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Beyond Leadership

Beyond Leadership

By Mark Kalin
Beyond Leadership is a podcast that connects the business world with academia and provides a platform for entrepreneurs, leaders, managers, students, and everyone willing to learn and share their best practices and life stories about leadership. Going Beyond.

Founder and owner: Mark Kalin
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Tip of the Week 39: "The Psychology Behind Meeting Overload"
Bad meetings are the bane of the corporate world, and yet despite what appears to be an overwhelming consensus that they’re often unnecessary and unproductive, many workplaces continue to struggle to avoid them. Why do bad meetings feel inevitable? Are we really resigned to sitting in or worse, leading pointless meetings? We shouldn’t be. Here are common reasons you might be back-to-back every single day, and how you can get your (and your team's) schedule under control: • FOMO. Too often, we worry that our colleagues will judge us — or worse yet, forget about us, if we don’t accept every invitation. Instead of RSVPing “yes,” demonstrate your value and engagement outside of meetings, and encourage your team to do the same. • Meeting amnesia. Do you feel like you’re having the same meeting over and over again? You might be. Make it routine to take notes and share those summaries with attendees and any relevant stakeholders who weren’t present. Keeping consistent and accessible synopses of your team’s meetings will help you avoid retreading the same ground. • Lack of accountability. If you're using a meeting as a way to check that work is actually getting done, consider telling your colleagues in advance that you’ll cancel and give everyone the time back if they meet their deadlines ahead of the set time. Of course, there’s no once-and-done cure for the modern workplace’s meeting addiction. The pitfalls we’ve identified stem from universal human biases, and those biases are exceedingly difficult to overcome. But by understanding the psychology behind bad meetings, both managers and their teams can work towards healthier communication norms, more-effective interactions, and cleaner calendars. How many meetings do you have per week? Do you always send the agenda before the meeting? Whillans A., Feldman D., Wisniewski D. (2021, November). The Psychology Behind Meeting Overload. Harvard Business Review.
03:48
December 5, 2021
Niko Slavnič, član Uprave HTEC Group in Chief Growth Officer - "Kakšen Growth Mindset ima podjetje, ki osvaja svet in zaposluje 100 oseb na mesec?"
Niko Slavnič je nabiral marketinška, predavateljska in investitorska znanja s številnimi mednarodnimi izkušnjami predvsem v Evropi, zdaj pa je sprejel izziv, da sodeluje v enem najhitreje rastočih tehnoloških podjetij, ki je v zadnjih štirih letih zelo zraslo, zaposluje pa že skoraj 1000 inženirjev po celem sveti. Njegov položaj v HTEC Group je Chief Growth Officer in član Uprave. Niko je svojo poslovno pot začel v marketingu v družinskem podjetju pri 16-ih letih, od takrat pa je svoja marketinška znanja razširil s podjetništvom in naložbami v več kot petnajstih projektih (med njimi IQbator, In Your Pocket v Latviji, The Slovenia, Centinel v Estoniji, Optiprint ...). Znanje je nabiral tudi na Harvard Business School, UVA Univerzi v Amsterdamu, International Management Teachers Academy in na Univerzi v Ljubljani. Svoje znanje in izkušnje že več kot 20 let redno deli kot predavatelj na ESSCA - École Supérieure des Sciences Commerciales d’Angers in IEDC - Bled School of Management in je tudi gostujoči predavatelj v več kot tridesetih državah. Njegova mešanica marketinških izkušenj, podjetniške prakse in investitorskega znanja je tisto kar ga dela izjemnega. Niko je zelo vpet v slovenski startup svet. Mentoriral je že preko 1000 različnih startupov, pomagal pri vzpostavitvi Poslovnih Angelov Slovenije, kjer je bil tudi član Upravnega Odbora. Je tudi mentor pri Start:Up Slovenija. Povezava na spletno stran: https://nikoslavnic.com/about-me/ Fun fact: Začel z delom v tujini, kot pomivalec posode v odlični restavraciji in vzljubil gastronomijo. Naj quote: Delajte napake hitreje, naučite se iz njih, da boste lahko delali boljše napake jutri. Naj knjiga: Ponosen na The Slovenia Book, ki sem jo natisnil že 20.000 izvodov (moja:) Hobiji: Promoviranje Slovenije vedno in povsod, Proučevanje najhitrejše rastočih podjetij na svetu (unicorn), smejanje z otrokoma Najljubša hrana: Slovenski Chefi z mladimi na čelu Najljubši podjetnik: Mark Pleško, Cosylab. Tuji Aleksandar Cabrilo, HTEC Group Naj app: pri 600 appih, 77.777 neodgovorjenih mailih je na telefonu najpomembnejša kontrola uporabe (screen time), ko se spravim pod 7 ur na dan Zaključni nauki: ·       Vprašajte se večkrat Zakaj ne kot Zakaj. ·       Ne storite korak naprej, skočite naprej. ·       Pomagajte svojim idejam da vzletijo.
59:28
November 28, 2021
Tip of the Week 38 - "How to Attract Top Tech Talent"
It’s tough to hire good talent right now and that’s especially true, when it comes to employees with technical skills, who are in particularly high demand. Demand for these workers by non-tech companies has increased even as tech giants like Facebook and Amazon seek to hire thousands of them. To fill these roles at a time when highly-skilled people have many opportunities, seek to broaden the funnel of potential candidates by thinking harder about what skills are truly essential. Try these three approaches to identify and attract top tech talent: · Commitment to diversity and inclusion. Take a broad view of the talent pool. Don’t just stick with the typical sources of recruits. Objectively testing for capabilities and skills, rather than relying on past experience, credentials, and connections will open up more opportunities for underrepresented candidates and widen your company’s talent funnel. · Transparent and accountable senior management. At high-performing tech companies, managers are usually visible and willing to engage directly with employees. Highlight access to senior leaders. The best talent wants to work in places where they can have real impact and their voices are heard. Make clear that senior managers are visible and willing to engage directly with employees. · Culture of coaching and development. Foster a culture of coaching and development. High-quality tech employees will expect opportunities to continually improve their skills, and a focus on development will allow you to bring in candidates who have the right capabilities, but not necessarily the experience. Garnering a reputation for investing in your people will bring in a high-caliber, diverse workforce. Earning a reputation for excellence across all these areas won’t happen overnight. But the payoff is a high-caliber, diverse workforce hungry to help the company succeed in the new tech-enabled economy. How do you attract top talent? What is that special thing that puts you apart from the competition? Jonathan F., KC G., Julie C. (2021, November). How to Attract Top Tech Talent. Harvard Business Review.
04:09
November 21, 2021
Boško Praštalo, strokovnjak za mreženje in osebno prodajo - "Pomembnost lastne blagovne znamke in mreženja."
Boško Praštalo je v prvi vrsti družinski človek, ponosen oče dveh otrok in srečno poročen. V poslovnem svetu kreira s strastjo in misijo, da podjetnikom in vsem ostalim posameznikom pomaga, da s poslovnim in socialnim mreženjem lažje dosežejo tako poslovne kot osebne cilje. Je diplomiran ekonomist, lastnik licence Superbrnads Slovenija. Je tudi clan Upravnega odbora Združenja Manager – Sekcija mladih managerjev. V Sloveniji spada med redke posameznike, ki so na podlagi večletnih raziskav in lastnih 20 letnih izkušenj v prodaji, vodenju prodajnih ekip in svetovanju, razvil unikaten sistem poslovnega in socialnega mreženja. Vse skupaj temelji na lastni proaktivnosti, na tem, da se ukvarjamo s pravimi posamezniki, da kreiramo dolgoročno kakovostne odnose in posledično imamo iz naslova mreženja vse možne bonitete Naj citat: "You can have everything in life you want if you will just help enough other people get what they want" - Zig Ziglar Naj knjiga: Start Whit Why - Simon Sinek Naj serija: Fauda Hobiji: potovanja, pohodništvo, meditacija, kolesarjenje Najljubša hrana: enolončnice, sendvič, krompir, čokoladna torta Najljubši podjetnik: Ivo Boscarol, Mark Cuban Naj app: Kindle, LinkendIn Zaključni nauki: V podjetništvu je smiselno graditi odnose in ne zgolj posel. Imamo premalo časa in energije, da bi vse skupaj trošili v napačne posameznike. V poslu lahko veliko stvari najemo, kupimo, outsoursamo, ena redki izjem je mreženje. Nihče se ne more mrežiti namesto nas.
01:21:59
November 14, 2021
Tip of the Week 37 - "How to Set a Hybrid Work Schedule That Works for You"
Many organizations are beginning to transition back to the office, offering employees the flexibility to balance both in-person and remote work options. But with such flexibility can come confusion. How do you know what in-office days to request? Should it be Monday or the end of the week Friday? We all know that hybrid work is going to have upsides and downsides. If you’re about to transition into such an arrangement. you want to set a schedule that makes sense for you. Here are some questions to ask yourself: ·      When does my team need me? To maximize your team productivity, you’ll also want to identify what kind of interactions (in person or virtual) will be most effective. If some of your colleagues better comprehend what you are saying and can retain and respond to the information more appropriately when you’re in person, try to plan some in-office days to align with when those individuals will also be present. When do I feel the least motivated? You might use the in-office time to reinvigorate yourself when you’re feeling lower-energy. In the same way that going to the gym makes it easier to work out, going into the office can make it easier to get work done when you're just not feeling it. Which meetings do I prefer to have in person? If you have project meetings that require problem solving or decision making, you may prefer to do those in the office. Schedule your in-office days for when those meetings are held. How can I maximize my energy? If you’re an introvert, it may be tough to do two days in a row in the office so spread your days out (Monday/Wednesday/Friday or Tuesday/Thursday, for example). On the other hand, if you are looking forward to more socializing, consider going into the office multiple days in a row (Tuesday/Wednesday/Thursday). With more and more organizations making the shift back into the office, you’re likely facing the possibility of a schedule that bridges in-person and remote work. How do you plan your workweek? When do you arrange meetings with your co-workers in person? Grace Saunders E. (2021, October). How to Set a Hybrid Work Schedule That Works for You. Harvard Business Review.
04:14
November 7, 2021
Ivo Grlica, LL.M., Ustanovitelj in direktor Grlica Law: "Inovativna pravna področja: od blockchaina, DeFi-ja, kriptovalut ter vse do zaščite blagovnih znamk."
Ivo Grlica je leta 2011 diplomiral na Pravni Fakulteti, Univerzi v Ljubljani in imel takrat celo najboljše povprečje v generaciji. Leta 2017 je odšel na enoletno specialistično LLM izobraževanje na Dunaj, s področja international tax law. Prvo zaposlitev je dobil na FURS-u, kjer je spremljal vodenje stečajnih postopkov v ljubljanski regiji, nato pa je postal pripravnik na sodišču, kjer je delal na civilnem in kazenskem oddelku. Kmalu zatem je dobil priložnost v družbi za davčno svetovanje Taxgroup. Pomembnejša stopnička v njegovi karieri pa je bila pridružitev eni večjih odvetniških pisarn v Sloveniji ODI LAW. Leta 2018 pa je osnoval lastno pravno pisarno. Pisarna je najprej delovala na najbolj inovativnih pravnih področjih (blockchain, kriptovalute, DeFi, NFT-ji). Trenutno imajo stranke s celega sveta, Nemčija, Estonija, Kanada, Singapur, Brazilija. Poslujejo večinoma s perspektivnimi, hitro rastočimi mladimi podjetji, ki so prav tako kot oni, usmerjeni v tujino. Trenutno je glavna pisarna locirana v Ljubljani, ekipa pa danes šteje že 7 članov. Spletna stran:  https://grlicalaw.com/ Naj quote: “The way to get started is to quit talking and begin doing.” - Walt Disney Naj knjiga: Atomic Habits Naj serija: ne gledam serij, izguba časa Hobiji: branje poslovnih knjig, potovanja Najljubša hrana: pica Najljubši podjetnik: Walt Disney Naj app: Kindle Nnauki za naše poslušalce: ·      V življenju ni bližnjic. Mlade generacije dostikrat nimajo fokusa in so zbezljane, to pa ni dobro. TikTok generacija ima preveliko željo po hitrem uspehu (kriptovalute), ki pa so lahko kratkotrajni itd. Uspeh ne zahteva samo "talent" ampak tudi disciplino, commitment in fokus. ·      Vodenje (leadership) ni samo prednost ampak tudi velika odgovornost (do sebe, do firm in do zaposlenih!) - včasih zahteva tudi težke odločitve. ·      Življenje ni statično: Vedno je treba iti v korak s časom, se prilagajati spremembam.
52:46
November 1, 2021
Tip of the Week 36 - "Connect and Build Trust with Your Colleagues"
So much of our success depends on building relationships with our colleagues. We have to take time and connect and understand each other, and this is the formula for success. But how can you build rapport in an authentic way? Here are four strategies. Find ways to make yourself well rounded. You need something to talk about with your colleagues so it’s important to have interests and hobbies. Is there something you’ve always wanted to learn? A book you've been meaning to read or a show you've been meaning to watch? Having experience and knowledge in a variety of topics can give you material to draw from when you’re meeting and connecting with others. Don’t pretend to be someone you’re not. Say your new colleague is a wine expert. Instead of hurriedly purchasing a book all about wine — or signing up for a course — in hopes of passing yourself off as a fellow expert, consider expressing your interest in learning more. Placing yourself in the role of student and the other person in the role of teacher can be a great way to build a genuine bond. Give to get. In order to get people talking, sometimes you need to give some information about yourself first. Take notes. People feel special when you remember details they’ve told you about their life and even more so when you follow up. Jot down some key points about someone after you've met them so that you won't forget. So much of what we accomplish in the workplace relies on building relationships and having the trust of our colleagues, and when we take the time to connect and understand each other, we’re positioning ourselves for success. Did you ever try a four-day workweek? How do you think you would like it and adapt o it? Hillsberg, C. (2021, Septembert). 5 Techniques to Build Rapport with Your Colleagues. Harvard Business Review.
03:55
October 19, 2021
Tip of the Week 35 - "How to Experiment with a 4-Day Workweek"
Lately, organizations are announcing that they are experimenting with a four-day workweek. Its employees will be working 32 rather than 40 hours per week while being expected to achieve the same productivity levels and earning the same pay. Though some recent studies on the efficacy of the four-day week have been overblown in the media, research suggests that reducing work hours can decrease employee stress and improve well-being without impacting productivity — but only when implemented effectively. Talking about having a four-day workweek and implementing one are two different things. It can be difficult to go from the idea to a successful implementation. Here are several things to keep in mind if you want to experiment with a shorter workweek at your company: Communicate. Be clear about your reasons for trying out the four-day workweek, and assure your employees that they will not be laid off, experience a pay cut, or lose out on other benefits like paid vacation. Encourage ongoing conversations about how to get more done in less time — whether that’s implementing new tools, eliminating unnecessary meetings, or making existing ones more effective. Involve your employees. You’ll need their input and buy-in to make this a success. Ask them: Should we work four eight-hour days, or reduced hours on five days? Which days or hours should we take off? How can we keep the change from negatively impacting our clients, customers, and other stakeholders? What steps can we take to increase our productivity? How will we share our ideas for process improvements with one another? Adjust along the way. You won’t get everything right from the start, so make it a goal to identify the tools and processes your organization needs to make reduced work hours possible. View any problems not as indicators of failure, but as opportunities to improve and fine-tune your plan. Workplace norms have fundamentally shifted over the last year and a half. Today we find ourselves in a liminal period: We now have the chance to remake our models of work before things go back to the way they were — and that’s an opportunity leaders must not squander. While no change comes easily, leaders willing to embrace models like the four-day workweek will find the experimentation well worth the effort. Did you ever try a four-day workweek? How do you think you would like it and adapt o it? Whillans, A. & Lockhart, C. (2021, Septembert). A Guide to Implementing the 4-Day Workweek. Harvard Business Review.
04:42
October 17, 2021
Jure Knehtl, ustanovitelj in CEO podjetja WeScale - "Trendi v E-commercu: Kako prodati 20.000 izdelkov na dan?"
Jure Knehtl je podjetnik, mentor, predavatelj in strokovnjak za širjenje E-commerce podjetij v EU. Je ustanovitelj in CEO podjetja WeScale, agencije za e -trgovino, ki spletnim podjetjem pomaga graditi, povečevati in optimizirati prodajo in blagovno znamko. Potem, ko je leta 2014 začel z digitalnim trženjem e -trgovine, je Jure prodajal izdelke in storitve v 127 državah in ima danes record 20.000 prodanih izdelkov v samo enem dnevu. Že več kot 10-im podjetjem je pomagal razširiti svoje poslovanje iz 4- na 7 mestne številke, tako da je do danes vložil že več kot 42.500.000 € v oglase na Facebooku in Instagramu. Naj quote: "The most important thing is to try and inspire people so that they can be great at whatever they want to do." Naj knjiga: Relentless: From Good to Great to Unstoppable Naj serija: The Last Dance Hobiji: Šport, branje knjig in izleti v hribe Najljubša hrana: Riž + piščanec :) Najljubši podjetnik: Ben Francis Naj app: Asana Nauki za naše poslušalce: · Ne boj se vprašati za pomoč · Najbolj pomemben del podjetja je ekipa · Starost ni pomembna, pomembno je, da lahko ustvariš vrednost za osebo s katero delaš
01:19:09
October 10, 2021
Marko Hozjan, direktor podjetja TAIA Translations LTD - "TAIA: izjemen startup, z eno največjih investicij v Sloveniji."
Marko Hozjan je serijski podjetnik z dvema uspešnima prodajama za sabo. Je tudi soustanovitelj večih podjetij: marketinške agencije 101, kjer je bil direktor in soustanovitelj, Startus skupina kot nosilec blagovnih znamk Sailsation, Navtični-tečaji.si (zgradil je največjo navtično šolo v regiji in podjetje uspešno prodal), največje jezikovne šole Jezikovne Akademije in tehnološkega podjetja TAIA INT. Za njim je že 15 let delovnih izkušenj z vodenjem večjih organizacij in podjetij ter vodenjem startupov, zato svetuje in pomaga pri vodenju ekipe, projektnem managementu, razvoju in rasti podjetja tudi drugim podjetjem, startupom. Ima bogate izkušnje v mentoriranju podjetij, med drugim iz Studia 404 d.o.o. z blagovnimi znamkami Apollo in Space invoices ter ekipi, ki stoji za platformo Coolio! Marko je strasten jadralec, ki je peljal jadrat že več kot 500 ljudi. Avtor štirih učbenikov za navtiko. Mentor večim podjetjem. Dobro dela v ekstremih - rast ali kriza. Izkušen tako v hitro rastočih podjetijh kot v insolventnih podjetjih. Vodenje je njegova strast, ki se jo uči vsak dan. Marko je bil tudi Predsednik Študentske organizacije Univerze v Ljubljani, je mentor pri Startup Slovenija, član Rotary Kluba, ima izpit za Nadzornika in tudi licenco za nepremičninskega agenta. Zelo zanimivo pa je, da govori kar 5 jezikov: angleško, hrvaško, nemško, malo rusko, trenutno se uči še švedščino. Naj quote: Človek je rojen, da dela, trpi in se bori, kdor tega ne počne, mora propasti. Tesla Naj knjiga: The way of the superior man Naj serija: House of Cards Hobiji: Jadranje Najljubša hrana:Dunajski zrezek Najljubši podjetnik: Richard Branson Naj app: Revlout Zaključi nauki: · Glavna formula v življenju, je ravnotežje. Ugotovi kaj zate to predstavlja in ga najdi. · Osrečilo te bo delo, v katerem uživaš. Taia Translations LTD Taia je bla ustanovljena leta 2017 in ima danes že 35 zaposlenih. Ustanovila sta jo Marko Hozjan in Miha Kovač. TAIA deluje kot digitalni švicarski nož za podjetja, ki potrebujejo prevajalske storitve. Platforma avtomatizira prevajanje besedil med 98 jeziki, pri tem pa jo poganjajo algoritmi globokega učenja. To pomeni, da sistem z vsakim prevodom napreduje v razumevanju pravil jezika in konteksta. Taia je trenutno med najuspešnejšimi in najbolj vročimi startup v regiji. Evropski sklad tveganega kapitala Fil Rouge Capital jo je v začetku oktobra 2020 podprl z 1,2 milijona evrov. TAIA, ki je tudi član SBC – Kluba slovenskih podjetnikov Mladi, je prejela eno največjih investicij v slovenska tehnološka podjetja.
53:58
September 26, 2021
Tip of the Week 34 - "Do You Know When to Give Up"
Projects, relationships, and jobs don’t always work out as planned, and it’s not always clear when to throw in the towel. Too often, we hold on to things even after they’ve run their course. Think about that relationship you couldn’t give up on or the job you stayed in despite a boss who made you miserable. These five strategies can help you figure out when it’s time to throw in the towel. • Reframe your thinking. Instead of focusing on what you’ll lose, think about what you gain if you stop putting time and energy into the lost cause. • Identify what's in your control. Getting clear on what you have agency over and what you don’t will help you make a quality decision about whether to call it quits or persevere. • Expand your identity. Avoid the trap of insisting that you’re “not a quitter.” Sometimes putting an end to something is a sign of wisdom and strategic thinking. • Seek other perspectives. Rather than relying solely on your own thinking and instincts, consult with friends, colleagues, and mentors to get a different point of view. • Have self-compassion. When something promising doesn’t turn out the way we imagined, we can be overly self-critical. Instead of ruminating over what went wrong, focus on what you can learn from this situation, and do better next time. By offsetting cognitive biases, considering your strengths and outside perspectives, and being self-compassionate, you can overcome your tendency to stick to things for too long and cut your losses when it’s time to do. And while letting go can be difficult, it will free up your time, energy, and mental space to imagine new possibilities and pursue new opportunities. Were you ever in this situation? How do you handle tough situations? Smith, D. (2021, Septembert). Do You Know When to Give Up?. Harvard Business Review.
