The theory of Presence (e.g. Timmermann & Baart 2016) is a cultural-critical movement in the Netherlands against efficiency thinking. This is accompanied by the concept of New Authority (e.g. Omer/von Schlippe 2008). These insights offer potential for major transformations of professionals, structures and systems. For sustainable change, it is advisable to make structures more flexible: From hierarchy to an organisation at eye level, where relationships become central and coordination is established in the connection. It is also important to discuss common interests with the same goals and values. Skills also need further training including space for experimentation, e.g. in the form of blended learning. An important prerequisite for this is agreement with the principles of the concepts of Presence and New Authority. At least, effective leadership, or more precisely leadership with a secure basis, is the success factor beyond that. Psychologist Kohlrieser (2013 et al.) addresses the concept of secure basic leadership. He focuses on the bond between leaders and employees. Leaders can only challenge ("dare") their employees to reach their maximum potential if they take good enough care of those employees ("care"). Kohlrieser defines a secure base as "a person, place, goal or object that provides a sense of protection, safety and care and offers a source of inspiration and energy for daring, exploration, risk-taking and challenge" (p. 26). To understand why humans need a safe base, it is to consider how the human brain works. As soon as an actual or perceived danger to life and limb occurs, the brain stem prompts us to resist change and avoid risk in order to protect ourselves. Vulnerable young people with disturbed social-emotional development need a secure base more than anyone else. Staff who have been through conflict also need a secure base in order to adequately fulfil their role as educators of these young people afterwards. There is an interaction between the two primary dimensions of a secure base: safety and risk (Grigat et al. 2021). Security manifests itself in the form of promotion, while risk manifests itself in the form of demand. Changing the perspective on educational processes is strongly linked to organizational transformation. From rules and hierarchies to a space for professionals, supported by a flat hierarchy in the organisation with sensitive and responsive leaders and a secure base that provide the conditions for new practice.

Grigat, Ralf; Hesselink, Jan & Overduin, Piet (2021). Das Konzept der "Neuen Autorität" auf dem Prüfstand. Für die pädagogische Praxis und für die Führungskräfte. In Evangelische Jugendhilfe 3/2020, pp. 179-191. Kohlrieser, G.; Goldsworthy, S. & Coombe, Duncon (2013). Fördern und Fordern. Effektive Führung mit sicherer Basis. Weinheim: Wiley VCH. Omer, H. & von Schlippe, A. (2008). Autorität durch Beziehung. Die Praxis des gewaltlosen Widerstands in der Erziehung. Göttingen: Vandenhoeck & Ruprecht. Timmermann, G. & Baart, A. (2016). Präsentische Praxis und die Theorie der Präsenz. In Conradi, E. & Vosman, F. (Eds.), Praxis der Achtsamkeit: Schlüsselbegriffe der Care-Ethik. Frankfurt/New York: Campus Verlag, pp. 189-208. Grigat, R.; Hesselink, J. & Overduin, P. (2020). Das lebensweltorientierte Präsenzmodell als Paradigmenwechsel in der Jugendhilfe? In Evangelische Jugendhilfe 4/2020, pp. 216-225.