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Case
ROC West Brabant
Leadership programme
Our trainee programmes are always custom-made
the question
Help with breaking patterns in the undercurrent
ROC West-Brabant asked Ludens to design a programme for its leaders. This programme needed to contribute to the desired culture in which people take more ownership and responsibility for behaviour and results.
A great question. However, when we explored ROC West-Brabant’s challenge, it turned out that several initiatives had already been taken to encourage leaders to take more ownership. And the more initiatives were introduced, the less ownership seemed to be taken. This was despite the fact that the leaders themselves also indicated that too little ownership was being taken within the organisation.
The theme of ownership turned out to be a recurring theme across different layers of the organisation. And a new training programme was not the solution. So what was?
Personal leadership for operational managers
We started by jointly exploring which patterns in the undercurrent of ROC West-Brabant were obstructing the taking of ownership. Patterns are interactions that keep recurring and reinforcing themselves. For example: the more I do, the less the other person does, the more I do again, and so on. Seeing and recognising these patterns already provided a great deal of insight. And by learning to recognise these patterns, it suddenly also became clear that everyone, including the board and directors, played a part in maintaining them.
As a result, the abstract concept of “ROC West-Brabant’s culture” suddenly became something very concrete to which everyone contributed every day. And therefore something everyone could also change every day. How? By changing their own part in the patterns. This awareness became a valuable entry point for breaking limiting patterns in the undercurrent.
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