04:15
September 22, 2021
Borut Markelj, Ustanovitelj in CEO Ehrana.si - "E-hrana: Študentski projekt, ki se je zaključil s prevzemom samoroga Glovo."
Borut Markelj je ustanovitelj in CEO Ehrana.si, platformo, ki ima preko 270.000 uporabnikov, 500 partnerjev in preko 250 članov ekipe. Borut je je zaključil magisterij na Univerzi v Ljubjani, Fakulteti za elektrotehniko. Imel je različne zaposlitve, nato pa je septembra 2010, ustanovil e-hrano skupaj z dvema partnerjema, Jernejem Janežičem in Žigo Lesjakom. Marketplace se je poštartal 2011, lastna dostavna služba pa 2017. E-hrana je bila najbolj ocenjena mobilna aplikacija v Sloveniji z oceno 4.9, in to velja še danes. Ustanovil je tudi podjetji 5lodic in pa trilogic. Družba 5logic se ukvarja z razvojem celostnega logističnega sistema za upravljanje flote dostavnih vozil na poziv z imenom AlpacaFleet.com. Borut je podkovan v programiranju, marketingu, vodenju projektov, razvoju spletnih in mobilnih platform. Je tudi mentor programa startup slovenija in izjemen podjetnik.
50:25
September 12, 2021
Tip of the Week 33 - 5 Practices to Make Your Hybrid Workplace Inclusive
As pandemic restrictions ease, it’s clear that one big change to the way we work is here to stay: hybrid working. However, these environments run the risk of creating new inequities and exacerbating those that already exist. For employers to ensure fairness, maximize performance, and maintain cultural cohesion in hybrid work arrangements, they need to consider these five practical dimensions of inclusion when designing hybrid policies and navigating new ways of working. ·      Recruitment and Remote Onboarding An important part of being successful at work is having the right setup and training to do your job. Remote work places increasing value on being technically capable, and getting up and running when working from home has become an essential skill. ·      Working Together Physical distance can lead to psychological distance. It’s much easier to check in on colleagues when sharing a physical space. When working remotely, make use of the trusty status bar. A message like “Open for chats!” along with a green status circle gives permission to bridge the distance gap. ·      Resolving Conflict Another inclusion impact of hybrid working is the potential for silent bullying. Fostering an environment where all voices are heard requires increasing psychological safety so that your people feel they can speak up when there’s interpersonal conflict. Employees must feel they can have the necessary hard conversations in a productive and judgment-free zone. ·      Team Cohesion Additionally, in times of economic uncertainty, employees are more likely to form in-groups, usually along some dimension of similarity. One effective way to break up these in-groups is to ensure information flows smoothly and diffusely through an organization by identifying “weak ties.” ·      Promotions Proximity to managers has been shown to increase promotion rates when men report to other men. In a hybrid world, it’s also natural to see shifting reward mechanisms, some of which can leave people out. One way to keep an eye on the impact of shifting reward mechanisms is to audit who gets what and why — and make sure people know about it. As you craft your company’s hybrid work plans and policies, be aware of the inequities hybrid work can create or make worse. Designing with these practical dimensions of inclusion in mind is critical for creating an equitable organization. Do you have policies for hybrid work? How do you make sure all employees are treated fairly? Lordan, G., Aalmeida, T. and Kohler, L. (2021, August). 5 Practices to Make Your Hybrid Workplace Inclusive. Harvard Business Review
05:17
September 8, 2021
Mag. Anita Stojčevska, glavna izvršna direktorica SKB banke - "Zmagovalna formula v življenju in poslovnem svetu."
Anita Stojčevska, glavna izvršna direktorica SKB banke, ima močno finančno ozadje in dolgoletne izkušnje na področju bančništva. SKB banki se je pridružila leta 1995, od 13. decembra 2019 pa SKB banko predstavlja in vodi kot izvršna direktorica ter članica upravnega odbora SKB. Svojo kariero je v SKB banki razvijala na več odgovornih položajih, mnogih izmed njih tesno povezanih s komercialo in upravljanja poslovanja s strankami in podjetji. Od leta 2011 soustvarja strategijo banke kot članica uprave. Magistrica Poslovnih ved, ki je diplomski in magistrski študij opravila na Univerzi v Ljubljani, je na SKB banki svojo kariero pričela kot skrbnica podjetij. Dolga leta je izkušnje in znanja nabirala na komercialnih področjih banke, od leta 2001 pa je prevzemala odgovornosti na več menedžerskih pozicijah, pred delovnim mestom glavne izvršne direktorice banke je več let vodila divizijo Poslovna mreža in marketing v SKB banki. Naj quote: ·       Kdor hoče videti, mora gleda s srcem. Bistvo je očem nevidno. (Antoinea de Saint – Exupery) ·       Prijateljstvo naredi uspeh še bolj sijoč in z deljenjem zmanjša težo neuspeha (Ciceron) Naj knjiga: Mali princ (Antoinea de Saint – Exupery) Naj serija: V zadnjih nekaj letih ne gledam veliko televizije. V moji mladosti pa sem rada gledala serijo Prijatelji in Twin Peaks Hobiji: potovanje, dolgi sprehodi po naravi, krajši izleti s kolesom Najljubša hrana: Rada jem vse, najraje pa pečem sladice Najljubši podjetnik: v moji karieri sem srečala veliko izjemnih podjetnikov, vizionarjev, strategov, tako da ne želim izpostaviti le enega. Naj app: LinkedIn Nauki za naše poslušalce: ·       Ekipo ne tvorijo osebe, ki skupaj delajo ampak osebe, ki se spoštujejo, si zaupajo in skrbijo drug za drugega. V življenju štejejo le skupne zmage in ne zmage posameznikov. ·       Delajmo pošteno in ostanimo zvesti svojim vrednotam. ·       Zmagovalna formula v življenju in poslovnem svetu je: sodelovanje, zaupanje, spoštovanje, pogum, sprejemanje drugačnosti, ljubezen, strast.
59:33
August 29, 2021
Tip of the Week 32 - "How to Re-Onboard Employees Who Started Remotely"
At the beginning of the pandemic, employers quickly shifted almost every aspect of their business, including the onboarding of new employees, to take place remotely. Research from Glassdoor shows that organizations with strong onboarding practices improve employee retention by 82% and productivity by more than 70%. While going back to the office will be an adjustment for everyone, it will be an entirely new experience for people you hired remotely. Here are a few strategies to re-onboard employees who started work in a WFH environment. • Allow remote hires to bond as a cohort by creating structured opportunities for them to interact and get to know each other. These might include icebreakers or “speed networking” activities. • Create a buddy system. Pair each remote hire with a more tenured employee who can answer their questions about the physical office space and organizational norms that they may not have picked up on when working from home. • Check in regularly. You may feel like you’ve already done the work of getting your remote hire up to speed, but the office is an entirely new environment. Take them to lunch and have a one-on-one meeting with them their first week back, as you would have done if they had started their job at the office. · Create informal team-building opportunities. Creating opportunities for people to get to know each other better will help all employees to reconnect after being remote for over a year but will also help remote hires, in particular, to socialize and get to know both new and tenured employees in a more relaxed and less intimidating environment. While going back to the office will be an adjustment for everyone, it will be an entirely new experience for remote hires. Don’t squander the opportunity to create a great employee experience. Do you like working remotely? How do you onboard new employees remotely? Zucker, R. (2021, June). How to Re-Onboard Employees Who Started Remotely. Harvard Business Review.
03:59
August 18, 2021
Miha Culiberg, MBA, So-ustanovitelj in CEO Lab4Pay ter Minicity-ja - "V življenju in v poslu je treba uživati."
Miha Culiberg je inovator, podjetnik z 18+ leti mednarodnih izkušenj v IT, plačilna industrija in telekomunikacijah. Zelo izkušen je pri ustvarjanju novih poslovnih modelov, še posebej kar se tiče raznih plačilnih sistemov in prodkutov. Zase pravi, da je IT njegova panoga, telekomunikacije njegova strast, poslovni razvoj njegov fokus, prodaja njegovo igrišče in razvoj izdelkov njegov hobi. Miha ima zelo bogato kariero. Je so-ustanovitelj in CEO podjetja Lab4Pay d.o.o., so-ustanovitelj in direktor Minicity Ltd., je regionalni direktor prodaje pri podjetju Transaction Systems Ltd., ki je del skupine ITG in je spada med top 10 IT podjetij v Rusiji. Bil je tudi del izjemne ekipe Halcoma, ki je ustvarila odlične zgodbe, med njimi tudi mBills. Miha ima poleg bogate kariere tudi zelo bogato življenje, saj je oče 5ih otrok. Zelo ponosen je na Minicity, ki je tematski program zabave, ki uporablja metodo didaktične igre, namenjen otrokom od 0 do 12. leta starosti. V njem otroci skozi didaktične igre pod vodstvom izkušenih animatorjev spoznavajo različne poklice in osvajajo uporabna znanja za vsakodnevno življenje. Nay Quote: Tko ne umre, preživjet če: Alan Ford. Naj knjiga: Pika Nogavička Naj serija: Narcos Hobiji: Potovanja, kuhanje, šport, pivo Najljubša hrana: Steak Najljubši podjetnik: Mark Pleško in Igor Verstovšek CosyLab, Manager pa Damjan Kralj Naj app: MyNanny Trije nauki: ·       Imejte otroke, veliko njih, ·       Ne bodite zavistni, saj vsak nosi svoj križ, ·       Skočite kdaj na glavo ampak vseeno preverite globino.
01:15:21
August 15, 2021
Tip of the Week 31 - How to Negotiate a Remote Work Arrangement
If you’re not interested in returning to in-person work but your boss expects you to come back, or if you’re interviewing for a new job and want to work remotely, how can you negotiate your desired arrangement? How exactly should you ask for a work-from-anywhere arrangement when negotiating a job offer, or when you’ve been working virtually and don’t want to return in person to the office? Here are five steps: 1) Demonstrate how it will benefit your employer. 2) Show the impact you can make. 3) Be prepared to take a pay cut if you’re relocating. 4) Use data to prove you can be successful working remotely. 5) Don’t expect a one-and-done conversation. Here are also some tactics: • Make clear that you can be successful by sharing the accomplishments you’ve already achieved in a remote work environment. • Articulate how your plan would be a win-win. For example, if you feel you’re more productive and effective outside of the office, make a compelling case for how that benefits the whole company. • Ask if there’s any other data or information you could provide to help your case. • Be prepared to take a pay cut if you’re relocating to an area where the cost of living is significantly lower. Weigh this potential income loss against your improved quality of life. • Know that you may not get an answer in your first conversation. Your manager may need some time to review your request with the higher-ups. Whether you get the green light for permanent work-from-home or you and your boss agree to a trial period, get the exact agreement in writing. This way, everyone is clear that the arrangement can go forward, no matter who the manager is. And remember: While some flexibility is important while you negotiate, that flexibility should go both ways. Do you like working remotely? Is your culture embracing of the hybrid workplace? Peppercorn, S. (2021, July). How to Negotiate a Remote Work Arrangement. Harvard Business Review.
04:42
August 4, 2021
Jure Pirc, inovator, ustanovitelj CryptoWater.eu - "Blockchain in kriptovalute - zanimiv svet poln padcev in vzponov."
Jure Pirc je oseba, ki je bila zmeraj vpeta v nove tehnologije. Ima zelo bogato kariero in je oseba z izjemno avtoriteto na področju blockchain tehnologij. Je tudi govorec in predavatelj na različnih svetovnih konferencah. Jure je predsednik Bitcoin društva Slovenije s skoraj 19 tisoč člani, kar predstavlja eno izmed največjih društev v Sloveniji. Bil je community manager pri Tokens.net, ambasador pri prijektu Eligma, je ustanovitelj Aquarius kovanca, LanaCoina ter TajCoina. Zelo je bil vpet tudi v projekt NevaCoin. Neva, CryptoWa Lana in Taj so dejansko prve personalizirane kriptovalute na svetu in v bistvu extremno tehnološko darilo za rojstni dan. Vse tri so samostojne verige blokov s svojimi matematičnimi pravili delovanja. Njihova posebnost pa so prilagojeni parametri samega omrežja. Jure je tudi od leta 2018 CEO podjetja Blockmaster. Njegov najnovejši projekt pa je CryptoWater.si. Je tudi svetovalec pri Bled Water Festivalu. Naj quote: I have not failed i just found 10.000 ways that wont work, Naj knjiga: Knjiga življenja. Naj serija: No way da je samo ena. Včeri zvečer po dolgem dnevu sem uspel 1/3 Fringe pogledat. Hobiji: Spreminjanje sveta in miselnosti ljudi skozi tehnologijo. Najljubša hrana: Voda, kaj je pa zraven je pa stvar okusa trenutka. Najljubši podjetnik:  Vsi kateri so v tekočem letu razumeli pravi pomen besed "Cooperation in partnership". Naj app:CryptoWallet.si in CryptoWater.app, kmalu pa tudi App.PizzaDay.si, drgač pa screentime pravi da je Telegram :) Zaključni nauk: · Svoj prosti časi investirajte v sebe, družino in znanje.
01:08:20
August 1, 2021
Tip of the Week 30 - Have We Forgotten How to Small Talk?
Are you feeling ill-prepared and nervous to make small talk when you get back to the office? If stopping for an impromptu hallway chat seems a little daunting, you're not alone. Returning to the office and socializing with people we haven’t seen in person for more than a year can feel scary. Many of us are socially rusty after a long pandemic year. The good news is you can rebuild your small-talk muscle with practice. How to “Small Talk” The virtual meetings we have grown accustomed to getting right down to business. There have been few if any, interstitial spaces on our work agendas to catch up. Our increased reliance on emails and private messages to communicate have only exacerbated the problem. Let’s revisit the basics. Here are a few conversation starters. Try them out, tweak them so they feel authentic to you, and use whatever is most helpful. Cooking and baking. Many people discovered their inner chef during the pandemic. You might ask your coworker, “What are your new favorite meals?” or “What’s a simple recipe you discovered recently?” Hobbies. You might be curious about what your colleagues did with their time while not in the office. Try asking, “Did you rediscover any hobbies during quarantine?” or “What was your favorite thing you read/watched/listened to last year?” 3. Vacation plans. With travel restrictions lifting in many parts of the world, lots of us are starting to think about making up for lost vacation time. Ask your work buddies, “What are you looking forward to the most this year?” or “Where’s the first place you’ll travel when you’re able to?” While this may seem difficult, reconnecting with colleagues is further evidence of our resilience - our ability to shift to match our circumstances. Conversely, you may also be saying hello to some coworkers who started while everyone was remote. Don’t hesitate to introduce yourself and share your role in the organization, then proceed with the topics listed above. Do you like small talk? Is your culture embracing small talk? Samuels, R. (2021, July). Have We Forgotten How to Small Talk?. Harvard Business Review.
04:28
July 20, 2021
dr. Tina Škerlj in mag. Tamara Bertok Velkavrh - "Ko gresta vodenje in coaching z roko v roki, in kjer se tehnično znanje nadgradi z vodstvenim znanjem."
dr. Tina Škerlj Izkušena leaderka, coachinja, predavateljica in strokovnjakinja za change management in transformacijo. Trenutno je odgovorna za digitalno transformacijo v skupini BE-terna, ki vključuje okoli 1000 zaposlenih v 10-ih evropskih državah. Poleg tega je coachinja za leaderje, predsednica nadzornega sveta in predavateljica za bodoče člane nadzornih svetov. Pred tem je bila Tina dolgoletna poslovna svetovalka v podjetju Deloitte, kjer je vodila poslovno svetovanje v Sloveniji, izvršna direktorica v skupini Mladinska knjiga in članica uprave regionalnega IT podjetja S&T. Poleg tega ima tudi bogate izkušnje iz tujine, kjer je končala študij ekonomije v Nemčiji, kasneje pa v okviru Deloitte-a delovala kot poslovna svetovalka v Nemčiji in na Poljskem. Ima tudi znanstveni doktorat iz ekonomije in je certificirana ACC coachinja. Tina je tudi nekdanja predsednica sekcije mladih managerjev Združenja manager in nekdanja predsednica Alumni združenja MBA Radovljica. Naj quote: strong back.soft front.wild heart (Brene Brown) Naj knjiga: mnogo jih je…Mali princ Naj serija: nimamo televizije in ne gledam serij Hobiji: kolesarjenje, hoja v hribe, (turno) smučanje, branje, odkrivanje novih kotičkov sveta oz. v zadnjem času Slovenije Najljubša hrana: katerakoli v dobri družbi Najljubši podjetnik: mnogo jih je, vsekakor pa tudi vsi moji šefi na moji karierni poti Naj app: LinkdIn, google calendar, google maps, notes Zaključni nauk: ·       Kot pri Malem princu…vedno gledaj in delaj s srcem. mag. Tamara Bertok Velkavrh Zadnjih 6 let zaposlena v Be-terni. Najprej kot svetovalka in arhitektka programskih rešitev ter zadnji 2 leti kot vodja teama za implementacijo Microsoft Dynamics 365 poslovnih rešitev na področju upravljanja energetske in druge komunalne infrastrukture - na kratko področje UIM - Utilities Infastructure management. Na tem področju s svojo ekipo soustvarjam istoimenski produkt UIM, skrbim za njegov razvoj in atraktivnost. Pred tem prokuristka v IT podjetju, asistentka na Univerzi na Primorskem na Fakulteti za management (poslovna matematika, poslovna informatika, …) , svetovalka/arhitektka v IT podjetju za geografske informacijske sisteme in podjetju za IT rešitve s področja upravljanja vrednostnih papirjev. Osnovno izobrazbo po študiju matematike v Ljubljanji nadgradila z znastvenim magisterijem na Eknomski fakulteti s področja upravljanja informacijskih sistemov. Naj quote: It always seems impossible until it’s done (Nelson Mandela) Naj knjiga: verjetno bi lahko skrčila na top 10, vse pa obarvane z znanstveno fantastično vsebino 😊 (avtorji Suzanne Collins, Orson Scott Card, Anthony Horowitz, …) Naj serija: Midsomer murders Hobiji: branje, koleasarjenje, pohodništvo Najljubša hrana: sendvič Naj app: FBReader Zaključni nauk: ·       I believe that strength doesn’t come from just one person, true strength lies in team spirit. Trusting your colleagues and working together is what can overcome any issue.
01:11:34
July 19, 2021
Tip of the Week 29 - The Hazards of a “Nice” Company Culture
In too many companies, there is the appearance of harmony and alignment but in reality there’s often dysfunction simmering beneath the surface. The intention behind cultivating a nice culture is often genuine. Leaders believe they’re doing a good thing that will motivate people and create inclusion. But often it has the opposite effect and the result is a lack of honest communication, intellectual bravery, innovation, and accountability. Creating a “nice” company culture is a laudable goal. But has your company taken “niceness” too far? Is there dysfunction simmering beneath the surface? An insistence on politeness can result in a lack of honest communication, intellectual bravery, and accountability. If you’re concerned your organization’s culture has veered into toxic niceness, try these tactics. • Reset expectations. Be explicit that you want people to give candid feedback and ask tough questions. This change won’t be easy so clearly explain the organization’s current state, future state, and how the transition between the two will work. • Demonstrate vulnerability. Don’t expect others to usher in a new era of truth-telling if you haven’t modeled the behavior first. You must be the first mover, demonstrating fallibility, and showing people that candor is rewarded. • Provide air cover for people who speak up. When people do express dissenting views don’t reprimand them, but thank them. Publicly challenge the status quo you helped create. Martin Luther King Jr. said in his famous Letter from Birmingham Jail “…there is a type of constructive, nonviolent tension which is necessary for growth.” Don’t cover that up in your efforts to be nice. Channel and manage the tension. That’s real kindness. Do you have a strong company culture? Is your culture too nice? Clark, R. T. (2021, June). The Hazards of a “Nice” Company Culture. Harvard Business Review.
04:01
July 16, 2021
Medeja Lončar, direktorica Siemens Ljubljana in predsednica uprave Siemens Zagreb - "Poštenost, iskrenost, odprtost, povezovanje in usmerjenost v prihodnost, so bistveni elementi uspešnega vodenja."
