Why did you reach out to the RedZebras?
“There was a toxic atmosphere within the organisation. Boundary-crossing, you might say, and it needed to change quickly. At the MT, it was rumbling. There was an abundance of information, but a lack of sharing. In addition, a few MT members has been aiming for the CEO spot, but that was no longer an option after my arrival. This created considerable disappointment and significant tension. After a few months, I invited Hamid to implement a process with one of his colleagues. Using two coaches is quite an investment, of course, but it proved to be tremendously valuable. One facilitated, the other observed. That soon supplied the depth that was needed.”
What moment in the process do you still remember?
“One of the initial assignments stands out for me: sharing a personal story with colleagues. Hamid kicked it off. That was intentional, of course. It was a particularly personal story. One that stung, not a superficial or rehearsed story. That immediately modified the mood. Then I followed. Before long, things became emotional as colleagues recognised shared feelings and similar sentiments. Coworkers were connecting with each other for the first time. People’s usual stories were set aside. Instead, the real stories took precedent. This is the depth that the RedZebras managed to develop, a sensibility that ensured everyone could take a step forward as a team.”
You feel it: something is happening here, there's movement.
What sets the RedZebra Group apart from the rest?
“There are no quick fixes. The RedZebras influence the process and directly respond to what’s happening in the moment. At the same time, they’ve always got the goal in mind: to optimise the organisation. Where they differ is their dedication to being constructively confrontational. Without judgement. An alternative perspective, always with integrity. Then you see it—you feel it: something is happening here, there’s movement. You have to experience it to understand it.”
What has the deployment of the RedZebras yielded?
“A foundation’s been laid for a new MT by frankly discussing the friction that everyone was feeling. Then we began adopting on a new way of working, as a team. Feeling good about yourself professionally—and privately—is important, but it’s also about making an impact as an institution. That’s only possible if you work together as a team, if you can be critical without getting personal, honest without attacking. That’s what we learned from the RedZebras.
We are not there yet, but a solid foundation of trust has been built. For the sequel, we’re definitely going to ask the RedZebra Group to guide us again.”