The second “Young leaders” training course took place from 26 to 30. November 2025 in Warsaw /Poland, organized by Europejski Dom Spotkań - Fundacja Nowy Staw, in cooperation with EZA and funded by the European Union.
This training was attended by 20 representatives of workers organisations from Poland (NSZZ Solidarność and European Meeting Centre - Nowy Staw Foundation), Ukraine (Vost Volya), Albania (SAUATT) and Serbia (BOFOS).
The training staff were:
prof. Jarosław Kucharski - Jesuit University Ignatianum in Kraków
dr Katarzyna Szmyd - Jesuit University Ignatianum in Kraków
This training course had 3 days of 8 hours workshops – together 24 didactic hours. The course was started with integration session during which trainer asked about the resolutions from the previous training session and the leadership goals that had been achieved since the last training session. At the end of the training, an evaluation session was held during which everyone was asked to express their opinions about substantive program of the course and suggestions for the future training – 3rd part of it.
MAIN TOPICS
During this course attention was paid to the following aspects:
summary of leadership activities and changes that have taken place since the last course - analysis of successes and failures
factors causing professional burnout
symptoms and stages of burnout
self-diagnosis of burnout
consequences of burnout in private and professional life
coping with burnout and methods of preventing burnout
characteristics of Generation Z - thinking style, working style and workplace needs
the strengths of Generation Z at work at workplace and also their weaknesses
challenges facing the recruitment of Generation Z representatives in trade unions
the role of social media and how it is used in recruiting young members of workers organisations
conflict phenomenon and ways of dealing with conflict
self-diagnosis of communication styles and their discussion
discussion of the BATNA model as preparation for negotiations
METHODS
Trainers led - alongside the lecture style of work supported by Power Point presentations - many active methods, exercises and tasks – individual and in small groups/ pairs. Examples of the tasks:
group work - discussions, searching for solutions, creating posters
working in pairs
completing self-reflection questionnaires and questionnaires testing acquired knowledge
role-playing – developing negotiating skills
simulation games
video making – group work
self-reflection and individual work –writing, answering question on the paper
forum/group/pair discussion – brainstorming
analysis and discussion of the course of the activity and its results
CONCLUSIONS, POSTULATES, EFFECTS
at the beginning of the training, participants presented their personal successes in working on their leadership skills and the goals they had achieved since the last training session. Examples: change in communication style, achieving goals faster with less effort, greater confidence as a leader, well-developed ability to listen to team members
increasing knowledge about burnout, its symptoms and self-diagnosis – is burnout my problem? The opportunity to reflect on one's own wellbeing
reflection and development of individual programme for preventing burnout and taking care of himself/herself - the need for leaders to learn constructive methods of coping with stress
emphasising the need for systemic support for trade union leaders – e.g. access to psychological support and the need to develop methods and strategies of daily support – individual and organisational
preventing burnout among leaders of workers’ organisations is at the same time preventing difficulties throughout the entire team
learning about Generation Z's functioning in the labour market – understanding their approach to work and their needs
emphasizing the role of building mutual intergenerational dialogue and mutual learning between generations for better and more effective teamwork; learning mutual acceptance and openness towards each other, getting to know each other's values
emphasizing the role of appropriate management and organizational culture, as well as appropriate communication with Generation Z - effective communication with Generation Z – as a task for us as we are representatives of workers organisations
the need to support young people in the labour market and integrate them into company structures and trade unions – e.g. coaching, mentoring
changing our perception: Generation Z as a challenge rather than a problem in the labour market
learning about how social media works as a tool for attracting young people to trade unions
one of the results of the training was the recording of short videos promoting trade unions among young people - learning to think in the language of Generation Z
the need to reach young people through schools and universities – inclusion of knowledge about trade unions in the education programme
discussion of ways to attract young people to trade unions in relation to their needs and level of their social and professional awareness and appropriate campaign design
the need to listen to young people and involve them in social dialogue
development of negotiating and communication skills among participants
diagnosis of one's own communication styles in conflict situations - need to reflect on one's own behaviour as a leader in a conflict situation
the need to continuously build and develop dialogue in our workplaces and tools for resolving conflicts that arise
setting personal goals for developing communication and negotiation skills