Medeja Lončar je že dolga leta Ljubljančanka, ki se še vedno zelo rada vrača v rodno Celje. Je diplomirana ekonomistka, ki je svoje prve delovne izkušnje že v srednji šoli nabirala v medijih. Pri 33 letih je prvič postala članica uprave, v takratni celjski Kovinotehni. V Siemensu Slovenija je leta 2003 prevzela vodenje telekomunikacijskega oddelka, 4 leta kasneje postala direktorica podjetja, od spomladi 2018 pa vodi tudi Siemens Hrvaška. Je podpredsednica nadzornega odbora Slovensko-nemške gospodarske zbornice, članica upravnega odbora Hrvaško-nemške gospodarske zbornice, članica strateškega sveta za digitalizacijo in od lanske pomladi tudi predsednica Združenja Manager. Je pobudnica projekta Inženirka leta v okviru projekta Inženirke in inženirji bomo. Svoje znanje in izkušnje rada deli tudi na različnih dogodkih, pa tudi kot mentorica. Je ženska, ki vedno znova in na vseh življenjskih področjih stopa iz cone udobja ter prevzema konkretne odgovornosti za razvoj tudi v družbi. Obenem pa je tudi žena in mama odraslega sina, že leta pa tudi pasja mati. Naj quote: Mark Twain ; »The secret of getting ahead is getting started«, Naj knjiga: Tiziano Terzani – Še en krog na vrtiljaku, Naj serija: Ko imam čas, gledam  filme. Serije, ki jih gledam, so v glavnem dokumentarne – npr. Planet Earth), Hobiji: Branje knjig, potovanja, pohodništvo (s psom), gastronomija, petje Najljubša hrana: Vse jedi na žlico Najljubši podjetnik: Jim Hagemann Snabe Naj app: Fitbit Vaši nauki za naše poslušalce ·       Poštenost, pokončnost, iskrenost ter odprtost , povezovalnost in usmerjenost v prihodnost so bistveni elementi mojega vodenja, pa tudi sicer na njih temeljijo moje osebne vrednote. ·       Verjamem, da je osebna integriteta predpogoj za dobrega vodjo, hkrati pa tudi v poslovnem svetu omogoča ohranjanje osebne svobode. Drugi pomembni element za dobrega vodjo je po mojem mnenju pripravljenost na stalno učenje in razvoj, danes temu rečemo tudi »growth mindset«. Ob tem pa pomaga  tudi, da si del organizacije, kjer kot vodja in zaposleni  svoje delo in namen lahko tudi osmisliš. Sebe bi si težko predstavljala v podjetju, ki onesnažuje okolje ali negativno vpliva na zdravje svojih kupcev,čeprav poznam veliko odličnih vodij, ki delajo v takih branžah. ·       Prosvetljeni manager je trajnostni voditelj, ki naslavlja družbene, ekonomske, okoljske in osebne vidike vodenja. Verjamem, da ta nova doktrina vodenja potrebna in lahko bistveno izboljša družbo in okolje, v katerem živimo.
01:12:07
July 5, 2021
Tip of the Week 28 - 5 Relationships You Need to Build a Successful Career
In the initial stages of your career, one of the most important things you can do is build a village of your own. We’re not talking about a college network, LinkedIn friends, or the people who you met one time at a conference. We’re referring to the relationships that will have a significant impact on your life over time - ones that can accelerate your path to a promotion, increase your visibility within an organization, and stretch you beyond your comfort zone into the leader you aspire to be. No matter what stage you’re at in your career, one of the most important things you can do is build relationships. But which ones are most important to your future success? Here are five that will help you accelerate your path to a promotion, increase your visibility within an organization, and become the leader you aspire to be. Mentor: Think of a mentor as the north star that will keep you on track when you’re feeling lost at work. They are the one person inside (or outside) of your organization who you can turn to for guidance — whether you are looking to expand your industry knowledge, navigate a difficult conversation, listen to feedback on a project, or get some encouragement when times are tough. Sponsor: While mentors give you advice and perspective, sponsors advocate on your behalf (especially in front of other company leaders) and in some cases, directly bring you career opportunities. Partner: A partner is an ally or peer who can serve as a sounding board to broaden your perspective. This relationship is fuelled by trust, a shared drive to succeed, and the recognition that you can do better together. Competitor:Competition between peers is inevitable, and not always unhealthy. When used correctly, a friendly contest can inspire you to perform better, come up with new ideas, and get more done. Mentee: Becoming a mentor will teach you how to bring out the best in others, recognize their strengths, give feedback, and coach. In turn, it will push you to do your own job better and strive for more. Sometimes forming these relationships will happen randomly and without effort. But you can accomplish so much more if you are open and intentional about it. So, don’t leave things to chance. Do you have a strong network? How do you go about creating your network? Fernandez, J. and Velasquez, L. (2021, June). 5 Relationships You Need to Build a Successful Career. Harvard Business Review.
04:52
June 24, 2021
Nejc Palir, CXO Tretton37 - "Disrupting through innovation: A people centric journey for a better tomorrow."
Nejc Palir is an entrepreneur whose journey started at a very young age and has so far been coloured with many international achievements. He is on a mission of influencing positive change, challenging the status quo, empowering the underdogs and improving communities; one person at a time. Nothing brings Nejc greater joy than to build what can't be built, grow those who weren't given the opportunity and challenge himself by stepping into the uncomfortable and untested unknown. Recently, Nejc has embarked on a journey of challenging the local mindsets in Slovenia, creating new norms in terms of leadership and building an incredible software company with a rich culture in the heart of Ljubljana, tretton37. Nejc is a Chief Experience Officer at tretton37, producer of all things digital, visionary & entrepreneur. Favourite quote:  "You can either step forward into growth, or step backward into safety." Favourite book:  Thanks for the feedback, -Douglas Stone and Sheila Heen Favourite show:  Breaking Bad, -Vince Gilligan Hobbies:  Gym goer, Occasional cook, Digital artist Favourite food:  Surf & turf with mash Favourite entrepreneur:  Melinda & BIll Gates Favourite app:  Zappier Lesson for the audience:  Always put people first, equip yourself with empathy, leave your fears behind and strive to build a better-than-yourself generation of role models. Be their platform for success. It will amaze you what magic can happen when you allow people to thrive, when you allow students to outgrow their teachers and themselves.
01:29:10
June 20, 2021
Tip of the Week 27 - Why You Should Invest in Unconventional Talent
The importance of building diverse organizations has been well-established. Diversity is linked to greater innovation and performance, and research has shown that more diverse companies have higher profits than their more homogeneous counterparts. But building teams with different skill sets and life experiences requires intention. By designing inclusive hiring practices — and letting go of the notion that there’s one ideal candidate type for a role — you can create more opportunities for a range of candidates who are more than capable. It requires thinking beyond the confines of traditional hiring. Prepare for new hires who will shake up your worldview and challenge assumptions about career paths. And then continue investing in their growth. Together, you can chart an unconventional course toward an inclusive workplace that welcomes extraordinary talent. To make your hiring process more inclusive, especially of applicants who may have non-traditional backgrounds, adopt these strategies. Help unconventional candidates envision themselves at your company. When you’re writing a job description or interviewing a candidate, paint the big picture of a role rather than a checklist of specialized skills, degrees, or years of experience. Focus on potential rather than pedigree. When interviewing, ask questions that help you understand not just what they’ve done but what they’re capable of. For example, an open-ended question like “What were you doing the last time you looked at a clock and realized you had lost all track of time?” can help you uncover intellectual curiosity and understand what motivates someone. Don’t obsess over job titles. Rather than skimming resumes or LinkedIn profiles for a candidate’s education and experience, look at other non-professional experiences they may have, including volunteer or advocacy work, writing, or other interests. Those endeavors can often be more telling than a job title. Inclusive hiring is just the beginning; ongoing investment is key to supporting candidates once they’re on board. Prepare for new hires who shake up your worldview and challenge assumptions about career paths. Continue investing in their growth. Together, chart an unconventional course toward the destination: an inclusive workplace for extraordinary talent. Do you have inclusive hiring? How do you go about it? Ferguson, D. and Lee, F. F. (2021, May). Why You Should Invest in Unconventional Talent. Harvard Business Review.
04:45
June 8, 2021
Mag. Jelica Lazarević Lajovic, Izvršna direktorica za kadre in korporativno podporo v Iskratelu d.d.d. - "Za uspeh je treba imeti srce v poslu in v poslu srce."
Jelica Lazarević Lajovic je zaposlena v podjetju Iskratel, ki je del skupine S&T AG in opravlja vlogo izvršne direktorice za kadre in korporativno podporo. Ima skoraj dvajset let delovnih izkušenj, predvsem s področja vodenja in HR-ja. Ker v zadnjih letih vodi tudi področji odnosov z javnostmi in marketinga, nenehno išče sinergije med vsemi vodenimi področji in verjame, da tovrstno povezovanje  omogoča boljše in bolj napredne storitve njihovim uporabnikom.  Diplomirala je na Fakulteti za družbene vede, sociologija, kadrovsko managerska smer, nato pa nadaljevala s podiplomskim študijem na Ekonomski fakulteti v Ljubljani. Verjame v moč organizacijske kulture in vodenja, zato tema področjema namenja več časa in s strastjo opravlja svoje delo. Zelo pomembne lastnosti, ki jih ceni so raznolikost, videnje »velike slike«, multidisciplinarnost ter strast po izboljševanju in energija.  Med glavnimi cilji za naprej, je izjemna Jelica izpostavila: “Prispevati k pozitivnim spremembam v širši družbi. Biti ambasadorka pozitivnih sprememb, zato močno zagovarjam raznolikost, medgeneracijsko sodelovanje, inovativnost, s čimer lahko vsi prispevamo k bolj trajnostni in digitalizirani družbi.” Za najboljši nasvet glede vodenja pa izpostavlja: Vedno imejte odgovor na vprašanje, zakaj. Če veš, zakaj nekaj počneš (kakšne so koristi in s kakšno namero nekaj počneš), potem bo zrak bolj čist in jasen. Naj quote: To be successful, you have to have your heart in your business, and your business in your heart, T. Watson→ Za uspeh je treba imeti svoje srce v svojem poslu in svoj posel v  svojem srcu. Naj knjiga: Business Model Generation Hobiji: bootcamp Najljubša hrana: solata s piščancem Najljubši podjetnik (domači ali tuji): otroci (mali podjetniki), ki zaradi svoje vedoželjnosti in volje najdejo rešitev Naj app: youtube, viber Vaši nauki za naše poslušalce: Vse lahko izboljšujemo. Začeti z malimi zmagami.
56:51
June 6, 2021
Tip of the Week 26 - Did You Get My Slack/Email/Text?
Many of us are in the midst of a major transition from remote to hybrid work, which is affecting how we communicate with our colleagues. Back when we were in the office, we all knew the unwritten rules of communication. As a manager, it’s essential to help your team establish new norms around digital interactions. This should be a collective process so set up a group brainstorm with the explicit goal to document new rules and expectations around how you will communicate in a hybrid environment. Here are a few key questions to ask: What’s been the most collaborative experience you’ve      had in each of these channels? IM (Microsoft Teams, Slack, Skype, etc.) Email Video calls Texting (if applicable) Based on these positive experiences, what are the norms that we want to set up for each channel? (See the right-most column      above for specific examples.) As you set up these guidelines, think about message length, complexity, and response time. How long is too long for an IM message? Do we want to put a limit on the number of people to include in a group IM? When (if ever) is it appropriate to text someone? What is the expected response time for emails? When we transition to a hybrid office, how will we stay inclusive of our remote employees and avoid potential biases? Given that many of us are working asynchronously, how will we be sure to communicate when we are working while still respecting everyone’s personal time? Once you’ve outlined the team’s ground rules, document them and share them in a public place so that people can refer to them when needed. But don’t assume they’re set in stone. Check-in with your team after a few weeks to see if the rules of engagement need to be tweaked. It’s essential for managers to establish norms around digital communication with their teams. Having a detailed guide will help ensure that everyone on your team is on the same page and has the same expectations — regardless of who is working from where. Do you have written guides on how to communicate in a hybrid work environment? What channels do you use the most? Dhawan, E. (2021, May). Did You Get My Slack/Email/Text? Harvard Business Review.
03:57
May 26, 2021
Nina Dremelj, predsednica Poslovnih angelov Slovenije, investitorka - "Kako odkriti naslednjega SAMOROGA?"
Nina Dremelj je predsednica Poslovnih angelov Slovenije, predavateljica, investitorka, mentorica, believer-ka, poslovna angelina in strastna podjetnica. Njena največja strast je pomagati podjetnikom, da svoje ideje spremenijo v resnična, uspešna podjetja. Nina ima izjemno sposobnost odkrivanja startupov, ki imajo velik potencial, saj ima že več kot 10 let izkušenj v investicijskem in poslovnem svetu ter sodeluje z inovativnimi, naprednimi in proaktivnimi ekipami, ki so del startup podjetništva. Nina ima tudi magisterij, ki ga je uspešno zaključila na Fakulteti za Družbene vede. Trenutno je posvečena podjetju Alita Capital, v preteklosti je kot solastnica uspšno vodila švicarski seed sklad AlpVent AG, kjer je pod svoje okrilje sprejela uspešna slovenska podjetja kot so Mali Junaki, TAIA, FlySentinel in druga. Pod okriljem Alita Capital pa je podprla podjetja Cresco Innovation, Swipstyle, Salesqueze in druga podjetja. Naj quote: Vsak startup za uspeh potrebuje samo nekoga, ki brez pomisleka verjame vanj, vse ostalo se zgodi. Naj knjiga: Dream Big: How the Brazilian Trio behind 3G Capital Acquired Anheuser-Busch, Burger King and Heinz Cristiane Correa (Author)Naj serija: The Witcher Hobiji: kolesarjenje, potapljanje na dah, branje Najljubša hrana: tajska "in general" Najljubši podjetnik: Jorge Paulo Lemann Naj app: Telegram Zaključna nauka: · Problemov ni, so samo rešitve. · Investicija je poroka s predporočno pogodbo - vsi plavate v isto smer, veste kaj boste počeli in kako se boste razšli.
01:01:16
May 23, 2021
Tip of the Week 25 - How to Give and Receive Compliments at Work
Whether you are a manager or an individual contributor, giving and receiving compliments plays a critical role in building and maintaining relationships at work. When done well, a compliment is one of the most powerful ways to let someone know that we value and appreciate them. Yet, these seemingly positive interactions can be surprisingly tricky to navigate for both giver and receiver alike. Here’s how to give a powerful compliment the next time you want to recognize someone for their work: · Be authentic. Ask yourself, "Why am I recognizing this person?" Don’t compliment someone because you feel you should; compliment them because you feel compelled to let them know how they impact you or others. · Be specific. Ask yourself, "What exactly did I experience or observe?" Give details and examples to give the recipient the context behind your admiration. · Focus on process, not just results. In other words, comment on how this colleague did what they did — not just what they produced. · Share the impact. Tell your colleague what their actions meant to you and the rest of the team. The Compliment Checklist The next time you feel compelled to give a compliment, before you share, pause for a minute and answer the following questions. · Authentic:Why am I recognizing this person? · Specific:What did I experience or observe? · Process:What did it take for them to do what they did? · Impact:How did what they do impact me or the team? Over time, answering these questions will become second nature as you begin to master the art of giving and receiving powerful compliments. You can begin to practice immediately. How many compliments do you give and how many do you get? Littlefield, C. (2019, October). How to Give and Receive Compliments at Work. Harvard Business Review.
03:29
May 11, 2021
Daniela Bervar Kotolenko, podjetnica, mentorica, poslovna trenerka - "Najbolj iskano ime v Sloveniji."
Daniela Bervar Kotolenko je podjetnica, mentorica, cenjena predavateljica, poslovna trenerka, avtorica, ustanoviteljica štirih podjetij ter investitorka. Je ustanoviteljica in direktorica poslovnega združenja BIC, Business Intelligence Center, ki že 7 let ustvarja izjemne zgodbe in povezuje poslovni svetnsrednjih in malih podjetij. Je tudi predsednica MBA alumni kluba poslovne šole Cotrugli v Sloveniji. Bila je tudi soustanoviteljica in ena od partnerk v podjetju CorpoHub ter podjetju MediaLab, ki je znan po blagovni znamki 1nadan.si. Od nedavnega pa je tudi ustanoviteljica novega podjema, Edutrain.me, kjer pod eno streho združuje vsa poslovna izobraževanja in odlične trenerje s Slovenije in tujine. Daniela je tudi mojstrica poslovnega mreženja in povezovanja, inspiratorka in govornica ter certificirana LEGO SERIOUS PLAY facilitatorka in Scrum Master-ka. Sicer je navdušenka nad agilnimi metodami dela in vitkimi inovacijami in se aktivno ukvarja z agilno transformacijo slovenskih korporacij. Daniela govori kar 5 jezikov, v prostem času pa tudi glasbeno ustvarja ter se posveča družini. Fun facts: · zaljubljena v prodajo in podjetništvo, · Prvi podjem: štant s figuricami kinder jajck pri osmih letih, · prejemnica mednarodne štipendije Executive MBA ze pri rosnih 24 letih, · Hobiji: skomponirala je svoj jazz-blues komad in za dušo poje v rock bandu podjetnikov – managerjev, soavtorica pesmi za Emo še kot študentka, · Naj hrana: je vse, razen vampov · Zaključni nauk: Na sebe vedno poglej iz druge oziroma tretje perspektive ter bodi sam sebi prijatelj in se spodbujaj.
01:19:27
May 9, 2021
Tip of the Week 24 - 6 Strategies for Leading Through Uncertainty
It seems that any given week provides ample reminders that leaders cannot control the degree of change, uncertainty, and complexity we face. The authors offer six strategies to improve a leader’s ability to learn, grow, and more effectively navigate the increasing complexity of our world. The first step is to embrace the discomfort as an expected and normal part of the learning process. As described by Satya Nadella, CEO of Microsoft, leaders must shift from a “know it all” to “learn it all” mindset. This shift in mindset can, itself, help ease the discomfort by taking the pressure off of you to have all the answers. Uncertainty is unavoidable. As a manager, you need to be prepared to lead your team through murky waters, but doing so requires getting in the right mindset yourself. Here are six tips to help you shift your perspective: 1. Embrace the discomfort of not knowing.Move from a know-it-all to a learn-it-all mindset. You don’t need to have all the answers. 2. Distinguish between "complicated" and "complex" issues. They require different solutions. 3. Let go of perfectionism.Instead, aim for progress, expect mistakes, and recognize that you have the ability to continually course correct as needed. 4. Resist the urge to oversimplify and come to quick conclusions.Take a disciplined approach to understanding both the complexity of the situation and your own biases. 5. Don’t go it alone. Connect with your peers who have their own set of experiences and perspectives to draw from. 6. Zoom out. Taking a broad, systemic view of the issues at hand can reveal unexamined assumptions that would otherwise be invisible. Adopting the strategies above can improve our ability to continually learn, grow, and more effectively navigate the increasing complexity of our world. How do you prepare for uncertainty? What is your solution to leading through uncertainty? Zucker, R., Rowell, D. (2021, April). 6 Strategies for Leading Through Uncertainty. Harvard Business Review.
04:05
May 5, 2021
Andraž Gavez, ustanovitelj in direktor Moja čokolada d.o.o. - "Serijski podjetnik: od Mojačokolada.si, do Fullyja in BeLife Kombuče."
Andraž je ustanovitelj in direktor uspešne spletne trgovine Mojacokolada.si in so-ustanovitelj najhitreje rastočega fulfilment centra v regiji Fully. Za njim je že več kot 10-let izkušenj na področju spletne prodaje. Je aktiven poslovni mentor različnim podjetjem in predsednik društva Spletnih trgovcev. V preteklosti je sodeloval s podjetji, kot so Outfit7, Studio Moderna, Formitas, Žurnal24, in jih spoznal “od znotraj". Zelo sproščen in enostaven digitalni ekspert. Trenutno tudi svetuje podjetju L'Occitane pri spletni trgovini, ter prostovoljno pomaga tudi pri družbenih omrežjih in prepoznavnosti Amnesty International Slovenia. Je tudi poslovni mentor, kjer je pomgal pri postavitvi dveh gigantov: Konoplja.net in Peach Booty Plan, in je tui mentor pri AmChamu. Je tudi CFO pri podjetju BeLife Kombuča. Andraž se zaveda vlaganja v lasten razvoj, sa je opravil ogromno število različnih google certifikatov za adwords shopping, mobile certification. Fun Fact: Andraž ima šri svojih 29. letih verjetno že toliko izkušenj in delovne dobe kot povprečen državljan pri 40. Obožuje kuhinjo, prečudovito naravo in adrenalin. Naj quote:"The pessimist sees the problems in every opportunity. Whereas the optimist sees the opportunity in every problem" Naj knjiga:Sapiens. Naj serija: Black mirror. Hobiji: Jadralno padalstvo & kajtanje. Najljubša hrana:Težko izpostavim zgolj eno. Resnično obožujem kuhanje in hrano. En izmed super receptov, ki sem ga naštudiral v zadnjem tednu: kuhana leča + posušeni paradižniki. Razmerje: 1 proti 1. Daš skupaj in zmelješ, dodaš še malenkost svežih začimb (np. peteršilj) in imaš ODLIČEN veganski namaz :) Naj app: Shazam Zključni nauka: · Poglejte vsako stvar iz pozitivnega vidika (zakaj bi to lahko bilo dobro), · Bodite pozorni na vsak trenutek ( v dnevu, življenju).
01:05:09
May 2, 2021
Ana veselič, direktorica Kalček d.o.o. - "Prva eko trgovina v Sloveniji - Kalček."
