People may hear your words, but they feel your attitude. J. Maxwell

Leaders have three main functions: strategic management, process management, and people management.

To fulfill these functions, leaders must establish clear visions and goals, enhance performance, increase people’s capabilities, foster relationships and open communication, and promote team development and cooperation. The fact is that no matter how good and robust the strategies and processes are in place, it is still the people who produce the results.  

In our joint collaboration, we focus on shaping a human-centered management culture and approach within your organisation

According to a study by the Estonian Business and Innovation Agency (EAS), 46% of public sector leaders in Estonia apply coaching in their daily work, and more and more leaders use supportive, developmental, and inclusive management principles and methodologies. The main success factors for management quality are the leader's high self-awareness, competencies, and skills that support leaders in successfully implementing daily management activities.

According to Gallup's 2023 employee survey, only 25% of employees in Estonia are committed to their work, and 34% of employees think about finding a new job every day.
For successful people management, various leadership styles and approaches exist, but directive and controlling management no longer work today. Instead, leaders must adapt primarily to people-centered management.

Employees no longer exist for the leaders, but leaders for the employees to ensure the team functions and achieves results. Trends show that organizations increasingly implement and develop people-centered, coaching, value-based management principles, and an inclusive management culture.

High self-awareness among leaders enhances leadership quality.
However, leaders are still people with their inherent personality traits, strengths, emotional intelligence, experience, and knowledge base, and with a heavy workload, associated stresses, and responsibilities, even the best leaders sometimes find it difficult to manage themselves, stick to routines and processes, and apply the best techniques to lead people. If there is a lack of trust in leaders within the organization and stable and consistent processes to support people, it is very challenging to create effectiveness.
The main dilemmas and questions that leaders ask:
What are the best practices and management principles for managing people?
How do we ensure that our values are not just words on the organization's wall?
How can a motivating environment and a supportive feedback culture be created?
What techniques and methodologies are used to empower people, develop the team, and increase performance?
How does a leader meet the expectations of the owner, partners, clients, and the team?
How can I be useful?
  • We analyze managers and case culture: what is good and what needs to be changed
  • We find out what skills need to be learned to change and develop behavior and action patterns and to create processes
  • We set development goals, we decide where to go and what happens when the result is achieved
  • We create a development and action plan to achieve the goals
  • We implement the development journey, adjust and supplement it if necessary
  • Together, we summarize the experience and celebrate the victories
To whom:
  • For managers and organizations who want to develop and improve management skills, shape a more human-centered and value-based leadership culture, increase performance and employee satisfaction
Possible Topics & Focuses:

Designing and implementing a human-centered, coaching, and value-based leadership culture in the organization

  • Increasing the leadership ability and quality of managers in the organization
  • Creating, changing, and shaping the organization’s value space
  • Increasing organizational performance and effective goal-setting
  • Creation, development, and implementation of a motivating and feedforward feedback culture
Benefits:
  • Clarity and understanding of what needs to be changed and developed
  • Implemented more effective work methods and processes for managing and leading people
  • More positive internal climate and increased satisfaction with managers
  • More efficient cooperation
  • Greater commitment and increased willingness to take responsibility
  • Practical methods and techniques for everyday work
  • A consistent process that supports the implementation of development activities
  • A neutral development partner highlights blind spots that remain unnoticed
Time & Conditions:
  • Free pre-meeting to map a more precise need and goal, get to know each other, and explain the principles of cooperation
  • The duration, time frame, and price of cooperation depend on the volume, purpose, and need
Leaders feedback
Throughout the process, we designed new management principles, and for this, we implemented various new activities and processes. We discussed and clarified these among ourselves, and conveying them to the team became much simpler and more understandable for them.
The more I delved into self-analysis, the more I realized that everything starts with the leader himself. I noticed that while initially, my people were skeptical, wondering why I was acting and doing things in a new way, we got used to the new routines over time, and the environment became much more supportive.
In reality, we have given leaders more time because we eliminated certain processes that had a flavor of micromanagement. By giving people more opportunity to be responsible and act independently, many more good ideas and useful thoughts emerged.
Although we are only halfway there, I already sense how there has been an increase in a shared spirit, openness, and improved collaboration processes within the teams. Our meetings are now more efficient, 'the rubber doesn't stretch,' we no longer explain what was, but focus on what else and are more solution-oriented.

Contact me and we will design the most suitable development journey for you.