1. SHIFTS AND BREAK-THROUGHS

1.1. From strategy to collective endeavour

1.2. From management to sustainable leadership

1.3. From improvement to breakthrough

1.4. From change to transformation

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Shifts and breakthroughs are programs focused on the perception of our future and our place as a leader or organisation in it. They can be designed as a series of smaller interventions to support resolving a specific situation or as evolutionary journeys. Their purpose is to raise awareness, acquire new skills and knowledge and make a leap in the quality of work and life with the aim of lasting success.

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1.1. From strategy to collective endeavour

Following the 5-years strategy has become a dangerous choice in contemporary disruptive conditions. However, the need of employees for a vision of the future is becoming more and more present with growing uncertainty. How to address this paradox between uncertainty and clarity?

If you do not see a given situation as an opportunity for the rise of control and concentration of power, but rather as a call for employees’ empowerment, consider designing a collective endeavour in an inclusive way. Namely, people need, both in life and at work, a certain aspiration, a goal.

The clarity of a common intention or ambition and the opportunity to be involved in its development provide a precious sense of belonging, as well as a commitment and a willingness to go an extra mile.

Together with you, we can develop the most appropriate process to joint commitment and turn it into a new norm.

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1.2. From management to sustainable leadership

A recent McKinsey study proves that nearly 70 percent of all change attempts are unsuccessful, due to a lack of ability of managers to adapt to the changes they are introducing themselves. How to ensure the necessary shift in yourself first and what it means and takes, is the essence of this process.

For the shift to happen it takes a deeper dive beyond actions and behaviours to the level of beliefs, experiencing self and others and questioning an own mindset. Leaders need to ‘clarify’ and empower themselves first, so that they could implement change with credibility and authenticity and expect the desired response from others.

We are happy to take you on this journey, which may feel uncomfortable, yet it brings an accelerated opportunity for personal development and a shift in awareness with far-reaching influence.

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1.3. From improvement to breakthrough

Are you ready to face the ‘elephant in the room’? One of the most common barriers to organizations in catalysing breakthroughs is ‘blindness’, or the lack of courage to address real issues. These are sometimes concentrated over a period of time, in a certain process, or in a business model, and are sometimes acute and often chronic in nature. However, they always include human or that is, the relational dimension.

So, what is it that hinders you, where and what are the obstacles to unleash potential? Let’s be brave and look your elephant in the eyes together. It’s not easy, but it’s liberating.

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1.4. From change to transformation

Organizations often confuse the meaning of these two words. They say they want or need to transform when they are addressing change and vice versa.

In our view, there is a big difference between change and transformation. Both moves are good and necessary, yet the goals, processes and outcomes are very different.

While change fixes the past, transformation is geared towards creating the future. When we introduce change, we are driven by the need to make progress, to act differently based on past experience. While with transformation we answer the question of what the future will demand of us.

Transformation is evolutionary progress. It is a shift or a leap at the level of mindset, actions, and behaviours. Clearly, change is part of the transformation process. While not every change result in a transformation.

If you believe that creating the future is in your power and you are ready to make the leap, we will be happy to provide you with the necessary support on this exciting path of ®evolution.

2. LEADERSHIP DEVELOPMENT

2.1 Inhouse leadership academy

2.2 Genuine leadership

2.3 Emotional intelligence in leadership

2.4 Jazz  leadership

Exploring old wisdoms, following the latest practices, and discovering entirely new possibilities dictated and demanded of us by contemporary context are our passions. It becomes exciting when our perspectives meet your challenges. At this crossroads, new insights await us, which we can translate into unique solutions together. Welcome to the common path of leadership ®evolution!

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2.1 Inhouse leadership academy

We design and deliver tailor-made programs that meet the needs of the organization, the expectations of the participants and address the new qualities and skills called forth by the evolution of leadership. Many organizations call such programs ‘internal leadership academies’ and dedicate them primarily to future leaders and middle management with the aim of acquiring conventional managerial skills.

How is our approach different from other programs of this kind?

  • we focus on building a leadership posture – from the inside out,
  • we impart experience and build subtle skills and attention, with the aim of empowering leaders at the level of awareness needed to lead people,
  • we develop skills and strategies for dealing with increasingly complex and less predictable situations, such as dealing with fear of the unknown, developing flexibility, critical thinking, holding creativity and change, developing employees through coaching…
  • we accompany participants also in between the modules and after the program completion to ensure the transfer of new knowledge to the level of behavioural and consciousness change.

The state-of-the-art curriculum can also be intertwined with more conventional content, such as goal setting, conflict management, delegation…to ensure the ideal ratio between the ‘iron repertoire’ and entirely new approaches.

With regard to the purpose, goals and established knowledge level of the participants, we outline the scope, content, the most appropriate rhythm and format of the program together with you.

