Colophon - Publisher: Milan Krajnc, self-publishing Place of publication: Slovenska Bistrica Milan Krajnc: The Dynamic Leadership Model : Between saying and doing is Year of publication: 2017 an ocean. The Dynamic Leadership Model is a business leadership paradigm e-mail: https: //www.dynamicleadership.management/buy/e-book-dlm/ based on the laws of nature. Kolofon - Editor in Chief: Urša Jurak Kuzman Založba: Milan Krajnc, samozaložba Designed and edited by Zori Jakolin and Vesna Lamovšek Kraj izdaje: Slovenska Bistrica Cover design by Sandra Pohole Leto Izdaje: 2017 Translation by Sabina Hladnik e-lokacija:https://www.dynamicleadership.management/buy/e-book-dlm/ Proofreading and editing by Steven Loy Kataložni zapis o publikaciji (CIP) pripravili v Narodni in univerzitetni All Rights Reserved. No part of this book may be reproduced or utilized in knjižnici v Ljubljani any form or by any means, electronic or mechanical, including photocopy-COBISS.SI-ID=296192768 ing, recording, or by any information storage and retrieval system, without ISBN 978-961-288-659-2 (pdf) permission in writing from the publisher. THE DYNAMIC LEADERSHIP MODEL Between saying and doing is an ocean. The Dynamic Leadership Model came about while trying to save the love of my life. Constant ‘mental garbage’ was clouding our feelings for each other and ruining the relationship despite its intensity and power. Even the sun’s rays cannot reach the earth if there is too much pollution in the air. Follow my advice, so that you do not make the same mistakes I made. http://DynamicLeadership.Management email: office@to-be.institute Milan Krajnc PAGE / CHAPTER 1 Introduction On the winner’s path 5 An Interview with ‘Crisis Captain’ Milan Krajnc Advice for those decisively influencing the world around us 23 The Dynamic Leadership Model (DLM) The path of change and progress 29 Two Processes of Transformation Five steps, seven phases 33 The Sirius Personal Transformation Patterns, behaviour and ways of thinking cannot be changed overnight 43 The Sirius Business Transformation Close cooperation with management is key 54 A Story of Personal and Business Transformation Step by step 54 The Meeting What was director’s office trying to tell me? CONTENT 59 A New Beginning The company through the eyes of its leaders 65 The Rules of Leading a Management Meeting Is there one company or are there four? 69 Choosing a team of close co-workers Department managers as partners 73 Personal consulting A mother was replaced with a wife 87 Who are my co-workers? The straight-A student, the loner, and the flirt 89 How are tasks distributed? We are all travelling on the same ship 93 Facing ourselves Perhaps it’s time for a change of leadership? 99 The turning point We must prepare ourselves for changes 104 Reorganisation of the company Focusing on the goal brings us to the finish line 107 Together on the path of change Stories from my clients The purpose of this book is to present a model of dy- namic leadership which in more than a hundred cases has proven to be an excellent method for overcoming both professional and personal crises, as well as for managing challenges so that they don’t become crises. The Dynamic Leadership Model is a business paradigm for the direction, organisation and communication strategies of a company that prevents the personalities of those people ac- tively shaping the business process from influencing it. The entire model is based on the laws of nature. It has been developed empirically on the basis of knowledge acquired through personal experience: ‘As a child I always wanted to become a wood sculptor. I created things with things I found in the woodshed at home. When I was about eight or nine years old, astronomy came into my life. 1 2 In secondary school I kept company with metal workers, with INTRODUCTION people who were knowledgeable about materials. As a budding On the winner’s path metallurgist, I familiarised myself with alloys, and with the composition and bonding properties of elements. Despite being drawn to astronomy, after finishing secondary school, I decided to study physics. At the Faculty of Education, I became familiar with the basics of psychology. As a member of The Society for Interpreting Science, a science communication organisation, I learned how to make The Dynamic Leadership Model science more attractive and understandable for the general The Dynamic Leadership Model public. I couldn’t see myself becoming a teacher even though I tried for several years. I even tried to teach myself about psycho-therapy, including various models and processes. But in fact my curiosity drew me elsewhere. As I began to help various companies optimise their business operations, I real- ised that generally the source if problems was not in the organi- sational procedures, but rather in the habits—in the minds—of employees. Another thing I became aware of fairly quickly was I transferred my thoughts towards art and culture, and over- that an employee’s particular character has a decisive influ-came my pain with physical activities. I knew I was on the right ence on the work flow, so it was ultimately rather easy for me path, even if the method was not quite there yet. That’s how I to predict their decisions and further actions. I was looked upon developed, on the basis of my own experiences and knowledge, with mistrust and called a business ‘fortune teller’. I explained the method behind the Sirius Personal Transformation and the to those who mistrusted me that there is nothing supernatural method of business reorganisation which I have named the Sir- at all about it and that my assertions are supported by the laws ius Business Transformation. of physics, the functioning properties of basic forces and so on. I knew that communication must be regulated like the flowing As I expanded my knowledge and abilities through the years, of a stream – slowly, gradually and not interrupted by sudden it became clear to me that the personality that influences the disturbances, not by building dams. By slowly changing be- work process the most is the director’s. From thermodynamics haviour patterns, changes are brought to the work flow. This I knew that the body which possesses higher energy influences process of introducing change without shock or trauma is what those with lower energy – who then adapt to the former. And I have called the Dynamic Leadership Model. Throughout the from metallurgy I knew that this body can change its content process, mental exercises and organisational approaches are and structure if pressure is applied to it consistently for a long used that help us unload our burdens from the past through enough time. seven phases of transformation, after which we realise that the entire world is inside us and that it is only ourselves we need to 3 I realised that with managers my persistence pays off – if I develop – from within! This is how we can find our calling and 4 turned the educational process into one incorporating coach- develop the brighter side of our lives.’ ing and therapy, I managed to change their behaviour patterns and eliminate the sources of critical problems. Milan Krajnc The knowledge I acquired at the Institute for Reality Therapy and at the Institute for Transactional Analysis helped me along the way – with this knowledge I was able to methodically de- velop the techniques that I had spontaneously introduced in the field. Various spiritual techniques helped me as well – along The Dynamic Leadership Model with the fact that I had fallen upon hard times in my personal The Dynamic Leadership Model life. After my divorce, everything that I had sweept under the rug over the years came back. Suddenly, all this garbage had come into my life, but that also served a purpose. Everything came together then – first the problems and then the way out of them. I knew I had to give up unhealthy habits and simply just forget certain things, not live in the past. I knew I must not give in. H ow would you introduce yourself? Who are you? Who am I? This is a question I have spent much time thinking about and looking for the answer. In short: I am the captain – the ‘crisis captain’ – who pilots the ship into the harbour during a storm or guides it safely from the harbour to the sea, and then hands it over. The ship, of course, is a metaphor for a company, a multinational business, a government body, a municipal administration or any other organisation. I have come to realise that my advantage is both in knowing how to finish things and also initiate them from scratch. Who do you advise? Who do you work with? I work with people at the top, with those who carry the most influence. When I was 24-25 years old, I said to myself, one day I will be working with state presidents and my company will change the system. I have been following this vision ever since. There have been some larger or smaller deviations along the AN INTERVIEW way but I always come back to this set course. 5 WITH ‘CRISIS CAPTAIN’ 6 How do you feel with such high-flying goals? You say you want to change the system – do you ever fear this? MILAN KRAJNC Advising those decisively influencing the world around us No, I feel complete. I know this is my path. What exactly is your job? Is this consulting or would you use some other expression? If I may answer somewhat indirectly, maybe I should start with the meeting I had this morning at one of the western European national banks. The governors of the bank, who are facing a The Dynamic Leadership Model certain obstacle due to an undefined hierarchy, called me. Since The Dynamic Leadership Model the beginning of the year they are unsure of who exactly is in charge – the governor can influence decisions with a ‘golden vote’ but otherwise their positions are equal. The vice governors are each responsible for their respective fields. They realised that they needed someone to make the whole situation clear, someone to establish authority. The situation is not so simple because each them—all five—hold authority over the field they cover. When they called me for help, it was because they did not know who to ask for guidance. They weren’t sure if they needed the end, the parents were satisfied and it appeared that they no a lawyer, an economist, a psychotherapist or someone else to longer had issues with handing over the business. I managed help them. I have established a name for myself in the past 18 to help the son – who suffered severe stress due to this whole years, precisely because of such cases. People call me when they situation – to stand on his own two feet again. Eventually we do not know where to begin. worked through the issues and the children felt like they had assumed responsibility for something that had been a defining And how are you going to handle this particular case? family tradition, but actually they were still not responsible for First I will carry out a long interview with the person who called anything. The father, in fact, didn’t really want to hand over the me and asses if the person is diagnosing the problem correct-company, even though that was his own directive. ly. When I had a conversation today with the managing direc- tor and director of human resources, I saw where the problem was. My task was to establish balance within the system. They ‘Once you have your called me on the recommendation of the vice governor who is responsible for relationships with other banks and whose role day planned, you was always that of Executive Director but never Chairman of the Board. He himself had arrived as an equal member of a can also plan your team and was now suddenly in charge of everything. He simply couldn’t see himself in his new role as leader. As a rule, it is those 7 who have the most responsibility at a company who call me, week, a month, a year ...’ 8 those at the top of the hierarchy – in this case there were five of them. I work with the presidents of boards, directors, managers, A year later the son called me and told me that he was having even presidents, mayors and other politicians – and then with problems with his father and asked if I could visit them again. their subordinates only in the later phases of the transforma- The son had ‘grown up’ in the meantime. But even though it tion process. had been agreed that the children would take over the business when their father turned 60, when the time came he did not Are your clients only large organisations? Or are you also want to step down. When the son brought this up in a meet- called upon by smaller companies? ing, the father again assured him he would step down this time, There is a family-run company where the fourth generation is The Dynamic Leadership Model but again didn’t really mean it. As I started to work with the now gradually being included in the work process. I have been The Dynamic Leadership Model son once more, his position in the company grew stronger and advising them for the past eleven years, mostly with regard to stronger, but this fact actually made his father unhappy, so the the relationships within the company. The reason they called latter called me in for a meeting – after which he relieved me of me originally was that they were not able to navigate the gen-my services. After that I began meeting with the son outside the erational handover from the parents to their grown children company while the parents tried to influence me through third and grandchildren. The father, the owner of the company, had parties. called me to prepare the son to take over the business. I suggested to the son that we temporarily cease our sessions I worked with them for a year and a half towards this goal. In since they were negatively affecting him. I advised him to make a decision: he should either stay in the company, sue his father sulting costs start roughly around 10,000 Euros. My support is (even though the son was appointed director, the father still 24/7 so it is sometimes very difficult to set the price. We do not held ownership of the company) or leave and start on his own agree on a certain number of hours, after which a written re- company. The son and I are still currently working together, he port is made and I simply walk away. This is also why my clients is waiting for his father to come around and has accepted his and I frequently prefer to negotiate compensation, or I advise role as dictated by his father. The situation works as long as the them in return for a share in the company. This of course means father agrees with everything. that the client and I continue to develop and grow together. Would you help anyone who wanted that? When do companies realise that they need a consultant, a I work with people at the top or want to get there – with those coach or a ‘crisis captain’? who have potential and a sense of purpose. There is a construction company where leadership of it was taken over by the widow of the director, who had unexpected- ly passed away. Until then she had been in charge of the com- ‘Managers who look for pany’s finances. In her own opinion she was doing a good job, since they still had enough work. However, she didn’t realise the crucial role her employees had played in this stability: they solutions by practicing had been voluntarily working 24 hours a day, often seven days a week. 9 extreme sports are only 10 When, after a year, they couldn’t handle such an enormous hurting themselves.’ workload any more, the employees began complaining. She called me in to help her restore order in the company because, in her opinion, the employees had become completely irrespon- Who can afford this type of consulting? Even small compa- sible. Usually, directors call me on the recommendation of some- nies? Does this make sense for them and does it pay off? body, but this widow had read an article about me in a business Of course! It depends on the goals set by the director, regardless magazine. When I got to know the situation, I had to tell her of whether the company has five employees or a hundred. The that it was not the employees who were being irresponsible, but price is the same for all my clients since I invest the same ener-it was actually she who was responsible for the situation. I was The Dynamic Leadership Model gy into advising the director of a small private company with very careful and diplomatic about it, but I knew I had to be hon- The Dynamic Leadership Model three employees as I do with the CEO of an organisation with a est and direct to a certain point to provoke a certain degree of thousand employees. The client whose firm has only three em- shock. ployees is sometimes even more complicated to advise and often demands more energy, actually. A soft, positive shock, that is. I explained to her that I completely understood her, but it was clearly written in the employees’ It’s true that the structure of a large company is much more contracts what their jobs were, how long they were expected to complex but generally the director has things under greater work, which goals must be reached and what they were entitled control. There aren’t so many unresolved matters since the ba- to earn for that work. If they worked more – and they had been sic issues are generally much clearer to him or her. Initial con- working much more – an agreement had to be made concern-perform miracles, I just show them what they have overlooked. ing compensation for their overtime, either they should be get- As a consultant you don’t have the right to do anything but ting a share in the company or something else. She hadn’t given show the client in which direction they can go. You also mustn’t them anything above their usual salaries. I asked her what she do anything instead of them or for them. You just put up a mir- thought and where we should start with the changes – with the ror, and sometimes you see that the optimal solution is for the employees or with her? At first she became angry, saying, ‘Who director or chief executive to retire. do you think you are?’ And I always let people tell me every- thing that is making them angry, of course, everything that is One expects employees to resist change. One also probably bothering them. After that, most of them are finally ready to expects that criticism will not be accepted even by those take a step back and consultations can begin. First the direc- who have hired you. What is your strategy in such cases? tor’s positive self-image must be restored, mostly by starting to Up to 99% of those who hire me expect praise from me – praise communicate with the employees. Afterwards we can establish for them, of course. But if I am going to praise someone, then I together how things can be done differently. have nothing else to give him or her. But that’s not why I don’t do it. I have to show them the real picture. I strictly avoid caus- Now we are probably talking about your dynamic commu- ing discomfort when I do this. I do not want them to suffer when nication model? I present the picture I’ve made of the company. I tell them, not Yes, that’s right. The dynamic model consists of one or two pro- in a judgemental way, but as realistically as possible. And then cesses of transformation. We can go ahead either with the Sirius I wait for the question, ‘why is it like that’? I answer with the 11 Personal Transformation, which consists of advising the direc- question, ‘To what extent are you willing to hear the truth? Be- 12 tor or chief executive to guide them in their transformation, or cause afterwards there is no going back.’ the process can continue – if necessary – with the Sirius Busi- ness Transformation. This depends on whether or not the com- Could you give an example? pany itself also needs changes. When I ask my clients if their colleagues from the office next door remind them of their first grade schoolmates, they all admit – Does the process sometimes end with just the director tak- to their own surprise even – that they indeed do. ‘What about ing personal advice? Could this already be a solution for those four, maybe a sports team?’, I continue. All of a sudden, the company? the client realises that their entire childhood has been mapped Yes, when the system is healthy and it is only the director who onto the company. ‘Isn’t it obvious that you have transferred The Dynamic Leadership Model must take some steps in a new direction – with the help of some- unresolved childhood issues into the company and that there The Dynamic Leadership Model one who is themselves not involved in the process – in order to is a good chance that this too shall end just like your childhood look at the situation with a broader perspective. This is in sit- – that is, too quickly?’ Then I often discover that their child- uations where the director is a person who acts from the heart hood ended unexpectedly with some kind of shock or traumat- and in accordance with his personal nature and not on the basis ic experience, that they had to find employment and look after of his frustrations and ego. When people spend years and years themselves. Then I ask about employee satisfaction and get the within a certain system they become like racehorses with blind- predictable answer that they are unhappy, and that absences ers on, uncritically fulfilling their roles. I try to broaden their and sick leaves are frequent. I slowly show the client the imag-horizons and help them see things. I am not a magician, I do not es populating their subconscious. This frequently ends in tears when they realise how many years they have already wasted I was also greatly influenced by two athletics coaches Miroslav because of unresolved issues from the past. Many of them then Prstec (Miki) and Žarko Markovič (Žare). Miki was a musician ask angrily, ‘So, in your opinion, I am to blame for the current and no matter how tired he was after performances he always situation in the company?’ When I answer ‘yes’, some clients just carried out athletics practices easily and calmly. Through him say, ‘There’s the door, I didn’t hire you to tell me everything is I realised that things can be done in a completely different way my fault’. Some cases finish just like that. than I saw at home – without nervousness, panic and with a kind of natural calmness. Žare taught me order and persistence. Your work is giving advice. Who in your life gave you the Just like him, I was not a particularly talented person, so I had best advice or taught you the most? to work especially hard for each achievement on the athletic Formally acquired knowledge is not enough to be a successful field. He taught me that I have to set a goal and with hard work, consultant. Many skills must be learned through more informal progressing step by step, I will be able to achieve it. These three educational methods that are not always so obvious. It is only people shaped me decisively between the ages of 14 and 21. through a combination of formally acquired knowledge and in- formally acquired skills that a holistic approach can be used in What did you gain from your university studies? the search for answers. Already after I had finished my first year at the Faculty of Edu- cation in Maribor I started teaching physics at a primary school The one who helped me the most to understand holistic and al- – they needed someone to teach physics two hours a week. So truistic principles in life and work is Dr Štefan Čelan, who has during my university studies I supported myself by teaching and 13 a PhD in chemistry. Thanks to him, there is a scientific and re- that experience helped me realise that it was not the right pro- 14 search institution that was established in our city which, among fession for me. Despite having come to that conclusion, I tried other things, has introduced many young people to science. In again after I had completed my studies, this time at a secondary my youth I also did research and with the help of a schoolmate school, to see if I felt any differently. It was around this time that developed an interactive computer programme for using the pe-they began implementing a system of promotion and career ad- riodic table. Dr Čelan took notice of our efforts and even helped vancement (and accompanying salary raises) based on points us to secure financing for further development of the software, that one should collect by attending supplemental educational which was later used in many primary schools. But Dr Čelan is programmes and seminars. One of the seminars I attended was not only an excellent scientist. As a forward thinker with deep about so-called ‘quality’ learning, where you learned to be a experience in the fields of economics and public administration, role model for your students. The Dynamic Leadership Model he is well aware that an engineer, a humanist and a theologian The Dynamic Leadership Model are not opposites of each other, but rather a holistic entity with-A lecture called ‘The Path to Quality Schooling’ inspired me so out which a successful and above all happy society could not be much that I finished the three-year course in one year, and when built or even planned. These qualities have enabled him to be a I asked them ‘what’s next? Where can I continue studying this?’, successful mayor for three terms. During his years as mayor we they suggested reality therapy. I decided to take a two-year pro- worked together a lot and enriched each other. The best way I gramme and finished it in 2001. This was my first encounter could describe our relationship is this way: ‘My biological father with psychotherapy. The participants of the programme were left me too early, so my father-figure and idol was Šefan Čelan.” taught to use the acquired knowledge on ourselves, and as we were also learning how to help others at the same time, we were given the title ‘reality therapy counsellors’. My class mates were teachers, social workers – mostly people who wanted to learn how to avoid bringing their work problems home. Since I was at that time already working with companies – I was doing some programming for them, as well as educating them and optimising their workflows – I knew that business people have the same problems and that I can offer them solutions based on the knowledge I had gained. I very quickly realised, however, that matters were not quite as simple as we were told at lectures. Reality therapy teaches that the only important thing is what is happening right now. ‘What about the past and the future?’, I asked myself, since I knew that reality is not actually like that. This is what I started to research on my own. Meanwhile, I was already writing for various magazines as a consultant and when I mentioned the past and how ‘Up to 99 per cent of those it influences us in an article in the magazine Podjetnik (TN: a magazine specialising in business), I received a warning from 15 the [Slovenian] Reality Therapy Association that I am not prac- who hire me 16 ticing in accordance with their theory and they expelled me. When I was trying to figure out what exactly I did wrong I came expect praise from me – across ‘transactional analysis’. That’s why in 2007 I decided to enrol myself into a very intensive four-year course for transac- praise for them, of course.’ tional analysis with Martin Bertok; the studies were followed by three years of practice. I finished my studies in 2012 in Za- greb with Nada Žanko. In the meantime I taught myself various approaches to human psychology and informally studied neu- rolinguistic programming (NLP). In 2001 I was the director of The Dynamic Leadership Model Smiljan Mori’s company where everything is based on NLP. The Dynamic Leadership Model So now you are using all three theories – and you have also possible only when we are in balance. developed them further? Yes, because I’ve learned there is good in each of the theories I What does it mean to be in balance? now use a combination of all three. Reality therapy, so that the We must take care of our bodies, make sure to stay physical- client becomes acutely aware that everything he or she is doing ly active and to follow a healthy diet. The healthiest food, in is his or her own responsibility. Transactional analysis takes us my opinion, is that which is grown locally, there where we were to the past, so that we can see where all this comes from. Then born. As far as physical activity goes, it is not enough to take the we use NLP techniques to establish a goal, so that we can move stairs to the fifth floor, we must get our pulse over 120 for more things forward, away from the past. After that we use reality than 20 minutes a day. therapy again to raise awareness of each individual step. And during the process, while things are happening, we use transac- tional analysis again to clear things up along the way. Transac- ‘Over time the processes tional analysis is not only used to analyse the past, it also helps us realise what condition we are currently in, why we react in within an organisation often a certain way when something happens to us and where it all comes from. become a reflection of the I also include sports activities into my therapy because some- 17 times things need to be pushed forward on other levels as well. employees’ personalities.’ 18 If we are only talking, we can make emotional changes but it can be very demanding. That is why as many consultations So, first we need to take care of our bodies. Then we must take as possible must be held outside in natural surroundings; this care of our minds, our intellect – it is important that in your free includes physical or sports activities. It is best to climb a hill time you focus on doing something that is completely different such as Šmarna gora (Ljubljana) or Avala (Belgrade), so that from what you do for a living (study art history, for example, if the body can breathe again. I even went to climb Mangart once your work is in economics), so that a certain balance comes into (TN: a mountain in the Julian Alps, 2679 m. high), because my being. Next, we must care for our emotions, which to me means client is an alpinist and I had to go into his environment. I al- to ‘have fun’. Fourth, we need to reach a state of being at peace most died doing this! (laughter) The Dynamic Leadership Model with oneself (for some people this could be through prayer and The Dynamic Leadership Model meditation, for others it could just mean a beer with friends af- You have added physical activities to psychotherapy, fol- ter work). Only when you set up this kind of balance in your life, lowed by some other techniques? You claim that a balance can you start thinking about what needs to be changed. When must be established before any changes can be made? you have balance, you can start organising your day. First you Because I have seen that with one or even with all three learned have a meeting with yourself in the morning and only after that analyses we cannot complete the whole story. Through my expe- with your colleagues, and when the day is over you look at what rience gained with clients, I developed a seven-step programme you have accomplished and what your plans are for the next that I call the Sirius Personal Transformation. At the same time, day. Once you have your day planned, you can plan the whole I was aware of an important point for the start: changes are week, a month, a year. These were the beginnings of the dynam- ic model. Once you are calm and able to see where you are at ing’ took several years. When I started developing the method, the moment, then you must go through the seven phases I have I didn’t go to a book store and buy a manual, I was searching defined in this book. for a way out of my own troubles. The method was developed as a consequence of trying to help myself. I did not have a happy So, these four things must be taken care of first? Before the childhood and later on things did not go completely smoothly. transformation? When I was younger everyone talked about some kind of in- Yes, managers who look for solutions by practicing extreme ner peace even though we didn’t know what that was exactly. sports are only hurting themselves. We must go through these Under the phrase ‘inner peace’ I imagined myself being a mil- seven phases and when we complete them, we realise we’ve lionaire by age 35, able to retire and under no obligation to do made a ‘quantum leap’ because there is no going back after- anything anymore – an image from American movies, of course. wards. Many things happen during the process, of course, peo- Then I realised that it is possible for one to find happiness in ple experience emotional breakthroughs and so on. We’ve also what one does. Being a teacher was unfulfilling, even though at started implementing medical check-ups before Phase 1 com- first glance I had everything (a regular salary, two months of mences. holidays, I finished work by noon). When you head out on your own you imagine it will be better, that you will be able to afford more things you want. But as a consultant I didn’t get paid reg- ‘Real motivation is deep ularly, I had less time for my wife, which didn’t make her happy 19 and consequently I wasn’t happy either – and that is why I was within us, that’s why we 20 searching for a solution. must live only what we feel.’ I was searching for it in the same way they started teaching us physics at university: as if we didn’t have the slightest clue about anything. We were studying empirically, that is on the Each person must establish some kind of balance on his or her basis of experience and cognition, the same way they did it half own. No psychological training will help us if we have physio- a century ago. And I, too, came to my own model on the basis logical limitations. Therefore, we first do a psychological and of a theory, or theories, but most of all on the basis of things physiological evaluation, then balance is established in the next I’ve experienced. Everything that was going on in my life helped The Dynamic Leadership Model phase – and only then can the process of transformation be- me develop this method, it is simply a consequence of what has The Dynamic Leadership Model gin. This is realistic, doing it any other way would only be doing happened to me. And now, on the basis of this, I can teach others something halfway. to do things differently, as well. The theory itself developed when, in one of the articles in the Do you live by your principles – that is, do you practice magazine Otrok in Družina (TN: Child and Family), I was ex- what you teach? plaining the relationship between husband and wife and used Everything, except for my diet – that’s something I have not the metaphor of a stream. ‘While the stream is running, it is managed to fix yet because I haven’t taken enough time for it. clear and drinkable. If we block the flow of the stream, the wa- Otherwise, because I made so many mistakes in my life as a re- ter becomes stagnant and starts to smell and taste bad.’ The sult of not wanting to admit certain things to myself, my ‘cleans-same goes for communication between spouses if they don’t talk enough to each other, each one starts to develop a story in balance, reach a state of calmness and liberate yourself from in his or her head and they end up arguing without even know- all the garbage in your head, you begin to sense certain things. ing why – and then they start to drift apart. Adequate and cor- It doesn’t mean you become schizophrenic and see some other rect communication keeps the relationship healthy. And then I world, but you in fact become more aware of things that you transferred this kind of relationship or way of communication would have missed in the past. A lot of people and organisations to a corporate environment, since the employees there are also are offering things these days, say, connected with energy or in a relationship, so to speak. I named this way of communica- what have you. I’ve also studied many things – I am a Reiki mas- tion a dynamic model of communication and gradually a dy- ter, Theta healing specialist and have studied numerous other namic model of leadership developed. alternative approaches. Our students learn many alternative methods from experts who practice them. Everything, however, Who can enrol into your educational programmes? What is always explained on the basis of scientific methods. do the participants learn? I founded the toBe Institute where everything I teach can be studied . The purpose of the toBe Institute is to further develop the Dynamic Leadership Model on a scientific basis, as well as ‘If corporate procedures to educate and develop people who wish to study DLM, work- flows within a company and themselves in depth. Studies at the are adjusted to individuals, toBe Institute are intended for those who have already reached 21 some kind of peak in their careers and now also want to discov- 22 er and explore themselves. The emphasis is on individual and the essence of the company consulting work (the first year is mostly spent helping candi- dates get to know themselves). In the second year students ac- gets lost.’ quire knowledge about various alternative methods and learn some forgotten skills, they also get insight into how they influ- ence their environment. Studies in the third year are for those who plan to teach, and the fourth year is for the most ambitious students who want to establish their own school with toBe In- stitute certification. The Dynamic Leadership Model The Dynamic Leadership Model I am sure it is possible to connect with everyone on some level, to tune into the same frequency, as it were, even though as a physicist I can’t explain how. I already use this knowledge ev- ery day – I teach managers to use telepathy and how to read minds, I supply energy for procedures to run faster – these are the things I want to develop and research further at the toBe Institute, skills we used to have but have been forgotten in the western world due to the fast pace of life. When you put yourself Over time, the workflow within an organisation usual- ly becomes a reflection of the individual personality traits of the employees. If corporate procedures are adjusted to individuals, the essence of the company gets lost. Using the Dynamic Leadership Model (DLM) we can detect problem areas and transform them in a way that is beneficial to both management and employees. The Dynamic Leader- ship Model allows the work environment to flourish, which also encourages employees’ personal growth. DLM is not just a tool for implementing far-reaching changes. First and fore- most it is a model for communication within a company that clearly defines who does what, who is responsible for what, THE DYNAMIC LEADERSHIP who communicates what with whom and how that informa- tion is relayed. The Dynamic Leadership model allows infor- MODEL (DLM) mation to become manageable and establishes a monitoring The path of change and progress. system where each individual must come to terms with his or her own responsibilities in the scope of their position. Em- TWO PROCESSES OF TRANSFORMATION ployees are taught to express and understand information 23 Five steps, seven phases. clearly through the Dynamic Leadership Model. 24 THE SIRIUS PERSONAL TRANSFORMATION The Dynamic Leadership Model can not be simply transferred Behaviour patterns and ways of thinking cannot be changed from one organisation to another – it must always be con- overnight. figured individually for each company or organisation. The dynamic model of communication reaches its mature phase THE SIRIUS BUSINESS TRANSFORMATION when it has become the dominant aspect of an organisation’s Close cooperation between employees and management workflow. This is the crucial point when all pre-determined is the key. changes are implemented into the organisation, when the flow of information and procedures are transparent. It is only The Dynamic Leadership Model at this point when we can say that the company as a whole is The Dynamic Leadership Model functioning according to the Dynamic Leadership Model. The Dynamic Leadership Model can be used during turbu- lent times, during those situations when we say to ourselves that the only constant is change. It is also effective during periods of stability if one wishes to continue walking a path of change – and consequently the path of progress – in their personal and/or business life. In the business environment, activities are like laminar or streamlined flow, motion is fluid definition, generates disruption in the work process. By usand smooth, without disruptions; personal life, on the other ing the Dynamic Leadership Model we introduce changes in a hand, resembles turbulent flow, currents move with time and manner that is acceptable to both management as well as to can form swirls. And even though it would be optimal for our employees. If we want to encourage the employees’ positive personal and business lives to flow in a synchronised fashion, qualities – avoiding stress while, at the same time, encour- laminar and turbulent flow, according to the laws of physics, aging their potential – we have to provide a soft transition cannot join into a single current because sooner or later the that in turn also benefits the company. This transition, which laminar flow becomes turbulent. Relationships develop and works very naturally, is implemented over seven steps that grow through communication, if there is no communication allow the client to undergo a personal transformation, one in or if the communication is unclear, problems occur. If we con- which several frustrations, deeply rooted behaviour patterns tinue to act by laminar rules within a dynamic process, com- and ways of thinking, and possible childhood traumas are plete chaos ensues. Therefore, a soft transition from one sys- eliminated in a simple and gentle way. tem of work to the other must be occur. The personal transformation known as the Sirius Personal Transformation method starts with the leading figure in the company (the client) and afterwards – if deemed necessary – ‘Dynamic leadership continues the transformation at lower levels of the company hierarchy. But it is imperative to always start at the top, with 25 brings changes into the most important person in the company. Every director 26 leads by example and is the one person who decisively influ- an organisation in a way ences the company. The personal transformation is followed by a business one, the Sirius Business Transformation, which that is beneficial to both also goes through seven phases. The business transformation begins after the first phase of the personal transformation is management and completed, concurrently with the second phase. By evaluating the company’s current state of operations, we are able to as- employees.’ sess whether or not the personal transformation of the pres- ident of the board or director would be sufficient to achieve The Dynamic Leadership Model the desired transformation or if a business transformation The Dynamic Leadership Model I have developed the Dynamic Leadership Model as an aid for is also required. Of course, if everything is running smoothly companies and organisations to introduce such changes into and if the director’s personal issues have not yet ‘succeeded’ the system unobtrusively after several years of experience in influencing circumstances within the company, then we advising middle and top level management, and understand- recommend only the Sirius Personal Transformation. Since ing the laws of physics and scientific methods of managing we have considerable experience in evaluating this, it can al- workflows, information and employees. The traditional way ready be determined after initial conversations. The Dynamic of transitioning from one work system to another using al- Leadership Model helps us avoid most of the problems in the ready established methods usually creates a shock which, by company that arise from the personality traits of employees or business partners and from everyday changes in the mar-gence or radically different personalities. ket. It is also suitable for different cultural environments, coun- The Dynamic Leadership Model establishes organisational, tries and continents. As you will discover from the book in legal and human resource structures which can easily adjust front of you, our work is not at all limited just to Slovenia, to current market situations. Since we live in an extreme- where we come from. We have successfully introduced our ly fast-changing environment, these dynamics must be tak- method in several British companies, as well as in Switzer- en into consideration when strategically managing business land and Germany. Our method is known in the United States, workflows. An independent analysis of current business op- the United Arab Emirates and South Africa. erations within the company gives us a clear picture of the Our consultants take the role of ‘information regulator’ in this efficacy and efficiency at work and is a major step towards process, collating, translating and effectively transmitting in- setting up new organisational concepts, since it allows us to formation during the transformation process. Our role is to timely detect: establish relations where the guidelines regarding the trans- • critical situations that are much more manageable in their fer of information are clearly defined, understandable and to initial phases the mutual benefit of all participants. • possibilities for organisational growth The purpose is to: • personality-related potential of the employees • clearly define the responsibilities of employees • new challenges and opportunities for development and • encourage a business-centred way of behaving and thinking 27 growth • understand procedures and workflows 28 • rationalise and optimise procedures and workflows On the basis of this analysis we can: • evaluate employees (what they wish to communicate) • set clear priorities and realistic goals • learn how to step out of a problem to make a solution possi- • equally distribute tasks and responsibilities of the employe- ble es • establish a project-centred manner of working • simplify and optimise workflow and communication • establish a stable financial position and rationalise busi- ness operations ‘Behaviour patterns and The Dynamic Leadership Model Communication is the essence of the Dynamic Leadership ways of thinking cannot be The Dynamic Leadership Model Model. DLM has proven to be an extremely efficient communi- cation model for directors or board presidents and their em- ployees in the companies, as well municipal administration changed overnight.’ managers and public servants. It has been shown to be effec- tive among employees coming from different work environ- ments, age groups and fields of expertise, and is appropriate for groups of employees who have different working meth- ods, family backgrounds, varying levels of emotional intelli- The process is divided into five steps. Both the personal and business transformation processes have sev- en phases. It begins with the first phase of personal transformation; when that is completed, the first phase of the business transformation begins. Thus all phases of the busi- ness transformation are delayed by one phase during the per- sonal transformation process. Introduction (diagnosis) 1. Personal and business shake-up – Sirius Personal Shake-Up THE DYNAMIC LEADERSHIP MODEL (DLM) Establishing trust The path of change and progress. 2. Calming Stage - Sirius Personal Monitoring 3. Cleansing, establishing order in our minds and surround- ings – Sirius Personal Cleansing TWO PROCESSES Introducing change 29 OF TRANSFORMATION 4. Setting new goals – Sirius Personal Goal 30 Five steps. Seven phases. 5. Abandoning old habits – Sirius Personal Emancipation THE SIRIUS PERSONAL TRANSFORMATION Evaluating results Behaviour patterns and ways of thinking cannot be changed 6. Sirius Personal Strategy (comprehensive change) overnight. Final phase THE SIRIUS BUSINESS TRANSFORMATION 7. Integration of changes into personal life (creating a com- Close cooperation between employees and management prehensive image) is the key. The Dynamic Leadership Model A thorough analysis takes place throughout the first three The Dynamic Leadership Model phases. The fourth through the sixth phases comprise con- sultations regarding the abandoning of old habits and es- tablishing new goals. In the seventh and final phase, knowl- edge gained from the previous six phases is integrated into the workplace behaviour of individuals and into business workflows. Further steps follow, including the execution, im- plementation and completion of the transformation process, until the client reaches a level of personal independence. In actuality, all of these phases are happening at all times, this is the process of transformation from one state to another. Just as, during our daily lives, we can experience some unforeseen situation that throws us off balance, forcing us to make some sort of effort to return to our state of mind before the event (which commonly takes us about 30 minutes), going through these seven phases can transform a person or organisation from a state of disequilibrium to one of stability. This is a nat- ural cycle that we are only aware of if we are listening to our- selves. This is the reason why our programme takes 7 months, so that later you can walk this path alone in only a few min- utes. SiriusPersonalTransformation SiriusBusinessTransformation ‘Change must be 31 introduced gradually so 32 as not to create even more time component preparation execution completion confusion in your life.’ adhesive force frictional force The Dynamic Leadership Model The Dynamic Leadership Model Half of our personality is dependent upon our person- al nature, i.e. on our genotype, while the other half is conditional upon one’s phenotype, in other words, education and environment, how we were brought up. Are we then half the sum of others? This is partially true, but essen- tially we have our own essential nature which is marked by the weight of the past. When we decide to undertake person- al change, we must listen to ourselves and recognise our de- sires and needs. It is a good idea to make a list and implement changes gradually so that we do not get lost or create even more confusion. It is important to always keep our eyes on the THE DYNAMIC LEADERSHIP MODEL goal and to keep setting new goals. Behaviour patterns and The path of change and progress. modes of thought which have led us through life cannot be changed overnight, that is why we must go through a person- THE PROCESS OF TRANSFORMATION al transformation which becomes the beginning of a process Five steps, seven phases. of self-discovery, allowing one to reveal solutions, experience personal freedom and nurture independence from one’s past. That is why we have created a method of personal transfor- 33 TWO PROCESSES mation: the Sirius Personal Transformation. Using the Sirius 34 OF TRANSFORMATION Method, the consultant advises the client towards specific Behaviour patterns and ways of thinking cannot be goals. In order to reach these goals, foundations for person- changed overnight. al growth must be established first. It is only on the basis of these foundations that we can form and develop our person- THE SIRIUS BUSINESS TRANSFORMATION ality. Until these are securely established, any further person- Close cooperation between employees and management al development is impossible. is the key. Phase 1: The Sirius Personal Shake-Up (diagnosis) We have named the introductory phase, which lasts from one The Dynamic Leadership Model to three weeks, a ‘shaking-up’ phase. We might also call it an The Dynamic Leadership Model awareness phase, since the goal is to face reality – dreams, ex- cuses, attitudes. All fears, repressed memories and mistakes come to light, which is what makes this phase of the trans- formation very demanding. In the initial interview the client presents his or her life story, describes the insurmountable obstacles they have faced, explains what has kept them from making any changes, what critical situations they have faced and so forth. This is the basis of the consultant’s further work – to establish in their life. By using the Sirius Personal Surveillance Method the client’s weak areas and to decide how counselling should we introduce to the client how their personality influences the continue. The purpose of counselling is for the client to put decisions which in turn affect their life (analysis of current sit- his or her personal goals before business goals – that is, to set uation). We also make it possible for the client to gain insight different priorities. into their subconscious by using the Theta Healing Method. ANALYSIS OF BUILDING THE CLIENT’S CURRENT SITUATION AWARENESS Consultant Consultant Helping the client face reality Identification of mental gar- Affirmation of client’s Setting boundaries for the and truth (fears, memories) bage and wasteful pursuits point of view client (safety zone) most common pattern: the company is my entire world – consequence: everyone is to blame for everything! Analysis of current situation Insight into client’s counselling goals: setting priorities, personal goals before business ones (how the client’s personality subconscious influences their life) (reliving feeling) 35 36 assessing difficulty level, anticipated exercises, METHOD METHOD setting goals synchronisation, work plan Sirius Personal Theta Healing Method Surveillance Method METHOD EXERCISE EXERCISE personal interview Calm Sea Self-portrait EXERCISE EXERCISE with the consultant Easter Bonfire Calm Sea Time schedule Financial plan for the project for the project Phase 3: Sirius Personal Cleansing (getting rid of pat- The Dynamic Leadership Model terns) The Dynamic Leadership Model Phase 2: Sirius Personal Monitoring (building the client’s Only after the client is calm and has come to terms with what awareness) they have learned about themselves can the cleansing process The trauma and shock of confronting oneself in the initial begin. It is based on transactional analysis and feng shui. It is phase must be followed by a calming period (two to four important to remove from your life all material things which weeks). This phase, which has the client affirm their own have not been used in a long time and to let go of all personal views and has them set boundaries for themselves (a ‘safety resentments. Then the moment comes where we must admit zone’), is based on the principles of choice and reality theory. our personal mistakes, sometimes with the help of the peo- The client becomes aware that only they themselves are re- ple closest to us; they are our mirror and often show us that sponsible for everything that has happened and will happen characteristics which we have ascribed to them actually apply that business goals are only there to support personal ones. to ourselves. When we forgive – not only others but, above We help the client to define new goals or to discover their all, ourselves – we also establish what kinds of patterns we personal mission by using Theta Healing and Neuro-linguis- carry within us, whether they are inherited from our parents tic Programming. This is usually a breakthrough for the client or brought with us from pervious lives. Many things can be because they realise that it is not only important to reach a eliminated just through awareness, even some deep-rooted goal, but also that the path itself is the goal, and that the way convictions and things that have been carried over from pre- in which that goal is achieved is important as well. It is at this vious lives can be eliminated with the Theta Healing Method. point that the client needs the most support from the consul- This emotional and mental cleansing, together with personal tant. Once progress is made from the original state, the consul- forgiveness, are conditions which must be met in order for us tant can step aside since the client will have gained a broader to move forward in the transformation process. This method perspective as a result of the steps they have taken thus far. was developed on the basis of natural phenomena, the effect This phase takes about two weeks. During this time the client of forces upon our bodies. The force that prevents the body participates in regular physical and mental activities, as well from moving when it is standing still is called static friction as tasks designed to improve emotional intelligence. force. This phase takes two to four weeks. ESTABLISHING A CLEANSING OF PATTERNS; NEW LIFE GOAL FORGIVENESS 37 38 Consultant Consultant Clarifying the client’s personal mission Letting go of personal Creating a personal DCM (Dynamic Communication Model) Resentments Forgiving oneself with the consultant PURPOSE: helping the client achieve equilibrium METHOD METHOD Transactional Theta Healing METHOD EXERCISE CHOICE Analysis Method Reading, Physical an individually Theta Healing activity customised method The Dynamic Leadership Model METHOD EXERCISE EXERCISE according to the The Dynamic Leadership Model people close to us initiating physical METHOD EXERCISE needs of the client, FengShui are our mirror activities Neuro-linguistic cognitive exercises, advised by experts Programming emotional involve- ment exercises Phase 4: The Sirius Personal Goal (establishing a person- al mission) PHASE where the most support PROGRESS from original Once we have removed everything, we suddenly feel com- from the consultant is needed state is made (consultant pletely empty. In the past, our lives were filled with ‘games’, withdrawal) life without them brings independence. The client is suddenly due to the broader perspective acquired by the client through the steps thus far aware that work and only work can no longer be a way of life, Phase 5: Abandoning old habits / Sirius Personal Eman-body which needs to be moved continues; in other words, we cipation continue the Sirius Personal Transformation, conquering the In this phase, which lasts three to five weeks, we try above all forces of static friction and attempting to ‘move’ our life. As to be spontaneous, a lot of time is devoted to sports activities we do this, we are also building our personality. The more and having fun. We begin to use newly acquired skills while psychologically and physically stable we are, the easier it be- letting go of some old behaviour patterns. comes for us to direct our lives in this dynamic world. Every- thing depends on us! Phase six lasts from four to six weeks. RELAXATION TOTAL CHANGE Acquiring new knowledge, Consultant Period of spontaneity understanding and New life path Cutting emotional new viewpoints on strategy attachments to the company specific situations Applying newly Letting go of some old Cutting emotional 39 acquired skills behaviour patterns Assessing the difficulty level Prepared exercises, 40 attachments to one’s parents of advice by setting goals synchronisation, work plan EXERCISE EXERCISE cognitive exercises METHOD EXERCISE EXERCISE physical activity and emotional in- cognitive exercises Sirius Personal volvement exercises physical activity and emotional in- Transformation volvement exercises Phase 6: Sirius Personal Strategy (total change) When we already have the feeling that nothing has actually Phase 7: Sirius Personal Integration - Incorporation of changed or we feel guilty because we are not doing things the changes into client’s personal life (creating a comprehen- The Dynamic Leadership Model way we used to, it is time to prepare a new life strategy. At this sive image) The Dynamic Leadership Model point we cut emotional ties (attachments) with the company We have reached the last phase of transformation. Now we and, at the same time, we need to do the same with our par- need to review everything we have learned and gather it all in ents. Everything that we are used to and everything we de- one place, to see how far we have gone towards becoming a sire can return to our lives at this point. We realise there is no complete personality. need to invent something new, that everything exists already deep inside us. Aside from cognition and emotional engagement exercises, physical engagement must also be included and practised This is the turning point where the individual is ready for a even after consultations have ended. Once Phase 7 is com- complete change. At this point the story about the motionless plete, the consultant completes a form listing the personality characteristics of the client that have been developed through ACCEPTING ONESELF AND the Sirius Personal Transformation process. A comparison THEIR ENVIRONMENT of various factors from the initial analysis follows. Phase 7 is completed within three to four weeks. Trusting ‘the environment’ self-respect COMPLETE IMAGE Integration of changes into a complete image CLIENT DEVELOPMENT Comparison of changes from initial analysis Client EXERCISE EXERCISE emotional independence cognitive exercises physical activity and emotional in- Emotional attachment to the Creating conditions for sepa- volvement exercises company decreases – personal rating personal and business 41 life becomes PRIORITY lives 42 Three subprocesses Sirius Personal Implementation, Sirius Personal Indepen- dence, Sirius Personal Supervision (accepting oneself and one’s environment, personal growth, monitoring). MONITORING AND During this period the client must learn to accept themselves EVALUATING and their environment, they must also begin to trust their en- IMPLEMENTED CHANGES vironment. Also during this time the client gains self-respect as the process of their emotional independence from the Evaluating how personal The Dynamic Leadership Model company continues. The emotional bond with the company Occasional meetings changes are influencing busi- The Dynamic Leadership Model becomes weaker and weaker as the client’s personal life be- with the client ness processes and workflow comes a priority – this is the condition for separating personal within the company. and business lives. The consultant will continue to occasion- ally meet with the client, so that together they can check how changes on the personal level are influencing co-workers and, consequentially, the business of the company. Phase 1: The Sirius Business Shake-Up (analysing the current situation) Evaluating the current situation in the company en- compasses the assessment of work and business processes, key documentation flow, inspection of human resources and other business documentation, evaluating key tasks as well as key communication processes and information systems. An assessment of personality potentials must also be made. Key employees must be interviewed and questionnaires filled out. In the beginning it is key to observe work methods and com- munication flow within the company. THE DYNAMIC LEADERSHIP MODEL (DLM) The path of change and progress. ANALYSIS OF CURRENT SITUATION TWO TRANSFORMATION PROCESSES External associate Five steps, seven phases. Evaluating the Job profiling – assessing current situation personality potentials 43 THE SIRIUS PERSONAL TRANSFORMATION 44 Behaviour patterns and ways of thinking cannot be Project Manager, Project Group changed overnight. Evaluation of work and business Evaluation of key tasks in indi- processes vidual company positions Evaluation of key THE SIRIUS BUSINESS documentation protocol Evaluation of key TRANSFORMATION Inspection of human resources communication flow Close cooperation between employees and management and other business Evaluation of existing documentation information systems is the key. The Dynamic Leadership Model EXERCISE METHOD METHOD The Dynamic Leadership Model METHOD introductory assessment observation Lumina workshop questionnaire Spark METHOD time plan financial plan of interview / of the project the project conversations Phase 2: Sirius Business Calming Stage (assessing find- ings) In this phase, an assessment of the situation is made based ‘The Dynamic Leadership on evaluating numerous aspects of the situation within the company, holding surveys and doing interviews. Model is a business ASSESSING THE CURRENT paradigm for the direction, SITUATION Project Manager, Project Group organisation and Findings from company evaluation communication strategies Findings from surveys findings from Findings from interviews / con- observations 45 of a company that prevents versations 46 Report the personalities of those Lumina Spark template Portrait people who actively shape Programming tool – e-draw – the business from method EPC influencing it. The entire Phase 3: Sirius Business Cleansing (presenting results) The Dynamic Leadership Model model is based At this point we present the results of the evaluation of the The Dynamic Leadership Model company’s situation: this includes an assessment of the or- ganisation, human resources and business documentation, on the laws of nature.’ showing critical points in the work and business processes, an assessment of communication, information flow, assess- ment of human resources (in)compatibility and utilisation. Phase 5: Sirius Business Strategy (setting up the right PRESENTING conditions for the Dynamic Leadership Model) RESULTS In this phase, the right conditions for the implementation of the Dynamic Leadership Model must be established with- Presenting results to the management in the business system. The most efficient path towards the of the company goals defined in Phase 4 must be determined. It is necessary & system Project Manager, Project Group to appoint a project manager or project group among the em- Presenting current Presenting current ployees. Human resources (in) organisation state of communica- compatibility (right tion systems people in the right SETTING UP CONDITIONS Presenting HR and positions) FOR DLM WITHIN THE business Presenting current BUSINESS SYSTEM documentation information flow *presented strictly only to management Presenting critical points in corporate Human resource utilisation Project Manager, Project Group and business Product: A strategy processes (path towards business goals) METHOD METHOD management meeting 2. worksop 47 48 Phase 4: Sirius Business Goals (decision: optimisation Phase 6: Sirius Business Emancipation (preparing for and reorganisation) DLM) In Phase 4, management establishes new business goals with If the decision has been made to pursue the optimisation and the aid of the consultant, taking into account existing poten- rationalisation of existing processes, a revised organisational tials and wishes. At this point it must be decided if the com- structure is determined. At this stage a proposal concerning pany is only going to optimise existing processes or initiate the flow of information must also be put forth. If the client a reorganisation of business procedures from the ground up. has opted instead for a complete reconstruction of opera- SETTING tions, the first step in Phase 6 is to define possible solutions The Dynamic Leadership Model NEW GOALS (reorganisation proposals that include a new organisational The Dynamic Leadership Model structure, organisation and systematisation of company po- Project Manager, Client sitions, modifications of internal rules and regulations, a pay- Product: goals Providing guidelines within ment system structure and guidelines concerning the flow of (personal and private) the inherent potentials of the information. After that, preparation for DLM implementation company and desired goals only optimisation of the follows (DLM and project management as it pertains to the re- existing system vised organisational structure, establishing a theoretical ba- sis and instructions, a projection of DLM implementation and OR reorganisation of the entire business system creating a project management structure). During this phase a workshop with employees is organised, projected solutions are presented to management and, if deemed necessary, a revision of the time plan. complete system complete system optimisation renewal STEP 1 – STATING STEP 2 – ‘To what extent are you POSSIBLE PREPARING SOLUTIONS Project Manager, THE MODEL Project Group willing to hear the truth? AND OR Because afterwards SUGGESTION – SUGGESTION – reorganisation of the optimisation and PROPOSAL of the model there is no going back.’ business system rationalisation New organisational Rationalisation of DLM and PL with structure wok processes must regard to the revised Organisation and be based upon the organisational systematisation of revised organisational structure company positions structure Providing a 49 50 Renewal of HR Information flow theoretical basis documentation (instructions) – modification of Projection of DLM internal rules and implementation Phase 7: Sirius Business Integration (implementation of regulations DLM and Project Management) Project Management Payment system Structure If system optimisation is chosen, training workshops for dy- Information flow namic and project leadership are organised during this phase. If the client has opted for complete system reconstruction, the Dynamic Leadership Model must be implemented: deciding METHOD METHOD TIME PLAN meeting participants, organisation and preparation of meet- The Dynamic Leadership Model initial workshop presentation of pro- Possible revision ings, guideline for leading management meetings, the form The Dynamic Leadership Model with employees posed solutions to of time plan for of the minutes. Project management implementation follows company or system further projects (who is involved, forming roles, instructions) and then cor- management, to the porate graphic identity solutions follow (situation analysis, coordinator and/or to strategic characterisations, design fundamentals, designing the proposed lead- ership or operations standard means of communication). managers appointed by the management complete system complete system complete system Business sub-processes renewal renewal renewal The Sirius Business Implementation, Sirius Business Inde- pendence, Sirius Business Supervision (acceptance, growth, IMPLEMENTATION IMPLEMENTATION COMPLETE COR- OF DLM OF DLM PORATE GRAPHIC monitoring) IDENTITY During the implementation phase the consultant is present Project Manager, SOLUTIONS Project Group at management meetings while continuing to advise manage- ment on leadership and communication issues. During this phase the foundations of the organisation are established in Time plan and struc- Structure of Project accordance with the newly defined organisational structure ture of meetings Management system Situation analysis and rules . Forming attendee list Strategical definitions Forming participant Meeting organisation list for project Design fundamentals oriented work complete system renewal and preparation – draft design Meeting execution Forming roles General design STEPS FOR IMPLEMENTING instructions Project CHANGE (for management and Management Designing standard leading employees) Instructions means of Project Manager, Project Group The form of meeting communication 51 minutes Consultant present at the Transferring leadership and 52 management meetings communication skills Directed system Alternatively, (also of dynamic independently from PARALLEL communication complete system Alternatively, (also renewal) independently from Establishing organisational foundations complete system renewal) according to the new in accordance with new Workshops / Workshops / organisational structure organisational rules Dynamic project management Communication training time plan of the project The Dynamic Leadership Model Model training The Dynamic Leadership Model project coordination project manage- Independence of the employees follows and, consequentially, ment mentoring acceptance of their responsibilities. Expert support in the ar- METHOD METHOD eas of human resources and labour legislation is offered. The workshop for management, workshop for management, consultant occasionally monitors the implemented changes leading and other employees leading and other employees by being present at management meetings. At the same time, EXERCISE EXERCISE EXERCISE market reactions to changes in the company are measured. Learning Paths play2gain brainstorming team building A STORY OF PERSONAL AND BUSINESS TRANSFORMATION HR DEVELOPMENT HR OUTSOURCING Step by step. Project Manager, THE MEETING Project Group Project Manager What was the director’s office trying to tell me? Independent employees Expert support in the areas of human resources and A NEW BEGINNING labour legislation The company through the eyes of its leaders accepting responsibility e-consulting THE RULES OF LEADING A MANAGEMENT MEETING Is there one company or are there four? CHOOSING A TEAM OF CLOSE CO-WORKERS Department Managers as partners 53 54 PERSONAL CONSULTING A mother was replaced with a wife MONITORING IMPLEMENTED CHANGES WHO ARE MY CO-WORKERS The straight-A student, the loner, and the flirt Consultant, Project Manager HOW ARE TASKS DISTRIBUTED? Periodic consultant We are all aboard the same ship attendance at management meetings The Dynamic Leadership Model FACING OURSELVES The Dynamic Leadership Model Perhaps it’s time to change the managers? Organisation as a Project Office THE TURNING POINT Director of Sirius We must prepare ourselves for changes Parallel control of the consequences brought by transformation – with suppliers, buyers, business partners, measuring change in REORGANISATION OF THE COMPANY the market (mystery shopping) Focusing on the goal brings us to the finish line unshaven. As we set off he drove quickly, honking and complaining about other people’s driving. My Friday morning meeting ended early so I decided to pop into the café for a cup of coffee. More than anything else I wanted to quickly answer some We didn’t speak much on our way to the office since he was emails. On my way in, I noticed a friend from high school with constantly talking on the phone. We parked in the garage and whom I hadn’t been in touch for the past few years. We stared took the lift to the top floor. A friendly secretary welcomed us at each other and he gave me a vague smile, I could sense that at the door. he was not sitting in the darkest corner of the café by chance. So, I approached him with some uncertainty – actually I was a bit unsure if it would not be more appropriate just to po- litely nod from afar – and offered him my hand in greeting. ‘One cannot hide in a room ‘What happened to him?’, I wondered when I looked into his tired and grey face. His handshake was very soft and undeter- filled with light.’ mined, completely different from what I remembered. Where in God’s name did this polite, self-confident young man who always knew what he wanted disappear to? When we stepped into his office I saw what I had expect- ed to see. The blinds were left half-way down, the desk was He invited me to the table and slowly we started talking. At completely hidden under a ton of papers, the bin was full. I 55 the beginning there was some silence and obvious embar- straightforwardly asked him if he was having troubles at work 56 rassment, then he opened up to me. He told me his wife had as well? At first he was surprised – where was I getting such left him a few months ago. On the same day his mother died. an idea? – and he even started to become a bit angry. Then he And on top of it all, he was involved in a serious car accident. broke down. All that on one unfortunate Tuesday in the middle of Febru- ary. While we were talking, he glanced at women who passed I explained to him what kind of messages he was sending – by, nervously typed on his phone and constantly shifted in his with his appearance, irritated behaviour, neglected car and seat. He was visibly distracted. And then for a few moments finally with his smelly, dark office. I looked him in the eyes he became that boy from school. He congratulated himself for and told him that everything I saw was a reflection of his sub- getting a promotion. Two months earlier he had become the conscious. And, not to hurt or offend him, I added that I no- The Dynamic Leadership Model director of a small multinational company. He described his tice these things because it’s my job. Well, at that moment we The Dynamic Leadership Model gorgeous office and the great view it had, it was exactly like probably both knew that his problems were obvious to every- the one he had always imagined having. Suddenly he decided one. However, I explained that I could help solve them. I needed to see it, since we had already met, so we left the café and went to his car. As he moved a bunch of crushed papers What was his office telling me? The office blinds were drawn from the seat, he apologised for there not being any place half-way down so that one could not see the view. The win- to sit. Empty bottles lay on the floor next to McDonalds left- dows were not partially obscured because of the sunlight but overs and cans of Red Bull. I also noticed something that was because the wide view caused him to feel even more power- not obvious in the darkness of the café: he had probably been less. One cannot hide in a room filled with light. Clearly after wearing the same shirt for the second day in a row and was everything that had fallen upon his shoulders in his personal my eyes I imagined rough seas. Slowly everything started to life, he had found himself unable to handle the job with which relax, including my inner-self. I managed to breathe peacefully he was entrusted. He was unable to prepare a new strategy for after a very long time.’ the company or find solutions for the challenges it faced. He no longer had a compass to guide either himself or the com- I explained to him that the environment is a reflection of his pany towards the right path. Why did he lose his way? Why thoughts: when he directed his thoughts towards a gradually was his compass no longer working? Even his desk, overload- calming sea, he was also calming himself. ed with paperwork, was telling me that the company was fac- ing difficult challenges. Problems from his personal life had found their way into his work. His life had started to revolve around problems: problems at home, problems with friends, problems at work… I felt that our accidental meeting had a purpose. When I ex- plained to him how I had come to my conclusions, he went silent. This was the moment when he faced himself. I had helped him open his eyes and his burden began to lift. Be- cause I had always valued his friendship, I gave him advice on 57 how to go forward. We made a plan of action the very same 58 day. On a piece of paper, we wrote what he must do. First he had to look inside himself, calm down and accept the given moment, only then could he start making decisions. As we left the office he approached his secretary and asked her to re- move all the paperwork from his office, open the blinds and order cleaning. He told her to schedule a meeting with all the department managers on Tuesday. I suggested he should go somewhere for the weekend and do The Dynamic Leadership Model something for himself. He agreed to take a short break for the The Dynamic Leadership Model benefit of his well-being. On Monday he called and told me he went to the coast for two days and even treated himself to a massage. Since we had agreed that I would help him, I asked him to describe the feelings he had felt when he was alone. ‘When I was lying on the massage table and looking through the glass wall towards the pool, which was already almost emp- ty due to it being so late, I noticed how the water gradually be- came calmer. The massage made me sleepy and when I closed A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Tuesday was the day for a new beginning at the com- pany. I was present at the management meeting, as a consultant. In the morning I went to see my friend, the director. He was in a completely different state than when I Step by step. found him on Friday – and only four days had gone by. We quickly spoke about his short break, then I gave him a few THE MEETING pointers on how to run the meeting. At that point the secre- What was the director’s office trying to tell me? tary told us that the employees were already gathering in the conference room. A NEW BEGINNING The company through the eyes of its leaders ‘His environment is THE RULES OF LEADING A MANAGEMENT MEETING Is there one company or are there four? a reflection of his thoughts.’ As we entered the noise subsided. The director greeted every- CHOOSING A TEAM OF CLOSE CO-WORKERS one and apologised for not having called the meeting earlier. Department Managers as partners 59 He explained, as I had advised him, that he first needed to get 60 to know the company a little better and establish what kind PERSONAL CONSULTING of problems the company was facing. Of course he couldn’t A mother was replaced with a wife say to them that he felt completely lost when he took over the company. He introduced me as a good friend and a consul- WHO ARE MY CO-WORKERS tant. He explained that I will occasionally be present at the The straight-A student, the loner, and the flirt meetings. I noticed surprise on some faces and disapproval on others. HOW ARE TASKS DISTRIBUTED? We are all aboard the same ship The meeting continued as planned. A short introduction of The Dynamic Leadership Model all the department managers followed. The director asked FACING OURSELVES The Dynamic Leadership Model each of them to present the company through his or her own Perhaps it’s time to change the managers? work and responsibilities, and also to explain where they were having problems and to present possible solutions and THE TURNING POINT improvements. The administrative manager, who was sitting We must prepare ourselves for changes to my right, responded first. He explained that so far none of the previous directors had had any understanding of human REORGANISATION OF THE COMPANY resources, they always just expected and demanded maxi- Focusing on the goal brings us to the finish line mum results from the employees, which often led to over- loading and high stress among them and was resulting in an increasing number of sick leave requests and over the years the company. The general director, my friend, was consumed led to high employee turnover. The administrative manager in his thoughts and staring in front of him. He listened care- emphasised that he is hoping for more support and asked the fully and stated that he found the marketing director’s way of director if he has a clear vision of where and how he intends thinking completely understandable, however he asked him to lead the company. In his opinion, this was essential when to present a proposal of what should be done. Staff shortages preparing an efficient human resources plan. were the first problem area, the marketing director pointed out. He also suggested an increase in the number of salespeo- The company’s current ad-hoc approach to hiring did not ple in the field and stressed that they should be present at enable them to get the best people. He also pointed out that, various trade fairs more often. as an HR manager, he was mostly just putting out fires, and this had led to an even worse situation, of which he was un- The director nodded the whole time and then asked what kind aware until only later. If unqualified or inappropriate people of budget they would need for this. ‘I would be able to give are hired, the results of these poor choices show in the long you a more specific number once you tell me which direction run in the work results. The director thanked him for his hon- you would like to navigate our ship. Without a clear course est opinion and added that he himself has also noticed the in- and expectations from management, I cannot give you an esti- creasing number of customer claims over the years. He said mate’, the marketing director replied. Even though my friend he would like to have a clear vision for hiring practices. Since had wanted to provoke him by asking for a specific figure he he was not yet familiar enough with this subject, he asked the needed for marketing, the response pleasantly surprised him. 61 administrative manager to join a group which would prepare Most people in such situations start looking for exits, usually 62 a strategic plan for the company. Although he was a bit sur- in numbers. They start to calculate the amount they need for prised, the manager expressed a willingness to cooperate. their own department, but in this case the marketing director responded very pragmatically and appropriately to the situa- tion at hand. The director agreed and also asked him to join the new strategic group. ‘Quick changes cause even The production manager then spoke. As opposed to the pre- bigger problems.’ vious two, he stated that everything was fine in his depart- ment, production was doing well. They all knew what their The Dynamic Leadership Model It was now the marketing director’s turn to speak. He also tasks and responsibilities were. He pointed out that there was The Dynamic Leadership Model expressed his discontent with the current situation and the a problem in marketing, they were not trying enough to se- management approach thus far. His approach was perhaps cure projects on time and added that HR was sending them slightly too confident or – to put it better – smug. Generally impossible employees. displeased, he stressed that the marketing department was primarily handling sales and that there was no sign of real When these opinions were expressed the tone of the meeting marketing in the company thus far. He pointed out that he changed. Of course others at the table did not easily take criti- himself was adequately qualified and educated about corpo- cism and vigorously denied the complaints. The finance direc- rate marketing practice and therefore suggested that, in the tor in particular fiercely rejected the accusations and asked future, more attention should be paid to properly marketing The production manager agreed that certain changes would mockingly, ‘And everything is fine in your department?! Oh, be welcome. The finance director, although she was a bit of- please! Your costs are the highest in the company!’ fended, now continued with her presentation. She spoke mostly about project analyses which had shown that cer- The verbal exchange continued with a sharp answer from the tain projects were too expensive and consequently bringing production manager. ‘Yes, of course. We also work the hard- minimum profit. She stressed that she would like to have a est! And you’re just along for the ride! We’re the ones earning more transparent overview of projects, especially finan- your salary and therefore justifiably also expect the biggest cial indicators. This way she would know what the financial support from your side, not that you just make our jobs diffi- cost of certain operational steps are and be able to pinpoint cult,’ he said. The finance director was not without a response, where the highest costs come from. The director was deep in ‘If we are talking purchase costs, why do you always seek only his thoughts, listening to the finance director and ultimately one offer, and why have we been dealing with the same sup- agreed with what she said. As she had also clearly presented pliers for years? And if I only look at how often you change the way she would like to manage project costs, she was also your personal car, one would come to think you are getting invited to join the strategic group. some money on the side somewhere as well,’ she said. The director asked all department managers to prepare pro- ‘Look, at least I can rely on my suppliers if I can’t rely on you,’ posals regarding their own departments by the next strategic he replied. ‘I have managed to get 180-day-payment terms and management meeting and suggested they should cooperate 63 even if we sometimes accidentally don’t pay on time, they un- with other departments as well. The proposals must include 64 derstand. We always receive materials from them in time to solutions for the flow of communication within the depart- complete the order. I do not have a family or children, so cars ment and a list of which employees would be needed in which are my hobby. But I have no intention to talk about my personal positions. life, there’s no reason’. Since the tone of the conversation had become a bit rough, for some even offensive, I glanced at the director and hinted that ‘The process is created by it is time for him to calm the situation down. He stood up and at first just observed the co-workers. He only spoke when the people and if we wish to The Dynamic Leadership Model employees stopped accusing each other. The Dynamic Leadership Model He reminded them that the purpose of the meeting was to change it, we must exchange opinions and that it must be held in a manner ac- ceptable for everyone. If the production manager is unhappy first change our habits.’ about support, then we must focus on improvement. The production manager was also invited to join the strategic group and was advised that he is expected to bring sugges- tions for improvement in his department and maybe also for procedures across the company. A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Step by step. After the management meeting, the employees scat- tered back to their offices. The director and I went to his office, now very clean, and performed a short analysis of the management meeting. The first thing we estab- lished was that the employees were only interested in what THE MEETING is going on in their own departments. Therefore, an outside What was the director’s office trying to tell me? observer gets the feeling that the company is made up of four separate units, we could almost say that there are four com- A NEW BEGINNING panies in one and that instead of working together towards a The company through the eyes of its leaders single goal they are competing with each other. At least that is how their managers behave. Each of them has built their own garden and was cultivating it according to his or her own THE RULES OF LEADING convictions. But no one was looking after good, neighbourly relations. The company cannot function successfully this way A MANAGEMENT MEETING in the long run. Is there one company or are there four? CHOOSING A TEAM OF CLOSE CO-WORKERS 65 Department Managers as partners ‘Education is based 66 PERSONAL CONSULTING on personal experience.’ A mother was replaced with a wife We also analysed the management meetings held under the WHO ARE MY CO-WORKERS previous leadership. They were organised every Monday and The straight-A student, the loner, and the flirt often lasted an unbelievable ten hours, usually from nine in the morning until seven in the evening. The main topic was HOW ARE TASKS DISTRIBUTED? usually solving problems and mutual accusations, so they We are all aboard the same ship The Dynamic Leadership Model mostly served as an opportunity for some directors to re- The Dynamic Leadership Model lease their anger rather than discuss any actual creative solu- FACING OURSELVES tions. At the end of each meeting they reached some sort of Perhaps it’s time to change the managers? understanding, however they never agreed on any concrete solutions for the future – actionable items were missing. Be- THE TURNING POINT cause the current managers were used to things functioning We must prepare ourselves for changes this way, I had to make sure that the new director would not continue the patterns of the previous one. Since the team of REORGANISATION OF THE COMPANY managers remained the same, I knew that together they could Focusing on the goal brings us to the finish line overpower the new director if he did not immediately show ensured that individual responsibilities would be traceable, them clear leadership. each manager would know what must be accomplished before the next meeting occurred. Already by the director’s fourth First we needed to establish rules for how management meet- meeting after establishing the new guidelines, the gathering ings would be held. We decided on three kinds of management lasted as long as it was supposed to and took place without meetings. Strategic meetings, as the name says, were intended any accusations or conflicts. We divided the upper manage- to discuss the strategy and development of the company and ment meeting into three parts of 45 minutes each. The first were to be held every first Thursday of the month. The upper part was dedicated to current problem areas. Each director or management meeting was going to take place once a week, department manager could present organisational or techni- on Mondays from 9 to 11 a.m., while operations management cal issues that they were not able to solve on their own. The meetings were to be held by individual department manag- second part was dedicated solely to marketing and the devel- ers. They were scheduled to take place following the upper opment of the company – discussing new opportunities, hu- management meeting and were to last half an hour. Their pur- man resource development, inventions, innovations and new pose was to set up the flow of communication in such a way products. The third part was dedicated to the company’s in- that everyone was regularly informed of everything. Once ternal and external projects with topics including: reaching or we had agreed on the forms of the individual meetings and not reaching targets (time and/or financial ones), new proj- their schedules, we took a step further and also determined ects and complex claims. A decision and actionable solutions their content. These instructions were also given to all of the had to be made regarding each item. 67 department managers. It was important that everyone was 68 aware of the intended workflow and that they respect it. We decided that the initial rules would be adjusted together with department managers and in accordance with the new work system. This meant that, in the end, these would be rules that they themselves had formulated. Once new management meeting rules were adopted, new communication guidelines were also established – which, importantly, included instruc- tions concerning the communication of information to lower levels of the company hierarchy. At the same time, we also de- The Dynamic Leadership Model fined the format and basic content of meeting minutes. The Dynamic Leadership Model Once we had introduced the use of meeting minutes, all key information and conclusions were written down. We also de- termined and noted who was responsible for the execution of individual items. With these steps we made sure that any conclusions that were reached would be recorded and passed on to employees by their managers in exactly the same form. Information would no longer be lost or transformed as a re- sult of the process of communication. At the same time, we A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Step by step. As I observed the managers and directors at the meet- ing, I quickly realised that anarchy prevailed at the company. The new director had dropped into a com- pletely disorganised environment. When he started this job he also began to experience further deep changes in his already THE MEETING disorganised personal life. It usually happens that when one What was the director’s office trying to tell me? thing goes wrong, other things soon follow. The director had only two options: continue managing the company according A NEW BEGINNING to the system that had already been in place when he arrived The company through the eyes of its leaders or take a completely new path. THE RULES OF LEADING A MANAGEMENT MEETING Is there one company or are there four? ‘Only when we are completely true CHOOSING A TEAM OF CLOSE CO-WORKERS to ourselves, can we 69 Department Managers as partners start coexisting in love.’ 70 PERSONAL CONSULTING A mother was replaced with a wife If he continued the existing way of working, the department managers would sooner or later overpower him and in time WHO ARE MY CO-WORKERS they would be running him and the company. This approach The straight-A student, the loner, and the flirt would offer him a certain ‘safety’ but this would be safety in foul-smelling stagnant water. Sooner or later he would end up HOW ARE TASKS DISTRIBUTED? leaving the company as a result of his own mounting dissat- We are all aboard the same ship isfaction. After I showed him on the first day what the real The Dynamic Leadership Model situation was, he decided to put things in order. The Dynamic Leadership Model FACING OURSELVES Perhaps it’s time to change the managers? Of course he had to decide whether to take the department managers as partners and outline a common strategic path, or THE TURNING POINT to opt for a centralised autocratic leadership model and give We must prepare ourselves for changes them a clear understanding of what he expects from them, in the process perhaps even letting go or replacing some of the REORGANISATION OF THE COMPANY managers. Focusing on the goal brings us to the finish line The director decided to create a new strategy together and our habits are rooted in our subconscious, we will often do invited the managers to join him as partners. He chose a more anything not to change them. difficult path but ultimately the most successful one. Together we focused on equally redistributing responsibilities within Changing processes is one of the most demanding tasks of any the company and on making the work environment one that manager. The managers in our case were also a reflection of is energised by personal motivation. We wanted to encour- their employees. That is why the transformation must start at age a business-like mentality in every single employee in the the very top of the organisation. company, meaning that each individual is looking for business opportunities and possibilities for the optimisation of their We must be aware that no one has the right to demand some- work. one else change their personality. This would be an invasion of employee’s privacy and is against labour laws. We can only Already after the first upper management meeting it was change our colleagues by example. The previous director had clear to me that one of his major priorities must be to change acted in the exact opposite way, he took on the habits and the way of communicating, since certain sectors and their patterns of those around him. Because he was overpowered employees were not even communicating with each other at by his subordinates he adjusted to their habits and became all. Each manager had created his own image of the situation trapped, unknowingly taking a subordinate position. in the company. This happened because upper management never informed their employees of the actual situation, re- 71 sulting in chaos. ‘We must not seek attention 72 One important factor was also that the number of employees in the company had increased considerably over the past five outside ourselves. This is years, from 250 to 870. The company had experienced enor- mous growth in a very short time and during that expansion why we must occasionally they didn’t have time to properly adjust their operational pro- cedures and guidelines for communication and organisation also complement ourselves.’ to accommodate growth. Eventually the individuals within the company with the stronger personalities prevailed. The The Dynamic Leadership Model business process started to adjust to those individuals and I could simply not let the new director, my friend, do this. The Dynamic Leadership Model not the other way around, becoming a reflection of their hab- When I explained to him how an individual’s psyche works, its, needs and wishes with the predictable consequence that he expressed a wish to reorganise the company in such a way those who were more assertive had more influence. that the workflows would be independent from the charac- ters of individuals within those workflows. A key element for I know from experience that on paper existing processes are him was to not become emotionally involved in the business not hard to change, but the changes stay on the paper if we process, which meant that he was not allowed to look for solu- do not internalise them. Any process is created by the people tions to his personal problems within the company or among who contribute to it and if we are to change it, we must first his co-workers. change our habits. To be more exact, we must change. Since A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Together we also agreed to also pursue personal coun- selling concurrently with the business consulting, this would help him find answers to questions that had been following him ever since childhood. Step by step. Although we had first met each other in our early teens, I THE MEETING wasn’t familiar with his family background. To be honest I What was the director’s office trying to tell me? wasn’t even interested in it back then. We met again after he had already married. I had thought of him as a spoiled only A NEW BEGINNING child, but then he told me his twin brother had died at birth. The company through the eyes of its leaders This is why his parents subconsciously gave him everything and took extra care that nothing would happen to him. He THE RULES OF LEADING A MANAGEMENT MEETING himself agreed that as a child he was given everything he Is there one company or are there four? wanted. He enjoyed this and felt safe. CHOOSING A TEAM OF CLOSE CO-WORKERS When he turned fifteen he experienced his first loss, his father Department Managers as partners died in a car accident. After that his mother took him even closer under her wing and that made him even more attached. 73 Since she had already lost two in her family, she didn’t want to 74 PERSONAL CONSULTING lose the third. At the same time, she forgot that this loss didn’t A mother was replaced with a wife just affect her but it strongly affected her son as well. And it was even more painful for him because until then he hadn’t WHO ARE MY CO-WORKERS known what loss was. Because of the pain and the pressure The straight-A student, the loner, and the flirt from his overprotective mother, all he wanted was to escape his home environment. HOW ARE TASKS DISTRIBUTED? We are all aboard the same ship His mother’s fervent wish was for him to become a doctor, one that could look after her in her old age and help her with The Dynamic Leadership Model FACING OURSELVES medical issues. Since the situation at home was gradually suf- The Dynamic Leadership Model Perhaps it’s time to change the managers? focating him, after he finished high school he realised he had to change his environment. Despite his mother’s disapproval, THE TURNING POINT he decided to go to the United States and study management. We must prepare ourselves for changes Just the thought of going abroad was liberating for him. His REORGANISATION OF THE COMPANY idea of America, however, was an illusion constructed from Focusing on the goal brings us to the finish line watching movies – though he was not aware of this at the time. Over his mother’s objections he applied to a universi- ty in Chicago and was accepted. He found himself a flat and he felt as if he had been reborn because he needed to live an made sure he had a scholarship. Since his mother had been independent and responsible life, step by step. saving money for him, he had enough for a plane ticket and something to live from in the beginning. Saying goodbye to his It was becoming clearer and clearer to me why he had made mother was hard, of course, but liberating at the same time. such a decisive change in his life then. Even though he was ‘When it came time to leave, I hoped that my mother would convinced that by leaving he would find freedom, the truth approve of my decision. I remember her sitting at the kitchen was completely different. It certainly took a lot of courage for table, I remember her distant look. When I put the plane tick- him to decide upon and carry out such a radical plan, howev- et in front of her, she looked at me and even today I can feel er it didn’t solve the fundamental problem inside of him that the pain I saw in her eyes – but I had to do it, as soon as possi- began to reveal itself in his way of life later on as he continued ble. I wished she would have understood and accepted my de- to repeat his same old mistakes. His decision to go abroad was cision. I expected resistance and some pleading for me not to mostly to escape from his mother. Even though she offered leave, but instead she just looked at me. She slowly stood up him an easy and carefree life, deep down he wasn’t happy. His from behind the table and gave me a hug. ‘Take care of your- anger toward her only grew stronger while fighting to sur- self’ was the only thing she said. In a way she had accepted my vive at an American university. Suddenly his sole purpose for leaving. We said our goodbyes in peace. I was bursting with going abroad to study was to prove to her he could survive curiosity and there was a desire burning deep inside of me to without her and succeed on his own. get to know a new world and for a completely new life’. 75 76 After hearing this, I quickly realised that this event is still very ‘If leaders always keep the vivid for him and, most of all, still very painful. Even today, when he thinks of it, he feels uncomfortable and feels pres- most responsible work for sure in his chest. I explained to him that his mother was not being completely honest when she wished him good luck. In reality she wanted him to stay home, with her. His departure themselves, it is made her feel even more alone and she had to face her great- est fear. Even though she never admitted it to herself, she was highly demotivating for afraid of being alone. Instead of being proud of her son and The Dynamic Leadership Model his independence, she was angry. Her anger grew stronger their employees.’ The Dynamic Leadership Model over the years, because he didn’t keep his promise to phone her and come home regularly. When he graduated from the elite university, they offered him the opportunity to continue his studies – but this time he no America lost its TV show sparkle for him already after just longer felt the desire and the need to prove himself. He had a few days of living there. But most of all, he was suddenly reached his goal. He had proven he could take care of himself. no longer the centre of attention, the best, the most beautiful. He came home after six years for the first time. During all this He became someone who had to fight for survival and prove time, he had only called his mother once. There were no visits himself – first to himself and then to others. He told me that or holidays at home and she strongly resented him for this. When he came home, she didn’t want to see him at first. He proudly threw a diploma and a check for $100,000 in front of her saying, ‘You see, even without you I was able to edu- cate myself, find a job and achieve a lot!’ His mother did not understand what was he trying to tell her. She was filled with anger, sadness and disappointment. She simply could not un- derstand why he was acting like that toward her. She was will- ing to sacrifice her life for him, so this was even more painful for her. They had spent only fifteen minutes together when he sud- denly said goodbye and left again. Only after a year, after he found himself a serious partner, did he start to slowly realise what he had done to his mother. It was true she was suffocat- ‘Mental garbage is ing him and not preparing him for life, but he knew that she didn’t know any other way to be, she was just doing what she information in our thought was best for him. She wanted to protect him from the cruelty she had faced herself. Her approach to raising her son 77 subconscious which has no was based on her own experience. 