From Transition to Balance

Navigating Change and Continuity

The first quarter of the year was marked not only by my re-election as President, but also by immediate change within the board. A resignation required us to quickly adapt, reshuffle responsibilities, and ensure continuity. There was little time to pause. As a team, we had to move forward—quickly, yet thoughtfully.

Redistributing the workload was not only about tasks. It was about trust, ownership, and maintaining energy within the team. In this context, servant leadership became essential. Supporting where needed, stepping in when required, and creating space for others to step up were key to navigating this transition together.

Reframing Our Purpose Through the Annual Plan

Conducting the annual plan—required for the renewal of the chapter—became a key milestone in this quarter. This year, it came with a new layout, pushing us to go beyond planning alone. It challenged us to clearly articulate why the PMI Belgium Chapter exists and what added value we bring within the economic, social, and financial environment.

Many of the challenges in this environment were already known. However, putting them into writing and reflecting on them collectively transformed assumptions into a shared understanding. What was intuitive became explicit—both inspiring and, at times, confronting. It allowed us to better connect our initiatives with the real needs of our members and stakeholders.

Clarity Through Reflection: SWOT and Reality Check

This reflection was further reinforced through the SWOT analysis developed with the board. It created space for open and honest dialogue about where we stand today. While it confirmed our strengths and opportunities, it also highlighted areas where improvement is needed. Recognizing these gaps is an important step toward sustainable growth.

From Delivery to Entrepreneurial Leadership

At the same time, following the M.O.R.E. principles course enriched my perspective on project delivery. It reinforced the importance of not only delivering successfully, but also creating real value for end users. When reflecting on the theme of our flagship event, the PM Fair—focused on the evolution of the project manager role—the “O” of Own project success takes on a broader meaning.

Owning success is no longer about delivering within scope, time, and budget alone. It is about stepping into a new form of leadership—one that is entrepreneurial in mindset. A project manager is no longer only a delivery expert, but a value creator, a connector between strategy and execution, and a driver of impact within an evolving environment.

This shift requires courage: to challenge assumptions, to take accountability beyond defined boundaries, and to actively shape outcomes rather than simply manage them. It is about seeing opportunities where others see constraints, and about taking ownership not only of the project, but of the value it creates in the wider ecosystem.

Balancing Leadership and Personal Reality

Balancing these responsibilities alongside the search for new professional opportunities and personal challenges made this quarter intense. It required continuous adjustment and prioritization. Balance, in this context, is not a fixed state, but an ongoing process.

Moving Forward with Intention

Overall, this quarter has been a period of transition, reflection, and learning. It has reinforced the importance of clarity, collaboration, and staying grounded in our purpose. As we move forward, the focus remains on building with intention—creating meaningful value for our members while continuing to evolve as a chapter.

 

With smiling greetings,

 

Anja Vandenbergh, PMP
President, PMI Belgium Chapter