91 episodes

Beyond Leadership is a podcast that connects the business world with academia and provides a platform for entrepreneurs, leaders, managers, students, and everyone willing to learn and share their best practices and life stories about leadership. Going Beyond.

Founder and owner: Mark Kalin

Beyond Leadership Mark Kalin

    • Business

Beyond Leadership is a podcast that connects the business world with academia and provides a platform for entrepreneurs, leaders, managers, students, and everyone willing to learn and share their best practices and life stories about leadership. Going Beyond.

Founder and owner: Mark Kalin

    Marko Hozjan, direktor podjetja TAIA Translations LTD - "TAIA: izjemen startup, z eno največjih investicij v Sloveniji."

    Marko Hozjan, direktor podjetja TAIA Translations LTD - "TAIA: izjemen startup, z eno največjih investicij v Sloveniji."

    Marko Hozjan je serijski podjetnik z dvema uspešnima prodajama za sabo. Je tudi soustanovitelj večih podjetij: marketinške agencije 101, kjer je bil direktor in soustanovitelj, Startus skupina kot nosilec blagovnih znamk Sailsation, Navtični-tečaji.si (zgradil je največjo navtično šolo v regiji in podjetje uspešno prodal), največje jezikovne šole Jezikovne Akademije in tehnološkega podjetja TAIA INT.

    Za njim je že 15 let delovnih izkušenj z vodenjem večjih organizacij in podjetij ter vodenjem startupov, zato svetuje in pomaga pri vodenju ekipe, projektnem managementu, razvoju in rasti podjetja tudi drugim podjetjem, startupom. Ima bogate izkušnje v mentoriranju podjetij, med drugim iz Studia 404 d.o.o. z blagovnimi znamkami Apollo in Space invoices ter ekipi, ki stoji za platformo Coolio!

    Marko je strasten jadralec, ki je peljal jadrat že več kot 500 ljudi. Avtor štirih učbenikov za navtiko. Mentor večim podjetjem. Dobro dela v ekstremih - rast ali kriza. Izkušen tako v hitro rastočih podjetijh kot v insolventnih podjetjih. Vodenje je njegova strast, ki se jo uči vsak dan.

    Marko je bil tudi Predsednik Študentske organizacije Univerze v Ljubljani, je mentor pri Startup Slovenija, član Rotary Kluba, ima izpit za Nadzornika in tudi licenco za nepremičninskega agenta. Zelo zanimivo pa je, da govori kar 5 jezikov: angleško, hrvaško, nemško, malo rusko, trenutno se uči še švedščino.

    Naj quote: Človek je rojen, da dela, trpi in se bori, kdor tega ne počne, mora propasti. Tesla

    Naj knjiga: The way of the superior man

    Naj serija: House of Cards

    Hobiji: Jadranje

    Najljubša hrana:Dunajski zrezek

    Najljubši podjetnik: Richard Branson

    Naj app: Revlout

    Zaključi nauki:

    · Glavna formula v življenju, je ravnotežje. Ugotovi kaj zate to predstavlja in ga najdi.

    · Osrečilo te bo delo, v katerem uživaš.

    Taia Translations LTD

    Taia je bla ustanovljena leta 2017 in ima danes že 35 zaposlenih. Ustanovila sta jo Marko Hozjan in Miha Kovač.

    TAIA deluje kot digitalni švicarski nož za podjetja, ki potrebujejo prevajalske storitve. Platforma avtomatizira prevajanje besedil med 98 jeziki, pri tem pa jo poganjajo algoritmi globokega učenja. To pomeni, da sistem z vsakim prevodom napreduje v razumevanju pravil jezika in konteksta.

    Taia je trenutno med najuspešnejšimi in najbolj vročimi startup v regiji. Evropski sklad tveganega kapitala Fil Rouge Capital jo je v začetku oktobra 2020 podprl z 1,2 milijona evrov. TAIA, ki je tudi član SBC – Kluba slovenskih podjetnikov Mladi, je prejela eno največjih investicij v slovenska tehnološka podjetja.

    • 53 min
    Tip of the Week 34 - "Do You Know When to Give Up"

    Tip of the Week 34 - "Do You Know When to Give Up"

    Projects, relationships, and jobs don’t always work out as planned, and it’s not always clear when to throw in the towel. Too often, we hold on to things even after they’ve run their course. Think about that relationship you couldn’t give up on or the job you stayed in despite a boss who made you miserable. These five strategies can help you figure out when it’s time to throw in the towel.

    • Reframe your thinking. Instead of focusing on what you’ll lose, think about what you gain if you stop putting time and energy into the lost cause.