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2.2 Genuine leadership

This program was specially designed as a flagship leadership program for OSMA Leadership Academy in the island Krk, Croatia. Its main purpose is to re-connect the leaders with 8 innate intelligences in order to become a genuine leader.

In times when transformation has become the new norm, we need (a new) leadership to address the challenges that organizations and whole humanity are facing. Genuine Leaders call forth all the innate intelligences and the full potential in themselves and in those they interact with to shape a sustainable future for the generations to come.

In this program we draw upon ancient wisdom traditions that offer a map to unfold the 8 Intelligences that are inherent in the human. Blended with contemporary approaches you will learn new skills and tools that increase your capacity as a Genuine Leader.

Program is designed as a 9 months journey with 3 on-site modules.

1st Module (4.5 days): you will be introduced to and experience the 8 intelligences: Creation Intelligence, Presencing Intelligence, Exploring Intelligence, Pathfinding Intelligence, Sustaining Intelligence, Predictive Intelligence, Decisive Intelligence and Transformational Intelligence.

2nd Module (2.5 days): you will be introduced to skills needed to bring these strengths to work environment and/or wider community.

3rd Module (2.5 days): you will integrate the knowledge with personal experience and complete by awakened Genuine Leader in you.

Genuine Leadership program is designed as an exclusive open program. We run it twice a year for a group of 10-16 participants at a beautiful venue surrounded with intact and content-supportive nature in the island Krk, Croatia. We could offer it also as an internal program for your organisation only upon request. For further details, please visit: OSMA/Genuine-Leadership.

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2.3 Emotional intelligence in leadership

Leaders in business looking to improve their organisation’s performance can do so by improving their emotional intelligence: that is, their skill at identifying, understanding and influencing emotion.

There is a direct link between the way people feel and the way they perform at work. This is one of the most robust and consistent findings in organisational research. In high performing organisations people feel significantly more engaged, cared for, valued, proud, and motivated than those in low performing organisations. Conversely, in low performing organisations people feel significantly more fearful, stressed, disempowered and uncertain.

Leadership is fundamentally about facilitating performance. Research has proven that a leader’s emotional intelligence is key to their capacity to facilitate emotions in others that drive high performance and employee engagement. This is more than just a moral compass; it’s also a recipe for success.  Organisations with emotionally intelligent leaders achieve a critical lever of sustainable competitive advantage: a high-performance culture and customer loyalty.

This program is designed based on GENOS EI know-how, research, practice and assessment possibilities. It runs in combination of introductory workshop, assessment and individual coaching.

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2.4 Jazz leadership

The comparison of the circumstances in which organizations and management operate today with jazz is very telling. The situation requires constant attention, adaptation, development and improvisation in real time of playing. THIS IS JAZZ. So, we argue that the skill of ‘playing jazz’ is necessary and more than that it represents your critical advantage.

This program is designed specifically for top management, with the goal of tuning in at the interpersonal level and at the level of perception of the desired future. It may include the following content:

  • developing the theme you want to play together on stage; in other words the determination of common endeavour, ambition,
  • partiture design, i.e. development of a strategy considering collective potential,
  • determining and developing the conditions necessary for playing jazz, i.e. reaching an agreement on the principles of playing in top management and providing support for the derivation of ambition with the orchestration of organizational culture,
  • selection and placement of musicians, i.e. support in identifying and developing key teams,
  • developing your ability to orchestrate the whole and play good music.

It makes the most sense to implement Jazz Leadership program a) in the moment of organisation’s strategic turn and / or b) when recognizing the need to tune the top management.

2.5 Relational dimension in leadership

2.6 Holding space

3.  BUSINESS CULTURE DEVELOPMENT

3.1 Organisational culture

3.2 Meeting culture

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2.5 Relational dimension in leadership

Interpersonal relationships are among the key levers of engagement, loyalty and personal responsibility. 77 percent of employees prioritize a good relationship. Developing a culture of good relations, especially in times of uncertainty, is not just an option, but a necessary condition and a key leadership competence.

Leadership is based on the awareness and skill of relationship management. Cultivating and developing sensitivity to recognize the deep-seated motivational levers that guide our behaviours is the critical knowledge and skill of leaders and teams.

At the same time, it is the basis for establishing and developing effective and fulfilling relationships.

The program is based on the acquisition of basic knowledge in the field of relational psychology. Supported by the TotalSDI® methodology, it offers the opportunity to learn about motivational levers on a personal level and transfer knowledge to the team level. It is carried out in the form of workshops and individual coaching.

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2.6 Holding space

Leaders play a central role in creating and determining the spatial dimension in various interpersonal interactions. Given the experience of their role and its hierarchical power, they can quickly fall into the trap of occupying a space dedicated to joint action, with their influence and ego. In order to create a space in which everyone has the same opportunities to express their views and ideas, to develop, co-create and surprise themselves and others with their capabilities, a conscious retreat from the centre of the collective space is needed.

