Juhi innustavad ideed - Kristo Kiviorg

Building up a company requires a great deal of energy and time from a leader; yet, at some point, they are faced with the question: "What next?" and "What needs to change to prevent both the company and oneself from burning out?" This question is particularly relevant now, as the economic environment has shifted abruptly, forcing even successful companies to adjust their goals, their range of products or services, and their policies regarding workforce and pricing.
Mentor Asko Talu envisions the target audience for the book *Juhi innustavad ideed* ("Inspiring Ideas for Leaders")—compiled by Kristo Kiviorg—as including top executives and owners, as well as middle managers and other key personnel within organizations—essentially anyone who values ​​personal development. "The articles collected in this book provide an excellent overview of topics related to a leader's personality, as well as management in a broader sense," he noted.
Several top executives share their own leadership experiences and offer practical advice, while renowned lecturers, trainers, and consultants—both from Estonia and abroad—introduce fresh approaches.
The altered economic landscape also leads to corporate bankruptcies and acquisitions, which often entail layoffs and dismissals. Reading this book can provide support to both sides in navigating the challenges of termination.
"Dismissing an employee is a difficult decision. A true banker is one who has lived through at least one banking crisis." "Similarly, one could say that a person only becomes a true leader once they have dismissed at least one employee," writes Riina Varts, Chair of the Board of PARE. "Dismissal is difficult because the 'fault' is always two-sided. It is challenging to define the reason in a way that is both clear and acceptable to both parties. Both the employee and their manager bear responsibility when an employee fails to cope with their work."
"Dismissal is an inevitable part of a manager's job," notes Ants Promann, Managing Director of AS Leibur. "It is psychologically and emotionally difficult for both the person being dismissed and the manager. Every case of dismissal—and the reasons behind it—is unique, just as every individual is unique. One must maintain humanity and discuss the actual situation, the reasons, and the circumstances that led to the dismissal—face-to-face."
During periods of rapid change, having core company values ​​can help one cope, writes management consultant Kairi Kübarsepp. A significant portion of the collection focuses on the core values ​​of companies, managers, and employees, as well as how managers can maintain a balance between their professional and personal lives.
Management guru Manfred Ketz de Vries advises Estonian managers who are dissatisfied with their careers to first gain clarity regarding their own desires—and, if necessary, to have the courage to pursue a career in an entirely new field. For a small business manager who is also the owner, however, simply walking away—slamming the door shut behind them—is far more complicated. Especially in the current climate. Therefore, the focus must be on ensuring that both the manager and the employees feel comfortable and positive within the work environment. This book offers inspiration for making the necessary adjustments.
"These more challenging times require leaders to re-examine their current practices and operations," notes Asko Talu. "Leaders who are willing to do this create opportunities for their organizations to survive difficult periods—and, in terms of internal potential, very likely emerge even stronger. Learning from the experiences of others makes it easier for us to navigate various situations ourselves, and may even help us avoid making some common mistakes."

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