    • Identify what's in your control. Getting clear on what you have agency over and what you don’t will help you make a quality decision about whether to call it quits or persevere.

    • Expand your identity. Avoid the trap of insisting that you’re “not a quitter.” Sometimes putting an end to something is a sign of wisdom and strategic thinking.

    • Seek other perspectives. Rather than relying solely on your own thinking and instincts, consult with friends, colleagues, and mentors to get a different point of view.

    • Have self-compassion. When something promising doesn’t turn out the way we imagined, we can be overly self-critical. Instead of ruminating over what went wrong, focus on what you can learn from this situation, and do better next time.

    By offsetting cognitive biases, considering your strengths and outside perspectives, and being self-compassionate, you can overcome your tendency to stick to things for too long and cut your losses when it’s time to do. And while letting go can be difficult, it will free up your time, energy, and mental space to imagine new possibilities and pursue new opportunities.

    Were you ever in this situation?

    How do you handle tough situations?



    Smith, D. (2021, Septembert). Do You Know When to Give Up?. Harvard Business Review.

    • 4 min
    Borut Markelj, Ustanovitelj in CEO Ehrana.si - "E-hrana: Študentski projekt, ki se je zaključil s prevzemom samoroga Glovo."

    Borut Markelj, Ustanovitelj in CEO Ehrana.si - "E-hrana: Študentski projekt, ki se je zaključil s prevzemom samoroga Glovo."

    Borut Markelj je ustanovitelj in CEO Ehrana.si, platformo, ki ima preko 270.000 uporabnikov, 500 partnerjev in preko 250 članov ekipe. Borut je je zaključil magisterij na Univerzi v Ljubjani, Fakulteti za elektrotehniko. Imel je različne zaposlitve, nato pa je septembra 2010, ustanovil e-hrano skupaj z dvema partnerjema, Jernejem Janežičem in Žigo Lesjakom. Marketplace se je poštartal 2011, lastna dostavna služba pa 2017. E-hrana je bila najbolj ocenjena mobilna aplikacija v Sloveniji z oceno 4.9, in to velja še danes.

    Ustanovil je tudi podjetji 5lodic in pa trilogic. Družba 5logic se ukvarja z razvojem celostnega logističnega sistema za upravljanje flote dostavnih vozil na poziv z imenom AlpacaFleet.com. Borut je podkovan v programiranju, marketingu, vodenju projektov, razvoju spletnih in mobilnih platform. Je tudi mentor programa startup slovenija in izjemen podjetnik.

    • 50 min
    Tip of the Week 33 - 5 Practices to Make Your Hybrid Workplace Inclusive

    Tip of the Week 33 - 5 Practices to Make Your Hybrid Workplace Inclusive

    As pandemic restrictions ease, it’s clear that one big change to the way we work is here to stay: hybrid working. However, these environments run the risk of creating new inequities and exacerbating those that already exist. For employers to ensure fairness, maximize performance, and maintain cultural cohesion in hybrid work arrangements, they need to consider these five practical dimensions of inclusion when designing hybrid policies and navigating new ways of working.

    ·      Recruitment and Remote Onboarding

    An important part of being successful at work is having the right setup and training to do your job. Remote work places increasing value on being technically capable, and getting up and running when working from home has become an essential skill.

    ·      Working Together

    Physical distance can lead to psychological distance. It’s much easier to check in on colleagues when sharing a physical space. When working remotely, make use of the trusty status bar. A message like “Open for chats!” along with a green status circle gives permission to bridge the distance gap.

    ·      Resolving Conflict

    Another inclusion impact of hybrid working is the potential for silent bullying. Fostering an environment where all voices are heard requires increasing psychological safety so that your people feel they can speak up when there’s interpersonal conflict. Employees must feel they can have the necessary hard conversations in a productive and judgment-free zone.

    ·      Team Cohesion

    Additionally, in times of economic uncertainty, employees are more likely to form in-groups, usually along some dimension of similarity. One effective way to break up these in-groups is to ensure information flows smoothly and diffusely through an organization by identifying “weak ties.”

    ·      Promotions

    Proximity to managers has been shown to increase promotion rates when men report to other men. In a hybrid world, it’s also natural to see shifting reward mechanisms, some of which can leave people out. One way to keep an eye on the impact of shifting reward mechanisms is to audit who gets what and why — and make sure people know about it.

    As you craft your company’s hybrid work plans and policies, be aware of the inequities hybrid work can create or make worse. Designing with these practical dimensions of inclusion in mind is critical for creating an equitable organization.

    Do you have policies for hybrid work?

    How do you make sure all employees are treated fairly?