How well are you aware of your impact on the collective space? Are you ready to develop a leadership art of holding space?

The program was developed by Nowhere® catalysts. It is based on the development of 4 qualities and skill sets of holding interpersonal space: opening space to others, managing tensions, generating a container and catalysing breakthroughs. It also includes the option of a 360-degree questionnaire that helps guide development steps. The program is implemented in a combination of group and individual coaching.

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Developing business culture is our other passion. We believe that organisations that shape their unique expression in the world through organisational culture not only contribute to own sustainable successfulness yet they also play an important role in evolving the wider business environment.

®evolution of business culture is our collective responsibility towards generations of our successors.

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3.1 Organisational culture

To define culture in a slightly more tangible way, we use the metaphor of the backbone. ‘Having a backbone’ means having an upright posture, integrity, knowing what you stand for and staying true to yourself.

The organizational backbone is a solid framework established at the systemic level of operation. It consists of definitions of the building blocks of culture: purpose, values, ambition, strategy, brand, and the heritage we are proud of and want to leave behind.

Like the human backbone, the organizational backbone provides both structure and support, as well as flexibility and strength. A strong backbone is a valuable leadership tool as it directs strategic decisions and behaviours.

The clarity provided by the definitions of the backbone is also crucial for the engagement and commitment of employees. People want to work for an organization that has a purpose, knows what it values and has a clear path set to the future with tangible goals to achieve.

Defining and transforming/uplifting culture is an inclusive and long-lasting process which pays off richly on a long run. In collaboration, we follow 4 steps: onboarding, designing, identifying, and rooting. Cooperation, which takes place in various forms of events and joint activities, lasts approximately 2 years.

The beauty and magic of this process stems from the involvement of people from different levels of the organization, resulting in an increase in connectivity and collaboration already during the process itself. Experiences are the ones that repeatedly confirm to us how influential and important role culture plays not only in achieving strategic goals, but also in the sustainable performance and well-being of employees.

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3.2 Meeting culture

Meetings are the leadership stage! Leaders spend most of their valuable time in meetings. And yet, how efficiently is this time spent? Can you listen and ensure that co-workers address real problems? Have you ever had the opportunity to learn how to ensure inclusion in a meeting and encourage thinking together that leads to better solutions and decisions?

The way we meet is an indicator of leadership maturity, interpersonal relationships and organizational culture. Dedicating oneself to the architecture of meetings means considering the purpose, context, content, relational, time and space dimensions.

Thorough preparation ensures the catapult of the effectiveness of the meeting, as well as the overall shared engagement and commitment to fulfilling the decisions.

Learn to improve the culture of meetings in your organization and gain the necessary skills to change the experience from “yet another time-stealing meeting” into an important and meaningful shared experience.

3.3 Curiosity culture

3.4 Dialogue culture

4. BLUE WORKSHOPS WITH GREEN OUTCOMES

4.1 Trust field

4.2 Storying

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3.3 Curiosity culture

The uncertainty of the conditions in which we operate dictates the need and rhythm of adapting and finding ever new forms of work, services and products, ways of connecting, skills and novel mindset. In parallel with the accelerated pace of technological development, creativity and innovation have become one of the most desirable givens and values. How can we encourage them and how can we transfer them to the level of the entire organization?

We believe the key is in human curiosity. Our drive to explore is fuelled by a willingness to enter the field of the unknown, to take risks, to tame fear of defeat and condemnation, which are the strongest inhibitors of our creativity.

Are you curious how we can instil a culture of curiosity in your organization?

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3.4 Dialogue culture

In the rush of daily work, achieving results, and adapting to ever-changing circumstances, we hardly ever take the time for important conversations that go beyond the formalism of annual appraisal interviews.

To channel people’s energy in a sustainable way, we need to pause occasionally, reflect, celebrate successes, translate mistakes into insights, and ask ourselves questions that will ensure we are on the right track.

Together with you, we open the space for conversations and reflections that must happen to clear the path of the burdens and obstacles that accumulate at the daily pace. Through guided dialogue, we relieve the way to collective potential and at the same time take you into the experience and art of conducting important conversations.

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We design experiential workshops for you and together with you that reach below the surface, resolve knots, change fluencies, inspire, connect, and contribute to sustainable success. You can understand them as team-building with a sustainable effect. We named them BLUE WORKSHOPS WITH A GREEN OUTCOME.

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4.1 Trust field

Trust is an essential condition of any genuine relationship. In organizations, the value of trust is most often highlighted and at the same time it is an ever-great challenge to establish it. Why is this so? And how can we develop and nurture this value when it comes to teamwork and cross-departmental collaboration?

