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Passionate about leadership and innovation | Leader | Strategist | Negotiator | Speaker | Advisor

Leaders must be visible and approachable


Why leaders must be visible and approachable?

People who work with you want to know who you are, what you stand for, what do you believe in. They also want to be able to relate to you as a leader and to understand their role and place in the strategy, vision and the overall direction. Be visible, accessible and approachable to your colleagues and peers across your organization, industry and nation.

How to effectively communicate changes?


To start, at the very least, make them bidirectional and multimodal. Additionally, send emails, use social media, text people, go meet with them, listen, learn and answer questions.

Diversity of teams, thoughts and experiences


To build high-performing teams, one must be intentional about including different backgrounds, experiences, ideas and thoughts. You don’t want more of you, you want more of them, more of others who are comfortable being themselves and are willing to freely share their perspectives, experiences and ideas.

Feedback is a gift


Feedback is a gift to be both given and received. Share what you know or have observed with those who are ready to received such feedback and be open yourself to listen to others on what you (and your teams) can do differently or better.

Saying “thank you” goes a long way


While I understand that those you work with or for (or those that work for you) are paid to do their jobs, it is important to be thankful for their contributions to your collective vision and desired outcomes. Don’t be too proud, too busy or too ignorant to simply say “thank you” to those you work with. This simple act of recognition of their efforts and energy will be much appreciated by most.

Why practical experience matters more than reading about it


Practical experience matters, a lot. If you have never done what you lead it is difficult to gain credibility and complete understanding of what it takes to successfully enable progress and new capabilities in those areas.

Your past is not your future


Your past is not your future. While your past has certainly contributed to who you are today, it does not need to be a limiting factor determining who you can become. Focus on what you can control, design your days around major priorities and goals and be disciplined about those efforts.

How do we begin to change?


Most people are more comfortable living with old problems than they are exploring new solutions.

Adapt, adjust and advance


Adapt, adjust and advance. Respect the past, learn from it, but don’t live in it.