    Lordan, G., Aalmeida, T. and Kohler, L. (2021, August). 5 Practices to Make Your Hybrid Workplace Inclusive. Harvard Business Review

    • 5 min
    Mag. Anita Stojčevska, glavna izvršna direktorica SKB banke - "Zmagovalna formula v življenju in poslovnem svetu."

    Mag. Anita Stojčevska, glavna izvršna direktorica SKB banke - "Zmagovalna formula v življenju in poslovnem svetu."

    Anita Stojčevska, glavna izvršna direktorica SKB banke, ima močno finančno ozadje in dolgoletne izkušnje na področju bančništva. SKB banki se je pridružila leta 1995, od 13. decembra 2019 pa SKB banko predstavlja in vodi kot izvršna direktorica ter članica upravnega odbora SKB. Svojo kariero je v SKB banki razvijala na več odgovornih položajih, mnogih izmed njih tesno povezanih s komercialo in upravljanja poslovanja s strankami in podjetji. Od leta 2011 soustvarja strategijo banke kot članica uprave.

    Magistrica Poslovnih ved, ki je diplomski in magistrski študij opravila na Univerzi v Ljubljani, je na SKB banki svojo kariero pričela kot skrbnica podjetij. Dolga leta je izkušnje in znanja nabirala na komercialnih področjih banke, od leta 2001 pa je prevzemala odgovornosti na več menedžerskih pozicijah, pred delovnim mestom glavne izvršne direktorice banke je več let vodila divizijo Poslovna mreža in marketing v SKB banki.

    Naj quote:

    ·       Kdor hoče videti, mora gleda s srcem. Bistvo je očem nevidno. (Antoinea de Saint – Exupery)

    ·       Prijateljstvo naredi uspeh še bolj sijoč in z deljenjem zmanjša težo neuspeha (Ciceron)

    Naj knjiga: Mali princ (Antoinea de Saint – Exupery)

    Naj serija: V zadnjih nekaj letih ne gledam veliko televizije. V moji mladosti pa sem rada gledala serijo Prijatelji in Twin Peaks

    Hobiji: potovanje, dolgi sprehodi po naravi, krajši izleti s kolesom

    Najljubša hrana: Rada jem vse, najraje pa pečem sladice

    Najljubši podjetnik: v moji karieri sem srečala veliko izjemnih podjetnikov, vizionarjev, strategov, tako da ne želim izpostaviti le enega.

    Naj app: LinkedIn

    Nauki za naše poslušalce:

    ·       Ekipo ne tvorijo osebe, ki skupaj delajo ampak osebe, ki se spoštujejo, si zaupajo in skrbijo drug za drugega. V življenju štejejo le skupne zmage in ne zmage posameznikov.

    ·       Delajmo pošteno in ostanimo zvesti svojim vrednotam.

    ·       Zmagovalna formula v življenju in poslovnem svetu je: sodelovanje, zaupanje, spoštovanje, pogum, sprejemanje drugačnosti, ljubezen, strast.

    • 59 min
    Tip of the Week 32 - "How to Re-Onboard Employees Who Started Remotely"

    Tip of the Week 32 - "How to Re-Onboard Employees Who Started Remotely"

    At the beginning of the pandemic, employers quickly shifted almost every aspect of their business, including the onboarding of new employees, to take place remotely. Research from Glassdoor shows that organizations with strong onboarding practices improve employee retention by 82% and productivity by more than 70%.

    While going back to the office will be an adjustment for everyone, it will be an entirely new experience for people you hired remotely. Here are a few strategies to re-onboard employees who started work in a WFH environment.

    • Allow remote hires to bond as a cohort by creating structured opportunities for them to interact and get to know each other. These might include icebreakers or “speed networking” activities.

    • Create a buddy system. Pair each remote hire with a more tenured employee who can answer their questions about the physical office space and organizational norms that they may not have picked up on when working from home.

    • Check in regularly. You may feel like you’ve already done the work of getting your remote hire up to speed, but the office is an entirely new environment. Take them to lunch and have a one-on-one meeting with them their first week back, as you would have done if they had started their job at the office.

    · Create informal team-building opportunities. Creating opportunities for people to get to know each other better will help all employees to reconnect after being remote for over a year but will also help remote hires, in particular, to socialize and get to know both new and tenured employees in a more relaxed and less intimidating environment.

    While going back to the office will be an adjustment for everyone, it will be an entirely new experience for remote hires. Don’t squander the opportunity to create a great employee experience.

    Do you like working remotely?

    How do you onboard new employees remotely?



    Zucker, R. (2021, June). How to Re-Onboard Employees Who Started Remotely. Harvard Business Review.

    • 3 min

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