Gemeente Laarbeek - Bram Brouwers (Business Operations Manager)
The Municipality of Laarbeek builds stronger teams.
At the Municipality of Laarbeek, team coordinators and department managers play a key role in the day-to-day leadership of teams. That role created a need for more support with team development.
The question was clear: how do we give managers the language, insights, and tools to help teams collaborate more effectively and perform better?
Making team development visible and open to discussion.
All team coordinators ran the Team Energy Measurement within their own teams. This made visible where teams stood in their development and which dynamics were influencing collaboration.
The results showed clear differences. Some teams were in comfortable passion or Olympic flame, while others showed signs of decline or risk. Underlying tensions and emotional dynamics also became open to discussion.
Team development thus became concrete, measurable, and something you could steer with purpose.
From dividing roles to shared leadership.
Alongside working with their own teams, coordinators and department managers came together in development sessions. These centered on personal growth, team development, and integrated leadership: how do you strengthen one another in role and responsibility, and how do you create coherence in how teams are led?
This led to sharper alignment of roles, better collaboration, and shared responsibility for team development.
One shared language that gives direction.
The Teamenergy approach gave managers a shared language for talking about team dynamics and collaboration. What used to stay below the surface could now be named and tackled with purpose.
Patterns became recognizable and interventions more concrete. Managers gained more to hold on to when guiding teams toward their goals.
Insight that leads to independent action.
The approach was firmly hands-on. Managers worked with their own challenges and applied insights right away.
This built their confidence to actively guide team processes, address tensions in good time, and strengthen ownership. Coordinators and managers finished with concrete team development plans they can take forward on their own.
Teamenergy as a compass.
The Teamenergy approach made clear that strong teams are the backbone of the municipal organization. By making team development a structural part of leadership, the organization grows as a whole.
This contributes to better collaboration, greater integration, and a firmer foundation for serving residents.
"The Teamenergy approach gave us as leaders one shared language and concrete tools to make teams visibly stronger."
Bram Brouwers
Manager bedrijfsvoering @ Gemeente Laarbeek
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