
Me, My Ego, and the Old Devil
There are moments in leadership—organizational development being a very typical example—when the company’s long-term interests require decisions that don’t feel good for the leader’s ego
I've spent 15 years in leadership positions in factories - including multinational companies - which has been an incredible journey:
I continuously refined and shaped myself and the organizations I belonged to, aiming for smoother and more organized daily operations, and greener performance indicators.
I have experienced firsthand what it's like to lead a production plant and maximize its potential.
“ I firmly believe that only joyful organizations can succeed in the long term. We should enjoy our work, love the team we belong to, and achieve good results and execute major projects.
Leading a company doesn't have to involve constant tension and firefighting; stress can be reduced within the system and tasks can be transformed into opportunities. ”
I don't believe in one-size-fits-all solutions, as organizations themselves, their processes, teams, and individuals are all unique, not to mention their financial capabilities. Whatever the task, we start with a strategic consultation: a deep, two-hour conversation aimed at understanding the situation, at the end of which we jointly decide on the next steps.
Whatever the task, we start with a strategic consultation: a deep, two-hour conversation aimed at understanding the situation, at the end of which we jointly decide on the next steps.
Whatever the task is, we start with a consultation, at the end of which we jointly decide on the next steps from the following options:
Until now, I have helped the organizations I led and those under my care. Now, however, I would like to assist you, so that you can harness the potential within yourself and your company.
Feel free to reach out with confidence.

There are moments in leadership—organizational development being a very typical example—when the company’s long-term interests require decisions that don’t feel good for the leader’s ego

When we talk about changing an organization’s culture, and I say that expectations and norms need to be communicated to employees regularly — until it becomes completely clear to everyone

It just so happened that lately I’ve had two conversations that connected to each other in a rather interesting way.

There are moments in leadership—organizational development being a very typical example—when the company’s long-term interests require decisions that don’t feel good for the leader’s ego

When we talk about changing an organization’s culture, and I say that expectations and norms need to be communicated to employees regularly — until it becomes completely clear to everyone

It just so happened that lately I’ve had two conversations that connected to each other in a rather interesting way.