1. Re-evaluate the team dynamics

After the summer, people return with different energy levels, perspectives and priorities. A manager would do well to ‘re-evaluate’ their team rather than assume that everything remains the same.

In practical terms:

• Organise short, one-to-one check-ins
• Ask two simple questions: “What would help you get off to a good start in September?” “Is there anything you’d like me to know as we get back to work?”
• Observe their pace, confidence and any hesitations, and adjust your expectations accordingly

Immediate impact: These check-ins enable staff to reconnect in a simple and structured way, clarify their needs for the start of the new term and reduce the uncertainty associated with returning to work. The manager gains an up-to-date understanding of the team, enabling them to tailor their support from the very first days and to revitalise the team’s collective energy on a realistic basis.

2. Reset team rules

Teams develop habits – some useful, others less so. September is the perfect time to refresh them.

In practical terms

• Organise a short ‘back-to-work reset’ meeting
• Ask: “What are we keeping? What are we stopping? What are we starting?”
• Co-create 3 to 5 shared "ground rules" for the term, formalise them and review them regularly

Immediate impact: This collective reset enables the team to clarify its operating rules from the outset, reduce areas of ambiguity and align expectations for the term. The co-created micro-rules establish a shared framework that facilitates collaboration and prevents misunderstandings, revitalising the team in a simple and structured way.

3. Slow down before speeding up

It’s tempting to get back to work straight away. But in terms of team dynamics, teams need time to get back in sync.

In practical terms :

• Start with low-stakes collaborations
• Avoid major launches in the first week
• Dedicate the first meeting to reconnecting rather than planning

Immediate impact: By deliberately slowing the pace, the team has time to re-establish its collective rhythm and reduce the tension associated with getting back to work. Staff regain their working momentum with greater clarity and stability, enabling a smoother, more consistent and collaborative ramp-up from the second week onwards.

4. Create opportunities for informal reconnection

Everyone returns at their own pace: some faster, some slower, some more scattered, some more motivated. These subtle transitions influence the way people reconnect. A relational reboot involves providing simple moments when the team can reconnect without pressure.

In practical terms:

• Organise a back-to-work coffee or a brief informal get-together before the first meeting
• Encourage micro-interactions: pairs, trios, mini-discussions lasting 5 minutes
• Slow the team’s pace down slightly during the first few days

Immediate effect: These informal moments and interactions allow the team to reconnect naturally, regain a sense of closeness and bridge the relational gap created over the summer. The team gets back on track without pressure: everyone finds their place at their own pace, and the overall energy flows freely once more.

5. Preparing your own approach to relationships

The start of the new term begins with the manager too. The way you approach September influences the whole team.

In practical terms:

• Take 10 minutes to clarify your intention regarding relationships
• Choose a quality or two to embody: calm, clarity, curiosity…
• Share it simply: “My intention this autumn is to bring more clarity and calm to the way we work together.”

Immediate impact: By clarifying your intentions and and demonstrating consistent interpersonal skills, you provide the team with a clear point of reference as they return to work. This approach creates an atmosphere of predictability, calm and trust, which helps the team readjust more quickly and collaborate more smoothly.  Your presence becomes a point of reference, stabilising the group’s energy from the very first days.

In conclusion

A successful return to work for a manager is not just about restarting ongoing projects. It is about rekindling connections, realigning rhythms, and re-establishing a collective energy that enables everyone to return fully to their roles. With these five best practices, managers can create an environment in which the team can reconnect, realign and move forward with confidence.