+381 11 210 75 02
+381 65 210 75 02
office@hart.rs

We gathered all of our experience and multiplied with the advices and knowledge of current professional leaders and HR's, so we could create this conference day, which is dedicated to all experienced and future leaders and HR's who care about them.

WELCOME TO OUR LEADERSHIP CONFERENCE!
2

PARALLEL WAYS
FOR DIFFERENT INTERESTS

4

REPRESENTATION OF CASE STUDIES

5

GLOBALLY MODERN
LEADERSHIP MODELS

10

CONSULTANTS TO OFFER
SUPPORT AND ADVICES

11

RELEVANT
SESSIONS FOR RECONSIDERATION

12

LEADERS AND HR'S SPEAKERS WITH RELEVANT EXPERIENCE

Ivana Mihajlovic
HR SYSTEM DIRECTOR

Leads the HR process on the Group level. She graduated at the University of Ozarks, the Department of Marketing and Political Science. Knowledge was upgraded to Harvard Business School, the Bled School of Management and the European Management Center in Brussels. She has HR CIPD certificate.

DIRECT MEDIA
Antony Demetriou
BUSINESS CONSULTANT

Acreditated trainer for Situational leadership and other Blanchard programs and with previous big experience in executive roles in multicultural enviroment. Coach and consultant in many European, Asian and African countries..

Blanchard Leadership Group
Aleksandra Dutina
HR DIRECTOR

Graduated lawyer, with over 15 years of HR experience in companies such as Carlsberg, Etihad Airways, Air Serbia. Currently, she is HR director at Carlsberg, otherwise the mother of two boys, stands for team work and sports spirit.

Carlsberg Serbia d.o.o.
Jelena Jeremic
HR CONSULTANT, TRAINER AND COACH

HR consultant, trainer and coach. Psychologist with a specialization in the field of psychology of work and education from Gestalt. Has experience in working with managers of all levels and employees from various activities. Jelena is in cooperation with around 100 companies with different activities.

H.art & Blanchard Serbia
Nataša Milijanović Todorović
counselor, trainer and coach

Has 10 years of experience working in business sector, closely specialized in development of leadership skills. Also, she has education in Psychodrama and Transaction analysis. Nataša is sertified Situational Management Program coach by The Ken Blanchard Companies.

Evolve center and H.art, Belgrade
Jelena Manić Radoičić
project manager and trainer

13 years of experience with training and education programs in the field of human resources development and career management. Curently, she is preparing a doctorate in business and managerial ethics. Jelena has significant experience as a project manager.

Open School and H.art
Irina Vranes
MANAGER IN SECTOR OF CAPITAL PROJECTS AND DEVELOPMENT

More than 12 years of experience in HR. Engaging in projects through consulting work has specialized her in recruitment and selection processes, training of employees, development and talent management, as well as professional performance assessments.

GDS
Ljiljana Spasojevic Tosovic
GROUP HRMS PROJECT LEAD

During 11 years of human resources management at TITAN Cementara Kosjeric, she dealt with all aspects of the profession, as well as socially responsible business and internal communications. Now it is working on a global project for implementing the HRM system for the TITAN Group.

TITAN GROUP
Marijana Stojanovic
HR DIRECTOR

Since 2013, Marijana has been in Real Estate and Distribution as Human Resources Director of MPC Holding and is responsible for companies involved in the development, strategic and operational management of facilities, sale and distribution of consumer goods.

MPC Holding
Spiros Paolineli
business consultant

Inspiring Master Trainer and Coach with a 25-year experience in Executive roles at large Multinational Organizations worldwide. Delivers leadership development programs and enable organizations achieve their business objectives.

Blanchard Leadership Group
Branislava Selakovic
CHIEF OF SECTOR SABINE AND EBA ANALYSIS

From the arrival of Erste Bank, he becomes a risk manager for legal entities, then a risky manager for micro clients. Head of the Sabine Department and EBA analysis where she began as an independent expert and worked in parallel as a risk manager for large clients in OTP Bank.

ERSTE BANK
Milica Paskulov
HR CONSULTANT, TRAINER AND COACH

Fifteen years of experience working with the civil, government and business sectors, ten years of working in the development of people and companies. Expert trainer with over 700 training days. She works in H.art and Blanchard Serbia as HR Consultant, Coach and trainer.

