Because the position is temporary, the role of an interim director can be much more service-oriented and supportive—a welcome source of assistance.
The nice thing about a period like this is that it brings a sense of calm to the organization, even though you might expect the opposite. Management is reassured that they can let go and that everything is in good hands. The team is guided in a different way, which sparks a growth spurt and helps them clearly see that tasks, processes, and responsibilities can be handled differently—they aren’t set in stone. Nele introduces tools for reflecting on work-related stress, decision-making, and autonomy; she presents models such as the principle of subsidiarity (decisions that can be made at a lower level should be made there) and encourages people to take action, try new things, make mistakes, and learn from them.
The challenge
Interim management is also change management. It starts with an interim assignment, but ultimately we bring about change. At Roeland, the focus was primarily on how people view ownership and leadership—both from the employees’ perspective and from management’s perspective—once they’re able to return to work.
The collaboration
Roeland’s team was incredibly strong and handled the transition and changes very well. Special attention was given to the handover at the end, during which Nele also gave a heartfelt presentation to the CEO about the meaning and possible forms of leadership. The message throughout this entire process is: they can do it on their own. And if necessary—if anything is needed—they know where to find us.
3 Tips from Pauline—General Coordinator of Roeland vzw
- Ask for help and let others support you if you’re unable to work for a while. I was on maternity leave myself and was able to focus entirely on my family, without worrying about work. It was nice to check in every now and then.
- This process presented opportunities for the team, but also for me personally. I’m open to the insightful input and tips from S&L. I’m still putting these tips into practice.
- Apply the principle of subsidiarity. I think I've been leading my team a little differently since then and giving them more responsibility.
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