We offer custom-designed processes and workshops in which we decode this sensitive but crucial feature of great teams and sustainable organizations.

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4.2 Storying

Storying is a human thing. We are born into the world full of stories. We listen to them, we learn from them, we create them, and we have the power to change them. We are stories ourselves. By stories we shape our worldview, beliefs, belongings, self-esteem, relations. The story about yourself that you tell yourself and others reveals your reality, who you are and what you stand for.

Great leaders tell stories that are contagious. One story can transform psychology of the whole nation. We have witnessed this for the better or worse throughout the human history.

Story told is one of the most powerful catalysts of transformation. It is also one of the most potent practices for people at any stage of their leadership journey. A new paradigm leader is the one creating foundation for a better story to enfold.

4.3 Play

4.4 Pause

4.5 Resilience and emotional agility

4.6 Gratitude and empathy

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4.3 Play

Playing is one of human needs. In the world of adults and work, it is expressed as a need for playfulness, relaxation, humour and connecting in an experiential way. With the arrival of Generation Z in the work environment, the introduction of the element of playing becomes even more important.

What advantages does it bring and how can we ensure more lightness and playfulness at work?

It has been proven that play stimulates our cognitive and creative abilities. It raises the level of curiosity, attention, our learning ability, as well as more specific abilities such as spatial representation and logical reasoning.

The results of bringing playfulness to work include connectedness and mutual trust, a fresh view of situations, new perspectives and different solutions, and better cooperation.

By experiencing the element of playfulness, you will gain the knowledge and skill of creating and implementing this feature.

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4.4 Pause

To take a pause is, in the paradigm of endless growth and out-performing, almost unimaginable. However, it is to pause that holds the condition for critical thinking, disentanglement, momentum, focus and fresh energy needed to move on lighter.

Pause time is a time to reflect on the path traversed and the insights and learnings that emerge from successes and defeats. It is time to count the burdens we love to impose on ourselves. While pausing we find that some burdens are no longer needed to be carried around, we realise that some are not ours at all, so that we can simply put them away and can carry the rest with greater ease.

Pause time is also a time to build awareness of how I am and how we are. And it is an opportunity to look ahead and explore perspectives we can’t see clearly in a daily frenzy.

Through a conscious pause and dialogue, we relieve the way for personal and collective potential to shine again.

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4.5 Resilience and emotional agility

Resilience is the ability to recover from setbacks and adapt to challenging circumstances and is required to thrive. It is a foundational psychological tool that empowers us to feel effective and capable of handling uncertainty. We can develop and improve our resilience, yet it requires our emotional agility, effort and consistency in practice.

Developing resilience is a personal journey, which can be lifted to organisation’s endeavour. The key is to identify ways that will work well for you as part of your own fostering strategy. Deliberate practice combined with self-awareness is critical to enhancing resilience.

In this workshop we support you in developing your personal resilience muscle. By skill and consistent practice, broken down to small, incremental wins, we pave the way to turn it into new habits that form the foundation of the mental firmness that matter when the going gets tough.

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4.6 Gratitude and empathy

Gratitude has been regarded as a key virtue foundational to any successful civilisation from ancient times on. It is more than being or feeling thankful. It contains a deeper appreciation for someone (or something) that produces longer lasting positivity.

People and organisations can use gratitude to form new social relations or to strengthen current ones. Acts of gratitude can be used to apologize, make amends, understand, and internalise changes, embody purpose and values, make meaning, as well as help solve problems.

Gratitude is a selfless act that enhances empathy. Its acts are done unconditionally, to show that someone or something is appreciated, that it contributes value to one’s life. It can be developed with practice and awareness; and it has resonant effect on people’s well-being, deeper relationships, improved optimism, enhanced happiness, and stronger self-control.

Undoubtedly, this workshop or program contributes to shift in experiencing self and others, enhancing empathy and bringing people closer together in a deep and meaningful way.

1. SHIFTS AND BREAKTHROUGHS

Shifts and breakthroughs are programs focused on the perception of our future and our place as a leader or organisation in it. They can be designed as a series of smaller interventions to support resolving a specific situation or as evolutionary journeys. Their purpose is to raise awareness, acquire new skills and knowledge and make a leap in the quality of work and life with the aim of lasting success

1.1 From strategy to collective endeavour

Following the 5-years strategy has become a dangerous choice in contemporary disruptive conditions. However, the need of employees for a vision of the future is becoming more and more present with growing uncertainty. How to address this paradox between uncertainty and clarity?

If you do not see a given situation as an opportunity for the rise of control and concentration of power, but rather as a call for employees’ empowerment, consider designing a collective endeavour in an inclusive way. Namely, people need, both in life and at work, a certain aspiration, a goal.

