The Hamburger-position

February 28, 2017

A practical approach to leadership inbetween top management and operations

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves..”


It is often referred to as the ‘hamburger-position’, the special position between operations and (top) management, that supervisors take upon themselves. On the one hand, managers  at this level need to have enough specialized knowledge about operations. On the other, they need to be able to motivate their team, monitor motivations and behaviour and organize operational processes. They often used to work in operations themselves and now have to lead and manage the people they used to work with. This requires particular skills in communication, leadership, motivation and management.

The goal of this training course is two-fold:

  • the participant will have more understanding of his own style of leadership and how it can be improved;

  • the participant will have more instruments to execute the tasks of supervisor/leader.

The results for the participants is as follows:

The participant:

  • has more insights in their strengths and weaknesses as a supervisor/leader and is able to deal with them better;

  • is able to apply a variety of conversational, communicational and discussing techniques to their own practical working situation;

  • organizes his own work and that of his employees better;

  • anticipates the various needs of the employees;

  • leads with more self-confidence.

The organization benefits from the following results:

Employees, having participated in this course:

  • represent the company’s interest better;

  • facilitate communication between operations and (top-) management;

  • are sensitive to feedback and deal with this in every day working situations;

  • deal with difficult situations more effectively;

  • fit their style of leadership better to their employees.

But most importantly, leaders and supervisors participating in this training will generate better results through enhanced practical skills in motivating people and optimize operational processes. Úpon having completed the training, they cannot wait to apply their skills to everyday practice!


Part 1:

Who Am I:Identifying the manager

  • Increase awareness of individual strengths and weaknesses

  • Situational leadership

  • Identify individual leadership styles

  • Setting goals and taking responsibility

  • Understanding and managing people’s roles in teams: teamroles by Belbin

Part 2:

Inspire and motivate:Getting people to take responsibility

  • Leading the team: forming, storming, norming and performing

  • How to inspire people

  • Understanding the principles of motivation

  • Communicating effectively

  • Giving and receiving feedback

  • Dealing with criticism

Part 3:

How to:Management skills through practical tools

  • Effective delegation

  • Listening skills

  • Job performance evaluation

  • Job evaluation conversation

  • Bad news interviews

  • Organize yourself

  • Dealing with conflicts: the Thomas Kilmann instrument




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