Speakers: KEN BLANCHARD AND MARIJA PAVIĆ
TYPE OF SESSION: Video message and introducing speech

Speakers: YULIYA RAK, IVANA MIHAJLOVIĆ, MARIJANA STOJANOVIC
TYPE OF SESSION: PANEL DISCUSSION
Summary: MANAGER’S ROLE AND HR’S ROLE IN CREATING GOOD LEADERS AND LEADERSHIP CULTURE
If we ignore a problem in companies where nobody is involved in the development of leaders, there are other challenges in defining this agreement. Especially in companies where development budgets are large and where HR is highly oriented towards internal clients, there is a paradox where HR is doing the job of a manager and deals with the development of people in the company. In fact, managers are those who need to thoroughly assess the developmental needs of the employees together with them, then to plan this development, mentor it, coach, and only in extreme case ask HR to organize external trainings and coaching. Therefore, the focus of HR is on developing leadership and development skills among managers, and on giving support to managers to carry their role. (a development project that nurtures the culture of leadership and the culture of development).

Speaker: LJILJANA SPASOJEVIĆ
TYPE OF SESSION: CASE STUDY
Summary: AN EXAMPLE OF A GOOD DEVELOPMENT PROJECT WITH MANAGERS.
Can we develop management team in a two-day training? What do we need to do to create leadership culture in which leaders are really carrying their role? Case study of a company which has reduced number of employees (not managers as well) and raised leadership competences and motivation of all managers within the company. As a result, they had productivity growth. Challenges, attempts and mistakes, but also ascents, insights, great results are part of a development process that continues after many years. This company sees the development as a long-term project, and change as the only permanent thing. Improving the behavior, attitudes and skills of individuals, enhancing team functionality has gradually led to change creating from culture of guilt to culture of responsibility.

Speaker: BOJANA VESIC ANTIC AND MARIJA PAVICRoom 1:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: A PLACE WHERE COACHING, MENTORING AND OTHER LEADERSHIP STYLES MEET ACCORDING TO SITUATIONAL LEADERSHIP
In the last ten years, awareness of the value of coaching has grown significantly. What is even more beautiful is not only that there are more people who are working as professional coaches, but it also insists that managers use this as a leadership style as much as possible. The challenge arises when we forget about the fact that coaching is not the most appropriate approach in all situations of leadership or development we face. So it's important to know where its boundaries are? What is the real approach in these cases? Unfortunately, research shows that if managers are not trained for it, only 1% of them can use the very leadership style needed for the employee, while the majority in different situations use the same leadership style, weather it was adequate or not.

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Subject: THROWING INTO THE DEEP END - HEALTHY OR NOT?
Speaker: ANJA STAMENKOVIC AND MILICA PASKULOVRoom 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: UNDER AND OVER-SUPERVISION: FORWARD MANAGEMENT AND MICRO MANAGEMENT
It can be heard that managers say "and no one developed me why I would developed them?" ... On the other hand, long ago Ken Blanchard came to the conclusion that the manager should choose the method of assigning the task depending on the level of readiness of the employee to do the task individually. Even managers who are aware of this, make mistakes by slipping in over or under-supervision. Usually, they are overly concerned with the tasks of the employee and when they know how to finish them or, in turn, they leave the tasks to a person who is not skilled for the task without providing support or input. In both cases, the consequences are great- both for motivation of employees, for the quality of the work done, and for the time consuming.

Speakers: IRINA VRANES AND NATASA MILIJANOVIC TODOROVICRoom 1:
TYPE OF SESSION: PERSONAL EXPERIENCE AND WORKSHOP
Summary: IRRATIONAL BELIEFS IN DELEGATING TO EMPLOYEES
„Now is the critical moment, I have to keep control", "This no one knows so well (or fast) as I do", "I can not burden them now with this" ... are just some of the beliefs of the managers who block them in adequately delegating tasks to their employees. It would be nothing terrible for performance, time, energy to not be tempted by any manager who does not delegate enough. Because of it, he does not manage to deal well with what he is paid for. In addition, the team stagnates and does not give its optimal contribution to the company - again what it is paid for. Over time, all levels in the company begin to work the job of employees below themselves. In the end, both the manager and the employees stay frustrated and disappointed...