The clarity of a common intention or ambition and the opportunity to be involved in its development provide a precious sense of belonging, as well as a commitment and a willingness to go an extra mile.

Together with you, we can develop the most appropriate process to joint commitment and turn it into a new norm.

1.2. From management to sustainable leadership

A recent McKinsey study proves that nearly 70 percent of all change attempts are unsuccessful, due to a lack of ability of managers to adapt to the changes they are introducing themselves. How to ensure the necessary shift in yourself first and what it means and takes, is the essence of this process.

For the shift to happen it takes a deeper dive beyond actions and behaviours to the level of beliefs, experiencing self and others and questioning an own mindset. Leaders need to ‘clarify’ and empower themselves first, so that they could implement change with credibility and authenticity and expect the desired response from others.

We are happy to take you on this journey, which may feel uncomfortable, yet it brings an accelerated opportunity for personal development and a shift in awareness with far-reaching influence.

1.3. From improvement to breakthrough

Are you ready to face the ‘elephant in the room’? One of the most common barriers to organizations in catalysing breakthroughs is ‘blindness’, or the lack of courage to address real issues. These are sometimes concentrated over a period of time, in a certain process, or in a business model, and are sometimes acute and often chronic in nature. However, they always include human or that is, the relational dimension.

So, what is it that hinders you, where and what are the obstacles to unleash potential? Let’s be brave and look your elephant in the eyes together. It’s not easy, but it’s liberating.

1.4. From change to transformation

Organizations often confuse the meaning of these two words. They say they want or need to transform when they are addressing change and vice versa.

In our view, there is a big difference between change and transformation. Both moves are good and necessary, yet the goals, processes and outcomes are very different.

While change fixes the past, transformation is geared towards creating the future. When we introduce change, we are driven by the need to make progress, to act differently based on past experience. While with transformation we answer the question of what the future will demand of us.

Transformation is evolutionary progress. It is a shift or a leap at the level of mindset, actions, and behaviours. Clearly, change is part of the transformation process. While not every change result in a transformation.

If you believe that creating the future is in your power and you are ready to make the leap, we will be happy to provide you with the necessary support on this exciting path of ®evolution.

2. LEADERSHIP DEVELOPMENT

Raziskovanje starih modrosti, sledenje najsodobnejšim praksam in odkrivanje povsem novih možnosti, ki jih narekuje in od nas terja sodobni čas, so naše strasti. Vznemirljivo postane, ko se srečajo naše perspektive z vašimi izzivi. Na tem stičišču nas pričakujejo nova spoznanja, ki jih lahko skupaj pretočimo v edinstvene rešitve. Vabljeni na skupno pot ®evolucije voditeljstva!

2.1 Inhouse leadership academy

We design and deliver tailor-made programs that meet the needs of the organization, the expectations of the participants and address the new qualities and skills called forth by the evolution of leadership. Many organizations call such programs ‘internal leadership academies’ and dedicate them primarily to future leaders and middle management with the aim of acquiring conventional managerial skills.

How is our approach different from other programs of this kind?

  • – we focus on building a leadership posture – from the inside out,
  • – we impart experience and build subtle skills and attention, with the aim of empowering leaders at the level of awareness needed to lead people,
  • we develop skills and strategies for dealing with increasingly complex and less predictable situations, such as dealing with fear of the unknown, developing flexibility, critical thinking, holding creativity and change, developing employees through coaching…
  • we accompany participants also in between the modules and after the program completion to ensure the transfer of new knowledge to the level of behavioural and consciousness change.

The state-of-the-art curriculum can also be intertwined with more conventional content, such as goal setting, conflict management, delegation…to ensure the ideal ratio between the ‘iron repertoire’ and entirely new approaches.

With regard to the purpose, goals and established knowledge level of the participants, we outline the scope, content, the most appropriate rhythm and format of the program together with you.

2.2 Genuine leadership

This program was specially designed as a flagship leadership program for OSMA Leadership Academy in the island Krk, Croatia. Its main purpose is to re-connect the leaders with 8 innate intelligences in order to become a genuine leader.

In times when transformation has become the new norm, we need (a new) leadership to address the challenges that organizations and whole humanity are facing. Genuine Leaders call forth all the innate intelligences and the full potential in themselves and in those they interact with to shape a sustainable future for the generations to come.

In this program we draw upon ancient wisdom traditions that offer a map to unfold the 8 Intelligences that are inherent in the human. Blended with contemporary approaches you will learn new skills and tools that increase your capacity as a Genuine Leader.

Program is designed as a 9 months journey with 3 on-site modules.

1st Module (4.5 days): you will be introduced to and experience the 8 intelligences: Creation Intelligence, Presencing Intelligence, Exploring Intelligence, Pathfinding Intelligence, Sustaining Intelligence, Predictive Intelligence, Decisive Intelligence and Transformational Intelligence.

