Beyond Leadership Mark Kalin

Niko Slavnič je nabiral marketinška, predavateljska in investitorska znanja s številnimi mednarodnimi izkušnjami predvsem v Evropi, zdaj pa je sprejel izziv, da sodeluje v enem najhitreje rastočih tehnoloških podjetij, ki je v zadnjih štirih letih zelo zraslo, zaposluje pa že skoraj 1000 inženirjev po celem sveti. Njegov položaj v HTEC Group je Chief Growth Officer in član Uprave.

Niko je svojo poslovno pot začel v marketingu v družinskem podjetju pri 16-ih letih, od takrat pa je svoja marketinška znanja razširil s podjetništvom in naložbami v več kot petnajstih projektih (med njimi IQbator, In Your Pocket v Latviji, The Slovenia, Centinel v Estoniji, Optiprint ...). Znanje je nabiral tudi na Harvard Business School, UVA Univerzi v Amsterdamu, International Management Teachers Academy in na Univerzi v Ljubljani.

Svoje znanje in izkušnje že več kot 20 let redno deli kot predavatelj na ESSCA - École Supérieure des Sciences Commerciales d’Angers in IEDC - Bled School of Management in je tudi gostujoči predavatelj v več kot tridesetih državah. Njegova mešanica marketinških izkušenj, podjetniške prakse in investitorskega znanja je tisto kar ga dela izjemnega.

Niko je zelo vpet v slovenski startup svet. Mentoriral je že preko 1000 različnih startupov, pomagal pri vzpostavitvi Poslovnih Angelov Slovenije, kjer je bil tudi član Upravnega Odbora. Je tudi mentor pri Start:Up Slovenija.

Povezava na spletno stran: https://nikoslavnic.com/about-me/

Fun fact: Začel z delom v tujini, kot pomivalec posode v odlični restavraciji in vzljubil gastronomijo.

Naj quote: Delajte napake hitreje, naučite se iz njih, da boste lahko delali boljše napake jutri.

Naj knjiga: Ponosen na The Slovenia Book, ki sem jo natisnil že 20.000 izvodov (moja:)

Hobiji: Promoviranje Slovenije vedno in povsod, Proučevanje najhitrejše rastočih podjetij na svetu (unicorn), smejanje z otrokoma

Najljubša hrana: Slovenski Chefi z mladimi na čelu

Najljubši podjetnik: Mark Pleško, Cosylab. Tuji Aleksandar Cabrilo, HTEC Group

Naj app: pri 600 appih, 77.777 neodgovorjenih mailih je na telefonu najpomembnejša kontrola uporabe (screen time), ko se spravim pod 7 ur na dan

Zaključni nauki:

·       Vprašajte se večkrat Zakaj ne kot Zakaj.

·       Ne storite korak naprej, skočite naprej.

·       Pomagajte svojim idejam da vzletijo.

It’s tough to hire good talent right now and that’s especially true, when it comes to employees with technical skills, who are in particularly high demand. Demand for these workers by non-tech companies has increased even as tech giants like Facebook and Amazon seek to hire thousands of them. To fill these roles at a time when highly-skilled people have many opportunities, seek to broaden the funnel of potential candidates by thinking harder about what skills are truly essential.

Try these three approaches to identify and attract top tech talent:

· Commitment to diversity and inclusion. Take a broad view of the talent pool. Don’t just stick with the typical sources of recruits. Objectively testing for capabilities and skills, rather than relying on past experience, credentials, and connections will open up more opportunities for underrepresented candidates and widen your company’s talent funnel.

· Transparent and accountable senior management. At high-performing tech companies, managers are usually visible and willing to engage directly with employees. Highlight access to senior leaders. The best talent wants to work in places where they can have real impact and their voices are heard. Make clear that senior managers are visible and willing to engage directly with employees.

· Culture of coaching and development. Foster a culture of coaching and development. High-quality tech employees will expect opportunities to continually improve their skills, and a focus on development will allow you to bring in candidates who have the right capabilities, but not necessarily the experience. Garnering a reputation for investing in your people will bring in a high-caliber, diverse workforce.

Earning a reputation for excellence across all these areas won’t happen overnight. But the payoff is a high-caliber, diverse workforce hungry to help the company succeed in the new tech-enabled economy.



How do you attract top talent?

What is that special thing that puts you apart from the competition?





Jonathan F., KC G., Julie C. (2021, November). How to Attract Top Tech Talent. Harvard Business Review.

Boško Praštalo je v prvi vrsti družinski človek, ponosen oče dveh otrok in srečno poročen. V poslovnem svetu kreira s strastjo in misijo, da podjetnikom in vsem ostalim posameznikom pomaga, da s poslovnim in socialnim mreženjem lažje dosežejo tako poslovne kot osebne cilje. Je diplomiran ekonomist, lastnik licence Superbrnads Slovenija. Je tudi clan Upravnega odbora Združenja Manager – Sekcija mladih managerjev.

V Sloveniji spada med redke posameznike, ki so na podlagi večletnih raziskav in lastnih 20 letnih izkušenj v prodaji, vodenju prodajnih ekip in svetovanju, razvil unikaten sistem poslovnega in socialnega mreženja. Vse skupaj temelji na lastni proaktivnosti, na tem, da se ukvarjamo s pravimi posamezniki, da kreiramo dolgoročno kakovostne odnose in posledično imamo iz naslova mreženja vse možne bonitete

Naj citat: "You can have everything in life you want if you will just help enough other people get what they want" - Zig Ziglar

Naj knjiga: Start Whit Why - Simon Sinek

Naj serija: Fauda

Hobiji: potovanja, pohodništvo, meditacija, kolesarjenje

Najljubša hrana: enolončnice, sendvič, krompir, čokoladna torta

Najljubši podjetnik: Ivo Boscarol, Mark Cuban

Naj app: Kindle, LinkendIn

Zaključni nauki:


V podjetništvu je smiselno graditi odnose in ne zgolj posel.
Imamo premalo časa in energije, da bi vse skupaj trošili v napačne posameznike.
V poslu lahko veliko stvari najemo, kupimo, outsoursamo, ena redki izjem je mreženje. Nihče se ne more mrežiti namesto nas.