Ana se je podjetju Kalček pridružila že kot študenta, ki je opravljala obvezno prakso na Fakulteti za podjetništvo Gea Collage. Pred tem je zaključila gimnazijo v prelepi Beli krajini. V Kalčku je začela delati v trgovini in nato prešla v pisarno.Po opravljeni praksi je ostala v podjetju kot študentka v pisarni. Tako je po določenm času spoznala celoten proces od skladišča, trgovin in uprave. Leta 2016 se je zaposlila kot asistentka nabave, leta 2018 pa je prešla v vodjo nabave in veleprodaje. Leta 2019 pa je diplomirala in tudi leta 2020 postala direktorica podjetja Kalček. Sedaj vodi podjetje s 23 zaposlenimi, ki je preživelo 3 leta »težkih« preizkušenj. Podjetje je od lanskega leta v 80% v lastni Italijanskega podjetja in 10% od predsednika nadzornega sveta iz Hrvaške. V podjetju smo uvedli veliko sprememb, ki niso bile vedno sprejete dobro. Odprli smo trgovino v centru mesta na boljši lokaciji, preselili skladišče na boljšo bolj dostopno lokacijo. Uvedli smo našo novo blagovno znamko Superhrana. To poletje bodo prišli na trg z novo spletno trgovino. V planu imajo tudi odprtje trgovin na novih lokacijah izven Ljubljane še do konca leta 2022. Njena ekipa za njo pravi, da je ambiciozna, vsestranska, iznajdliva, nasmejana, organizirana, delovna, družabna, iskrena, odlično rešuje težave v celotnem podjetju in zna prisluhniti. Zanima jo še avtomobilistična industrija, ki je njena »skrita« strast, katero bo poskušala v prihodnosti tudi uresničit. Vse več ji pomeni družina in preživljanje časa z njo. Največja sreča je njena nečakinja, ki jo vedno spravi v dobro voljo. Je relativno mlada in ima še veliko ciljev. Naj quote: »Kjer je volja, tam je pot!; »Success doesn't come to you, you go to it« Naj knjiga:  Joyful - The surprising power of ordinary things to create extraordinary happiness Naj serija: Prison Break – od ta starih. Nova: Who killed Sara? Hobiji: sprehod (Rožnik, Šmarna gora), fitness (upam, da spet začnem), igranje s svojo psička – Pini. Najljubša hrana: pečen sladek krompir in losos Najljubši podjetnik (domači ali tuji): iskreno nimam; vzor mi je moj mentor, brat in oče Naj app: (ne smej se) Outlook, Wolt – this is my life now Zaključni nauk: Če vztrajaš, se dokazuješ in imaš kanček sreče, da okolica prepozna tvoj talent, si na dobri poti uresničevanja svojih sanj. Zmagaš pa takrat, ko si ne samo uspešen, temveč tudi srečen v življenju. Takrat si res lahko ponosen nase.
01:07:48
April 26, 2021
Tip of the Week 23 - Do the Words “Performance Review” Scare You?
What can you do to make sure your first (or next) performance review is a positive one? You should just focus on your work and let your hard-earned talents and intelligence shine, right? Wrong. Many people assume that their bosses will know and remember everything they’ve done. But this is unlikely to be the case: Research finds that people overestimate the extent to which their accomplishments are noticed and remembered by others. Bosses are likely to be particularly bad at remembering their employees’ accomplishments because they may have multiple employees, as well as their own goals to focus on. Performance reviews can be nerve-wracking, but they’re important for ensuring your boss recognizes your value. Here are three tips for these anxiety-inducing conversations: • Highlight your achievements. Remind your boss of your accomplishments and how they’ve contributed to the outcomes your company cares about. You might say something like: “I know one of our team’s biggest priorities this quarter was to increase our social media following by 20%. The social media plan I developed is something I’m really proud of because it helped us achieve that goal.” • Demonstrate how you’ve helped your boss. Remind them of times you’ve built upon their ideas, helped them execute their goals, and brought your own ideas to the table that helped advance their cause. • Reemphasize your commitment to your organization. State your excitement about contributing to the future of the team and improving upon the work you’re already doing. The truth is, performance reviews aren’t always fair. Think back to when you were hired for your current role. It’s important to understand that these elements of your performance will take time to build, and you will regularly have to maintain them if you want to continue to be evaluated positively. How do you prepare for performance reviews? What is your opinion about them? Sanner, B. and Evans, K. (2021, April). Do the Words “Performance Review” Scare You? Harvard Business Review.
03:54
April 20, 2021
Mag. Mark Kalin, direktor, mentor, podjetnik - "Work-life balance NE OBSTAJA!"
Mark Kalin je izkušen manager, podjetnik, predavatelj in strokovnjak za vzpostavljanje inovativnih ekosistemov in transformacij kultur ter strokovnjak za vzpostavitev visoko zmogljivih virtualnih timov, z zelo bogato izobrazbo in poslovnimi izkušnjami. Trenutno je direktor v Švedskem investicijskem skladu 1337Works AB. Sklad povezuje dve velesili, Evropo in Azijo, saj ima sedeže na Švedskem, Sloveniji in v Arabskih Emiratih. Pred tem je bil Mark vodja poslovnega razvoja pri podjetju Geneplanet, kjer je vodil mednarodno ekipo na različnih trgih, ter pomagal podjetju vzpostaviti procese delovanja. Leta 2017 je bilo podjetje uvrščeno med 100 najhitreje rastočih podjetij v osrednji regiji (Gazela 2017), v letu 2018 pa je postalo zmagovalec tekmovanja za Najboljši biotehnološki startup v vzhodni in centralni Evropi (Central European Startup Award). Mark je bil skoraj štiri leta tudi vodja razvoja in novih tehnologij v družbi BTC d.d., ki je v teh letih transformirala BTC City v inovativno, pametno mesto in postala med bolj inovativnimi podjetji v Sloveniji. Med drugim je bil vpet tudi v ABC Accelerator. Mark je mentoriral in pomagal tudi več start-up podjetjem in bil eden izmed pobudnikov, da se v BTC-ju vzpostavi Living Lab za blockchain projekte. Mark je bil tudi koordinator skupine za pametna mesta in logistiko v slovenskem Blockchain Think Tanku. Je tudi ustanovitelj prve socialne platforme Beyond Leadership, ki združuje gospodarstvenike in akademijo in je s strani Narodne in univerzitetne knjižnice prejela mednarodno standardno številko za serijske publikacije ISSN. Ima tudi zelo bogato izobrazbo, saj je zaključil 4 magisterije, med katerimi je zagovarjal magistrsko nalogo na Ekonomski Fakulteti UL s področja delovanja virtualnih timov. Naj quote: Oscar Wilde:  Be yourself; everyone else is already taken, Pablo Isla: Start every day like a new beginning. Naj knjiga: Scott Galloway: The Algebra of Happiness: Notes on the Pursuit of Success, Love, and Meaning, and The Four: The Hidden DNA of Amazon, Apple, Facebook, and Google Naj serija: Sense8, Modern Family Favourite movie: Crazy Rich Asians, Gladiator Hobbiji: Fitnes, kuhanje, sprehajanje moje japosnek akite Toshija :) Najljubša hrana: Krvavice, pire krompir in zelje Najljubši podjetnik: Netflix founder Reed Hastings Naj app: Google calendar, Castbox, Notes, LinkedIn Moji nauki: 1. Challenge yourself every day. Bodi boljši in drznejši kot si bil včeraj. 2. Keep moving forward. Ne ustavi se, ko sliši ne. To lahko zgolj pomeni bolj se potrudi, NE danes. 3. Pressure is a privilege. Raziskuj in širi svoje znanje. 4. Obkroži se z uspešnimi ljudmi in networkaj.
01:41:42
April 18, 2021
Tip of the Week 22 - What Is Your Organization’s Long-Term Remote Work Strategy?
Companies shifted quickly and unexpectedly to remote work in early 2020, but leaders planning for a post-pandemic future have an opportunity to take a more intentional, strategic approach to remote work. Most likely this will involve revisiting a number of 1) company policies and 2) management practices. The authors examine key emerging trends in these areas and suggest a number of questions leaders should ask themselves as they plan for their organization’s optimal mix of remote work. A proactive implementation of remote work may require updating company policies to fit the needs of a dispersed workforce. As companies reconsider existing policies, they’ll need to address the following questions. What’s the right mix of remote work for your organization? Possible scenarios include a primarily remote, hybrid (with employees in the office part-time, typically two or three days per week), or a primarily in-office setting. To determine the optimal policy for your organization, leaders should factor in the following strategic considerations: · Nature of the work. Independent tasks that do not rely heavily on collaboration or coordination with others are ideal for remote work. Highly collaborative work can also be successful remotely but requires more effort to manage. Obviously, some jobs simply cannot be performed remotely, but these may be fewer than you think. Companies continue to stretch the boundaries of remote work, with technologies like robotics and augmented reality being used to enable remote machine maintenance in manufacturing, and even some medical screenings and diagnosis functions. · Experience level of the workforce. New employees or those recently promoted typically benefit from an initial period of time in the office, both to build relationships and to gain the implicit knowledge that can be more easily absorbed in the office environment. If the workforce is primarily remote, synchronous virtual orientation sessions or on-site retreats may be beneficial. · Employee preferences. Individual choices should be taken into consideration given differences in personalities and preferences for remote work. Although some employees may indicate preferences now, those conversations should be revisited as work patterns and routines normalize. · Real estate costs and carbon footprint. Less may be more to position for sustainability or scalable growth. How do you promote safety working remotely? How do you work? Completely remotely or a hybrid model? Makarius, E. E., Larson, Z., and Vroman, S. R. (2021, March). What Is Your Organization’s Long-Term Remote Work Strategy? Harvard Business Review.
05:32
April 13, 2021
Miha Lavtar, lastnik in direktor Optiweba - "Z vizijo do najboljših kadrov in kreiranjem trendov."
Miha Lavtar je lastnik in direktor spletne agencije Optiweb, podjetja, ki ga je ustanovil leta 2009 in že v prvih desetih letih dosegal zavidljivo 80% rast. Danes je Optiweb eno izmed vodilnih podjetjih v Sloveniji na področju digitalnih in spletnih rešitev. Optiweb ima odlično ekipo in je na poti do 3eh milijonov evrov ter ima že skoraj 60 zaposlenih. Miha je tudi svetovalec startupom, kjer lahko podjetnikom pomaga z grajenjem in širjenjem digitalne prezence, grajenjem podjetja in kulture ekipe, HR (zaposlovanjem) ter pri Linkedin oglaševalskih strategijah. Miha je tudi mentor in soustanovitelj podjetja Videa in Blatfejst. Postal je tudi član Strateškega sveta za digitalizacijo Republike Slovenije. V mesecu septemrbu je pričel tudi s svojim podcastom Direktorjeva perspektiva, kjer predstavlja poslovni svet skozi oči direktorja. Naj quote: Ne stori drugemu tega, kar ne želiš, da drugi storijo tebi. Ali še boljše, stori drugemu to, kar želiš da bi drugi storili tebi. Naj knjiga: Nimam, knjige so moja ahilova peta. :) Naj serija: Poslovna Shark Tank, kar se ostalega tiče pa That 70's Show in Peaky Blinders Hobiji: Podjetništvo :). Rad imam šport, dolge sprehode v naravi, odkrivanje novih kotičkov sveta, novih kultur, zgodovine (sploh vojne) in pa dobre avte. Za sprostitev pa metal glasba in trenutno tudi mrzli tuši. :) Najljubša hrana: Ne bom pozabil jastoga, pomfrija in Coca Cole, ki so bili sprečeni na ognju na golem peščenem otoku, ki je tam samo ob oseki. Po nekaj urah je prišla plima in morali smo vse pospraviti in se spraviti nazaj na čolne. Zanzibar dve leti nazaj. :) Najljubši podjetnik: Robert Herjavec Naj app: Pocket casts. Zvečer pa airplane mode :) Trije nauki: 1. Vzemi življenje kot serijo poizkusov 2. Ko si prestrašen, živčen, zaradi dolčenega dogodka (kot je na primer javni nastop) se vprašaj: "Kaj je najhujše, kar se lahko zgodi?" Ponavadi, prideš do zaključka da nič takega. :) 3. Rutine in procesi "pika"
01:01:21
April 11, 2021
Tip of the Week 21 - What a Compassionate Email Culture Looks Like
Email culture is broken — and fixing it will require a concerted effort. To start, individuals must think bigger than protecting their own inboxes, focusing instead on reducing the collective email traffic of the team as a whole. The authors review the basics of email etiquette and suggest three strategic habits that can help teams and organizations move toward what they call a compassionate email culture. Protecting your colleagues’ inboxes starts with getting the basics right. Let’s review: · Curate and focus your recipient list before you hit send. Does everyone really need to be on the thread? Remove anyone unnecessary; they can always be added later. · Write succinctly and in an organized fashion. The content of every message should be clear and specific: What’s the question, the request you need approved, or the information you need to deliver? · Apply situational awareness. Ask yourself: Does this conversation really need to happen over email? Could it be a phone or video call instead? Many messages can be deferred until the next casual conversation or routine scheduled meeting. Email culture is broken. No matter how hard we try, it feels impossible to actually reach inbox zero. But to fix the problem you have to think outside of your own inbox. It may sound counterintuitive, but focusing on reducing your team’s collective email traffic will help create a better culture for everyone. Here are three strategic habits that will help: 1. Consider BCC. Use BCC for any email to two or more recipients that doesn’t require them to communicate directly. This reduces the possibility of an endless reply-all thread or conversations that veer off-topic. If you need to discuss things as a group, consider a meeting instead. 2. Be conscientious about timing. Do your best to make sure your emails are delivered during the work day. Off-hour correspondence unfairly distracts the recipient, who might reflexively feel the need to reply in the moment. 3. Use plug-ins. Whether they're used for scheduling emails in advance, sending meeting invitations directly to your recipients' calendars, or simply "liking" a message instead of sending a response, in-app or third-party plug-ins can help you reduce the number of messages you send each day. Leveraging these powerful concepts, along with practicing the basics of email etiquette, will help you protect your colleagues’ inboxes and foster a compassionate email culture. If the collective community starts to respect others’ workload and schedule, there will be less email all around. In this model, everyone wins. How do you write your emails?? Are your emails direct or compassionate? Landry, A., and Lewiss, E. (2021, March). What a Compassionate Email Culture Looks Like. Harvard Business Review.
05:03
March 30, 2021
Lovro Peterlin, izvršni direktor A1 Slovenija d.d. - "Če se ne predaš, te ne more nihče premagati.”
Lovro Peterlin se je A1 Slovenija pridružil leta 2017 kot glavni direktor prodaje in naročniškega sektorja, junija 2018 pa je prevzel še položaj Managing direktorja. Pred prihodom na A1 Slovenija je bil od leta 2007 direktor podjetja Linea Directa, sestrskega podjetja Studia Moderna, ki se na 19 trgih vzhodne in srednje Evrope ukvarja s storitvijo klicnih centrov ter prodajo in z upravljanjem popolnih nakupnih izkušenj za več kot 350 poslovnih partnerjev. Z mednarodnimi izkušnjami, večletno prakso s področja razvoja novih poslovnih priložnosti in neposrednega vodenja predvsem generacije Y svoje znanje deli tudi s številnimi podjetniki ter je svetoval mednarodnim podjetjem na področju prodaje, marketinga ter vzpostavitve in upravljanja učinkovitih prodajnih timov. Poleg tega ima izkušnje iz tujine, saj je kot strateški marketinški svetovalec deloval v Italiji in na Kitajskem. Je nekdanji predsednik Sekcije mladih managerjev Slovenije, mentor številnim mladim v okviru AmCham Slovenija in eden redkih Evropejcev član prestižne globalne žirije za izbor mednarodne nagrade s področja direktnega marketinga in prodaje ECHO Awards. Lovro je tudi član upravnega odbora DMS. Naj quote: if you are tired learn how to rest, not quit. Naj knjiga: Barcelona way Naj serija: the band of brothers Hobiji: potovanja, tenis, smučanje, branje Najljubša hrana: palacinke z marmelado Najljubši podjetnik: Richard Branson Naj app: trailforks Trije nauki: · Assumption is a mother of all fuckups; · Ne glede na to če misliš da zmoreš ali pa ne, imaš vedno prav; · Če se ne predas, te ne morejo premagati
01:18:56
March 28, 2021
Tip of the Week 20 - Taking a Break Doesn’t Always Mean Unplugging
Frequent breaks help recharge our batteries at work, and while screen-free respites are usually best, sometimes you just can’t get away from your devices–and sometimes you just don’t want to. But the good news is that tech-based or -enhanced breaks can give you some of the same benefits as the offscreen variety if you are able to include some combination of physical movement, social interaction, and brain stimulation. Whether you’re facing back-to-back video calls or just a non-stop flurry of email, work can leave you in a screen haze unless you make a point of taking periodic, regenerative breaks. Here are some examples of tech-based breaks that meet these criteria. Consider these alongside your yoga sessions and coffee runs for breaks that put the time between meetings to good use, so that you actually feel refreshed and restored when the next one begins: · Get an on-screen workout. Combine gaming with movement and you have a double-duty stress buster. So take a few minutes to play a physically active game like Wii Sports, or if you prefer to get outside, chasing down a new Pokémon in the mobile game Pokémon Go. · Sing out, Louise! Physical activity doesn’t necessarily mean a workout. A growing range of studies have investigated the physiological mechanisms that make music such a powerful stress reducer, as well as the particular benefits of group singing when it comes to creating a sense of wellbeing and “social flow.” · Take a story break. Fire up your favorite audiobook app and pick up your knitting, do the dishes, or go for a quick stroll—all while listening to a short story or novel. No, don’t try to pack in a little more work time by listening to a business book: The whole point of this break is to combat the emotional disconnection that can set in when you’re working remotely. · Take a conversation break. It’s not an accident that audio-only social networks like Clubhouse and Twitter Spaces have taken off at a moment when we’re cut off from the casual chit-chat of the office. Dropping in on an audio social network can give you little bit of that spontaneity: Whether you listen into a panel conversation that inspires you with fresh ideas, or jump into a smaller room for a little bit of chit-chat, an infusion of other humans can leave you re-energized, and may even give you a new angle on a project or problem. · Beat the clutter. Research has shown that household clutter can make people depressed and overwhelmed—and if you’re working from home, you don’t get a daily 8-hour break from its impact. So pick a small decluttering project somewhere in your home, like that messy drawer in your kitchen or the pile of papers on your desk, and take ten minutes to whip it into shape. · Tune up your brain. A 2014 study of cognitive activities that can mitigate the risk of Alzheimer’s suggested that any kind of cognitive play — cards, crosswords, checkers — is associated with better cognitive performance. Try Jeopardy, Memory Match or Song Quiz while you stretch, walk or tidy up. There’s no rule saying you have to include your gadget in the breaks you take as a remote worker. But in those moments when stepping away is difficult — or if (like me) you really don’t want to necessarily switch off and unplug — don’t let that stop you from recharging your body and brain throughout the workday, just as diligently as you recharge your gadgets. Do you take mental breaks and unplugged? What do you like to do to get unplugged? Samuel, E. (2021, March). Taking a Break Doesn’t Always Mean Unplugging. Harvard Business Review.
06:04
March 23, 2021
mag. Manca Korelc, LinkedIn strokovnjakinja - "LinkedIn, kralj družbenih omrežij."
Manca Korelc je LinkedIn strokovnjakinja, soorganizatorka LinkedIn Local dogodkov, največja ljubiteljica jezer, športnica, raziskovalka vsega lepega, avtorica knjige The Slovenia Lakes. Njena pot v digitalnem marketingu se je začela v letu 2008 v eni izmed največjih agencij v regiji - Httpool. Takrat je bila v vlogi tržnice oglasnega prostora in spomni se, kako neznan ji je bil ta svet. Dodiplomski študij je zaključila na Fakulteti za turistične vede in takrat se ni veliko govorilo/učilo o digitalu. Karierno pot je nadaljevala v različnih spletnih agencijah, potem kot vodja marketinga na Odeji, kjer se je prvič v karieri srečala z B2C. Ni se našla v tem svetu, zato je prestopila nazaj v B2B in oktobra 2017 šla na svoje. Naj quote: »Be so good they cannot ignore you.« Naj knjiga: moja – The Slovenia Lakes. Naj serija: ne gledam serij Hobiji: tek, kolesarjenje, jezera, potovanja Fun fact: zbiram odpiralce pisem – vedno, ko grem na potovanje, enega kupim Najljubša hrana: špageti bolognese in gobe v vseh oblikah Najljubši podjetnik: nimam najljubšega.. bom rekla generalno – tisti, ki je materialno ustvaril res veliko, ampak je ostal predvsem Človek Naj app: LinkedIn in google maps Trije nauki: · LinkedIn je kot vsaka stvar, treba je začeti in nato vztrajati; · Ni najboljšega časa, kdaj začeti, nikoli ne boste dovolj pripravljeni, · Naučiš se sproti pri delu, ne pri pisanju strategije
01:05:07
March 21, 2021
Tip of the Week 19 - Financial targets don’t motivate employees
It’s natural for leaders to emphasize the importance of hitting financial targets, but making numbers the centerpiece of your leadership narrative is a costly mistake. Financial results are an outcome, they’re not a root driver for employee performance, and a growing body of evidence tells us that overemphasizing financial targets erodes morale and undermines long-term strategy. Leaders looking to motivate employees must instead use their time with their teams to build belief in the organizational purpose. How to achieve this? What tactics can we use? Leaders seeking to ignite creativity and drive exponential effort must go upstream, using their time with their teams to build belief in the organizational purpose, the intrinsic value of the employees’ work, and the impact the teams have on customers, and each other. Here are three ways to do that: Evaluate your leadership “airtime.” When Mike Gianoni took over as the CEO of SaaS firm Blackbaud, he flipped the way they conduct town halls. Previous leaders spent the majority of their airtime sharing financial results. Gianoni took a different approach. He began using his time to discuss the impact Blackbaud was having on customers, and he directed his leaders to do the same. When people feel good about what they do and they’re more successful, they’re not going to look for another job. Discuss individual customers with emotion and specificity. The more clearly an employee understands their direct impact, the more likely they are to go the extra mile; they also experience greater fulfillment in doing so. When we know our work matters to an individual person, we rise to the occasion. Discussing customers in the aggregate does not create the same emotional pull. Instead, when you speak about customers, even if your team does not interact with them directly, use their real names, talk about the businesses they have, and show your team that real people are counting on them. Resist the pull of the “FYI.” In our consulting practice we routinely observe well-intended leaders who in an effort “to keep their team informed” pass along everything that pertains to financial performance. It’s natural, because the gravitational pull of most organizations leans towards the numbers; it’s what gets reported and thus it’s routinely forwarded down. You can decide what to share and what not to share by asking yourself questions like: What does my team need to be thinking about on a daily basis to accomplish these goals? How do I want them to behave with customers and each other? Filter out the noise coming from other places in the organization and focus your language on the two things that are 100% within the control of your team: their mindset and their behavior. As we face a future of potential uncertainty and unrest, it’s crucial for leaders to help their teams stay engaged. You can improve your team’s performance (and their emotional well-being) by making sure your airtime, your metrics, and your language communicate one simple message: Your work matters. How do you communicate with your employees? Do you share financial information? How do you motivate your employees? Earle Mcleaod, L. & Lotardo, E. (2021, February). Financial Targets Don’t Motivate Employees. Harvard Business Review.