2nd Module (2.5 days): you will be introduced to skills needed to bring these strengths to work environment and/or wider community.

3rd Module (2.5 days): you will integrate the knowledge with personal experience and complete by awakened Genuine Leader in you.

Genuine Leadership program is designed as an exclusive open program. We run it twice a year for a group of 10-16 participants at a beautiful venue surrounded with intact and content-supportive nature in the island Krk, Croatia. We could offer it also as an internal program for your organisation only upon request. For further details, please visit: OSMA/Genuine-Leadership

2.3 Emotional intelligence in leadership

Leaders in business looking to improve their organisation’s performance can do so by improving their emotional intelligence: that is, their skill at identifying, understanding and influencing emotion.

There is a direct link between the way people feel and the way they perform at work. This is one of the most robust and consistent findings in organisational research. In high performing organisations people feel significantly more engaged, cared for, valued, proud, and motivated than those in low performing organisations. Conversely, in low performing organisations people feel significantly more fearful, stressed, disempowered and uncertain.

Leadership is fundamentally about facilitating performance. Research has proven that a leader’s emotional intelligence is key to their capacity to facilitate emotions in others that drive high performance and employee engagement. This is more than just a moral compass; it’s also a recipe for success. Organisations with emotionally intelligent leaders achieve a critical lever of sustainable competitive advantage: a high-performance culture and customer loyalty.

This program is designed based on GENOS EI know-how, research, practice and assessment possibilities. It runs in combination of introductory workshop, assessment and individual coaching.

2.4 JAZZ leadership

The comparison of the circumstances in which organizations and management operate today with jazz is very telling. The situation requires constant attention, adaptation, development and improvisation in real time of playing. THIS IS JAZZ. So, we argue that the skill of ‘playing jazz’ is necessary and more than that it represents your critical advantage.

This program is designed specifically for top management, with the goal of tuning in at the interpersonal level and at the level of perception of the desired future. It may include the following content:

  • developing the theme you want to play together on stage; in other words the determination of common endeavour, ambition,
  • partiture design, i.e. development of a strategy considering collective potential,
  • determining and developing the conditions necessary for playing jazz, i.e. reaching an agreement on the principles of playing in top management and providing support for the derivation of ambition with the orchestration of organizational culture,
  • selection and placement of musicians, i.e. support in identifying and developing key teams,
  • developing your ability to orchestrate the whole and play good music.

It makes the most sense to implement Jazz Leadership program a) in the moment of organisation’s strategic turn and / or b) when recognizing the need to tune the top management.

2.5  Relational dimension in leadership

Interpersonal relationships are among the key levers of engagement, loyalty and personal responsibility. 77 percent of employees prioritize a good relationship. Developing a culture of good relations, especially in times of uncertainty, is not just an option, but a necessary condition and a key leadership competence.

Leadership is based on the awareness and skill of relationship management. Cultivating and developing sensitivity to recognize the deep-seated motivational levers that guide our behaviours is the critical knowledge and skill of leaders and teams. At the same time, it is the basis for establishing and developing effective and fulfilling relationships.

The program is based on the acquisition of basic knowledge in the field of relational psychology. Supported by the TotalSDI® methodology, it offers the opportunity to learn about motivational levers on a personal level and transfer knowledge to the team level. It is carried out in the form of workshops and individual coaching.

2.6 Holding space

Leaders play a central role in creating and determining the spatial dimension in various interpersonal interactions. Given the experience of their role and its hierarchical power, they can quickly fall into the trap of occupying a space dedicated to joint action, with their influence and ego. In order to create a space in which everyone has the same opportunities to express their views and ideas, to develop, co-create and surprise themselves and others with their capabilities, a conscious retreat from the centre of the collective space is needed.

How well are you aware of your impact on the collective space? Are you ready to develop a leadership art of holding space?

The program was developed by Nowhere® catalysts. It is based on the development of 4 qualities and skill sets of holding interpersonal space: opening space to others, managing tensions, generating a container and catalysing breakthroughs. It also includes the option of a 360-degree questionnaire that helps guide development steps. The program is implemented in a combination of group and individual coaching.

3. BUSINESS CULTURE DEVELOPMENT

Developing business culture is our other passion. We believe that organisations that shape their unique expression in the world through organisational culture not only contribute to own sustainable successfulness yet they also play an important role in evolving the wider business environment.

®evolution of business culture is our collective responsibility towards generations of our successors.

3.1 Organisational culture

To define culture in a slightly more tangible way, we use the metaphor of the backbone. ‘Having a backbone’ means having an upright posture, integrity, knowing what you stand for and staying true to yourself.

The organizational backbone is a solid framework established at the systemic level of operation. It consists of definitions of the building blocks of culture: purpose, values, ambition, strategy, brand, and the heritage we are proud of and want to leave behind.

