TEXT: MILAN KRAJNC
The purpose of this book is to present a model of dynamic leadership which in more than a hundred cases has proven to be an excellent method for overcoming both professional and personal crises, as well as for managing challenges so that they don’t become crises.
The Dynamic Leadership Model is a business paradigm for the direction, organisation and communication strategies of a company that prevents the personalities of those people actively shaping the business process from influencing it.
The entire model is based on the laws of nature. It has been developed empirically on the basis of knowledge acquired through personal experience:
‘As a child I always wanted to become a wood sculptor. I created things with things I found in the woodshed at home. When I was about eight or nine years old, astronomy came into my life. In secondary school I kept company with metal workers, with people who were knowledgeable about materials. As a budding metallurgist, I familiarised myself with alloys, and with the composition and bonding properties of elements. Despite being drawn to astronomy, after finishing secondary school, I decided to study physics.
At the Faculty of Education, I became familiar with the basics of psychology. As a member of The Society for Interpreting Science, a science communication organisation, I learned how to make science more attractive and understandable for the general public. I couldn’t see myself becoming a teacher even though I tried for several years. I even tried to teach myself about psychotherapy, including various models and processes.
But in fact my curiosity drew me elsewhere. As I began to help various companies optimise their business operations, I realised that generally the source if problems was not in the organisational procedures, but rather in the habits—in the minds—of employees. Another thing I became aware of fairly quickly was that an employee’s particular character has a decisive influence on the work flow, so it was ultimately rather easy for me to predict their decisions and further actions. I was looked upon with mistrust and called a business ‘fortune teller’. I explained to those who mistrusted me that there is nothing supernatural at all about it and that my assertions are supported by the laws of physics, the functioning properties of basic forces and so on.
As I expanded my knowledge and abilities through the years, it became clear to me that the personality that influences the work process the most is the director’s. From thermodynamics I knew that the body which possesses higher energy influences those with lower energy – who then adapt to the former. And from metallurgy I knew that this body can change its content and structure if pressure is applied to it consistently for a long enough time.
I realised that with managers my persistence pays off – if I turned the educational process into one incorporating coaching and therapy, I managed to change their behaviour patterns and eliminate the sources of critical problems.
The knowledge I acquired at the Institute for Reality Therapy and at the Institute for Transactional Analysis helped me along the way – with this knowledge I was able to methodically de- velop the techniques that I had spontaneously introduced in the field. Various spiritual techniques helped me as well – along with the fact that I had fallen upon hard times in my personal life. After my divorce, everything that I had sweept under the rug over the years came back. Suddenly, all this garbage had come into my life, but that also served a purpose. Everything came together then – first the problems and then the way out of them.
I knew I had to give up unhealthy habits and simply just forget certain things, not live in the past. I knew I must not give in.
I transferred my thoughts towards art and culture, and over- came my pain with physical activities. I knew I was on the right path, even if the method was not quite there yet. That’s how I developed, on the basis of my own experiences and knowledge, the method behind the Sirius Personal Transformation and the method of business reorganisation which I have named the Sirius Business Transformation.
I knew that communication must be regulated like the flowing of a stream – slowly, gradually and not interrupted by sudden disturbances, not by building dams. By slowly changing behaviour patterns, changes are brought to the work flow. This process of introducing change without shock or trauma is what I have called the Dynamic Leadership Model. Throughout the process, mental exercises and organisational approaches are used that help us unload our burdens from the past through seven phases of transformation, after which we realise that the entire world is inside us and that it is only ourselves we need to develop – from within! This is how we can find our calling and develop the brighter side of our lives.’