05:53
March 16, 2021
Nataša Mithans, lastnica in direktorica Vareo, so-ustanoviteljica TALENTcloud - "Kako tehnologije krojijo prihodnost marketinga in dela?”
Nataša ima več kot 17 let izkušenj s področja strateškega in digitalnega marketinga ter digitalne transformacije.  Kariero je začela v globalni svetovalni hiši A.T. Kearney, kjer je 4 leta delala z upravami vseh večjih podjetij v regiji in tudi Nemčiji. Kot strateška direktorica na Pristopu in Renderspacu, ter direktorica marketinga in prodaje na IEDC Poslovni šoli Bled pa je svoj fokus usmerila na področje digitalnih transformacij in digitalnega marketinga. Nataša je ustanovila Vareo, svetovalno martech agencijo, saj je prepoznala velik razkorak med tem kar so trendi na trgu in dejansko implementacijo in uporabo digitalnih tehnologij v podjetjih. Ostajajoč zvesta svojemu prepričanju, da poslovni cilji usmerjajo strategije in aktivnosti, je zbrala ekipo izkušenih strokovnjakov, ki si prizadevajo da so tehnološke rešitve res v službi marketinga in ne obratno. Nataša je aktivna članica Društva za marketing Slovenije, kjer je bila tudi članica upravnega odbora in vodi Akademijo za mlade marketinške talente. Polega tega je so-ustanoviteljica inovativne platforme TALENTcloud za izmenjavo zaposlenih med podjetij pod pokroviteljstvom AmChama. Nataša je predavateljica Strateškega digitalnega marketing na podiplomskem MBA študiju na University of New York in Prague ter na dodiplomskem študiju na Gea Colleg-u. Naj quote: v bistvu sta dva, ki sta me oblikovala: “raje se opraviči, kot pa prosi za dovoljenje” (avtor neznan) in “fokusiraj se na stvari na katere imaš neposreden ali posreden vpliv, vse ostalo je nepotrebna izguba energije” S. Covey Naj knjiga: glede na to, da mi je branje hobi, se je težko odločiti za naj, je pa bila ena izmed tistih, ki je preusmerila moj tok poslovnega življenja knjiga MJ Demarca - Unscripted Naj serija:podcast serija: Growth Think Tank; Netflix serija: Marseille Hobiji: jahanje (preskakovanje ovir), downhill mtb, smučanje, hribi, potovanja (ko so bila še možna), branje Najljubša hrana:vse kar skuha moj mož Najljubši podjetnik: Emil Tedeschi Naj app: uf, brez njih ne znam živeti Trije nauki: · Verjemi vase, · Sledi svojim ciljem in ne odnehaj, dokler nisi zadovoljna z doseženim, · Vedno najdi čas, da proslaviš male in velike uspehe.
01:13:27
March 14, 2021
Tip of the Week 18 - How to Stay Optimistic (When Everything Is Awful)
These are trying times for optimists. Covid deaths remain tragically high. Job growth remains stubbornly low. So many of our colleagues and kids are feeling stressed, exhausted, angry — “hitting the pandemic wall.” It’s important for all of us to get our optimistic groove back. leaders help their colleagues be realists — and optimists. But whether you’re running a company or managing a team, how do you keep your colleagues upbeat when the whole world is feeling down? How do you keep hope alive when things seem pretty hopeless? Here are four pieces of advice, drawn from renowned thinkers on organizational life, innovation, even meditation, that will help you shape a more positive future: · Insist on crisp execution, but make room for “organizational foolishness.” In times as demanding as these, it’s impossible to succeed without embracing the grind, the day-to-day struggle to meet the needs of anxious customers, collaborate with stressed-out colleagues, balance work and family. Achieving that balance has never been more important, not just for the healthy performance of the organization, but for the mental health of your colleagues. · Invite everyone to become a problem-solver, then give them room to fix things. More than a decade ago, Sara D. Sarasvathy published an influential study of how innovators and entrepreneurs actually get stuff done. The mythology, she argued, is that successful innovators predict a future, others can’t see, develop a finely tuned plan to turn that future into reality, and attract the financial and human resources to back their efforts. In reality, most change agents start with “who they are” (their “traits, tastes, and abilities”); use “what they know” (their “training, expertise, and experience”); and add “whom they know” (their “social and professional networks”).  By encouraging your colleagues to do, in the words of Theodore Roosevelt, “what you an, with what you’ve got, where you are,” leaders create a spirit of agency that leads to optimism. · Don’t just champion new ideas; strengthen personal relationships. In times of unprecedented turmoil, there is an understandable temptation for leaders to bet the future on game-changing ideas: digital disruption, product reinvention, organizational transformation. All too often, though, leaders who champion futuristic ideas overlook the human and emotional connections that keep colleagues upbeat today. Leaders need to tend first to their “three feet of influence” — the clients, patients, people and teams closest to them. · To counter so much bad news, share every piece of good news. Experts on human psychology don’t agree on very much, but nearly all agree that people respond more viscerally to bad news than good. To keep people optimistic, they advise, leaders should emphasize (even over-emphasize) hopeful stories and positive developments. Research psychologist Robert F. Baumeister estimates that it “takes four good things to overcome one bad thing.” So pop a (virtual) cork whenever a team hits an important milestone. Hold a department-wide Zoom bash when you land a new client. Distribute a newsletter that highlights what’s going well, to help people compensate for what’s gone poorly. What is your recipe for staying optimistic and motivated? Do you ever find yourself in a situation, where everything is not going your way? Taylor, B. (2021, February). How to Stay Optimistic (When Everything Is Awful). Harvard Business Review.
06:56
March 9, 2021
Staša Mlekuž MBA, Članica upravnega odbora Business Intelligence Center - "Kako reči ne.”
S Stašo Mlekuž sva se pogovarjala o osebnih izkušnjah z življenjem v tujini, o razlikah med starim in novim načinom vodenja ekip, o tem kaj v življenju res šteje in nenazadnje zakaj je nujno vsake toliko časa narediti osebno inventuro in reči ne. Staša Mlekuž je posameznica z barvito mednarodno poslovno in študijsko potjo, na katero se je podala takoj po zaključku študija turizma. Delovala je v deželah kot so Grčija, Mavricij, Indija in Šrilanka, na kateri se je izpopolnjevala v vlogi voditeljice in svetovalke s področja upravljanja odnosov s strankami, v turizmu.  Na domačih tleh si karierno pot utira na področju vodenja projektov v marketingu in prodaji, verjame v vse življensko učenje, nesebično deljenje znanja in povezovanja na večih nivojih. V sklopu podjetniškega združenja Business Intelligence Centra je članica upravnega odbora, kjer skrbi za strateška partnerstva in članstva. Ljubezen do povezovanja in organizacije dogodkov ji omogoča programsko direktorstvo največje mreženjske SME NetPRO konference v Sloveniji, že 6 let zaporedoma le ta pritegne več kot 170 strokovnih udeležencev. Je tudi članica Nadzornega odbora v občini Domžale, saj meni, da se morajo mladi, vsaj na lokalnih nivojih vključevati v upravljanje države. Zaključila je mednarodni študij MBA na Australian Institute of Business, v prostem času se ukvarja z različnimi športi, za nesebično deljenje znanja in izkušenj pa poskrbi preko svetovanja mikro podjetjem in podjetnišlim upom. Želi in upa, da bi vsi spoznali v kako lepi državi živimo. Njena superpower pa je : Zmožnost nenehnega iskanja rešitev, visoka odpornost in drive! Naj quote: Na koncu bo vse dobro. Če še ni dobro, pa še ni konec. Naj knjiga: Angela Duckworth Grit: The Power of Passion and Perseverance Naj serija: spremljam trende in se prilagodim. Hobiji: gorsko kolesarjenje, hoja v hribe, bootcamp. Najljubša hrana: morska hrana. Najljubši podjetnik: Raje bi označila dve moji najljubši mentorici Daniela Bervar Kotolenko, MBA in dr. Saša Javorič. Ostala znana imena imajo že dosti followerjev :) Naj app: LinkedIn, Viber. Trije nauki: 1. Če vas oseba ne prosi za nasvet. Ga ne dajajte. (Ogromno ljudi namreč meni, da vse vedo in so pristojni za nasvete :) 2. Da bi nekaj komentirali, poskusite o tem tudi kaj konkretnega prebrati. 3. Investirajte svoj čas pametno. Največkrat je v to v odnose in ljudi.
46:09
March 7, 2021
Tip of the Week 17 - Mental Health Condition of your Employees
Mental Health Condition of your Employees When one of your direct reports has the courage to talk with you about their mental health condition, how you respond is critical. You want the person to know you appreciate them sharing while also reassuring them that their job and your perception of them are not at risk. At the same time, you need to figure out what impact, if any, this will have on your team and their workload. What do you say right away? What questions do you ask? How do you decide what accommodations, if any, to make? Therefore, how you handle these interactions is critical. The good news is that these can be productive conversations, as long as you follow a few pieces of advice. ·      Thank them for telling you. Start off by acknowledging the effort it took for the employee to tell you. If nothing else happens in the first conversation, be sure to thank the person for sharing, But don’t make it a big deal. Your goal should be to normalize the topic as much as possible. ·      Listen. Give the person space to say what they want to say and tell you what they need in terms of flexibility or accommodations. Listen actively with an open mind and without judgment. Pay attention to your nonverbal cues. ·      Tell them you want to support them — but don’t overpromise. It can be tempting to tell the person (especially if they’re a high performer) that you’ll do whatever it takes to support them, but you want to tread carefully. It may be that they’re just telling you as an FYI, and they don’t need you to make any adjustments to their workload or schedule. Don’t make assumptions. ·      Don’t make it about you. It’s possible that you or someone you’re close with has been through something similar, but don’t focus the conversation on you. Keep in mind that “everyone is different in terms of how their condition shows up. My anxiety is different from another person’s anxiety,” ·      Maintain confidentiality. Reassure the employee that you will make every effort to honor confidentiality but that you may need to speak with HR. In some cases, the employee may give you permission or even ask you to let others know. ·      Consider what changes you can make. There is a variety of things that your employee may want or need so that they can take care of their mental health. These might include keeping different hours, working alone or in a group, taking time off to see a doctor, or having occasional “mental health” days. ·      Ask for help from others. This person came to you because you’re their manager. “It’s not your role to be their therapist, doctor, or lawyer,” says Greenwood. Don’t offer health or legal advice. And don’t try to figure this out on your own. ·      Refer them to other resources, if available. There may be other resources inside your company that you can refer them to. You can also direct them to any mental health benefits that your company offers, such as therapy or meditation apps. ·      Make yourself “tell-able”. Ideally, we’d all work for a manager whom we felt comfortable talking to when we needed help balancing work with our mental health. Unfortunately, that’s not always the case. But you can make it more likely that people will come to you by being a role model. What is your recipe for listening more? Do you ever catch yourself not being present? Gallo, A. (2021, February). When Your Employee Discloses a Mental Health Condition. Harvard Business Review.
06:24
March 2, 2021
Blaž Strle direktor družbe BE-terna Adriatic in Član Uprave Be-terna skupina - "Uspeh je funkcija srca in dela. Pravi vodja mora imeti oboje.”
Blaž Strle, direktor družbe BE-terna Adriatic, je svojo profesionalno pot začel v Laboratoriju za umetno inteligenco na FRI, kjer je raziskoval področje umetne inteligence in strojnega učenja. Podjetju BE-terna se je pridružil pred sedmimi leti kot vodja oddelka za upravljanje odnosov s strankami (CRM), v letu 2018 je prevzel vlogo direktorja Adriatic regije (Slovenija, Hrvaška in Srbija), pred nekaj meseci pa je postal tudi član uprave BE-terna skupine. V času njegovega vodenja je Adriatic regija dosegala začrtano 10% YOY rast prihodkov ter več kot pričakovano 10% YOY rast dobička. Visoko rast dobička je bila dosežena ob večjem vlaganju v zaposlene ter razvoj in sicer s povečanjem prodaje lastnih rešitev z višjo dodano vrednostjo in optimizacijo internih procesov. Strle med tremi dejavniki uspeha družbe BE-terna izpostavlja znanje, inovativnost in usmerjenost v uspeh svojih strank, največjo poslovno lekcijo pa opisuje tako: »Najpomembnejša je ekipa, vse ostalo je drugotnega pomena.« Postaviti prave ljudi na pravo mesto in vzpostaviti dobro okolje je največ, kar lahko vodja naredi. Kot vodja ne verjame v stereotipe in en »Leadership style«. Pristopa ne moreš ukalupiti, podjetje se razvija, situacije so različne, različni so ljudje…, učiš se in prilagajaš. Včasih ne smeš dati več kot le ključe, drugič cilje, tretjič »korenček«, naslednjič »palico«, včasih je ventil treba priviti, drugič sprostiti. Vse s ciljem, da bomo jutri boljši, kot smo danes. Strle je prepričan, da mora biti dober vodja v prvi vrsti »dober človek«, ki zna prisluhniti, biti dostopen, voditi z zgledom in navduševati. Za odličnost vodenja je pomembno dati v ospredje podjetje in zaposlene, povedati, kar misliš, verjeti v to, kar govoriš, in stati za svojimi dejanji. Prvi del se preslika v zaupanje, drugi pa v navduševanje. Je zahteven, saj od sebe in od sodelavcev pričakuje nadpovprečnost in učinkovitost. Spletna stran podjetja: https://www.be-terna.com/sl Naj quote: The problem is not the problem. The problem is your attitude about the problem. Naj knjiga: Good to Great: Why Some Companies Make the Leap and Others Don't Naj serija: M*A*S*H Hobiji: Jadranje, dirkanje Najljubša hrana: Pašta Najljubši podjetnik: nikogar ne poznam dovolj dobro, morda Jobs zaradi svojega perfekcionizma. Na moji karierni poti so me vsi nadrejeni oblikovali, vsak na svoj način. Naj app: mobile.de Nauk: -       Lahko si samo to kar si. Ne moreš ločit posla in privatnega življenja oziroma ne moreš ločit vrednot v podjetju in osebnih vrednot. Tako v privatnem življenju kot tudi v podjetju zavestno ali s svojimi dejanji »izbereš« ožji krog sodelavcev in prijateljev s katerimi skupaj krojiš usodo.
49:06
February 28, 2021
Tip of the Week 16 - Learn to listen more effectively
You won’t find a course on listening at many business schools, but it’s an essential skill for leaders if they hope to counteract the multiple forces that can lull them into believing they know everything they need to know about what’s happening in their organizations. At the core of the challenge is a paradox in the life of senior leaders, particularly CEOs: They generally have access to more lines of communication than anybody else has, but the information that flows to them is suspect and compromised.  Here are seven useful tips for learning to listen more effectively: 1.    Protect against blind spots. Kelly Grier, the U.S. chair and managing partner and Americas managing partner at Ernst & Young, has long made a habit of telling the people on her team that they need to keep her informed. As she puts it, “If you haven’t created a culture or an environment where people feel free to challenge you as the leader, you are in a very perilous place, because you will have blind spots.” You have a responsibility to help me actively work the blind spot,” she tells them. “You’ve got to bring the truth forward. We have to have that level of trust.” 2.    De-emphasize hierarchy. When Mark Templeton was the president and CEO of Citrix, from 2001 to 2015, he adopted a mantra to ensure that his employees wouldn’t be intimidated by titles or rank. “A lot of organizations go off track by confusing where people are in the hierarchy with the respect they deserve,” he says. 3.    Give permission to share bad news. When Penny Pritzker, who served as the U.S. secretary of commerce from 2013 to 2017, first met with job candidates, she would have a blunt conversation about the dangers of not sharing problems with her. “I would tell them,” she says, “that if you want to get fired, here’s what you need to do: First, lie, cheat, or steal. But the other thing that will get you fired is if you have a problem and you keep it to yourself.” 4.    Create an early-warning system.  As the CEO of Aira Technologies, Anand Chandrasekher asks his team to follow a simple rule: If you have bad news, text me; if you have good news, share it with me in person. If you get bad news early, you can react faster, and that reaction time is precious.” 5.    To encourage problem-solving, acknowledge progress. When Paul Kenward, a managing director of British Sugar, meets with groups of employees, he will sometimes ask them about the things they’ve accomplished during the previous five years that they’re really proud of. Now imagine we’re together five years from now. What are we proud of now? What would you really love to have achieved or the business to have changed? 6.    Listen without judgment or an agenda. Joel Peterson, the former chairman of JetBlue Airways and the founder of Peterson Partners, an investment firm, says that senior executives may find it challenging to remain fully present in meetings when they have 10 things on their minds at any given moment. Leaders can help themselves avoid that danger by reminding themselves of a simple acronym whenever they’re listening: WAIT, for “Why Am I Talking?” 7.     Actively seek input. It’s not enough just to emphasize that people should speak up. You also have to invest time and energy in walking the halls, traveling to manufacturing plants and stores, holding regular town halls, and meeting with smaller groups from various departments and ranks. What is your recipe for listening more? Do you ever catch yourself not being present? Bryant, A., and Sharer, K. (2021, March-April). Are You Really Listening? Harvard Business Review.
05:45
February 24, 2021
Mag. Anja Blaj, CSO Future Law Institute, predsednica društva Blockchain Think Tank Slovenija - "Od blockchaina in kriptovalut, pa vse do vesolja in vesoljnega prava.”
Anja je leta 2017 zaključila magisterij na Pravni fakulteti, Univerze v Ljubljani. Med študijem je tudi nekaj časa preživela na Kitajskem. Tekom študija se je posvetila blockchain tehnologiji ter globalnemu in vesoljskemu pravu. Lansko leto je postala predsednica slovenskega društva Blockchain Think Tank, ki je neprofitno društvo, odprto vsem deležnikom, ki jih zanima blockchain tehnologija. Think Tank deluje kot enotna točka za zbiranje idej in predlogov, hkrati pa ima dostop do relevantnih predstavnikov na strani vlade, regulatorjev in drugih institucij javnega sektorja, katerim na odprt način posreduje ideje in predloge gospodarstva, podjetnikov, akademikov in posameznikov. Anja je tudi soustanoviteljica in strateški vodja Future Law Instituta. Poleg tega je Anja soustanoviteljica Ljubljana Legal Hackerjev in Unlawcked družbe, kjer skupaj z Marino Markežič opravlja pravno in poslovno svetovanje za družbe, ki želijo svoje upravljanje in postopke prilagoditi ter stopiti v korak z novimi tehnologijami. Naj quote: We do not need magic to change the world, we carry all the power we need inside ourselves already: we have the power to imagine better. - J K Rowling Naj knjiga: The Corporation Wars, Ken Macleod (čist deep dive sci-fi) Naj serija: Queen's Gambit Hobiji: izdelava mini terarijev, blitz (hitri šah) Najljubša hrana: jiao zi, kitajski dumplingsi Najljubši podjetnik (domači ali tuji): Gregory W. Nemitz (človek, ki je NASI zaračunal parkirnino za satelit, ki je pristal na asteroidu 433 Eros). Res najjače. Naj app.: Pinterest/Notion/Clubhouse/Timebuddy/Koledar? Težka bo… Nauk: Najdi ekipo, ki bo imela podobne vrednote, stranke, ki bodo želele vaše rešitve, investitorje, ki bodo videli v tem priložnosti, posameznike, ki bodo znali podajali konstruktivno kritiko in vizionarje, ki so neustrašni.
57:05
February 21, 2021
Tip of the Week 15 - Encourage your team to take time off
In the current unpredictable and often stressful situations, managers are struggling to maintain team members’ productivity. Based on survey from 20 different companies ranging from startups to Fortune 30 and universities, located across the U.S., 6 approaches for managers are suggested on how to approach taking time off, essential for re-charging team members motivation and productivity (Nawaz, 2020): · Change durations- encourage team members to take breaks more often, and completely turn-off work, if possible (without, for example, checking e-mail messages during breaks). · Activate a team – set up a system for team members to share responsibilities and define their replacements for much needed time off without leaving work undone. · Demonstrate care- encourage team members to take the time necessary to balance priorities and provide extra flexibility. · Model behaviors– lead by example and demonstrate to your team that time off is important for the whole company - also managers should take time off. · Provide clarity- clearly communicate organization’s time-off policy, company’s rules on travel and any other restrictions. · Redefine vacations- encourage your team to redefine and consider vacations also for focused family time, caregiving and self-care. What is your recipe stress release? Can you completely turn-off, when on vacation? Nawaz, S. (2020, June 5). Encourage Your Team to Take Time Off. Harvard Business Review.