Like the human backbone, the organizational backbone provides both structure and support, as well as flexibility and strength. A strong backbone is a valuable leadership tool as it directs strategic decisions and behaviours.

The clarity provided by the definitions of the backbone is also crucial for the engagement and commitment of employees. People want to work for an organization that has a purpose, knows what it values and has a clear path set to the future with tangible goals to achieve.

Defining and transforming/uplifting culture is an inclusive and long-lasting process which pays off richly on a long run. In collaboration, we follow 4 steps: onboarding, designing, identifying, and rooting. Cooperation, which takes place in various forms of events and joint activities, lasts approximately 2 years.

The beauty and magic of this process stems from the involvement of people from different levels of the organization, resulting in an increase in connectivity and collaboration already during the process itself. Experiences are the ones that repeatedly confirm to us how influential and important role culture plays not only in achieving strategic goals, but also in the sustainable performance and well-being of employees.

3.2 Meeting culture

Meetings are the leadership stage! Leaders spend most of their valuable time in meetings. And yet, how efficiently is this time spent? Can you listen and ensure that co-workers address real problems? Have you ever had the opportunity to learn how to ensure inclusion in a meeting and encourage thinking together that leads to better solutions and decisions?

The way we meet is an indicator of leadership maturity, interpersonal relationships and organizational culture. Dedicating oneself to the architecture of meetings means considering the purpose, context, content, relational, time and space dimensions. Thorough preparation ensures the catapult of the effectiveness of the meeting, as well as the overall shared engagement and commitment to fulfilling the decisions.

Learn to improve the culture of meetings in your organization and gain the necessary skills to change the experience from “yet another time-stealing meeting” into an important and meaningful shared experience.

3.3 Curiosity culture

The uncertainty of the conditions in which we operate dictates the need and rhythm of adapting and finding ever new forms of work, services and products, ways of connecting, skills and novel mindset. In parallel with the accelerated pace of technological development, creativity and innovation have become one of the most desirable givens and values. How can we encourage them and how can we transfer them to the level of the entire organization?

We believe the key is in human curiosity. Our drive to explore is fuelled by a willingness to enter the field of the unknown, to take risks, to tame fear of defeat and condemnation, which are the strongest inhibitors of our creativity.

Are you curious how we can instil a culture of curiosity in your organization?

3.4 Dialogue culture

In the rush of daily work, achieving results, and adapting to ever-changing circumstances, we hardly ever take the time for important conversations that go beyond the formalism of annual appraisal interviews.

To channel people’s energy in a sustainable way, we need to pause occasionally, reflect, celebrate successes, translate mistakes into insights, and ask ourselves questions that will ensure we are on the right track.

Together with you, we open the space for conversations and reflections that must happen to clear the path of the burdens and obstacles that accumulate at the daily pace. Through guided dialogue, we relieve the way to collective potential and at the same time take you into the experience and art of conducting important conversations.

4. BLUE WORKSHOPS WITH GREEN OUTCOMES

We design experiential workshops for you and together with you that reach below the surface, resolve knots, change fluencies, inspire, connect, and contribute to sustainable success. You can understand them as team-building with a sustainable effect. We named them BLUE WORKSHOPS WITH A GREEN OUTCOME.

4.1 Trust field

Trust is an essential condition of any genuine relationship. In organizations, the value of trust is most often highlighted and at the same time it is an ever-great challenge to establish it. Why is this so? And how can we develop and nurture this value when it comes to teamwork and cross-departmental collaboration?

We offer custom-designed processes and workshops in which we decode this sensitive but crucial feature of great teams and sustainable organizations.

4.2 Storying

Storying is a human thing. We are born into the world full of stories. We listen to them, we learn from them, we create them, and we have the power to change them. We are stories ourselves. By stories we shape our worldview, beliefs, belongings, self-esteem, relations. The story about yourself that you tell yourself and others reveals your reality, who you are and what you stand for.

Great leaders tell stories that are contagious. One story can transform psychology of the whole nation. We have witnessed this for the better or worse throughout the human history.

Story told is one of the most powerful catalysts of transformation. It is also one of the most potent practices for people at any stage of their leadership journey. A new paradigm leader is the one creating foundation for a better story to enfold.

4.3 Play

Playing is one of human needs. In the world of adults and work, it is expressed as a need for playfulness, relaxation, humour and connecting in an experiential way. With the arrival of Generation Z in the work environment, the introduction of the element of playing becomes even more important.

What advantages does it bring and how can we ensure more lightness and playfulness at work?

It has been proven that play stimulates our cognitive and creative abilities. It raises the level of curiosity, attention, our learning ability, as well as more specific abilities such as spatial representation and logical reasoning. The results of bringing playfulness to work include connectedness and mutual trust, a fresh view of situations, new perspectives and different solutions, and better cooperation.