78 clear purpose and Two years after returning to Slovenia he got married. His wife assumed the role of his mother, which she did because she creates negative thoughts thought that’s what he expected of her. She completely subor- dinated herself to him, looking after him in all respects, which pleased him. He was again the centre of attention. With his that cause stress.’ wife’s help he slowly began to realise how unfair he had been to his mother. It took him two years to apologise. He told me he would always remember that day. Finally, an honest con- The Dynamic Leadership Model versation took place between them. That was the first time he The Dynamic Leadership Model felt relief, as if a burden had been lifted off him. As we analysed his life, he became aware that nothing in life is self-evident, that he did not go to America to study just to find freedom, but also because of his anger. Everything about life he had learned while living in America he wasn’t actually using at home in Slovenia. He viewed his childhood and his life until then as a burden. When his mother told him she had thought long and hard about his life. Even though his mother cancer, this crushed him also brought them closer together. had gone he was glad they managed to find peace together To his great disappointment he realised that he had spent his and, at least towards the end, had a good relationship. He was life in anger. Even though he looked happy on the outside – he aware he had forgiven her for the mistakes she had made and had an important position in the company, an understanding was grateful she had done the same. He felt her death was a wife, a new house, a good car – he knew he still had not found symbolic farewell to his childhood and his golden cage. At that himself. He still felt like a child trapped in the cage of life. moment he was no longer a boy, he became a man. The feeling of estrangement from his wife began when he started to for- From our conversations I learned that he was making the give his mother. This is when his typical behaviour patterns, same mistakes in his marriage as his mother had made in his way of life started to disappear. Because he no longer felt hers. He put his wife on a pedestal, spoiled her and showered the same needs, his wife also no longer felt needed and ful- her with presents. He wanted to provide her with everything filled. She wanted the exact same life he had originally offered because he thought that is one shows affection. Of course, at her and exactly the same partner he had been when they first the beginning of their relationship the wife seemed to love all met. They had started to drift apart because he had changed the attention. For him, however, it eventually became too diffi- and she had not. The distance between them grew so big they cult to play this role, and most of all it proved to be too little to became strangers. Because he was successful and ambitious, sustain a successful marriage. She eventually fell in love with but at the same time also wanted to spend as much time with another man, somebody with whom she felt emotionally safe his wife as possible, his life had turned into one impossible 79 and with whom she wanted to have children with. Because rush and he had forgotten about himself. In a way, his car ac- 80 she had found this with somebody else, my friend and his wife cident was a stroke of luck, a warning for him to stop. no longer had a shared goal. She did not want an equal life, she just wanted to take care of a home and family and needed a partner who would provide an emotional safety net for her. ‘If we want to reach our Towards the end of spring that very same year, he received a call from the hospital that his mother had died. On his way goals, we need a team of home he wanted to call his wife to tell her the sad news, but he couldn’t get through to her. Then he saw she had left him a people willing to look for The Dynamic Leadership Model voicemail. His wife let him know she could not deal with their The Dynamic Leadership Model marriage any longer and she was saying goodbye to him, say- solutions.’ ing they would handle everything through a lawyer from now on. At that moment his life fell to pieces. Suddenly he saw a car cross in front of him, it was too late to avoid it. We cannot blame our parents for our problems. Once we are of age, we are responsible for our own lives. We grow up when Later on he could only remember lying in the hospital bed we decide to do so ourselves. Rushing through life is just run- feeling lonely and abandoned. In a single day he had lost ning away from ourselves. It just means we don’t want to face his mother, his wife and had a car accident. If he was lucky ourselves. But with each escape, also a part of our life escapes enough to have survived, he was not able to tell yet. He finally us. Our time is limited and every moment that we fail to pay attention to it to leaves a tiny void in us. We should all learn to live neither for others nor for the material world but for ourselves, to be aware of every moment. Only when we are truly honest with ourselves do we start to co-exist in love. His mother’s death, his wife’s departure and the car accident had pushed my friend to a dead-end. He felt he had no reason to live any more. He was falling faster and faster and it showed in all areas of his life. But he was given a second chance, at least professionally, one that could awaken him. After a few meetings he was determined not to force anything or to be angry at anyone. By being angry we only build a cage for ourselves. Most importantly he realised he must put him- self first. Business is a part of life, just like love, friends and even challenges are. By realising all of this, he would be able to positively influence his new work environment. Despite his ‘Since we cannot change all new awareness and discoveries, he had not solved his person- 81 al problems yet. our co-workers, it is time to 82 Challenges and problems are part of life and we need to solve start thinking about them as they arise. At one of our meetings he told me that from now on he is going to like himself and that he will lead by changing their superiors.’ example and show others they need to like and respect them- selves. He was convinced that that is the only way they could be useful to themselves and to the company. Our meetings gradually bore fruit. Contentious relations within the compa- ny were resolved, upper management meetings became more The Dynamic Leadership Model creative and there were fewer mutual accusations. After I had The Dynamic Leadership Model worked with the director for five weeks, the management board had become quite a pleasant team. Co-workers also no- ticed his new approach to leadership and began to support the director despite their initial disapproval of him. A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Not everything was perfect, by any means. Some man- agers were still having trouble accepting the changes, resistance which was largely dependent on their life experiences and personality characteristics. But most were Step by step. happy with the new approach. I let them know that I could also help them cut ties with their old behaviour patterns. We THE MEETING agreed for me to spend one hour with each manager. What was the director’s office trying to tell me? The administrative manager was a brilliant student as a child. A NEW BEGINNING Schoolmates often teased him, calling him a nerd, and never The company through the eyes of its leaders entirely accepted him into their circle. He was always pushed aside, except when the end of semester was approaching. THE RULES OF LEADING A MANAGEMENT MEETING That was when they wanted to be friends with him – of course Is there one company or are there four? just for as long as they needed him. He put up with this but inside felt rejected. He didn’t socialise with anyone during his CHOOSING A TEAM OF CLOSE CO-WORKERS free time. He came from an average working family who could Department Managers as partners afford an average life, spending their evenings in front of the telly. 83 PERSONAL CONSULTING 84 A mother was replaced with a wife His parents didn’t spend much time with him, they had enough troubles of their own. The father drank too much on occasion and this sometimes led to violence. All this time, anger and WHO ARE MY CO-WORKERS resentment were festering inside him. When he was choosing The straight-A student, the loner, and the flirt what to study, he picked law. He thought that as a lawyer he could defend himself if anyone were ever to try to take advan- HOW ARE TASKS DISTRIBUTED? tage of him again, or even take revenge via a legal path. Since We are all aboard the same ship studying law didn’t meet his expectations, he decided to con- tinue his postgraduate studies in human resources. The Dynamic Leadership Model FACING OURSELVES The Dynamic Leadership Model Perhaps it’s time to change the managers? I had memorised his words from the very first meeting: ‘… so far none of the previous directors has had any understanding THE TURNING POINT of the development of human resources, they always just ex- We must prepare ourselves for changes pected and demanded maximum results from the employees, nothing else interested them’. These were not just his words REORGANISATION OF THE COMPANY but also his actions, since in his co-workers he saw the school- Focusing on the goal brings us to the finish line mates who used him. So he transferred his anger onto them. In his previous director he saw his father acting out on him. The admin manager was the one who had anonymously tipped world but from within ourselves. That’s why we must praise off the owners of the company about the previous director, ourselves occasionally. He also didn’t have a family; he en- who was improperly handing documents and later replaced. joyed his single life and wasn’t ready to exchange it for a fam- During our conversation he became more and more involved ily. The general director knew that if he demanded detailed in his thoughts. Before the next management meeting began reports from him, he would be limiting him and hampering he came to me and shook my hand, looked me in the eye and his creativity, which was bringing income to the company. He thanked me. was also aware that it was not ideal for so many employees to depend solely upon one person. At upper management meet- I understood the gesture, but his actions spoke even louder. ings, when the general director sensed that the production At the meeting he was more relaxed and he looked less stern. manager had found himself at a dead end, he suggested he When he presented his solution for a problem they had been take certain measures that would challenge him in a way that debating, the general manager complemented him for the encouraged his creativity. When he was given a challenge he originality of his idea. And the complement gave him import- readily accepted it. The marketing manager quickly sensed ant validation. At subsequent meetings considerable chang- that cooperating at the management meetings meant a pos- es were noticeable in his demeanour. I watched him open up sible promotion. When the previous director was on his way to his co-workers, allowing them to get closer and signalling out, he lobbied the owners to appoint him to the empty post. that he no longer treated them as adversaries. This was also He wanted the attention, he was a good salesman who was probably the first time he felt what it meant to have a genuine 85 ready to do anything for the customers. professional relationship. 86 The production manager was a special character. That’s what ‘By resisting, we merely he was told throughout his childhood. He was an individual- ist, he didn’t socialise much and instead enjoyed exploring, repairing or ‘upgrading’ things. His parents realised with spin around in circles.’ pride that he was technically minded since he disassembled Since he was only interested in external validation, he didn’t everything he got his hands on. Of course not many of those spend any time with the organisational requirements of his things were then re-assembled. As he grew older he began department, which was pretty chaotic and causing delays in to ‘improve’ things he received or bought, something which The Dynamic Leadership Model the production process. The previous director had left him gave him great joy. He didn’t want to feel limited and wanted The Dynamic Leadership Model alone since he always had a lot of orders, but the director also complete freedom, and since the previous director knew he never checked the prices. The marketing manager was good was doing his job well and that the company was largely de- at psychoanalysing people and he could read the needs of the pendent on him, he gave him complete independence. In his customer very well, so he was also adept at reading the new personal life the production manager quenched his thirst for director as well and surprised him with a speech. ‘Mr Direc- freedom with speed, mostly sports cars that occasionally at- tor, I will be able to tell you in more detail once you tell us in tracted the attention of his co-workers. He liked the attention which direction you are navigating the ship…’ He let him know even though he was still a bit of a loner. Everyone needs at- that he is ready to cooperate and that he respects him as his tention, however we must not seek attention from the outside superior. He came from an artistic family, his mother was an actress and his father a musician. He learned at an early age more closed off. She no longer trusted anyone. She blamed what performing before an audience can give you and how to her parents for not teaching her how to love herself and her get them to like you. He was born when his parents were both friends for using her for her money. She focused on her busi- over forty, already tired of performing but still desiring the at- ness career and completely devoted her life to it. She contin- tention. He learned from them that he had to always get atten- ued doing sports activities to stay in shape while working at tion, no matter the price, if he wants to survive. The parents the office for twelve or more hours a day. Everything she did didn’t have much time for him nor their home, so they lived in was for her career. She treated the previous director as she state of disorder. There was no noticeable difference between had treated her parents: she was angry at him but needed his the department he was running and his former home. help and support to get to the top – and she was willing to do anything to get there. When the financial director position The financial director was a beautiful girl as a child. Her par- opened up she was determined to get it, even if she had to ents tried to instil a great sense of respect for others in her. use her feminine charms. At that time she was head of the ac- At first she was a brilliant student and her primary school counting department and when she found out about the new years were straight out of a fairy-tale. Most would say she had opportunity, she didn’t hesitate and quickly made a plan to a happy childhood. But she never felt true love from her par- secure the position for herself. When an opportunity arose ents. They talked a lot, they showed her a large part of the she invited the director to her place for dinner; that same world, taught her how to survive, but there was not enough week she was appointed financial director, without any job warmth and mutual attachment in their relationship. In high advertisement being released for the position. They were lov- 87 school she met a boy and went completely head over heals ers, even though he was married, until he was released from 88 for him. He took advantage of her naïveté and was mostly just the company. She didn’t mind the infidelity, since this was the attracted by her parents’ wealth. only way to control her position within the company. The mo- ment he was let go, she ceased all communication with him. His circle of friends, which she became a part of, was into us- She no longer took his calls and when he came to visit she ing drugs. Initially cannabis and then later heroin. When they didn’t even open the door. needed money for drugs, she provided it. Eventually the par- ents realised what was going on and put a stop to it. Since she When the new director turned out to be kind, open and hon- couldn’t buy drugs any more she was no longer of any use to est with everyone, she felt a difference and warmth that she her so-called friends and they kicked her out of their circle. had never experienced before. Since he showed the same re- The Dynamic Leadership Model At seventeen she was addicted to drugs, and after she failed spectful attitude to every employee, she felt she will now have The Dynamic Leadership Model three classes she no longer knew what to do. Her parents gave to show her knowledge and potential in order to keep her job. her an ultimatum: either she stopped using drugs and went to rehab or they will cut her out of their life. As a result of her naïveté she had found herself at the edge of society. She com- ‘If we want to act pletely closed up and dedicated herself to school and passed her exams almost with flying colours. Her drug addiction was differently, we must change replaced with sports activities and she entered fourth year completely transformed on the outside but emotionally even our habits.’ A STORY OF PERSONAL AND BUSINESS TRANSFORMATION Step by step. Everyone left the management meeting content. They went back to their offices and, inspired by the meeting, started to prepare their next steps. Each of them had to think carefully about how they imagined a different kind of organisation, how the workflow should be organised in their THE MEETING departments if the department managers went on vacation What was the director’s office trying to tell me? for a month. A NEW BEGINNING The director and I made a plan for how to motivate the new- The company through the eyes of its leaders ly-formed strategic team. Each individual was given a task which demanded his or her personal input and we gave each THE RULES OF LEADING A MANAGEMENT MEETING person a chance to express their creativity and to present pro- Is there one company or are there four? posals for the development of the company. At the same time, they also had to face the responsibilities of their positions. CHOOSING A TEAM OF CLOSE CO-WORKERS Department Managers as partners Everyone had to make an organisational chart of the company and of his or her own sector. Thus the director and I learned PERSONAL CONSULTING from them for the first time who is doing what in the company 89 90 A mother was replaced with a wife and who answers to whom. WHO ARE MY CO-WORKERS Creating the organisational chart was also a huge psycholog- The straight-A student, the loner, and the flirt ical relief for the department managers. By doing this, each leader realised that she or he is not responsible for everything and that their employees – their co-workers – must take re- HOW ARE TASKS sponsibility as well. From almost all the diagrams it was ap- parent that within each sector there were tasks that repeated DISTRIBUTED? or were intertwined with others, such that it was impossible We are all aboard the same ship to determine who exactly was responsible for a certain task. The Dynamic Leadership Model They also realised that quite often they were doing tasks The Dynamic Leadership Model FACING OURSELVES which were actually the responsibility of their employees. Perhaps it’s time to change the managers? Once they began to rearrange their schedules with their em- ployees and defined only one person for each individual task, THE TURNING POINT their schedules were greatly relieved, some by even up to 40 We must prepare ourselves for changes per cent. REORGANISATION OF THE COMPANY After coming to this conclusion, the managers no longer Focusing on the goal brings us to the finish line complained about having a lack of time but they did begin to question the abilities of their employees. Most of the managers were of the opinion that their co-workers did not have sufficient experience and knowledge to carry out the newly assigned tasks to the same standard as they themselves had before the change. Suddenly they were convinced that is was not going to work. When the new operations system was im- plemented in the company, the members of the entire strate- gic group – that is, the directors of the individual departments – began to resist. The managers’ biggest problem was that they did not trust their co-workers. They were convinced that the employees in their department were not as competent as they were, so they would rather carry out many of the tasks by themselves rath- er than assign them to others. By doing this, however, they not only decreased the employees responsibilities but also their motivation. The managers let the employees in their de- ‘There is no need to eat the partment know that they thought they were not capable of 91 doing more demanding and responsible tasks. If the manager entire pot of soup to know 92 always keeps the most important tasks for themselves, it has a strong demotivating effect on the employees – they are letting how it tastes.’ them know that they will never be as good as their superiors and that there is no use in even trying. Because of this, the department managers’ schedules became overloaded while their employees were less busy and less motivated. All this brought about resentments and subtle complexes. These patterns led to blockages and caused mental garbage The Dynamic Leadership Model that created ever more puddles of stagnant water in the com- The Dynamic Leadership Model pany. The more stagnant these puddles became, the more the mental pain of the managers grew, which manifested itself in increasing rudeness towards their employees and the com- munity as the distance between them only increased. And the employees felt as if they meant nothing to their superiors – leading to even more recalcitrant behaviour. A STORY OF PERSONAL AND BUSINESS TRANSFORMATION In creating the organisational chart, the managers had to face themselves first and thus make space to clean away their mental garbage and smelly puddles of stagnant wa- ter. The tension was relieved but in the first phase only the Step by step. cleaning of the least smelly puddles took place. Immediately afterwards new doubts came to light. Suddenly, they had the THE MEETING feeling that the director’s approach would create even more What was the director’s office trying to tell me? confusion in the company. A NEW BEGINNING Mental garbage is information collected in our subconscious The company through the eyes of its leaders which has no clear meaning, creating negative thoughts that cause stress. Each of the managers was trying to convince the THE RULES OF LEADING A MANAGEMENT MEETING director that they could not hand over tasks to their subor- Is there one company or are there four? dinates because the latter simply weren’t up to it. They pres- sured him from all sides, so he decided to call an interven- CHOOSING A TEAM OF CLOSE CO-WORKERS tion meeting. Each of the department managers pushed their Department Managers as partners own point of view and portrayed him or herself as irreplace- 93 able, and their subordinates as incompetent underlings who PERSONAL CONSULTING 94 couldn’t be trusted. A mother was replaced with a wife The director listened, observing them carefully. They acted WHO ARE MY CO-WORKERS like a herd of wild animals intent on fulfilling their desires at The straight-A student, the loner, and the flirt any cost. When they started repeating themselves, he nodded and asked them, ‘Does this mean that we now have to replace HOW ARE TASKS DISTRIBUTED? all the employees in your departments?’ They all looked at We are all aboard the same ship him surprised and replied ‘no’. The director was not distract- ed and continued, ‘Is this how you are going to work for the The Dynamic Leadership Model rest of your lives?’ Again, a no from all of them, this time in a FACING OURSELVES The Dynamic Leadership Model calmer tone and a wondering look in their eyes. Perhaps it’s time to change the managers? What are we supposed to do then? Do we need new assistants THE TURNING POINT and where are we going to get the money for them? Everyone We must prepare ourselves for changes went quiet. They were left speechless, without arguments or ideas. The director took advantage of the situation and calmly REORGANISATION OF THE COMPANY continued, ‘Since we cannot change all of our employees, may- Focusing on the goal brings us to the finish line be it’s time we started thinking about changing their manag- ers’. The facial expressions around the table betrayed their true feelings. As they all sat in shock, the production manager all the proposals that were requested of them they still won’t said jokingly, ‘You can’t be thinking of us, can you?’ ‘Yes, you’, have solved any problems, but they will be able to clearly see the director calmly replied. ‘If you cannot find a solution, I the whole picture. It is crucial for the director to see individu-will. The previous director was replaced because he couldn’t al pictures as parts of a bigger picture. find one. So, if I am to follow the reasoning of the owners, I must replace you’. We wanted to explain that, once they look at their own de- partments, at first they will see even more issues and prob- Everyone came to the intervention meeting intending to per- lems – but they mustn’t panic, because their common task suade the director that reorganisation measures in their sec- was to begin solving them. The problems were there all along tor were unnecessary, time consuming and damaging instead but because of their strained workload they hadn’t noticed of useful. My job as consultant was to prepare the director them before. In all such situations it is of key importance to for the ambush that awaited him. The department managers define things and only then start changing them – compre- acted quite impulsively, so it was important for the director hensively, as a whole. Solving them only partially would cause to calm down in order to be able to react appropriately. The even more problems. This is because with a partial solution key was not to play their game. Because they all came to the to a problem we can create new problems or even expend the meeting with the same goal, they thought they could win him existing ones. to their side. Of course they were expecting that they would have to use a considerable amount of persuasion to show him 95 they were right, but he surprised them by not playing their ‘A man should only seek a 96 game and instead just clearly and calmly stated his position. Because they were not prepared for such an approach they woman as strong as he can were left without any arguments. Still surprised, the financial director spoke, ‘This is too much, handle. Everything else just this is blackmail!’ ‘Not at all, these are only different, more rad- ical ways to achieve a goal. If we want to achieve these goals, gives them the wrong I need a team of people who will not only see problems but will also be willing to search for solutions,’ he replied to her. impression.’ The Dynamic Leadership Model He explained that he was not looking for final solutions but The Dynamic Leadership Model suggestions which can be developed and researched in depth. Nobody wants to just search for reasons why they shouldn’t This is why a comprehensive overview of tasks and responsi- be doing something. He wanted them to find arguments for bilities in the company is important. The department manag- why something must be done. If they just resist, they are only ers did not just draw an organisational chart so they could fig- spinning around in circles and this doesn’t bring results, it ure out each employee’s responsibilities and define who does only increases loss. The current situation was forcing them to what and how, but mostly to establish how they work togeth- carry out change, firstly on themselves, so that afterward they er as a unit. If they wanted to create a common work strategy, could demand it from their employees. Once they write out they had to provide a comprehensive approach to the work. The director managed to calm his heated colleagues. He advised them to continue with the task he gave them. At the same time, he assured them he is counting on their further co- operation and assistance. He reminded them that at the next management meeting they will thoroughly inspect the proce- dures of each individual sector and discuss the problematic issues and solutions for each department together. The intervention meeting was a success, all the department managers had completed the given tasks in time. They all made the organisational chart and the list of tasks the em- ployees in their department should have. They also complet- ed an organisational chart which included a diagram depict- ‘The human being’s path ing the flow of information in their department. A list of the issues that needed attention in the department, together with their proposed solutions, was prepared as well. while growing up is a They all submitted their materials to the personal assistant struggle, so the instinct to 97 on time. Before the next meeting, the documentation need- 98 ed to be sorted and compared with the company’s articles of fight stays within us. association, the internal regulations outlining the company’s structure. The director instructed his assistant to prepare an If you are reading this, it analysis of tasks for every single employee. The analysis had to contain a comparison of the tasks given to the employees by means you are alive and their department manager and the tasks which the employees were supposed to be carrying out according to the company still fighting.’ structure as it was defined on paper. A comparison of work procedures followed, those from the lists from the depart- The Dynamic Leadership Model ment managers with the ISO Standard documentation. Both The Dynamic Leadership Model he and his secretary had to work over the weekend, of course, but they had all the documentation ready for the meeting on Monday. A STORY OF PERSONAL AND BUSINESS TRANSFORMATION As the department managers came in to the meeting, one could feel their light step and sense of relief. They were all proud to have fulfilled the director’s expecta- tions and prove to him that they are capable of leading their Step by step. departments. THE MEETING The meeting began with the director’s greeting, then he com- What was the director’s office trying to tell me? plemented and thanked everyone for their cooperation and readiness to complete the first comprehensive task. A discus- A NEW BEGINNING sion of current challenges followed. The department man- The company through the eyes of its leaders agers suggested potential solutions for the issues that were presented. They agreed upon all further measures together. THE RULES OF LEADING A MANAGEMENT MEETING The business secretary wrote down all the conclusions and Is there one company or are there four? prepared the minutes of the meeting. Each decision was clear- ly defined: what needs to be done, who is responsible for the CHOOSING A TEAM OF CLOSE CO-WORKERS execution of that task and the deadline. Department Managers as partners An overview of the documentation that was gathered from 99 PERSONAL CONSULTING each department manager followed. The director presented, 100 A mother was replaced with a wife individually for each sector, all the deviations he had found, that is to say, the differences between the department manag- WHO ARE MY CO-WORKERS ers’ observations and how the company should be function- The straight-A student, the loner, and the flirt ing according to the company’s articles of association. The differences were huge. Some employees were not executing HOW ARE TASKS DISTRIBUTED? even a single task defined for their position in the company’s We are all aboard the same ship description of positions. The company was in a state of com- plete anarchy. The department managers were left speech- FACING OURSELVES less. They couldn’t believe how great the differences actually The Dynamic Leadership Model Perhaps it’s time to change the managers? were. The Dynamic Leadership Model Their astonishment grew even more when they saw the ac- THE TURNING POINT tual information flow and organisational procedures in the We must prepare ourselves for changes company. At that moment they realised that the current state of the company did not correspond with the articles of associ- REORGANISATION OF THE COMPANY ation, which now served no purpose whatsoever. The director Focusing on the goal brings us to the finish line managed to prove to his colleagues that the workflow in the company was not rationally organised and that each sector had adjusted them to its own needs. portant thing for him was not to step away from his inten- tions. Even though he had confronted the co-workers with the Suddenly they all became vocal. They wanted to explain them- results of their own work, mutual relations actually started to selves and most of all, blame somebody else. The director improve. They were all just people with flaws, but also peo- leaned back in his chair and listened. Since he did not react ple who were striving to reach the same goal. And this is key to their accusations, they slowly calmed down. Then the si- in every organisation: common vision, common goals and a lence was broken by the admin manager. ‘For goodness’ sake, well-defined strategy. why don’t you want to discuss things with us? It looks as if our opinions aren’t important to you. Why don’t you say any- When they continued with the next item of the meeting, ev- thing?’ This was now the second time the director had been eryone shared their ideas on how to save time and material challenged. Since he was still not ready to dance to their mu- and who could be their new customers. There were no ma- sic, they were even more confused. They experienced a shock, jor comments made here. They nevertheless now understood a positive one. The director had put a mirror up to them: they that the work to be done was much more complex than they themselves saw what was going on versus what was sup- had imagined it to be. Every manager had a completely differ- posed to be happening. He gave them an insight into reality ent vision of who the target clients were. Once they started and showed them they themselves could be wrong. talking there were a lot of proposals on the table. They agreed to organise a team-building session by the end of the month, He looked straight into the eyes of the admin manager and with the subject being ‘finding new potential business oppor- 101 then with a calm yet firm voice responded, ‘What am I sup- tunities’. 102 posed to say if you are all talking at the same time. I don’t even understand what you are trying to say. I think we are old In the last part of the meeting they went through all the cur- enough to carry out a conversation and not scream at each rently active projects and saw that they did not even have a other. We are all adults.’ complete overview of all open orders. They agreed to set up a summary of all offers and divide them into categories (‘in Once they had all calmed down the conversation continued preparation’, ‘in negotiation’, ‘ready to sign’, ‘being executed’) in a normal tone of voice. Suddenly there was no tension, sar- and to list all the projects which were being executed (includ- casm or violence, just a more relaxed manner of conversation. ing in which phase they are and who is in charge of each one ). The director let them know that they, too, were capable of Only in this way could they get the feeling that some progress The Dynamic Leadership Model making mistakes. But by being calm and understanding to- had been made. The Dynamic Leadership Model ward them he gave them a clear sign that his intention was not to look for guilty parties, but to find solutions for every- After the meeting everyone felt ‘relieved’. They had new di- one and to improve things. rections and there was no more resistance. This was apparent already at the next meeting when everyone came prepared But this was a critical turning point for another reason as well and with their assigned tasks completed. Subsequent meet- – the department managers had put their masks away and ings were all much more relaxed, occasionally someone even began to cooperate with one another. The director let them made a joke here and there. They started to talk about their know that he accepted them the way they are. The most im- mistakes and their solutions at the same time. And already after their third strategic meeting they suggested that these sorts of meetings be transferred to the lower levels of the A STORY OF PERSONAL AND BUSINESS company hierarchy as well. They all agreed to organise simi- TRANSFORMATION lar meetings within each department. Step by step. THE MEETING What was the director’s office trying to tell me? ‘Follow my advice, so that A NEW BEGINNING The company through the eyes of its leaders you do not make the same THE RULES OF LEADING A MANAGEMENT MEETING mistakes I did.’ Is there one company or are there four? CHOOSING A TEAM OF CLOSE CO-WORKERS Department Managers as partners PERSONAL CONSULTING 103 104 A mother was replaced with a wife WHO ARE MY CO-WORKERS The straight-A student, the loner, and the flirt HOW ARE TASKS DISTRIBUTED? We are all aboard the same ship FACING OURSELVES Perhaps it’s time to change the managers? The Dynamic Leadership Model The Dynamic Leadership Model THE TURNING POINT We must prepare ourselves for changes REORGANISATION OF THE COMPANY Focusing on the goal brings us to the finish line and followed him at first. However, after tasks were assigned at the management meeting they began to resist. They want-The department managers, despite their initial resis- tance, accepted that these kinds of management meet- ings were an efficient approach to communication. ed to stop the wheel of change and go back to their previous They all started to get along better with one another and the state. But once we take a step forward, there is no going back. meetings became more polite and relaxed. Actually, they be- Even if we want to go back, we never go back one step, but two came a necessity for them. The department managers had to or more. This is because unconsciously we want to remove change their habits and accept new work methods. Since they ourselves from the point of change. If we only take a single established fairly quickly that the new approach was more step back, we are still right in front of the point of change. If effective, less demanding and less stressful, they adopted it we take two or more steps back it will be much more difficult as their own. Of course this was not the end of the rational- on our next attempt to convince the employees to begin to isation process, which had begum at the very top. It still had change things. to work its way down the ladder.It was the general director’s turn first, followed by the department managers. The next In our case, the general director persisted on the path of trans- step was to put it into practice among the individual heads of formation and swiftly guided his colleagues away from hitting departments. When implementing changes into existing pro- a dead-end. The department managers had made a big step, cedures it is of utmost importance for the individuals to first a quantum leap, and stepped back onto the wheel of change. feel the need for these changes. The director himself felt this Since the director and I made sure that they did not get the need. After working with him on a personal level, together we chance to stop themselves then, there was no more resistance 105 defined his personal and business goals. He felt that other em- from them later on. 106 ployees must also start to work differently. He couldn’t do this by demanding them to change. His only weapon was to lead After four months of transforming their work methods they the transformation by example. Because the general director had almost completely changed their habits. They said them- was sending out positive vibrations with his way of working, selves that they could no longer imagine working the old way. he motivated other department managers as well. Later on they took the initiative of implementing these chang- es to lower levels as well. The wheel of change continued to If we want to work differently, we must change our habits. churn forward. All the guidelines we established at our first The reorganisation of a company means changing the habits upper management meetings were transferred to lower lev- of the people. It succeeds only when changes also begin to els of the company. Within a year, step by step, the entire com- The Dynamic Leadership Model take place in the minds of the employees. When the wheel of pany started to function in line with the new principles. The Dynamic Leadership Model change starts to spin, we must make sure it keeps spinning, it mustn’t stop or start spinning backwards. This would bring ‘Within a year, step by step, about even more chaos than that which existed before the changes were implemented. the entire company started Laying down new rules is one of the ways to make sure that the wheel does not spin backwards. The individual depart- to function in line with the ment managers quickly sensed the director’s new approach new principles.’ I have helped many people on their way to achieving trans- formation. We walked the path together in our personal as well as our business lives. Actually, it is impossible to separate the two, they are intertwined – neither at home nor at work can we forget our ‘other life’. You will be able to see this also from the following stories of my clients. Even though many of them consider their case as a personal transforma- tion, every fundamental change has an influence on the busi- ness life of every client. A director’s personal transformation always influences the entire company. There have been many other clients of course, but most of them do not want to expose themselves to publicity, which is completely understandable. But, as you already know, there is no need to eat the entire pot of soup to know how it tastes. Andrej Kavšek With Milan by your side, you sud- 107 denly understand what is happening 108 within you – you get to know yourself TOGETHER ON right to your core. THE PATH OF CHANGE Andrej Kavšek has been in charge of de- My clients’ stories velopment, optimisation and the consol- idation of work procedures at the Sava d.d. insurance company since October 2015. Before that he was president of the board of the Tilia insurance The Dynamic Leadership Model company for eight years. Both companies are part of the Sava The Dynamic Leadership Model Re Group. He stresses that during a time when he was employed at the Danish multinational company Danfoss – where he carried out various tasks, mostly in leadership positions – he attended nu- merous excellent training sessions organised by Danfoss and the Academy of Danish Multinational Companies that are re- quired for everyone in leadership positions. The higher one is in the hierarchy of a company, the faster one must be able to adapt to changes. He emphasises that most importantly, a lead-Usually they just tell us: ‘This is so and so and that is how you’re er’s role is not just in making decisions but also in establishing going to do things’, and we as good Slovenes dutifully obey. And a creative environment. most people quickly dismiss someone who ‘pesters’ them, just so they don’t have to deal with things about themselves. ‘Therefore I imagine the leader as a neutron in the core of the atom. The larger the atom, the more neutrons are needed to What were your expectations, what did you get from Mi- maintain the stability of the core – and consequently that of the lan? In which areas did he help you? atom – through their presence, and latent and neutral actions.’ I attended many seminars when I was working for Danfoss. We This way of thinking is what probably led him to Milan Krajnc, heard lectures by top psychologists and psychiatrists and par- a physicist by education and in his way of thinking. ticipated in training sessions with them, but they always took me to the same point where I started to behave differently but What is your experience with Milan Krajnc? I did not know why. I still didn’t know what the triggers were, Milan is a quantum leap in comparison to other trainers who why I get angry. In fact, I was taught to manage the situation are more in favour of standard education and seminars. But at rather than to manage myself. And when a similar situation es- a seminar you cannot reach a level of understanding to fully calated, it still upset me because I didn’t understand – I didn’t grasp what is happening to you or what is happening with oth-know – what the trigger was and I couldn’t react differently. ers. He is different and all the colleagues I have introduced him I didn’t understand the changes that were being suggested to to feel the same. Some are afraid of him at first. Of course we me, so the next time I was in such a situation I went back to 109 know that fear comes from within ourselves so actually we are the same starting point, to the beginning, [without making any 110 afraid of ourselves – not of him. The image we see in the mirror progress]. he is holds in front of us can sometimes be really scary. Many don’t find a connection with him and run away – they run be- A few years ago I thought I knew everything. Now I am discover- fore they even start working together because they have not yet ing, together with Milan, what I don’t know and this is making reached the level necessary to be able to do this. me different. No, I didn’t have a bone marrow transplant, I just started acting differently. (Laughter) I realise now why I act in But you did not run away, you found each other? a certain way, what leads me to this, these are the triggers I was No, I didn’t. (Laughter) His method is really interesting, differ-talking about. Together we are discovering what is happening ent. He doesn’t lecture, as is common at typical seminars, in- with me. For example, the other time I sent him an email with a The Dynamic Leadership Model stead he helps you to recognise yourself. He helps you to get few questions about an employee who is getting on my nerves. The Dynamic Leadership Model to know yourself and this is key for personal progress. There In a few simple sentences he answered what it is inside me that is declarative knowledge, but it is another thing altogether to makes me so nervous about this person. He pointed out that I internalise the knowledge and actually live it. If you only vis- see in the employee something that I do not want to be. This is it places where someone is giving a lecture, you quickly forget anger, and most of us do not research these triggers, we do not and go back to the old ways, as they say. What you learn with ask ourselves why and we don’t try to identify them. And that is Milan stays with you because he lets you come to your own con- a shame. Well, at least for me this is better, once I understand, clusions. In order to get there, he helps and guides you so that once I know how to explain, then I know how to react differently you don’t get side-tracked. This is something we are not used to. because I understand it. to know the people around me. But if you cannot see yourself, So you are still working together, do you stay in touch? you cannot see others either. Milan has an incredible ability to Many times I ask for his opinion. He helps me with more difficult read a person, even from a photo. I asked a friend of mine, a questions, those I cannot find the answers to alone. psychologist, to evaluate a photo of an employee and then told him how Milan had read that person. My psychologist friend How did you meet? told me not to bother him if I already know more about that Someone brought him to me, to make an agreement for some person than he does. Milan has these abilities, he literally scans kind of training. At first we also didn’t find a real connection, I a person. And this impresses me the most about him. think that deep down I also became afraid of deeper histories. What does it look like when you two meet? You are a mechanical engineer, meaning you ‘have both After we met yesterday, my wife asked me what we were doing. I feet firmly on the ground.’ Did you at first have a feeling told her that here and there we spoke a sentence and then there that his methods are too alternative, intangible, too far was silence in between. from your own views? He guides me with a few questions every two weeks and then I would not say they are alternative; these are just methods we lets me think about them. I need to think to get the insight. He use to live in a world where there is a lot of pretending. Basically could of course tell me everything, and sometimes he does, but [the methods] are very simple, but we are afraid to see who we certain things I don’t see (yet), I haven’t managed to find certain really are and that we will need to change. It’s just fear. When answers yet. The other time for example, he asked me: ‘What is 111 someone brings you a mirror and you actually see yourself and your role in the family?’ Answers to such questions cannot be 112 you hear your own words. And most of all, you hear that they found so easily, you have to put some effort into them, work on sound stupid, so you get scared. It’s logical. them. What did you see in the mirror? How long have you been meeting? The hardest thing is to look at oneself. Usually we think we need Six years. to change others, that there’s nothing wrong with us. It is a good thing that someone is accompanying you while you make And you have not gone from the personal transformation these changes, so that you change where you must change and to the business one? not where you would like to change. There are even some blind We ended it quickly, people got scared of him and I had a prob- The Dynamic Leadership Model spots you don’t see – you don’t see the need for change, because lem because they rebelled – which to me was clear proof of The Dynamic Leadership Model you can’t see the problem. what stage they were at. This is evidence of the level of personal consciousness. I am sure that the people who got scared of him You are not telling me much about yourself or the changes have a huge problem. Coaches often test you and I can pass such which you experienced, you formulate your answers pretty tests easily, but there’s no point to that. Milan tests you simply generally or philosophically. by being present, by observing, and you immediately know at It’s not that I don’t want to tell you. The fact is that I have come what level you are and what you must do. His approach is ap-about the insights I have now through philosophical questions. propriate for some higher level of consciousness. These insights are very deep. I am only just learning how to get Must an organisation also be mature enough for such a process? She specialises in the development of human resources and the Of course, mature enough to let him come closer. They must setup of optimal HR procedures in the company, as well as in trust him, not fear him. This is something we cannot influence. the implementation of flexible systematisation schemes, com- Fear is an unconscious reaction which derives from our deep petence modules and a modern approach to the development childhood memories – Milan can tell you more about the trans- of people. She is convinced that a well-managed legal-labour actional analysis himself – but we often don’t want to admit department in a company is a stepping stone for further em- this. Some even don’t know this, many would rather step away, ployee management. She advises also on hiring, profiling em- because it is less painful. ployees and implementing a motivational system of payment. Since she is aware of how important psychological knowledge Who would you recommend him to? is for managing people, she constantly strives to educate herself People who are already in ‘deep shit’ and have nothing more in this field. to lose or to those who have a serious desire for progress and personal growth. I tell many people about him, but I don’t know In February 2015 at the World Congress for Developing Human many people who would be willing to undergo such treatment Resources she became the first Slovene to receive the Talent Ac- for a longer period of time. People usually escape when it gets quisition Leadership Award, one of the most prestigious awards too painful. for managing and developing talents. In February 2017 she re- ceived the award for the second time, confirming her expertise 113 in the field. She has worked alongside Milan Krajnc in the Sirius 114 company. Andreja Janc Koderman ‘He was responsible for acquiring business and I was working He showed me how to set goals and in the background, executing it,’ she explains. ‘We worked to- grow as a person. gether closely and I am very grateful to him for teaching me how to set goals in life. Goals that are high enough, of course! Andreja Janc Koderman, a university He also showed me how one can grow personally. All the success graduate in Economics with a special- that I have made over the years is based on the knowledge he isation in management and a licensed gave me then.’ A complement everyone would want from their The Dynamic Leadership Model consultant at Profiles International. co-worker or superior. The area of work in which Andreja is in- The Dynamic Leadership Model volved is today much more specialised. Today she is head of Human Resource Assistance, an expert in the setup and development of quality human resource manage- ‘This is what I enjoy doing the most. Before, I was focused on ment. She started her career in marketing and then transferred processes and on the reorganisation of processes inside compa- to managing human resources. She established what she wants nies, now I focus on the development of people and of course the to do only a year or two after her 30th birthday, as she explains complete system which must be set up: from the legal-labour laughing. But at that time she was certain: ‘Management of foundations to the system of management, motivating employ- people is what interested me the most!’ ees and developing talents. Everything I have done with myself I am now transferring to others.’ wonder if maybe he did this deliberately, because he knew that this was the easiest way for me just to dive in. I have to ask him Andreja and Milan have discussed further cooperation, but at again! I know that back then he already trusted me but he knew the moment they are both very busy. Andreja is convinced that I didn’t trust myself, not yet. I was not sure I could do it yet. I am in life one must leave all doors open. still grateful he showed me this.’ ‘Milan taught me how to overcome fear, how to overcome your- self – by example. Among other things, he was going to lecture Talita Taber He helped me to realise myself. in one of the Baltic countries. He was determined to hold the lecture in English, even though he did not know the language Talita Taber is a karmic diagnostician, well. He [did not want to] read it, but tell it. I was fascinated and Reiki master and Jyotish astrologer. She I said: “Well, this guy really has guts!” When I went to India to a is a student of Healer Marjan Ogorevc. world congress it was a huge challenge for me. But I overcame She helps her clients recognise the cause my fears much more easily by knowing that I had a predecessor of their problems and teaches them how who has already walked this path.’ (laughter) Because Milan to have a happy and fulfilled life – a had made such extreme leaps in his career, working with him quality of life that she herself is living she realised what it means not to set any limitations in life. ‘If today. you overcome your fears, you can truly make progress – person- 115 ally and professionally – all this is connected and intertwined. 116 But it was not always like that. Some years ago she did not know anything about the alternative methods of healing she works ‘I have experienced many interesting and inspiring things with with today. She and her husband had a family construction him: I remember my first lecture. This was a professional lec- company together, Taber d.o.o., and she was doing everything ture with “mobbing” being the topic. Milan and I agreed that there. She mostly did secretarial tasks, but first and foremost he would have a 45-minute introductory part which I wrote for she was a housewife. him, because he didn’t have the time, and then I would speak on the subject of mobbing for the following two hours, and after While the children were still little this situation suited her, but that he was to hold a three-hour workshop on relationships and later on it wasn’t enough – though she wasn’t aware of this yet. conflicts. This was my first lecture organised by the Institute for The Dynamic Leadership Model She was just unhappy, something was missing. Since the busi- Business Education and I remember about 40 people registered The Dynamic Leadership Model ness was not doing well and neither was the marriage – which and all from important companies. often happens with family businesses – her husband searched for a business restructuring consultant to help them. And he ‘I was starting to panic, and anyhow it is always difficult the chose Milan Krajnc. first time, it was some sort of initiation. The lecture was sup- posed to start at nine but he wasn’t there. He called me five They both had sessions with him – she went through the Sirius minutes before and said: “Andreja, I am stuck in traffic, I won’t Personal Transformation and the husband through both per-make it in time, please do my part as well”. So he just threw me sonal and business programmes. ‘My husband and I both had into the deep end of the pool. I often think of this situation and individual sessions, and my husband spoke with the consultant on the phone many times as well, since during therapy many Talita says, ‘Every advisor needs an advisor of his or her own things come out,’ Talita tells us. Milan followed what was go- and today we can counsel each other.’ ing on with each of them for about two to three months. They restructured the company following Milan’s advice. ‘We set up Would you recommend him to your friends and clients with things differently while I mainly tried to work on myself during regard to the experience you have with him? that time. Three years later my husband and I split up. I was ‘Milan knows how to holistically connect the personal and busi- aware already at that time that success stories are not always ness sides of a person and help the person realise him or herself a continuation, an improvement; sometimes a different path in both areas, which is very important if we want to find hap- must be taken and fundamental changes must be made, be- piness. I would recommend him to everyone who has problems cause there is no other way. Maybe one even has to start all in their personal or business lives. I have directed several busi-over again.’ ness people whom I have helped find a way out of their personal problems to go to him for business advice’. Talita and her husband went their separate ways in their per- sonal and business lives. Of course their expectations before the beginning of consultations were different. She expected to fix Hans van der Goes a businessman from London, spe- her relationship with her husband, not to find herself. Regard- cialised in the international fresh less of her different expectations, today she knows that she re- produce industry ceived so much more than she hoped for. Milan showed Talita 117 that she has many potential paths before her and convinced her 118 ‘Sessions with Milan were efficient and to explore what she could be doing with her heart. He helped real, he provokes you to open up and her become familiar with various alternative methods, mostly share information. I am always sur- Reiki, which he had mastered himself. She was interested and prised how quickly he finds the problem found herself in the alternative sciences, even though she had you are dealing with, he understands it. never thought about them before. She continued exploring and A clear conclusion and advice about the educating herself in this direction, first at Hospic, helping the solution follow very quickly. Milan is a grieving and dying, and then later with Marjan Ogorevc. trustworthy person’. ‘All this new knowledge and experience has brought me to the The Dynamic Leadership Model decision that I must, both personally and in business, take my Miha Pogačnik The Dynamic Leadership Model own path. I have realised that my husband and I were too differ- a virtuoso violinist and leadership ent to continue walking the path together. But we accepted the expert, Cultural Ambassador of the separation well, we agreed on everything together – this is the Republic of Slovenia advantage of having the help of a consultant’. Today she is not only a master of Reiki, but also hosts workshops for Karmic di- ‘In the business world, personal mat- agnostics, which she learned with Marjan Ogorevc. When doing ters are usually separated from busi- individual consultations she uses Jyotish as well. She no longer ness ones. According to my experience has sessions with Milan, but they talk occasionally because, as with Milan Krajnc, this exceptional man, this is not so. I immediately felt I could important for me and at the same time am excluding all the trust him. The trust developed into a ‘waste’ form my life! I have found my own rhythm and I live with true friendship. I have noticed that this a greater inner peace’. happens to everyone who works with him or meets him. Milan lives the meth- od he teaches. He uses his strength but Deborah Henderson founder and director of the Centre with gentleness and sensitivity. He is a for Inspired Leadership, London real Crisis Captain! I would recommend everyone dare to go on the path of trans- ‘Milan Krajnc made a great impres- formation with him’. sion on me with his intuitive abilities to “read” what is going on with the leader Simon Lamb he is coaching. I have observed him at director of Leadership, Culture and work and saw up close how leaders re- Organisation Development, London lax when they feel seen. He is able to give them support to be able to release their ‘Upon meeting Milan, I felt a connec- blocked energy. He taught me very valu- tion almost immediately, after a few able skills, among others also the Theta 119 minutes. He soon showed me depths Healing method. I was most grateful for 120 very few other people have managed to all the energy he “sent” me from a dis- show me thus far. Milan has the ability tance, it protected me for months from to help you become aware of yourself in colds I kept having. Milan is a talented a way you are as yet unaware of. And man with a big heart. His methods can with this awareness we can grow in a be of help to many leaders of companies way that traditional coaching cannot and organisations’. take us. Working with him long distance suited my busy schedule. I am thankful to him from the bottom of my heart for Lawrence Bloom Secretary General of the Be Earth The Dynamic Leadership Model the great results. Those were three of The Dynamic Leadership Model Foundation, a UN Inter Governmen- the most intensive months of my life and tal Organisation business so far’. ‘He is capable of using and interconnect- A Swiss entrepreneur ing his deep intellect with common sense ‘After using this method and working in accordance with the – of which he has no shortage. Thus, he prescribed plan many things changed: my mission in life and can help you efficiently as coach and the path I am taking have become much clearer. I am now mentor’. spontaneously focusing on people and things which are truly