04:13
February 16, 2021
Mag. Metka Svetlin, Marketing Manager, Think with Google CEE in Brand & Reputation Adriatics in Baltics, Google - "Vprašaj Google? Kljub temu, da že 10 let dela na Googlu, še vedno ne ve vsega."
Metka Svetlin je marketing manager programa Think with Google za CEE regijo in vodja Brand & Reputation za Adriatik in Baltik regijo. Platforma Think with Google pa predstavlja zakladnico podatkov, analiz, vpogledov in dobrih praks iz prodaje in marketinga, preko katere Google navdihuje vodilne in izobražuje eksperte v poslovni javnosti v CEE regiji. Metka je diplomantka Ekonomske fakultete v Ljubljani, kjer je prejela svečano listino za izjemen študijski uspeh. Pomemben del študijske poti in prvih mednarodnih izkušenj je predstavljala enoletna študijska izmenjava Erasmus na Dunaju. Znanstveni magisterij je Metka opravila na IMB programu Ekonomske fakultete v Ljubljani, smer marketing. Prve izkušnje iz marketinga in managementa je pridobila z delom v podjetju Red Bull Slovenija, kot asistentka na Ekonomski fakulteti v Ljubljani in v Bohinj Park EKO Hotelu. Leta 2011 se je Metka zaposlila v Googlu v Dublinu, kjer je najprej razvijala ključne Google Ads oglaševalce v Sloveniji in sodelovala pri oblikovanju njihovih digitalnih strategij. Po dveh letih se je vrnila v Slovenijo, kjer je najprej prevzela funkcijo marketing managerja za Slovenijo in nato še za Adriatik regijo. Poudarek pri njenem delu so predstavljale partnerske agencije, lansiranje novih produktov (Street View, Map Maker, Doodle4Google, lokalni doodli) in razvijanje Googlovega ekosistema v regiji. V največje veselje so ji bile prav ideje za lokalne doodle, kot je bil prvi slovenski s Tromostovjem v spomin na Plečnika, doodle v spomin igralca Poldeta Bibiča in Kekčev doodle. Po petih letih v podjetju je prevzela vlogo marketing managerja za Google Brand & Reputation za CEE regijo in razvijala predvsem program Grow with Google, kjer skozi lokalne programe, kot je na primer slovenska platforma Digitalna garaža, Google nudi brezplačna usposabljanja na področju digitalnih veščin in je namenjena študentom, podjetnikom in vsem ostalim, ki želijo izboljšati svoje znanje. Trenutno poudarek njenega dela predstavlja Brand & Reputation področje za Adriatik in Baltik regijo, preko katerega se trenutno predvsem ukvarja s programi, ki pomagajo pri okrevanju lokalnega gospodarstva. Metka je ponosna, da je ob koncu osnovne šole pri 14 letih na pobudo šole izdala knjigo z naslovom Rojstvo mavrice, kjer so objavljena izbrana dela iz osnovnošolskega obdobja. V študentskem obdobju pa je zgodbe najraje začela pripovedovati preko video posnetkov in montažo kratkih filmov svojim doživetij na potovanjih in v hribih. Pred 10 leti je pripravila kratek film kot zahvalo za Gorsko reševalno službo Slovenijeza njeno helikoptersko reševanje iz stene Velike Mojstrovke in tako spoznala svojega moža, gorskega reševalca. Naj quote: Skrivnost sreče ni v tem, da delaš, kar ti je všeč, ampak da ti je všeč to, kar delaš. (The secret of happiness is not in doing what one likes, but in liking what one does.) Naj knjiga: Sapiens (Harari) in Solve for happy (Mo Gawdat) Naj serija: Z druge strani Atlantika, Krona Hobiji: Turno in alpsko smučanje, alpinizem, potovanja s trekingi po Sloveniji ali po svetu Najljubša hrana: češnje Najljubši podjetnik: Maja Golob Naj app: Il Meteo Trije nauki: 1. Fokus na focus. (Focus on the focus.) 2. Ok je, če ne znamo vsega. (It is ok not to know everything.) 3. Odgovorite si, kakšna je vaša definicija uspeha, ''zakaj'' nekaj delate in se potem odločite ''kako'' boste to delali.
58:21
February 15, 2021
Tip of the Week 14 - Giving Critical Feedback Is Even Harder Remotely
When trying to make your co-workers better, and to realize their areas, where they can grow and improve, we need to provide a constructive feedback. These tough conversations are even harder to have as multiple crises and their side effects wear on. To top it all off, a change in venue from in-person to remote removes the nuance that can help soften the blow of bad news. Taking a few steps to be more strategic about how you deliver constructive feedback, can help prevent negativity bias and a digital venue from distorting how your employees receive your feedback. Here are the five steps: 1. Start by asking questions.Begin your constructive feedback conversation by asking the other person about their perspective. You might ask, “What did you think of that report?” or even simpler, “How did that go?” You want to learn about their experience and what they think of their work. 2. Offer appreciation before you offer criticism. In their ongoing research, Leslie John, Alison Wood Brooks, and Jaewon Yoon at Harvard Business School have found through manipulating the order in which participants receive feedback that individuals are more receptive to constructive criticism if they’re first told what specifically they did well. 3. State your good intentions. John has also found that explicitly stating your good intentions goes a long way toward improving how the other person hears bad news. Try, “I’m in your corner,” or “I know you’re trying to improve your writing and I want to help you get there,” 4. Clarify and contrast. Helene Lollis, the CEO of Pathbuilders, a firm that develops woman leaders, finds that contrasting statements can bring clarity. After you’ve raised your concern or suggestion, follow it with, “What I mean is X. What I don’t mean is Y.” 5. Have the other person state their key takeaways. Save time at the end of the conversation to ask, “What are your top three takeaways?” It may feel redundant, but you’ll learn if they’re taking a negative nosedive, and if so, you can reframe the message. What is your recipe for giving feedback? How do you cope when you receive feedback? Huston, T. (2021, January). Giving Critical Feedback Is Even Harder Remotely. Harvard Business Review.
04:53
February 10, 2021
Franci Pliberšek, ustanovitelj, lastnik in generalni direktor MIK Celje - "Od enega zaposlenega, do globalnega podjetja s 23 miljoni evrov prihodkov v 2020.”
Franci Pliberšek, ustanovitelj, lastnik in generalni direktor enega največji slovenskih podjetij za proizvodnjo stavbnega pohištva, MIK Celje, živi svoje podjetniško pot že več kot 30 let. Njegova zgodba, je zgodba o trudu, močni želji in pogumu. V 30 letih je uspel ustvariti visoko tehnološko podjetje, ki zaposluje 200 ljudi in je predano tudi družbeno odgovornemu delovanju, usmerjeno v skrb za socialno šibkejše člane naše družbe. Kot arhitekt je predan poslanstvu, ustvarjati kakovostne in zdrave bivalne prostore, zato tudi podjetje vodi v smeri razvijanja vedno novih in učinkovitih rešitev na področju vgradnje energetsko varčnih oken, vrat in prezračevanja. Franci Pliberšek je tudi rekreativni športnik, spiritualist in popotnik. Verjame, da zgolj zdravo in krepko telo lahko vzdrži napore podjetništva. Na svoji poti je že večkrat prekolesaril celo Slovenijo, prehodil španski Camino in se povzpel na Kilimandžaro. Pravi, da problemi in težave zanj ne obstajajo, le izzivi, ki pa jih vedno znova spreminja v nove priložnosti. Naj quote: Začni z zakaj: Simon Sinek Naj knjiga: Napoleon Hill – Pot do bogastva Naj serija: Šverckomerc Hobiji: Kolesarjenje, hoja v hribe, potovanja, branje Najljubša hrana: goveja juha z domačimi rezanci Najljubši podjetnik (domači ali tuji): Steve Jobs Naj app.: Youtube, LinkedIn Zaključna nauka: ·       Sam sebi moraš biti edini vzor in edini tekmec, ·       Če imaš cilj dokazati se sebi, si zmagovalec.
01:17:06
February 7, 2021
Tip of the Week 13 - The recipe for successful adaptation to failure
When being innovative and trying out new ideas, failure becomes inevitable and a part of our lives. That is why a complex, fast-paced world demands from us that we accept our mistakes and learn from them and adapt rapidly. The recipe for successful adaptation to failure: · Try new things. Expose yourself to lots of different ideas and try lots of different approaches, on the grounds that failure is common, · Experiment where failure is survivable. Look for experimental approaches, where there is lots to learn - projects with small downsides but bigger upsides, · Recognize when you haven’t succeeded. The third principle is the easiest to state and the hardest to stick to: know when you have failed. · Gather feedback.Feedback is essential for determining, which experiments have succeeded, and which have failed. Get multiple opinions, · Remove emotions from the equation. It is important to be dispassionate. Forget whether you are ahead or behind, and try to look at the likely costs and benefits of continuing from where you are, · Don’t get too attached to your plan. There’s nothing wrong with a plan, but remember that no plan survives first contact with the enemy, · Create safe spaces to fail. The best failures are the private ones you commit in the confines of your own room, with no strangers watching. · Practice disciplined pluralism. Markets work by this process, encouraging the exploration of many new ideas as well as the ruthless weeding out of the ones that fall short, · Find “a safe space to fail as a state of mind.” Assuming that you don’t operate a nuclear power plant for a living, you can probably infuse a bit more freedom and flexibility into your workday, · Imitate the college experience. College is an amazing safe space to fail. We are experimenting with new friends, new hobbies, and new ideas, and we’ll often mess up. What is your recipe for conquering challenges? How do you cope with the pressure? Rapp, S. (2019). Why Success Always Starts With Failure. Retrieved from 99U. https://99u.adobe.com/articles/37669/if-youre-not-failing-youre-not-growing
04:06
February 3, 2021
Branko Žunec, direktor podjetja Družba za odličnost d.o.o., lastnik blagovne znamke BMC International, mednarodni poslovni trener in coach - "Prihodnost vodenja in vodenje prihodnosti."
Branko Žunec je eden najbolj izkušenih in prepoznavnih poslovnih trenerjev, coachev in svetovalcev tako v Sloveniji kot tudi v tujini. V skoraj 25-ih letih kariere je razvil številne modele in orodja, s katerimi razvija in navduši udeležence (večinoma direktorji, vodje in lastniki podjetij) ter jim pomaga do do odličnih, celo izjemnih poslovnih rezultatov. Branko resnično verjame v odličnost vodenja in zmagovalno miselnost, ki se v Sloveniji vedno vedno bolj razvijata. V letu 2020 se je specializiral tudi za področje on-line izobraževanj in video-treningov, s katerimi dosega še več udeležencev, ki lahko s ponujenimi vsebinami napredujejo in se razvijajo tako na področju vodenja, kot razvoju podjetja (organizacija, razvoj ljudi, prodaja, prilagajanje novim okoliščinam). Največji dosežki kariere: · Globalni certifikat odličnosti v izobraževanju 2003 in 2005 (podeljen s strani RMI, ekskluzivni partner za izobraževanje multinacionalke Johnson & Johnson) · Uvrščen med Top predavatelje v Sloveniji 2006, 2007, 2008, 2009 in 2010 · Izobraževal vodstvene in prodajne ekipe v najboljših podjetjih na svetu: Akrapovič, Brystol Myers Squibb (ConvaTec), VW, Renault, Fiat, Honda, Mazda, McDonald's, IBM, Novartis (Lek) · Izvaja(l) vodstvene treninge in postavitev sistemov vodenja za številna ugledna slovenska podjetja: BSH, Skaza, Telemach, JUB, RLS merilna tehnika, MIK Celje, Labena, Mikrografija, Siliko, Polycom, Adient, odelo Slovenija, Skupina Pivovarna Laško, Zavarovalnica Triglav, Zavarovalnica Sava idr. · Postavil razvojni program »Leadership Akademija« za vodilno hotelsko verigo na Hrvaškem – Valamar Hotels & Resorts (2007 – 2013), še vedno izvaja izobraževanje za vodje · dela na zmagovalni miselnosti s športniki – trenutno z najboljšo mlado slovensko teniško igralko Petjo Drame, ki se pri 15-ih letih že uvršča med 100 najboljših igralk v Evropi. Najmočnejši izobraževalno-motivacijski programi so: - Poslanstvo sodobnega vodje / kako voditi v novih časih (direktorji, lastniki) - Skrivnosti motivacije in zavzetosti (za vse ravni vodenja) - Vodja kot Trener in Coach (za vse ravni vodenja) Branko sedaj zaključuje knjigo (R)Evolucija vodenja, ki zajema izkušnje prvih 20-ih let bo predvidoma izšla novembra 2020. Naj quote: Zakon recipročnosti vodenja Če je vodja zaposlenim v oporo takrat, ko ga najbolj potrebujejo, lahko računa, da se bodo zanj potrudili, ko jih bo on najbolj potreboval. Naj knjiga: revija Manager me je navdušila za biznis (sem bral od leta 1991 naprej) · Na začetku spoznavanja vodenja = Peter Drucker: The Practice of Management · Ena najboljših = Stephen R. Covey: The 8th Habit · in od njegovega sina Stephen M. R. Covey = The Speed of Trust · Med novejšimi = Kai Fu Lee: Velesili umetne inteligence Naj serija: · Kultna = Prijatelji · Zabavna = Mr. Iglesias · Biznis = Hiša laži · Novejša = Damin Gambit Naj Hobiji: Branje literature, tek, igranje miselnih igric in komentiranje objav na Linkedinu Najljubša hrana: Polnjene paprike in pire, Medium dobro uležan steak Najljubši podjetnik: · Štefan Pavlinjek (Roto), · Andrej Krampl (Kopija-nova) in · Tanja Skaza (Skaza) · Trenutno odlična izkušnja = Siniša Dagary, lastnik platforme Sacret Life Naj app-i: Snemalnik zvoka, Opomnik, Linkedin Trije nauki: 1. Za uspeh v poslu uporabljajte kombinacijo treh inteligenc: miselne, čustvene in logične. 1. Sprejemajte odločitve s fokusom na prihodnost, saj preteklosti ne moreš spremeniti 2. V poslu dejansko nikoli ne izgubiš – ali zmagaš, ali se kaj novega naučiš. Bistveno je, da ostaneš v igri.
01:33:39
January 31, 2021
Tip of the Week 12 - Tame Your Inbox Like an ER Doctor
Here are 5 steps to be more efficient with your e-mail communication: 1. Streamline communications and clarify roles. A team of experts is not the same as an expert team. Having many leaders in a resuscitation room creates cacophony and makes it difficult for a team to focus and prioritize tasks. Clearly stating the title and roles of people on each email was another important step. 2. Command and request clearly. In the resuscitation bay there is no room for vague requests. “Thin-air” statements or “asking the room” refers to requests that are not directed at an individual, such as “can somebody please get me a scalpel.” In the ED, directly asking a person by name to do a specific task provokes a faster response and is more likely to evoke vital additional information (“we’re out of scalpels!”). Similarly, when you’re sending emails during a crisis, avoid the passive voice, clearly direct requests to specific individuals and provide concrete timelines and instructions on how to report back when the action is complete, to close the loop. 3. Ask for clarification when you’re added to a thread. In a crisis, people’s reflex is to add recipients to an email thread to assure that everyone is on the same page. 4. Build and maintain situational awareness. The ultimate team goal during any resuscitation is to rapidly adopt a shared mental model of the situation. This assures that everyone understands each other’s roles, the patient’s status from moment to moment, and what needs to be done. 5. Foster atmosphere of open information exchange. Communication in a crisis relies on team members feeling a sense of psychological safety - that they are free to speak openly without fear of repercussion. In the ED, we expect team members to speak up, especially to prevent a mistake such as a medication error. How do you manage daily with your e-mails? Share with us your methods. Romney S. M. L., Gavin N., Chang B.P., and Kessler D. O.  (2020, June). Tame Your Inbox Like an ER Doctor. Harvard Business Review.
04:05
January 26, 2021
Miha Murn, Predsednik in generalni izvršni direktor AAMI Corporation, poslovnež, filantropist in umetnik - "Če te ni, manjkaš!”
Miha Murn je vsestranski umetnik in podjetnik, ki se udejstvuje na številnih funkcijah v umetniškem in poslovnem svetu. Je predsednik in izvršni direktor podjetja AAMI Corporation, ki se ukvarja s povezovanjem posla z umetnostjo in kulturo. Miha Murn je ustanovitelj, lastnik in direktor Zavoda AAMI in umetniški direktor pri podjetju MegaGraf d.o.o. Prav tako je ustanovitelj in predsednik javnega kulturnega Salvador kluba in privatnega poslovnega Botticelli kluba, od leta 2020 pa zaseda še funkcijo predsednika kluba Rotary Ljubljana International. Ima izkušnje s start-upi in je v vlogi mentorja že sodeloval z ABC Acceleratorjem in Zavodom Ypsilon. Do danes je izpeljal številne projekte na mednarodni ravni (dogodki in razstave ter poslovno-umetniške delegacije v tujini), poleg tega pa je svoje znanje in izkušnje predajal na različnih konferencah, okroglih mizah in zborovanjih v Sloveniji in tujini npr. TIA Summit v Indiji in Ljubljana Forum. Miha Murn s ponosom zaseda funkcije v različnih združenjih (npr. Združenje YES in KSBC) in je član številnih organizacij na področju posla in kulture. V njegovem opusu najdemo več kot 4.500 različnih del, kot so slike, risbe, kipi, fotografije, grafike, knjige in drugo. Fun facts: - OCD za stvari, da morajo biti točno na svojem mestu (papirji, mape na računalniku, stanovanje, pisarne, avto) - Ko kihnem, običajno kihnem 7x Naj quote: “Watch your thoughts, for they will become actions. Watch your actions, for they’ll become... habits. Watch your habits for they will forge your character. Watch your character, for it will make your destiny.” Margaret Thatcher Naj knjiga: - Ogromno imam najlubših, uživam predvsem vknjigah o filozofiji, družbeni ureditvi, zgodovini itd. Naj seriji: Crown, House of Cards Hobiji: Zbiranje starin - Numizmatika Najljubša hrana: Ogromno najljubše hrane, izstopa pa pršut & olivno olje Najljubši podjetnik: Ogromno najlubših, izstopa Jack Ma. Naj app: Nimam naj appa, zame so vsi samo appi =) Trije nauki: - Nikoli ne poslušajte drugih za svoje odločitve. Poiščite mnenje in vprašajte za nasvet, na koncu pa se vedno vse odločite sami. - Če si želite urediti in uživati svoje življenje, si ga morate urediti sami, nihče drug vam ga ne bo, tudi če kdaj tako izgleda. - Tisto, za kar ste se trudili, boste cenili bolj, zato nikoli ne delajte stvari iz danes na jutri. Zamislite si svoje življenje čez 30-40 let ali več.
01:10:05
January 24, 2021
Tip of the Week 11 - Emergency global crisis response
Emergency global crisis response Even a company such as Slack, which is focused on organizational agility, had never moved with such speed and clarity of focus as in March 2020. They realized that they are going to be exposed to challenges such as dramatically increasing customer demand and an extremely abrupt transition to working remotely. They knew that thousands of companies would make a massive, rapid transition to remote work and would be seeking for their help. In practice, Slack was able to demonstrate the agility that they aspire to bring to their customers. Some of the key characteristics that were observed during the times of crisis are: • A smooth employee transition: as an organization, Slack is built around and through a channel-based messaging platform and made up mostly of knowledge workers, which softened the transition to work from home. In addition, in the company everyone knows where to go to ask their questions, give their update, or catch up on decisions and results. They have always invested in a strong and disciplined culture of communication. • A surge in customer demand: new customers wanted comprehensive proposals immediately. Existing ones wanted more training programs and more sophisticated features. On very short notice, organizations of all kinds, small and large, private and public, needed to transform the way they worked, all at once. However, they will have to be very careful when thinking about competing dynamics. On one hand there is a clear increase in short-term demand that could potentially be coupled with a murkier outlook for the future, which is also in a way the new reality for Slack. • Transparent investor communication: the company had to decide whether to change their financial forecasts as the pandemic was almost certainly going to affect their business. However, even if they were badly hit, Slack knew they would be better off than many other companies. They tempered their first-half growth expectations and acknowledge the increasing market uncertainty, however presented the same case that they intended. For the future, there is also some potential for companies if they follow the mentality to “never waste a crisis”. Every crisis represents a potential option to become more agile, to take on changes that once seemed daunting, to reimagine organizational culture, to rethink work plans and productivity, to learn from and rapidly correct mistakes, and to reposition for future growth. In your opinion, which is the biggest advantage and disadvantage of working remotely? How do you aim to improve as a result of this crisis? Butterfield, S. (2020). The Ceo of Slack on Adapting in Response to a Global Crisis. Harvard Business Review, 98(4), 30-35. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, and Knowledge Management on Modern Organization, School of Economics and Business, University of Ljubljana.