H.art & Blanchard Serbia
Sanja Stamenkovic
HR BUSINESS PARTNEr

Over 10 years in HRM in the pharmaceutical industry in the markets of Serbia, Macedonia, Kosovo and Albania. Certified trainer of Ken Blanchard program. Dipl. psychologist, 2 years of education REBT and currently educated from CB couching.

Phoenix Pharma Srbija
Yuliya Rak
GLOBAL TALENT PROGRAM MEMBER

Yuliya joined in 2007 JTI Ukraine, and in 2012 she switched to JTI Adriatic as a global talent program. Yuliya works in fields of employee recruitment, performance management, training and development, talent management and employee dedication.

JTI
Stevan Vranes
Head of Corporate and Legal Affairs

Over 15 years of leadership experience in ad agencies, media companies and big multinationals. Experienced marketing, sales and corporate affairs professional. Graduated drama writing and made his theater come back in 2017. Personal and professional growth blogger at mission45.blog

Imperial Brands Adriatic
Marija Pavic
DIRECTOR AND CONSULTANT

12 years improve the functioning of companies, teams and executives. Combines business and managerial experience as well as knowledge in psychology. Over 3000 hours of training, 1000 training days and dozens of development projects.

H.art & Blanchard Serbia
Marko Lucic
DIRECTOR

Founder, editor and member of the Management Board of the magazine qLife, the first professional publications for leadership, management and organizational development in the region.

qLife
Suzan Fowler
Expert in science of motivation,

Has over 30 years' experience as a researcher, consultant, and coach in over 30 countries in the field of leadership. Lead developer of The Ken Blanchard Company’s Optimal Motivation program.

The Ken Blanchard Companies
Arjeta Spahiu
CEO

Arjeta has 18 years of experience working with international organizations. She is a lawyer, certified Coach and has master of Business Administration (UK) , as well as a certified coach by Ken Blanchard.

Advoco Solutions LLC
Bojana Vesic Antic
HR Director

Bojana started her banking career in 2005 in the Human Resources Department. In Piraeus, the Bank spent almost all activities in the field of human resources during its 12-year career. She started her career as HR genralist in 2014 to be appointed director of the sector.

Piraeus Banka
INFORMATION ABOUT THE CONFERENCE
Metropol Palace Hotel
Bulevar Kralja Aleksandra 69, Beograd
MARCH 1ST 2018.
08:30 am - 17:00 pm
fee
SPECIAL DISCOUNT FOR GROUPS
hosts
H.ART AND BLANCHARD INT. SERBIA

