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    The story   Why?   How?

    Supportive leadership      

- Get this! Yesterday George came to my office, he is one of my most talented people, and he freaked out. He told me how much he is fed up with the representative of our most important partner. By the end he became really tense and he told me that he doesn’t want talk to that man anymore… He was really pissed.
- Wow, this sound serious… What did you tell him?
- Well… not much. The CEO called me and I had to answer. While I was on the phone, Peter left the room, and I couldn’t find him anywhere in the office. But you know, I’ve been thinking about what I should tell him. I would like to show him that I’m compassionate, I support him, and I want to ensure him that he is doing a good job. But at the same time I want him to realize that we are not going to get closer to the solution with a temper tantrum like that.
- Did you manage to come up with anything?
- I was thinking, and I realized that I have absolutely no idea what and how to tell him. The obvious solution would be to tell him to calm down, forget about the whole thing and go back to work. The problem is that my boss did the very same thing to me many times, and I know how annoying it feels. I even remember what I thought about in cases like this…
- Well, you’re right, everybody hates this… but then does it anyway.
- If I were to say „hey, cheer up, everything is going to be all right”, that does not going to make him think that I understood his problem.
- What if you told him a similar story, when you were in a situation like this? Don’t you think that could help?
- I thought about that too. I think he would feel the same way I did with my father back when he came up with his school stories. He would think that I can only talk about myself, whereas I should focus on him.
- You might be right. What do you want to do then?
- Good question. And to further complicate the situation, back at his bi-annual evaluation we set out a goal for him to take his emotions under control, and that he shouldn’t take things so seriously. I should help him, support him in this case, but I feel that he is headed the wrong way and I don’t know what to do!
- Do you think that there is a good solution?
- Honestly, I don’t know. I’m not a psychologist!


How do you feel when you hear the question: why didn’t you do it this way…? How about when you’re the one asking?
How is it possible that when the doctor tells people to change their life or prepare for the worst only one in seven can put down cigarettes or pick up a sport? It is very clear what they have to do to avoid sickness or death even. The stakes are the highest they can be, yet only a small fraction of people are able to change.

In a business environment, we consider change just as important regarding less unequivocal and obviously less essential things. If the expected change doesn’t happen, a pedant, superiority instinct kicks in automatically – and we tell other people what and how should they have done differently. This is how we react to the failed change attempts of others, but we hate it when someone does the same with us. Good advice rarely reaches its goal. So what is the secret of successful and lasting change? Our training– through parenting examples – lends a helping hand to leaders, who are really interested in improving their co-workers.

These two situations are very different, but the few mutual points shed light on such important issues, as the strong emotions that accompany change processes. Understanding and processing these emotions can help end a long debated project cycle, or make a decision about going to college. Whoever understands what helps and what hinders someone in the process of real change, is able to offer real support and not just react to the superficial behavior, running the same circles over and over again.Immunity to change, positive psychology, real empathy. These instruments are beneficial for people both in their careers and personal life as well.

We train leaders:
who are able to focus on finding strengths instead of problems
who understand that change is a process that cannot be solved with a single order
with whom co-workers and partners can share problems. (not all of them of course…)
who are effective emotional communicators


Changing and supporting changes every day
Most of the attempts to change often follow the same path: we jump in head-first, then lose momentum, and the thought never gets to fruition. This is not because the idea was not good enough, but because didn’t get enough support in the long run. During our lives, we offer several approaches to everyone around us that are in contrast with the good old routines. For that reason, if someone hits an obstacle, it is almost sure that he will return to his former ways. On the other hand the consciously thinking leaders, co-workers or negotiators who know the psychology of change and emotions, they have a huge advantage, because they can solve situations that seem hopeless for others.

Supportive leadership training
Raising children is a topic everyone is affected by. Either because they remember growing up, or because they are raising or will raise children. Little theory and lots of practice. We draw up the participants’ immunity map and use it as a foundation to facilitate real change. We reveal to them how their immunity maps and their contents affect their lives and the lives of people around them. Then we take a look at how to take change boosters and inhibitors of others into consideration. We bring in applied positive psychology, Appreciative Inquiry and active listening based communication. We also touch on the topic of how a leader should support the team in a training.

Marcell Kardos +36 30 626 6181 | Péter Vitézy +36 70 621 3396 | 1390 Budapest Pf. 153. | | Honlap: MT