05:01
January 20, 2021
David Žalec, Ustanovitelj in direktor Sadje v pisarni - "Kako postaviš zdrav biznis, ki ne neha rasti”
David Žalec je ustanovitelj in direktor podjetja Sadje v pisarni. Podjetje je odprl leta 2018 in v samo dveh let postal ena izmed velesil v Sloveniji, ki skrbi za dostavo sadja in zelenjave.Ljubezen. Kvaliteta. In ljudje. To je tisto, kar danes napaja zmagovalni duh ekipe sadjevpisarni.si. Sadje v pisarna je v Sloveniji postali sinonim za nasmejane, zdrave in energične ljudi, ki verjamejo v moč naravnih prigrizkov, malic ter smoothiejev, tako v podjetniških krogih, kot tudi v skrbi za končne kupce. Sodelujejo že z več kot 200 podjetji, med njimi podjetja kot so Diners, DM, Hervis, T-2, GLS, DHL, Fraport, cargo-partner in številni drugi. Skrbijo za odlično počutje njihovih zaposlenih. David Žalec je tudi fitness trener, leta 2013 in 2014 je sodeloval tudi na IFBB Maximum Open 2014, leta 2916 in 2017 tudi na IPF National powerlifting championship, kjer je bil 3. In 4. Nekaj časa se je ukvarjal tudi z snemanjem reklam in manekenstvom, saj je bil model. S svojim bogatim znanjem o zdravi prehrani in športni aktivnosti, se seda ukvarja tudi z organizacijo delavnic o prehrani in zdravem življenjskem slogu. Z ekipo konstantno širijo svojo ponudbo in v tem trenutku ogromno gradimo predvsem na področju marketinga. Njegova misel, ki ga vodi: “V življenju ali pa poslu ne zmaguješ samo zato, ker si najboljši v poslu, marketingu ali pa organizaciji … Zmaguješ takrat, ko delaš s srcem, ko verjameš v trdo delo in predvsem drug v drugega. Ker dragi moji … posel smo ljudje.” Naj quote: "If you are going through hell keep going" ( sploh v teh časih :P) Naj knjiga: "Good To Great - Jim Collins Naj serija: Ni časa za to sicer pa Narcos :D Hobiji: Powerlifting Najljubša hrana: Najljubši podjetnik: Jaz čez 10 let :D. Naj app:LinkedIn Trije nauki: · Never settle, · Stay strong, · Be patient. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:08:40
January 17, 2021
Tip of the Week 10 - The role of ethics in your career
The role of ethics in your career When it comes to building an ethical career, good intentions are insufficient. Existing research emphasizes social and psychological processes and biases that hinder people’s moral judgment, leading them to violate their own values and often to create contorted, post hoc justifications for their behaviour. So how can you ensure that from day to day and in the long-term you have the ability to do the right thing in your professional life? Researchers propose that people that have the desire to develop ethical careers should consider a three-stage approach: • Prepare in advance for moral challenges: Preparing for ethical challenges is important, because people are often aware of what they should do when thinking about the future but tend to focus on what they want to do in the present. Counteracting this bias begins with understanding your personal strengths and weaknesses. Additionally, we are all shaped more by our environment than we realize, so it's also critical to choose a workplace that will allow if not encourage you to behave ethically. Research also shows that elements of a work environment can enhance or diminish self-control, regardless of cultural norms: high uncertainty, excessive cognitive demands, long days and late nights, and consecutive stretch goals and correlate with increased rates of unethical behavior. • Make good decisions in the moment: Even if you've planned for an ethical career and established safeguards, it can be difficult to face moral challenges in the moment. Sometimes people overlook the implications of their decisions or they find fanciful ways of rationalizing immoral, self-interested behaviour. Researchers suggest that there are three tests that can help you avoid self-deceptive rationalizations: 1. The publicity test - would you be comfortable having this choice, and your reasoning behind it, published on the front page of the local newspaper? 2. The generalizability test - would you be comfortable having your decision serve as a precedent for all people facing a similar situation? 3. The mirror test - would you like the person you saw in the mirror after making this decision; is that the person you truly want to be? • Reflect on and learn from moral successes and failures: Learning from experience is an iterative, lifelong pursuit: A lot of growth happens after decisions are made and actions taken. Ethical people are not perfect, but when they make mistakes, they review and reflect on them so that they can do better in the future. Do you believe that unethical behaviour is related also to a specific cultural context? Do you consider ethics when thinking about your potential employer? Kouchaki, M. & Smith, I. H. (2020). Building an Ethical Career. Harvard Business Review,98(1),135-139. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, and Knowledge Management on Modern Organization, School of Economics and Business, University of Ljubljana.
04:49
January 13, 2021
Dr. Matej Drašček, vodja službe notranje revizije pri Hranilnici Lon d.d., Predsednik Združenja notranjih revizorjev IIA - Slovenski inštitut - "Notranja revizija kot glasnik etike v organizaciji."
Dr. Matej Drašček, vodja službe notranje revizije pri Hranilnici Lon d.d., Predsednik Združenja notranjih revizorjev IIA - Slovenski inštitut Dr. Matej Drašček je doktor znanosti. Naslov disertacije je bil “Analiza etičnih pristopov managerjev (področje poslovne etike)”. Leta 2006 prejel Prešernovo nagrado. Ima tudi ogromno certifikatov CIA (certified internal auditor), CRMA, CFSA (Certified financial service auditor, ISO 90001 notranji preiskovalec. Je tudi avtor veliko znanstvenih, strokovnih in poljudnih člankov. Zadnji strokovni članek “How to make a better ethical decision in unexpected moral dillemas”, je bil objavljen v The European Financial Review. Matej je tudi so-avtor Etičnega kodeksa menedžerjev za Združenje Manager Slovenije. Poslovna pot ga je vodila od direktorja kadrovske službe in varstva pri delu pr Otis lift d.o.o., do generalnega direktorja pri Biring Biro d.o.o., pa vse do trenutne zaposlitve, kjer je vodja službe notranje revizije pri Hranilnici Lon d.d. Ukvarja se z etiko, prevarami, tveganji in upravljanji ter vloge notranje revizije v teh vidikih organizacije. Matej je tudi predsednik Združenja notranjih revizorjev – IIA – Slovenski inštitut. Je tudi asistent na Ekonomski Fakulteti za predmet Strateški management, gostujoč predavatelj na FDV za predmet Kadrovski praktikum ter asistent na Fakulteti za informacijske študije, kjer pomaga pri predmetu Temelji ekonomije in osnove delovanja gospodarstva. Pravi, da so notranji revizorji velikokrat spregledani v organizacijah. Na splošno je znano, da notranji revizorji kot funkcija odkrijejo največ prevar (tudi najbolj znani žvižgači so bili notranji revizorji) in tudi organizacije z notranjo revizijo so na dolgi rok uspešnejše. So pa tudi zaradi tega velikokrat tarča povračilnih ukrepov uprave oz. vodstva in "ne bodi ga treba" v organizacijah. Sedaj so v Združenju notranjih revizorjev odločili, da to spremenimo. Spletna stran združenja: https://www.iia.si/, in pa globalna spletna stran: https://global.theiia.org/Pages/globaliiaHome.aspx Naj quote: Vsakogar, ki ga srečate, bije svojo bitko, o kateri ne veste ničesar. Zato bodite prijazni. Vedno. Robin Williams (Everyone you meet is fighting a battle you know nothing about. Be kind. Always) Naj knjiga: Antigona Naj serija: Absolutely Fabolous Hobiji: branje, hribi Najljubša hrana: italijanska Najljubši podjetnik: John Mackey (Wholefoods) Naj app: Curio Tvoji trije nauki: · Bodite pošteni, · Zabavajte se, · Ne jemljite stvari preveč resno. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:10:52
January 10, 2021
Tip of the Week 09 - Responsible Corporate Citizens
There’s a growing sense that corporations need to be focused more on long-term sustainability and less on short-term profitability. However, it’s difficult for well-established companies to make that shift, because it requires that well-entrenched organizational routines change. Most of them are not start-ups that began with a social purpose. At companies that have performed well, sometimes for decades, it’s natural for employees to continue the behaviors that have led to strong results. Success, more than failure, prevents a company’s transformation. Researchers studied the transformation journey of Pepsi and its Performance with Purpose (PwP) and provide some guidance for CEOs seeking to implement a purpose-driven strategy at their own companies: • Anchor your transformation in a view of the future: Leaders should consider setting up a team that reports directly to the CEO and scouts out the megatrends that will affect the organization. Members of the team should be carefully selected so that they are not wedded to the status quo and can think outside-in. • Ensure that the board is your ally: Such a strategy requires the support of the board of directors. Therefore, you need to show the board how the megatrends analysis should shape its strategy and how PwP would be beneficial for the company in the long-term. • Be thoughtful about the language you use to communicate your transformation: global companies must communicate its purpose-driven strategy in a way that everyone everywhere can understand it. But it should not trivialize the message. • Model the necessary behaviors with early actions: Taking bold actions early is critical for showing the organization that the purpose-driven strategy is not just the flavor of the day. Three things will send a clear message: creating high-profile leadership positions and filling many of them with outsiders, overturning decisions that would have made it through in the “old days”, and letting some people go. • Develop the capabilities that advance the purpose-driven strategy: To execute the newly promoted strategy, a company has to build fresh capabilities in different fields. Such a change consists of a talent pool, cultural background, gender, ethnicity, and location. • Localize the execution of strategy: In the example of a company that operates in several markets, each market should have the freedom to tailor the approach to its needs: freedom within a frame. • Find support outside the company: CEOs within a company cannot execute a purpose-driven strategy without building coalitions of support and finding ways to respond to external critics. • Embed purpose in the organizational DNA: A purpose-driven transformation may start out as the CEO’s passion, but it will not survive unless it is embedded in the organizational DNA. That requires several kinds of reinforcement, through communication, resource allocation, goal setting, and recognition and rewards. Conclusion: How important is corporate social responsibility for our future generations? Do you consider this aspect when thinking about different purchasing options? Nooyi, I. K. & Govindarajan, V. (2020). Becoming a Better Corporate Citizen. Harvard Business Review, 98(2), 94-103. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
05:43
January 5, 2021
mag. fiz. Ram Dusić Hren, podjetnik, Bright3r - "Umetna inteligenca in razvoj inovativnih etičnih in trajnostnih poslovnih modelov in strategij."
Ram je magistriral iz fizike in 3 leta delal v raziskovalni skupini na Institutu Jožef Stefan. Nato je prestopil iz akademskih voda v podjetništvo, kjer je delal v startup podjetju, kjer sorazvijali napredni 3D tiskalnik. Sprejeti so bili v HightechXL accelerator na Nizozemskem, vendar pa so bili del tistih 90%, ki jim ne uspe obstati. Tako je preskočil iz podjetja s 4 zaposlenimi v podjetje s 300.000 zaposlenimi - IBM. V centralni in jugovzhodni regiji Evrope je sodeloval s poslovnimi partnerji pri implementacijah tehnologij kot so analitika podatkov, računalništvo v oblaku in umetna inteligenca. Največji renome pa jedosegel z aktivnim angažmajem na področju radikalno nove tehnologije - kvantnega računalništva. Predaval jena velikih regijskih konferencah in tudi en mesec preživel v glavnem IBMovem razvojnem laboratoriju v New Yorku. Z letom 2020 pa je sprejel veliko odločitev in se vrača v podjetniški svet, vendar s plemenitejšo vizijo. Že lep čas je jasno, da ima hitro rastoča globalna ekonomija resne težave - nestabilnost, nepovratna degradacija naravnega okolja in zaskrbljujoče statistike glede stresa, nezadovoljstva in kroničnih motenj so le nekatere izmed posledic. S svojim nastajajočim podjetjem Bright3r želi pomagati podjetjem pri razvoju inovativnih etičnih in trajnostnih poslovnih modelov in strategij, ki so kos tem izzivom in prispevajo k boljši prihodnosti. Naj quote: "If we knew what we were doing, it wouldn't be called research, would it?" - Albert Einstein Naj knjiga: Freedom from the known - J. Krishnamurti Naj serija: Friends Hobiji: Kitarist v glasbeni skupini, padalstvo, hribi, potapljanje, deskanje Najljubša hrana: Cheesecake Naj podjetnik: razmišljal sem nekaj minut brez uspeha in zaključil, da ga očitno nimam :) Naj app: ga tudi nimam zares, držim uporabo telefona na minimumu Trije nauki: 1. Ne slepo poslušat naukov drugih :D 2. Ravnovesje je ključ do lepega življenja - med aktivnostjo in počitkom, službo in prostim časom, druženjem in samoto. 3. Prevelika raven udobja je največja moderna bolezen. Ne si poskušat olajšat celega življenja; nekatere stvari morajo biti težke. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:23:06
January 3, 2021
Tip of the Week 08 - Power Couples
Our last tip of the week for 2020 covers the important topic of finding balance in pursuing career goals for both women and men. This becomes even more essential in contemporary organizations with long working hours, high workload and demanding tasks. · With dual-career couples, both partners are highly educated, work full-time in demanding professional or managerial jobs, and see themselves on an upward path in their roles. For these couples, work is a primary source of identity and a primary channel for ambition. Evidence from sociological research suggests that when both partners dedicate themselves to work and to home life, they reap benefits such as increased economic freedom, a more satisfying relationship, and lower-than average chance of divorce. • However, as their working and personal lives are deeply intertwined, dual-career couples face unique challenges such as whose job to relocate for, when is it ok for one partner to make a risky career change, or simply who will leave early to pick up their sick child. • Many of these challenges are well recognized in the literature. But for couples themselves, little guidance is available. Research revealed that dual-career couples overcome their challenges by directly addressing deeper psychological and social forces. Research also revealed that three transition points typically occur during dual-career couples’ working and love lives, when those forces are particularly strong. • The aforementioned three transition points are: Working as a couple: the first transition often comes as a response to the first major life event that dual-career couples face together. This first transition is accompanied with two common traps, concentrating exclusively on the practical and basing decisions primarily on money. Reinventing themselves: in their middle years, many feel a pressing need for individuation, or breaking free of certain expectations in order to become the authors of their own lives, therefore reinventing themselves. Such individual reflection and exploration can lead to additional traps such as mistrust and defensiveness and asymmetric support. Loss and opportunity: the third transition is typically triggered by shifting roles later in life, which often create a profound sense of loss, i.e. careers plateau or decline, there are physical changes and children may leave home. Although, this transition is usually triggered by loss, it can also represent potential opportunities for late-in-life reinvention, especially in today’s world where people are living longer and are healthier than ever. Nevertheless, also this transition is accompanied with challenges such as unfinished business and narrow horizons. Do you ever think about reinventing yourself? In your opinion, which specific challenge is the most difficult one to overcome in a dual-career relationship? Petriglieri, J. (2019). How Dual-Career Couples Make it Work. Harvard Business Review, 97(5), 44-52. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
04:34
December 29, 2020
Dr. Nana Šumrada Slavnič, VP of legal affairs Outfit7 - "Talent je vsota znanja in izjemnih lastnosti s pravo podporo iz okolja."
Dr. Nana Šumrada Slavnič je doktorica davčno pravnih znanosti. Diplomirala je na Pravni fakulteti Univerze v Ljubljani, magistrirala na Harvard Law School, doktorirala pa na Katholieke Univesiteit Leuven. Je vodja pravne službe pri Outfit7 Limited. Svojo karierno pot je zasledovala pri podjetjih kot so PwC (PricewaterhouseCoopers Slovenia), IBM in sedaj Outfit7 Limited, kjer vodi ekipo 18ih zaposlenih. Je tudi direktorica umetniških in gledališko-plesnih performace-ov. Prejela je veliko mednarodnih priznanj, med katerimi bi izpostvili AmCham Top Potential leta 2012. Je tudi govornica na Ženskem gospodarskem forumu (Women Economic Forum - WEF), ki združuje več kot 300 udeleženk in udeležencev iz sveta gospodarstva, znanosti in umetnosti iz več kot 25 država sveta. Je tudi predavateljica in avtorica večih strokovnih člankov. Naj quote: “You are not IN the universe, you ARE the universe, an intrinsic part of it. Ultimately you are not a person, but a focal point where the universe is becoming conscious of itself. What an amazing miracle.”― Eckhart Tolle, A New Earth ali krajše: “You are the universe expressing itself as a human for a little while.”― Eckhart Tolle Naj knjiga: teh je več, berem poezijo, pisanja Murakamija, de Mella, Tolleja, in romaniste magičnega realizma, Marqueza, Allende. Rada se potapljam v zgodbe, jih prevetrim. Kot tudi izzivam svoje predstave z objavljenimi raziskavami, npr o zgodovini človeštva in čustveni inteligenci. Naj serija: serij niti ne gledam :), predvsem me zanimajo dokumentarni filmi. Hobiji: ples in gledališče Najljubša hrana: sveže sadje in zelenjava Najljubši podjetnik: cenim delo Ize Sie in Sama Logina ter Ane Lukner Roljić. Naj app: MyTalkingAngela Trije nauki: -  Opredelite svoje vrednote ter jih dosledno živite. Ena mojih bistvenih vrednost (in spoznanj) je prijaznost, s sabo in do drugih. - Ena od najmogočnejših nalog in ciljev je premagovanje in razblinjanje strahov, tega se lotevajmo srčno. - Najdite svoj izraz, svojo pot, v vašem lastnem ste najboljši. In z vašim najboljšim boste najbolje pripomogli svetu. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:08:16
December 27, 2020
Tip of the Week 07 - Contemporary Leaders in the Role of Coaches
Today, rapid, constant, and disruptive changes are the norm, and what succeeded in the past is no longer a guide what will succeed in the future. Twenty-first-century managers simply don’t (and can’t) have all the right answers. To cope with this new reality, companies are moving away from traditional command-and-control practices and toward something different: a model in which managers give support and guidance rather than instructions, and employees learn how to adapt to constantly changing environments in ways that unleash fresh energy, innovation, and commitment. The role of the manager, in short, is becoming that of a coach. This is a dramatic and fundamental shift. To get managers really thinking about the nature of coaching, and specifically how to do it better in the context of a learning organization, researchers provide the 2x2 matrix as a simple but useful tool. One axis shows the information, advice, or expertise that a coach puts in to the relationship with the person being coached; the other shows the motivational energy that a coach pulls out by unlocking that person’s own insights and solutions. Therefore, the 2x2 matrix emphasizes the different styles of coaching. Our ability to transform a company into a genuine learning organization depends on making coaching an organizational capacity that fits integrally within that company’s culture. To do so, researchers suggest a cultural transformation that involves the following steps: · Articulate the “why.”Managers and professionals are busy people. If you want them to embrace coaching as not just a personal skill but also a source of cultural strength, you’ll have to make clear why it’s valuable for the business and their own success. · Model the behavior. If you want the people you work with to embrace coaching, you first need to embrace it yourself. Modeling is powerful because it shows that a leader walks the talk and it builds momentum. · Build capability throughout the organization. If you want to get the transformation all the way through the organization, your biggest challenge is to reboot your people managers. · Remove the barriers. As part of the shift to a learning culture, employees have to abandon precision questioning in favour of a more coaching-oriented approach that involves asking questions such as “What are you trying to do?” “What’s working?” “What’s not working?” and “How can we help?”. However, old habits die hard. Only after organizations are able to remove significant barriers to change, employees start to understand that a change is well under way. What are the benefits of a leader as a coach? In your opinion, is coaching as a discipline or profession gaining in importance and recognition? Did you ever wanted to have a coach to help you with your professional and personal growth? Ibarra, H. & Scoular, A. (2019). The Leader as Coach. Harvard Business Review, 97(6), 110-119. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, and Knowledge Management on Modern Organization, School of Economics and Business, University of Ljubljana.
04:60
December 23, 2020
Andreja Cavnik, ICF Professional Executive Coach, Fortune 500 Coach - "Pomembnost Executive Coacha za vodje prihodnosti."