Agenda - Speakers

09:00
Speakers: KEN BLANCHARD AND MARIJA PAVIĆ
TYPE OF SESSION: Video message and introducing speech
09:35
Speakers: YULIYA RAK, IVANA MIHAJLOVIĆ, MARIJANA STOJANOVIC
TYPE OF SESSION: PANEL DISCUSSION
Summary: MANAGER’S ROLE AND HR’S ROLE IN CREATING GOOD LEADERS AND LEADERSHIP CULTURE
If we ignore a problem in companies where nobody is involved in the development of leaders, there are other challenges in defining this agreement. Especially in companies where development budgets are large and where HR is highly oriented towards internal clients, there is a paradox where HR is doing the job of a manager and deals with the development of people in the company. In fact, managers are those who need to thoroughly assess the developmental needs of the employees together with them, then to plan this development, mentor it, coach, and only in extreme case ask HR to organize external trainings and coaching. Therefore, the focus of HR is on developing leadership and development skills among managers, and on giving support to managers to carry their role. (a development project that nurtures the culture of leadership and the culture of development).
10:15
Speaker: LJILJANA SPASOJEVIĆ
TYPE OF SESSION: CASE STUDY
Summary: AN EXAMPLE OF A GOOD DEVELOPMENT PROJECT WITH MANAGERS.
Can we develop management team in a two-day training? What do we need to do to create leadership culture in which leaders are really carrying their role? Case study of a company which has reduced number of employees (not managers as well) and raised leadership competences and motivation of all managers within the company. As a result, they had productivity growth. Challenges, attempts and mistakes, but also ascents, insights, great results are part of a development process that continues after many years. This company sees the development as a long-term project, and change as the only permanent thing. Improving the behavior, attitudes and skills of individuals, enhancing team functionality has gradually led to change creating from culture of guilt to culture of responsibility.
11:15
Speaker: BOJANA VESIC ANTIC AND MARIJA PAVICRoom 1:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: A PLACE WHERE COACHING, MENTORING AND OTHER LEADERSHIP STYLES MEET ACCORDING TO SITUATIONAL LEADERSHIP
In the last ten years, awareness of the value of coaching has grown significantly. What is even more beautiful is not only that there are more people who are working as professional coaches, but it also insists that managers use this as a leadership style as much as possible. The challenge arises when we forget about the fact that coaching is not the most appropriate approach in all situations of leadership or development we face. So it's important to know where its boundaries are? What is the real approach in these cases? Unfortunately, research shows that if managers are not trained for it, only 1% of them can use the very leadership style needed for the employee, while the majority in different situations use the same leadership style, weather it was adequate or not.
Subject: THROWING INTO THE DEEP END - HEALTHY OR NOT?
Speaker: ANJA STAMENKOVIC AND MILICA PASKULOVRoom 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: UNDER AND OVER-SUPERVISION: FORWARD MANAGEMENT AND MICRO MANAGEMENT
It can be heard that managers say "and no one developed me why I would developed them?" ... On the other hand, long ago Ken Blanchard came to the conclusion that the manager should choose the method of assigning the task depending on the level of readiness of the employee to do the task individually. Even managers who are aware of this, make mistakes by slipping in over or under-supervision. Usually, they are overly concerned with the tasks of the employee and when they know how to finish them or, in turn, they leave the tasks to a person who is not skilled for the task without providing support or input. In both cases, the consequences are great- both for motivation of employees, for the quality of the work done, and for the time consuming.
12:00
Speakers: IRINA VRANES AND NATASA MILIJANOVIC TODOROVICRoom 1:
TYPE OF SESSION: PERSONAL EXPERIENCE AND WORKSHOP
Summary: IRRATIONAL BELIEFS IN DELEGATING TO EMPLOYEES
„Now is the critical moment, I have to keep control", "This no one knows so well (or fast) as I do", "I can not burden them now with this" ... are just some of the beliefs of the managers who block them in adequately delegating tasks to their employees. It would be nothing terrible for performance, time, energy to not be tempted by any manager who does not delegate enough. Because of it, he does not manage to deal well with what he is paid for. In addition, the team stagnates and does not give its optimal contribution to the company - again what it is paid for. Over time, all levels in the company begin to work the job of employees below themselves. In the end, both the manager and the employees stay frustrated and disappointed...
Subject: HOW TO SWALLOW YOUR EGO AND TAKE CARE OF PEOPLE
Speakers: MARKO LUCIC AND JELENA MANICRoom 2:
TYPE OF SESSION: PERSONAL EXPERIENCE AND WORKSHOP
Summary: „SERVANT LEADERSHIP“ MODEL
"Servant leadership" gives us the answer to the question: Who is there for who and who works for whom: subordinate to superiors or superior to subordinates? Some managers choose to build their size through their careers, while others choose to build and extract the best from people around them. In order to know which managers we belong to, we all need to occasionally ask ourselves a fundamental question: what is the purpose of my existence as a team leader and company? As well as the question, what are we choosing for our company as a model: a classic pyramid where the top management is on top or the one that is upside down, where on the top are workers and the results they bring?
13:45
Speakers: ANA GOVEDARICA AND BRANISLAVA SELAKOVIĆ Room 1:
TYPE OF SESSION: PANEL DISCUSSION
Summary: “LEADERSHIP PIPELINE”, FIRST TIME MANAGER AND CHANGES IN LEADERSHIP ROLE
Two perspectives on moving through a scale of leadership show us how many changes in roles experienced by managers in their career are sometimes demanding and require a shift to new skills and new focus. One is the perspective of a person who is the manager for the first time. The second is the perspective of someone who manages the leaders. Unfortunately, H.art's research in Serbia does not provide encouraging data, as 78% of managers say that it has not been adequately introduced into their new role and that they have been incompetent to work with people, and because of their challenges the initial enthusiasm have been diminished. Also, our experience tells us that rarely positive examples of companies, where it insists on timely introducing the role of the one who manages the leaders below it.
Subject: SHARED LEADERSHIP AND SELF-LEADERSHIP
Speakers: ANTHONY DEMETRIOU AND ARJETA SPAHIU Room 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: THE RESPOSIBILITY OF THE TEAM MEMBERS FOR TEAM SUCCESS AND THEIR OWN SUCCESS
New trend in the world of leadership is not the one where the leader is only person who is a resource for team leadership, but the one where each team member should take responsibility for team success. This means that it will have a positive and constructive influence on any team member, including his superior, by providing them with what they lack. Each member of the team could thus delegate the task to another colleague, motivate him, develop him, give him a fidbek, etc. This "shared leadership" model is closely linked to the "self-leadership" model. This concept, which implies responsibility for its own success and satisfaction through the ability to recognize its own development and motivational needs in order to achieve a high performance.
14:30
Speaker: SPIROS PAOLINELISRoom 1:
TYPE OF SESSION: PRESENTATION AND WORKSHOP
Summary: MANAGEMENT OF EMPLOYEES WHO ARE NOT PRODUCTIVE 
Many managers have come to the round with the question "Should I fire him or not?". At the moment they already realize that they have a challenging employee in front of him, who has not been giving results for some time, and that the whole team starts to complain. It's easy for everyone to think that person does not even know or wants to do all of his duties. And when they are at the threshold to cut, they again bring back the dilemma about whether they have done everything they could ... And so in a circle, bringing themselves at the worst option: neither developing, nor motivating, nor moving inside or outside the company, nor accepting discounted criteria for that person - only everyone remains dissatisfied.
Subject: WHEN YOU DON’T TRUST YOUR LEADER, EVERYTHING ELSE IS USELESS
Speakers: ALEKSANDRA DUTINA AND JELENA JEREMIC Room 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: SUMMARY: BUILDING TRUST AS THE FOUNDATION OF THE RELATIONSHIP BETWEEN LEADERS AND TEAM MEMBERS
What is it that everyone in the team unwittingly wants to follow his leader? What characteristics do managers show in their behavior in which employees trust? Can the lost confidence be returned in any way? Although techniques and tools that are extremely common sense are used, unfortunately managers are rarely and systematically mindful of all the key factors of high confidence. Actively aware of the trust that our superiors, subordinates and colleagues have in us, and even the build up of trust that we have in others, help functional relationships to be the basis of quality cooperation and, therefore, the effectiveness of the team.
15:40
Speakers: SUZAN FOWLER
TYPE OF SESSION: PRESENTATION AND PRESENTING MODEL
Summary: „OPTIMAL MOTIVATION” MODEL
The manager can not motivate an employee but can, by his behavior, shape an environment in which the likelihood of employees being fulfilled and engaged is on a higher level. It can also increase the risk that employees are uninterested or only bind to external motivators. One of the most contemporary concepts in the field of motivation reveals that it is possible in a very simple way to influence the most important factors of each company, the employees. So, in the end, it all depends on the skill of the leader. And the skills can be built ...
16:15 - 16:45