By experiencing the element of playfulness, you will gain the knowledge and skill of creating and implementing this feature.

4.4 Pause

To take a pause is, in the paradigm of endless growth and out-performing, almost unimaginable. However, it is to pause that holds the condition for critical thinking, disentanglement, momentum, focus and fresh energy needed to move on lighter.

Pause time is a time to reflect on the path traversed and the insights and learnings that emerge from successes and defeats. It is time to count the burdens we love to impose on ourselves. While pausing we find that some burdens are no longer needed to be carried around, we realise that some are not ours at all, so that we can simply put them away and can carry the rest with greater ease.

Pause time is also a time to build awareness of how I am and how we are. And it is an opportunity to look ahead and explore perspectives we can’t see clearly in a daily frenzy.

Through a conscious pause and dialogue, we relieve the way for personal and collective potential to shine again.

4.5 Resilience and emotional agility

Resilience is the ability to recover from setbacks and adapt to challenging circumstances and is required to thrive. It is a foundational psychological tool that empowers us to feel effective and capable of handling uncertainty. We can develop and improve our resilience, yet it requires our emotional agility, effort and consistency in practice.

Developing resilience is a personal journey, which can be lifted to organisation’s endeavour. The key is to identify ways that will work well for you as part of your own fostering strategy. Deliberate practice combined with self-awareness is critical to enhancing resilience.

In this workshop we support you in developing your personal resilience muscle. By skill and consistent practice, broken down to small, incremental wins, we pave the way to turn it into new habits that form the foundation of the mental firmness that matter when the going gets tough.

4.6 Gratitude and empathy

Gratitude has been regarded as a key virtue foundational to any successful civilisation from ancient times on. It is more than being or feeling thankful. It contains a deeper appreciation for someone (or something) that produces longer lasting positivity.

People and organisations can use gratitude to form new social relations or to strengthen current ones. Acts of gratitude can be used to apologize, make amends, understand, and internalise changes, embody purpose and values, make meaning, as well as help solve problems.

Gratitude is a selfless act that enhances empathy. Its acts are done unconditionally, to show that someone or something is appreciated, that it contributes value to one’s life. It can be developed with practice and awareness; and it has resonant effect on people’s well-being, deeper relationships, improved optimism, enhanced happiness, and stronger self-control.

Undoubtedly, this workshop or program contributes to shift in experiencing self and others, enhancing empathy and bringing people closer together in a deep and meaningful way.

The colour formula of sustainable success

The colour formula of sustainable success

CULTURE

ambition

purpose

values

story

vibe

triangel

PEOPLE

leadership

vitality

development

relations

SUSTAINABLE SUCCESS

genuine identity

tuned leadership

empowered people

flow and agility

The colour formula of sustainable success

CULTURE

ambition

purpose

values

story

vibe

PEOPLE

leadership

vitality

development

relations

SUSTAINABLE SUCCESS

genuine identity

tuned leadership

empowered people

flow and agility

Events

GENUINE LEADERSHIP

1st Module 17.–21. 4. 2021

2nd Module 13.–16. 6. 2021

3rd Module 19.–21. 9. 2021

STORYING

11.–13. 3. 2021

PURPOSE QUEST

29. 5.–2. 6. 2021

Events

GENUINE LEADERSHIP

1st Module 17.–21. 4. 2021

2nd Module 13.–16. 6. 2021

3rd Module 19.–21. 9. 2021

STORYING

11.–13. 3. 2021

PURPOSE QUEST

29. 5.–2. 6. 2021

One click to kick

We believe in genuine personal contacts from the first moment onwards. The path to us therefore does not lead through the form. Just give us a call or write us.

Newsletter – stay connected

If you wish to stay connected with us and follow our activities, practice and insights, which we reveal in the blog and in the form of monthly Blue in Green Awakenings, subscribe to our Newsletter.  Monthly Blue in Green Awakenings are uniquely written stimulators of awareness and thinking. They are written in the form of questions, reflections, or blue insights that are worth sharing.


One click to kick

We believe in genuine personal contacts from the first moment onwards. The path to us therefore does not lead through the form. Just give us a call or write us.

Newsletter – stay connected

If you wish to stay connected with us and follow our activities, practice and insights, which we reveal in the blog and in the form of monthly Blue in Green Awakenings, subscribe to our Newsletter.  Monthly Blue in Green Awakenings are uniquely written stimulators of awareness and thinking. They are written in the form of questions, reflections, or blue insights that are worth sharing.


Company information:

BLUE IN GREEN d.o.o.,
Staretova 54, 4000 Kranj
Slovenia

Registration no.: 8490236000
VAT no.: SI28609727