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Subject: HOW TO SWALLOW YOUR EGO AND TAKE CARE OF PEOPLE
Speakers: MARKO LUCIC AND JELENA MANICRoom 2:
TYPE OF SESSION: PERSONAL EXPERIENCE AND WORKSHOP
Summary: „SERVANT LEADERSHIP“ MODEL
"Servant leadership" gives us the answer to the question: Who is there for who and who works for whom: subordinate to superiors or superior to subordinates? Some managers choose to build their size through their careers, while others choose to build and extract the best from people around them. In order to know which managers we belong to, we all need to occasionally ask ourselves a fundamental question: what is the purpose of my existence as a team leader and company? As well as the question, what are we choosing for our company as a model: a classic pyramid where the top management is on top or the one that is upside down, where on the top are workers and the results they bring?

Speakers: ANA GOVEDARICA AND BRANISLAVA SELAKOVIĆ Room 1:
TYPE OF SESSION: PANEL DISCUSSION
Summary: “LEADERSHIP PIPELINE”, FIRST TIME MANAGER AND CHANGES IN LEADERSHIP ROLE
Two perspectives on moving through a scale of leadership show us how many changes in roles experienced by managers in their career are sometimes demanding and require a shift to new skills and new focus. One is the perspective of a person who is the manager for the first time. The second is the perspective of someone who manages the leaders. Unfortunately, H.art's research in Serbia does not provide encouraging data, as 78% of managers say that it has not been adequately introduced into their new role and that they have been incompetent to work with people, and because of their challenges the initial enthusiasm have been diminished. Also, our experience tells us that rarely positive examples of companies, where it insists on timely introducing the role of the one who manages the leaders below it.

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Subject: SHARED LEADERSHIP AND SELF-LEADERSHIP
Speakers: ANTHONY DEMETRIOU AND ARJETA SPAHIU Room 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: THE RESPOSIBILITY OF THE TEAM MEMBERS FOR TEAM SUCCESS AND THEIR OWN SUCCESS
New trend in the world of leadership is not the one where the leader is only person who is a resource for team leadership, but the one where each team member should take responsibility for team success. This means that it will have a positive and constructive influence on any team member, including his superior, by providing them with what they lack. Each member of the team could thus delegate the task to another colleague, motivate him, develop him, give him a fidbek, etc. This "shared leadership" model is closely linked to the "self-leadership" model. This concept, which implies responsibility for its own success and satisfaction through the ability to recognize its own development and motivational needs in order to achieve a high performance.

Speaker: SPIROS PAOLINELISRoom 1:
TYPE OF SESSION: PRESENTATION AND WORKSHOP
Summary: MANAGEMENT OF EMPLOYEES WHO ARE NOT PRODUCTIVE 
Many managers have come to the round with the question "Should I fire him or not?". At the moment they already realize that they have a challenging employee in front of him, who has not been giving results for some time, and that the whole team starts to complain. It's easy for everyone to think that person does not even know or wants to do all of his duties. And when they are at the threshold to cut, they again bring back the dilemma about whether they have done everything they could ... And so in a circle, bringing themselves at the worst option: neither developing, nor motivating, nor moving inside or outside the company, nor accepting discounted criteria for that person - only everyone remains dissatisfied.

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Subject: WHEN YOU DON’T TRUST YOUR LEADER, EVERYTHING ELSE IS USELESS
Speakers: ALEKSANDRA DUTINA AND JELENA JEREMIC Room 2:
TYPE OF SESSION: WORKSHOP AND PRESENTING MODEL
Summary: SUMMARY: BUILDING TRUST AS THE FOUNDATION OF THE RELATIONSHIP BETWEEN LEADERS AND TEAM MEMBERS
What is it that everyone in the team unwittingly wants to follow his leader? What characteristics do managers show in their behavior in which employees trust? Can the lost confidence be returned in any way? Although techniques and tools that are extremely common sense are used, unfortunately managers are rarely and systematically mindful of all the key factors of high confidence. Actively aware of the trust that our superiors, subordinates and colleagues have in us, and even the build up of trust that we have in others, help functional relationships to be the basis of quality cooperation and, therefore, the effectiveness of the team.

Speakers: SUZAN FOWLER
TYPE OF SESSION: PRESENTATION AND PRESENTING MODEL
Summary: „OPTIMAL MOTIVATION” MODEL
The manager can not motivate an employee but can, by his behavior, shape an environment in which the likelihood of employees being fulfilled and engaged is on a higher level. It can also increase the risk that employees are uninterested or only bind to external motivators. One of the most contemporary concepts in the field of motivation reveals that it is possible in a very simple way to influence the most important factors of each company, the employees. So, in the end, it all depends on the skill of the leader. And the skills can be built ...