Andreja Cavnik je svojo karierno pot pričela v Londonu v svetu nepremičnin, kjer je delala za eno najmočnejših nepremičninskih agencij v UK. Leta 2016 je odprla svoje podjetje, leta 2017 pa se je pridružila ekipi Tony Robbinsa, ki velja za #1 life in business strategista na svetu in se s tem podala v svet Fortune 500 podjetij. Več kot 6 let je preživela v Londonu, 1 leto v Kaliforniji, ZDA, sedaj pa 4 leta na Novi Zelandiji. Ima izjemne izkušnje dela s korporacijami, ki se ukvarjajo z inoviranjem kulture, iskanjem novih poslovnih modelov, transformiranjem mindseta, postavljanja shadow in talent programov. Delala je z velikani kot so Apple, Vodafone, Citigroup, Microsoft ter drugimi Fortune 500 organizacijami. Njena posebnost pa je delo 1 na 1 z različnimi C-level managerji, s katerimi ustvarja in kreira nove razsežnosti. V svoji karieri je imela že preko 350 strank iz več kot 32 držav. V prihajajoči številki HR&M revije je napisala tudi odličen članek z naslovom: “Talenti so naša prihodnosti.” Naj quote: ''Be the tide that raises all boats.'' - John F. Kennedy  = ''Bodi kakor plima, ki s sabo dvigne vse ladje.'' Naj knjiga: Jih imam veliko, klasika je od Brene Brown - Power of Vulnerability, trenutno berem The Compound Effect by Darren Hardy, Naj serija: še vedno Friends in pa How I met your mother. The Crown in pa The queen's Gambit bi bili pa bolj moderni, Hobiji: Vsekakor fitness, funkcionalna vadba, tek, yoga, zumba oz ples, hribi; na Novi Zelandiji pa Scuba diving, surfanje in pa vsekakor kampiranje in odkrivanje vseh čudes tega prelepega otoka, Najljubša hrana: Ko sem v tujini, bi moj odgovor na to bil vedno ''mamina polnjena paprika in pire krompir'' :) Ko sem pa v Sloveniji si pa tu in tam zelo rada privoščim kaksno jed s tartufi, Najljubši podjetnik: Tony Robbins in pa Sara Blakely, Naj App: trenunto mi je zelo vsec Calm, na splošno pa Audiable in pa Podcasts, Trije nauki: bi jih najbrž najlepše na kratko povzela kar po nemškem filozofu Immanuel Kantu. V življenju se je vredno boriti za vsaj 3 stvari: 1. Imeti nekaj za početi (bodisi delo, kariera, hobi, nekaj kar nas navdihuje z občutkom koristnosti in kjer lahko izrazamo svojo kreativnost), 2. Imeti nekoga za ljubiti in 3. Imeti nekaj, kar nam vliva upanje za v nov dan. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
49:32
December 20, 2020
Tip of the Week 06 - Challenges for Women in the Workplace
Challenges for Women in the Workplace Scholars of gender inequality in the workplace are asked by companies to investigate why they are having trouble retaining women and promoting them to senior ranks. Ask people why women remain so dramatically underrepresented, and you will hear from the vast majority a lament—an unfortunate but inevitable “truth”: High-level jobs require extremely long hours, women’s devotion to family makes it impossible for them to put in those hours, and their careers suffer as a result. This explanation is called the work/family narrative. In a 2012 survey of more than 6,500 Harvard Business School alumni from many different industries, 73% of men and 85% of women invoked it to explain women’s stalled advancement. Believing this explanation doesn’t mean it’s true, however, and researchers managed to put it seriously into question. Women were held back because, unlike men, they were encouraged to take accommodations, such as going part-time and shifting to internally facing roles, which derailed their careers. Taking this into account, there is an inevitable conclusion: for the firm to address its gender problem, it would have to address its long-hours problem. The power of push factors: • Work/family accommodations: Going part-time or shifting to internally facing roles provides an enticing off-ramp from the path of overwork, but those moves stigmatize women and derail their careers. • The pressure to give up what they saw as their relational style in favour of the hard-charging “masculine” style: One female partner told researchers how an early mentor warned that relying on her well-honed relationship-building skills would communicate to prospective clients that “you don’t have a lot going on between your ears.” • Poor reputation of female partners with children, whose mothering was roundly condemned: It can happen that successful women are described as bad mothers—“horrible” women who were not “positive role models of working moms.” For junior women facing decisions about being good mothers and having successful careers, such condemnation implies that professional commitment exacts a terrible cost. Conclusion: Findings align with a growing consensus among gender scholars: What holds women back at work is not some unique challenge of balancing the demands of work and family but rather a general problem of overwork that prevails in contemporary corporate culture. Women and men alike suffer as a result. But women pay higher professional costs. What would you suggest for organizations to include more women in high / senior positions? Do you believe that a gender balance is important for the successful functioning of an organization? Ely, R. J. & Padavic, I. (2020). What’s Really Holding Women Back? Harvard Business Review, 98(2), 58-67. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
04:32
December 15, 2020
Dr. Jerca Legan Cvikl, predsednica Femmes Sans Frontières - "(P)ostanite zvesti sebi, do slišanega in videnega (o)hranite kritično distanco ter stremite k ravnovesju v vsem, kar počnete."
Dr. Jerca Legan Cvikl je doktorirala iz filozofije in teorije vizualne kulture in je antropologinja vsakdanjega življenja. Skoraj tri desetletja je ustvarjala in občasno živela ter veliko potovala po svetu. Je direktorica in strokovnjakinja za strateško komuniciranje v podjetju STATUS, kjer svetuje posameznikom in skupinam v javnem in zasebnem sektorju doma in v tujini. Nazadnje pa je zagrabila za nov izziv kot del trajnostnega slovenskega turizma na Blejskem jezeru STATUS Apartmaji. V javnosti je poznana kot strokovna komentatorka, nekdanja raziskovalna novinarka in odgovorna urednica v tiskanih in elektronskih medijih, kot univerzitetna predavateljica in upravljalka dogodkov, poleg znanstvenih raziskav na področju humanistike nudi medijsko produkcijo in analize. Je tudi avtorica več sto strokovnih člankov in petih samostojnih knjig – dveh znanstvenih monografij o različnih medijskih pojavih Razgaljena: žensko branje v Sloveniji in Razgaljeni: medijski fenomen elit, specializiranih zakonskih priročnikov Poročila se bova in Za pr(a)vi korak, večjezične pravljice za otroke Drevo/Tree/Baum/L'Arbre, ki je bila v Parizu postavljena na oder, in pripravlja že naslednje knjige; na mnogih publicističnih projektih je tudi soavtorsko sodelovala. Leta 2003 je posnela tudi dokumentarec o Janu Plestenjaku, ki je bil predvajan na Kanalu A. V letu 2006 pa je vodila in komentirala enega izmed prvih resničnostih oddaj pri nas, Bar. Dr. Jerca Legan Cvikl je prejela veliko uglednih mednarodnih nagrad in priznanj, kot so Ambasadorka znanja, Iconic Women creating a better world for all in Exceptional Women of Excellence. Leta 2009 je bila tudi nominirana za Femme Fatale. Že več kot 20 let je angažirana človekoljubka in ustanoviteljica mednarodne ženske organizacije Femmes Sans Frontières Foundation, kjer deluje kot snovalka, vodja projektov in mednarodna mentorica. Njen moto pa je: “Spreminjaj svet, kot bi želel v njem živeti.” Naj quote: “Bodi sprememba, ki jo želiš videti v svetu«: M. Gandhi Naj knjiga: Elif Shafak “The Forty Rules of Love” in David Foenkinos “Delikatno” Naj serija: Borgen in Deklina zgodba Hobiji: potovanja, ples in petje, pisanje, športno udejstvovanje – tek, potapljanje, pohodništvo Najljubša hrana: pikatni zelenjavni nudli po azijsko z rakci in solata na 101 način Najljubši podjetnik: Steve Jobs in Mary Barra Naj app: Pages za ustvarjanje Trije nauki: 1. (po)stanite zvesti sebi in ohranite kritično distanco 2. ne zapravljajte časa in energije za neumnosti, saj je življenje kot krogla, ki se nikoli ne vrne 3. stremite k ravnovesju v vsem, kar počnete *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:17:52
December 13, 2020
Tip of the Week 05 - Adapt your Business to the New Reality
It will be quite some time before we understand the full impact of the Covid-19 pandemic. But the history of such shocks tells us two things. First, even in severe economic downturns and recessions, some companies are able to gain advantage. Second, crises produce not just a plethora of temporary changes (mainly short-term shifts in demand) but also some lasting ones. Any analysis of growth opportunities must go well beyond a simple categorization of what you already know. You need to challenge your ideas about what’s happening in your traditional business domains by taking a fresh, careful look at the data. This requires that you actively seek out anomalies and surprises. • Dive deep into data: Anomalies usually emerge from data that is both granular (revealing patterns hidden by topline averages) and high-frequency (allowing emerging patterns to be identified rapidly). • Take multiple perspectives: In the military, a technique for discovering what you don’t know is to use the “eyes of the enemy.” Military leaders ask themselves, What is the enemy paying attention to? and then shift their own attention accordingly to illuminate potential blind spots and alternative perspectives. To figure out what business model the new normal requires, you need to ask basic questions about how you create and deliver value, who you’ll partner with, and who your customers will be. As an example, let’s look at how retail shopping businesses should be adjusting to the demand shift to digital. • Can you take your value online? The value that many retailers provide to customers traditionally has come from the quality of their in-store service. • Which platforms should you work with? The pandemic induced shift to digital shopping has made customers and firms more dependent on big digital platforms, including Google, Amazon, and Apple in the West and Alibaba and Tencent in Asia. • Can you expand your customer niche? Digitization provides scope for niche businesses to expand their markets, perhaps across borders or into adjacencies not currently well served. The Covid-19 pandemic has severely disrupted global consumption, forcing (and permitting) people to unlearn old habits and adopt new ones. A study on habit formation suggests that the average time for a new habit to form is 66 days, with a minimum of 21 days. Which changes are you still expecting to face in the near future? Which trends uncovered by the current pandemic surprised you the most? Jacobides, M. G. & Reeves, M. (2020). Adapt Your Business to the New Reality. Harvard Business Review, 98(5), 74-81. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
04:15
December 9, 2020
mag. Edita Krajnović, direktorica podjetja Mediade; inovatorka - "Gazele, Inženirke in inženirji bomo! ter Zlata nit. Trije projekti, eno sporočilo: povezovanje in sodelovanje sta ključna za uspeh."
mag. Edita Krajnović, direktorica podjetja Mediade; inovatorka in neprestano v vlogi motivatorja sprememb Mag. Edita Krajnović je direktorica v podjetju Mediade.Poklicno pot je začela kot asistentka za poslovne finance na Ekonomski fakulteti v Ljubljani, kjer se je uveljavila tudi kot nosilka izvirnih in učinkovitih strokovnih seminarjev za podjetja. Strokovni izziv jo je vodil v poslovno prakso, kjer je najprej kot direktorica trženja in nato kot izvršna direktorica poglabljala področji trženja in managementa.  V  podjetju GV Revije (izdajatelj Gospodarskega vestnika) je vodila prodajno ekipo z ambicijo: postati najboljša ekipa oglasnega trženja v Sloveniji. Ekipa se je dveh letih uvrstila med tri najboljše ekipe v Sloveniji. Za izvirno publikacijo Podjetniki v podjetju, namenjeno razvoju kulture inovativnosti in talentov, je v soavtorstvu leta 2006 prejela bronasto priznanje GZS OZ Ljubljana za inovacijo. Je vodja metodologije Zlata nit: izbor zaposlovalca letain Gazela: izbor najboljših med najhitreje rastočimi podjetji. Avtorica vrste strokovnih člankov na področju vodenja sodeluje tudi v izvršnem uredništvu MQ revije Združenja Manager in vodi delovno skupino za sodobno voditeljstvo. Je soustanoviteljica projekta Inženirke in inženirji bomo, ki srednješolce navdušuje za inženirstvo, tehniko, naravoslovje in inovativnost. V letih 2012 in 2013 je s skupino Formamas postala dvakratna svetovna prvakinja v show dance-u. Več o Editinih izjemnih projektih si lahko preberete na: · Inženirke in inženirji bomo https://www.inzenirji-bomo.si/ in tudi Inženirka Leta https://inzenirka-leta.si/ · Gazela https://www.dnevnik.si/gazela/o-projektu · Zlata nit https://www.dnevnik.si/zlatanit Naj quote: Nič posebnega nisem naredil, sam na iste stvari sem pogledal drugače kot vsi ostali pred menoj (Einstein). Naj knjiga: Built to Last: Successfull Habits of Visionary Companies (Jim Collins and Jerry I. Porras). In seveda: Palčica (Michel Serre). Pa tudi: Tvegati lastno kožo (Nassim Taleb). Naj serija: različne detektivske serije. Hobiji: rekreativni tek, yogalates pri Mojci Randl, knjige, ples, delo z mladimi. Najljubša hrana: vse izpod kuhalnice hčerke Aleksandre, ki ima neverjeten smisel za kuhanje. Najljubši podjetnik: (Pre)dolga lista, veliko je ljudi, ki jih spoštujem in občudujem in sem vesela, da lahko z njimi sodelujem in se učim od njih. Naj app:Sportstracker, WhatsApp Trije nauki: · Opazujte (inoviranje). · Poslušajte (komunikacija). · Bodite zgled (vodenje). *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:13:59
December 6, 2020
Tip of the Week 04 - What’s Your Negotiation Strategy?
Negotiators often mainly react to the other’s side moves. But for complex deals, a proactive approach is needed. Strategic negotiators look beyond their immediate counterpart for stakeholders who can influence the deal. They intentionally control the scope and timing of talks, search for novel sources of leverage, and seek connections across multiple deals. Researchers offer the key strategic principles negotiators should apply to their next complex deal. What’s your Negotiation Strategy • Rethink counterparts: People tend to pursue deals with the obvious parties. But we often overlook many others in the ecosystem surrounding the negotiation: our competitors, suppliers and customer – and their competitors, suppliers and customers. We need an approach that encompasses all the parties that can and will help us fulfil our objectives. • Analyse counterpart’s constituencies: In high-stakes negotiations, we often talk about how much power and leverage the other side has, what the other side will or won’t agree to, and how to influence its behaviour. While viewing counterparts as if they were one monolithic entity is convenient, that attitude regularly leads to analytical and strategic missteps. • Rethink the deal’s scope: The vast majority of negotiators take the fundamental scope of a deal as a given. They may consider a limited set of choices – for instance, shorter-versus longer-term deals – but by large and their tactics are guided by a comparison between their best alternative to a negotiated agreement and how close to some preferred outcome they think they can get. However, there are often significant opportunities to change the scope of negotiations and achieve much better results. • Rethink the nature of leverage: Think beyond walkaway alternatives and consider multiple sources of not only coercive leverage but also positive leverage. By positive leverage, we mean things negotiators can uniquely offer to make the other side desire a deal rather than fear the absence of one. • Look for links across negotiations: Most negotiators focus exclusively on maximizing the value of the deal at hand. A strategic approach requires considering success beyond the current deal and, in particular, how the precedents it sets will create anchors and shape dynamics in future negotiations. • Consider the impact of timing and sequencing: Pressure tactics can often backfire. Careful consideration of how the other side is likely to respond should guide when to accelerate, slow down, or pause a negotiation. • Be creative about the process and framing: When approaching a high-stakes deal with a powerful counterpart, many negotiators debate whether to start by issuing their own proposal or by asking the other side to do so. But such binary thinking blinds us to the many ways we might shape the negotiation process to reduce risk and increase the likelihood of a great outcome. A strategic negotiation approach involves more than choosing a cooperative or competitive posture, and thinking in such binary terms is almost always counterproductive. Assessing connections between one negotiation and others with the same party over time, taking a hard look at whether they’re negotiating about the right things, and focusing on when and how to most effectively engage with the other side will unlock far more value for everyone involved in the negotiation process. Hughes, J. & Ertel, D. (2020). What’s Your Negotiation Strategy? Harvard Business Review, 98(4), 76-85. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
06:03
December 2, 2020
mag. Ladeja Godina Košir, ustanoviteljica in direktorica Circular Change, predsedujoča ECESP - "Zdaj odločamo o prihodnosti. Najboljša vstopna točka je krožno gospodarstvo."
Mag. Ladeja Godina Košir je ustanoviteljica in direktorica platforme Circular Change ter predsednica Evropske platforme za krožno gospodarstvo ECESP (nick name: Krožno gospodarstvo na dveh nogah). Leta 2018 je bila finalistka za nagrado The Circulars 2018 v kategoriji Circular Economy Leadership Svetovnega gospodarskega foruma v Davosu., prepoznana kot "regionalni motor krožne tranzicije". Svoj magisterij je zaključila na Fakulteti za Družbene vede. Ladeja je tudi gostujoča profesorica na Doshisha Univerzi na Japonskem in tudi so-voditeljica raziskovalne skupine Circular Economy Systems na Bertalanfy Center for the Study of Systems Science (BCSSS) na Dunaju. Vsako leto sodeluje na več kot 40 različnih dogodkih v Evropi in po svetu.Kot cenjena govornica je nastopila v več kot 30 državah, na konferencah od Japonske pa vse do Savdske Arabije. Leta 2020 je bila uvrščeni na seznam nove kampanje Evropske komisije #EUwomen4future. Ta vključuje 23 izjemnih žensk z različnih področij, od tega jih 10 prihaja s področja znanosti, raziskav in inovacij. Kampanja, ki jo je predstavila evropska komisarka za inovacije, raziskave,kulturo, izobraževanje in mlade Mariya Gabriel, vključuje izjemne ženske, dejavne na področju raziskav, inovacij, izobraževanja, kulture in športa. Sodeluje tudi v Upravnem odboru Sekcije žensk v Združenju Manager, kjer si želijo uravnoteženosti na vodilnih položajih – mešani timi dokazano bolje delujejo. Računam na generacijo, ki zdaj vstopa na karierno pot, da bo modrejša, kot smo bile me. Zase pravi, da je »orkestratorka« procesov, ki vodijo v trajnostno preobrazbo. Sodeluje z vladami, podjetji, mesti, znanstvenimi institucijami, nevladnimi organizacijami. Naj quote: "There is a crack in everything, that is how the light gets in" Leonard Cohen Naj knjiga: spreminjajoča se grmada knjig na moji nočni omarici (trenutno Ubuntu - Mungi Ignomane; Dougnught Economics  - Kate Raworth; Ogledala - Vesna Milek; Do less, get more - Shaa Wasmund; Goodbye Things - Fumio Sasaki in ponovno tudi Ljubezen v času kolere - Gabriel García Márquez) Naj serija/film: Danska serija Oblast / film In the mood for love - Wong Kar-wai Hobiji Qi Gong, joga, jadranje, različni športi v rekreativnih izvedbah, branje, filmi, potepanja, parfumirane sveče in rezano cvetje Najljubša hrana: Sushi, divji ulovi iz jadranskega morja in kulinarična razvajanja v izvedbi moje najstarješe hčere Najljubši podjetnik: Jacinda Ardern - izjemna voditeljica - vodenje države zagotovo zahteva tudi managerske sposobnosti:) Naj app: Booking.com (trenutno žal bolj v mirovanju) Zaključna misel: Na svoji svoji življenjski poti se kar naprej brusimo & učimo. *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.
01:28:09
November 29, 2020
Tip of the Week 03 - Coaching for change
Coaching for change • Change is hard. Ask anyone who has tried to switch careers, develop a new skill, improve a relationship, or break a bad habit. And yet for most people change will at some point be necessary - a critical step toward fulfilling their potential and achieving their goals, both at work and at home. They will need support with this process. They’ll need a coach. Researchers developed a framework that can help you to support people with challenges. • Spot the opportunity: If you pay attention, you’ll start finding “coachable moments” – opportunities to help people with their development – everywhere. Sometimes people are aware they need to shift gears as the challenge is evident, in other cases they experience a wake-up call. Moreover, the research of Avolio suggests that it’s useful for organizations to assess and sometimes even enhance the readiness of employees they’ve chosen for development, otherwise it won’t be as effective. • Set the groundwork: Numerous studies have shown that people tend to achieve more, in a more sustainable way, when they’re in a positive state both psychologically and physically. Therefore, it is important to coach with compassion. Another important aspect is to guide the person you’re coaching toward an accurate assessment of his or her real self, which consists of two components: what people know about themselves, and their understanding of how others experience and think of them. Next is the learning agenda, where the idea is to leave people feeling energized and empowered to improve. • See things through: Change efforts of any kind require time and energy. Even the best-laid plans sometimes fail or take a while to pan out. Typically, it takes from 18 to 254 days to form a new habit. Skill building, relationship management, and career change require even greater commitments, with many stops and starts. • If you’re a manager, your most important job is to help those around you reach their greatest potential and when you coach with compassion, it becomes contagious. Boyatzis, R., Smith, M. & Van Oosten, E. (2019). Coaching for Change. Harvard Business Review, 97(5), 151-155.
03:44
November 25, 2020
Prof. dr. Matej Černe - "Vpliv digitalizacije na delo. Kaj je prihodnost?"
Prof. dr. Matej Černe, izredni profesor za področje managementa na Ekonomski fakulteti Univerze v Ljubljani Prof. dr. Matej Černe je izredni profesor za področje managementa na Ekonomski fakulteti Univerze v Ljubljani. V raziskovalnem in pedagoškem delu se osredotoča na inovativnost, ustvarjalnost, organizacijsko vedenje ter vodenje in oblikovanje dela v digitalni dobi. Za svoje raziskovanje je prejel številne nagrade (nagrade za najboljšega recenzenta konference Academy of Management Annual Meeting, raziskovalna nagrada združenja CEEMAN, EDAMBA nagrada za eno izmed top10 doktorskih disertacij v Evropi, nagrada za najboljše objavljene članke na EF, Svečana listina Univerze v Ljubljani mladim visokošolskim učiteljem in sodelavcem) in objavljal v najboljših revijah s področja managementa (kot na primer Academy of Management Journal, Leadership Quarterly, Journal of Organizational Behavior ali Human Resource Management). Deluje tudi kot član uredniških odborov v revijah Leadership Quarterly, Human Resource Management Review ter Human Resource Management Journal ter glavni in odgovorni urednik revije Dynamic Relationships Management Journal. Par zanimivosti o profesorju dr. Černetu. Bil je prvi v Sloveniji, ki je diplomiral po bolonjski reformi.  V srednji šoli si je za cilj zadal prebrati vse knjige v novomeški knjižnici (obupal je šele nekje pri pravu/javni upravi). Obiskal je že 46 držav sveta in njegov cilje je vsaj 100. Večkrat je že hodil po žerjavici. Naj quote: "Better well done than well said" (Ben Franklin) oz. "Do or do not, there is no try" (Yoda) Naj knjiga: karkoli od Jamesa Pattersona, za ravnotežje in sprostitev Naj serija: Seinfeld Hobiji: košarka, branje Najljubša hrana: ajdovo-krompirjevi žganci Najljubši podjetnik: ne vem če bi lahko res koga ekstra izpostavil kot celoto, fascinirajo me nekatere lastnosti - Muskova kapaciteta razmišljanja in delovnaja, vizija Tonyja Hsieha, strast Marka Cubana, trma Evana Spiegla Naj app: Snapchat Trije nauki: 1) Ne se bati ciljati visoko; 2) Treba je trdo delat, ker se stvari ne doseže same od sebe; 3) Svoj čas in energijo namenite samo stvarem, ki so (hkrati vse troje) vrhunske, vas osebno zanimajo in vključujejo sodelovanje s pravimi ljudmi (naučite se reči ne). *Slovenian Research Agency, Program P5-0364 – The Impact of Corporate Governance, Organizational Learning, University of Ljubljana, School of Economics and Business, Slovenia.