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office@hart.rs
+381 11 210 75 02 / +381 65 210 75 02

About organiser

H.art i Blanchard Serbia



Since 2006, H.art aims to develop managers, raise their competences to a higher level and improve process in the company. The goal is always to improve the functioning of the company and thus increase productivity, ease of doing business and satisfaction, which is always reflected in the increase of profits. We achieve this through direct work with managers, HR service, internal trainers or introduction system HR solutions in company. Our approach are development projects, which is consisted of training, coaching, HR consulting, assessment of companies and employees ...

H.art Team consists of about 10 experienced consultants and associates from Serbia and near by countries. This team also operates under the name of Blanchard International Serbia as a representative of the Ken Blanchard Companies development and evaluation program leader. Whether the clients are large multinational companies or small domestic companies, or individuals turn to us for personal improvement - we approach each client fully committed, aware of its specificity.
Our success comes with the improvement of their success – through development!


TO WHOM THE CONFERENCE IS INTENDED?


  • Inspire yourself for further development of the leadership culture in your organization;
  • Inspire yourself for further development of the leadership culture in your organization;
  • Recall the benefits of project and process development of managers;
  • Consult with consultants and exchange experience with colleagues;
  • Make a contribution to create a successful market and a leadership culture.
  • Collect guidelines for managing your team of executives;
  • Motivate yourself for improving management skills;
  • Critically review your previous leadership perspective;
  • Discover in one place modern, world-renowned, leadership models;
  • Save time in looking for answers to your dilemmas and questions.
  • Make yourself even better and identify with your leadership role ;
  • Learn from others useful practices, but also from bad practices;
  • Use already made solutions for your managerial career;
  • Expand and strengthen your network of contacts and support;
  • Discuss about basic aspects of leadership listed in one place.

DO YOU HAVE ANY QUESTION
ABOUT THE CONFERENCE?


WRITE TO US: LEADART@HART.RS

OR CALL US: +381 65 2107502

Event Photos