New Back to the office - leadership training

The home office exploded into the world of work at an incredible speed in March 2020, and experience has shown it to be largely successful for employers and employees alike.

The next critical point was the reboot, as we slowly made our way back to work as restrictions were gradually lifted. However, for many workers, the benefits of working from home were such that the removal of the need to return to the office could be met with resentment. So managers face a huge challenge in getting their employees back into the familiar office working environment.

In order to re-engage our colleagues and focus on new challenges, it is worth making a conscious effort as a manager to prepare.

Getting back into the office from the solitude of home is a challenging task. But a few conscious steps can make the process relatively smooth. Our programme aims to help you do just that.

We offer our programme to managers whose staff have returned from the home office to the office at organisational level. Those who feel that their colleagues have developed an aversion to working in the office.

• Strengthening commitment to the organisation
• Increased employee loyalty
• A more conscious leadership style that is adapted to new demands
• Reduced resistance to change among employees

Day 1

Back to the office

• What this means for managers and employees
• How employees relate to it (review of Hungarian and international research)
• Back to the office - understanding the soft and hard factors

Managing resistance to change

• The personal psychological dynamics of experiencing change
• Causes and sources of resistance to change
• Overview of leadership roles at different stages of the change curve
• Managing change as a normal state
• Communicating change
• Involving and involving stakeholders
• Providing assistance and support

Leadership tasks

• Best practice - good practices for everyday life
• Review the steps of an organisationally adapted "back to the office" programme:
  • key considerations for developing teleworking
  • Some cornerstones of the organisational side of teleworking
  • Some essential elements of company policies - to ensure security
• Strengthening motivation

Day 2

Differences in individual behavioural patterns

• Learning about different personality types - based on the DISC model
• Theoretical overview of the DISC model - personality typology
• Awareness of differences in individual needs - i.e. which type might relate to the 'back to the office' programme
• Behavioural type needs in the world of work
• The implications of individual diversity in the following areas:
  • motivation and sources of personal motivation
  • networking and cultivating personal relationships
  • giving and receiving feedback from colleagues and superiors
  • sources of conflict and ways of dealing with it
  • work rhythm, pace, tempo
  • attitude to change - personal ways of adapting

DISC and communication

• Signs of types in communication
• How to adapt to different types
• How to communicate with whom
• Which type requires which form and style of communication
• How to adapt to different types
• How to deal with different types in stressful situations

Day 3

Situational leadership

• Developing a conscious leadership style after the home office
• Developing the expected leadership role and identifying leadership traps
• Final diagnosis (based on the Situational Leadership Questionnaire)
• Theoretical overview of the situational leadership model
• The role of situational leadership in subordinate maturity and motivation
• Knowledgeable use of the leadership toolbox
• Aligning the manager's role as manager and supporter

Differences in situational leadership styles

• Situational differences and related subordinate needs
• The impact of each style on everyday life: e.g. motivation, teamwork, conflict, taking responsibility, leading by example, etc.
• Leadership styles: collecting and interpreting experiences - framing
• The advantages and disadvantages of each style
• Criteria to consider when choosing the right style
• Considering the flexibility of the style, its fit - with the culture of the company, the current organisational situation, the tasks and the employees' expectations

Situational management techniques

• Leadership tools and their applicability to subordinate maturity.
• Assigning tasks to colleagues at different levels of maturity
• Monitoring, evaluation, feedback after the home office
• Stresses and inhibiting factors for different types of subordinates
• Typical mistakes, pitfalls - or where, when and what to look out for as a manager
• Situation exercises, with optional video analysis and feedback

After the training, individual coaching will be available to further process, adapt and deepen what has been learned during the training.

For management teams working together, team or group coaching is available after the training to further analyse and effectively problem-solve everyday problems and possible leadership stumbling blocks.

Supervision groups are also possible for a management team within an organisation. Supervision provides a reflective space for professionals (managers) to ensure and improve the quality of their professional attitude and performance as managers. In this way of working, the focus is on the supervised leader and how the supervised leader works with his/her colleagues.