Many organizations are beginning to transition back to the office, offering employees the flexibility to balance both in-person and remote work options. But with such flexibility can come confusion. How do you know what in-office days to request? Should it be Monday or the end of the week Friday?

We all know that hybrid work is going to have upsides and downsides. If you’re about to transition into such an arrangement. you want to set a schedule that makes sense for you. Here are some questions to ask yourself:

·      When does my team need me? To maximize your team productivity, you’ll also want to identify what kind of interactions (in person or virtual) will be most effective. If some of your colleagues better comprehend what you are saying and can retain and respond to the information more appropriately when you’re in person, try to plan some in-office days to align with when those individuals will also be present.


When do I feel the least motivated? You might use the in-office time to reinvigorate yourself when you’re feeling lower-energy. In the same way that going to the gym makes it easier to work out, going into the office can make it easier to get work done when you're just not feeling it.
Which meetings do I prefer to have in person? If you have project meetings that require problem solving or decision making, you may prefer to do those in the office. Schedule your in-office days for when those meetings are held.
How can I maximize my energy? If you’re an introvert, it may be tough to do two days in a row in the office so spread your days out (Monday/Wednesday/Friday or Tuesday/Thursday, for example). On the other hand, if you are looking forward to more socializing, consider going into the office multiple days in a row (Tuesday/Wednesday/Thursday).

With more and more organizations making the shift back into the office, you’re likely facing the possibility of a schedule that bridges in-person and remote work.

How do you plan your workweek?

When do you arrange meetings with your co-workers in person?

Grace Saunders E. (2021, October). How to Set a Hybrid Work Schedule That Works for You. Harvard Business Review.

Ivo Grlica je leta 2011 diplomiral na Pravni Fakulteti, Univerzi v Ljubljani in imel takrat celo najboljše povprečje v generaciji. Leta 2017 je odšel na enoletno specialistično LLM izobraževanje na Dunaj, s področja international tax law. Prvo zaposlitev je dobil na FURS-u, kjer je spremljal vodenje stečajnih postopkov v ljubljanski regiji, nato pa je postal pripravnik na sodišču, kjer je delal na civilnem in kazenskem oddelku. Kmalu zatem je dobil priložnost v družbi za davčno svetovanje Taxgroup. Pomembnejša stopnička v njegovi karieri pa je bila pridružitev eni večjih odvetniških pisarn v Sloveniji ODI LAW. Leta 2018 pa je osnoval lastno pravno pisarno. Pisarna je najprej delovala na najbolj inovativnih pravnih področjih (blockchain, kriptovalute, DeFi, NFT-ji). Trenutno imajo stranke s celega sveta, Nemčija, Estonija, Kanada, Singapur, Brazilija. Poslujejo večinoma s perspektivnimi, hitro rastočimi mladimi podjetji, ki so prav tako kot oni, usmerjeni v tujino. Trenutno je glavna pisarna locirana v Ljubljani, ekipa pa danes šteje že 7 članov.

Spletna stran:  https://grlicalaw.com/

Naj quote: “The way to get started is to quit talking and begin doing.” - Walt Disney

Naj knjiga: Atomic Habits

Naj serija: ne gledam serij, izguba časa

Hobiji: branje poslovnih knjig, potovanja

Najljubša hrana: pica

Najljubši podjetnik: Walt Disney

Naj app: Kindle

Nnauki za naše poslušalce:

·      V življenju ni bližnjic. Mlade generacije dostikrat nimajo fokusa in so zbezljane, to pa ni dobro. TikTok generacija ima preveliko željo po hitrem uspehu (kriptovalute), ki pa so lahko kratkotrajni itd. Uspeh ne zahteva samo "talent" ampak tudi disciplino, commitment in fokus.

·      Vodenje (leadership) ni samo prednost ampak tudi velika odgovornost (do sebe, do firm in do zaposlenih!) - včasih zahteva tudi težke odločitve.

·      Življenje ni statično: Vedno je treba iti v korak s časom, se prilagajati spremembam.

So much of our success depends on building relationships with our colleagues. We have to take time and connect and understand each other, and this is the formula for success.

But how can you build rapport in an authentic way? Here are four strategies.


Find ways to make yourself well rounded. You need something to talk about with your colleagues so it’s important to have interests and hobbies. Is there something you’ve always wanted to learn? A book you've been meaning to read or a show you've been meaning to watch? Having experience and knowledge in a variety of topics can give you material to draw from when you’re meeting and connecting with others.
Don’t pretend to be someone you’re not. Say your new colleague is a wine expert. Instead of hurriedly purchasing a book all about wine — or signing up for a course — in hopes of passing yourself off as a fellow expert, consider expressing your interest in learning more. Placing yourself in the role of student and the other person in the role of teacher can be a great way to build a genuine bond.
Give to get. In order to get people talking, sometimes you need to give some information about yourself first.
Take notes. People feel special when you remember details they’ve told you about their life and even more so when you follow up. Jot down some key points about someone after you've met them so that you won't forget.

So much of what we accomplish in the workplace relies on building relationships and having the trust of our colleagues, and when we take the time to connect and understand each other, we’re positioning ourselves for success.

Did you ever try a four-day workweek?

How do you think you would like it and adapt o it?

Hillsberg, C. (2021, Septembert). 5 Techniques to Build Rapport with Your Colleagues. Harvard Business Review.