P.Coelho sakė - gyvenimas sudėtas ne iš troškimų, o iš visų mūsų poelgių.
Gyventi, reiškia veikti. Ir mąstyti. Ir rašyti.

Talent safari


"We feel most comfortable when we are certain. We feel most alive when we are not" (Tania Luna)

These two words - talent and safari - clicked together on the road from Vilnius to Kaunas by Žiežmariai (a small town close to a highway in Lithuania). I was trying to explain to a friend why there are such radical turns in my professional career - from an interpreter to a financial auditor, then to an internal risk consultant, then to a strategy management director, then to a general manager, then to a director of a school for gifted kids, then to a change consultant and researcher. Ultimately here we are at TALENT SAFARI, my company.

I believe that every human has a unique talent. It is covered deep, like oil in our Earth. Oil is the energy of Sun conserved within. Well, human talent is the source of human energy. In order to find oil, people have created maps and sophisticated instruments. They help best guess the areas rich with oil. But you can only find oil if you drill a well.

Same is with human talent. There are teachers, coaches, therapists, gurus - some of them are amazing, others are charlatans who caught the wave well. There are great methods and sophisticated instruments. As long as they help us identify the human potential, use them. Yet, in order to release your talent you will have to do the WORK - drill the well into all the covering layers you have.

I did this by following my heart - This is interesting, I'm curious, I need to take the challenge. I learned from living and the people I met along. The toughest helped most (I do share the words of Dalai Lama that an enemy is a very good teacher). This is a journey of life - a SAFARI into the jungle of the everyday.

Today I engage on "term for service" with managers and owners. I appreciate each opportunity to be invited on a journey. Each "term of service" is a unique project, a learning safari. Each is special, different, important. Each provides an opportunity to release my talents and to increase the value of the business of the client.

To me talent safari is life.

Dynamic governance-sociocracy

I work in partnership with global network of sociocratic experts at Sociocracy group founded in the Netherlands. It is emerging today as a global network of organisational professionals who bring this unique and effective way of collective work to the business, social and governmental organisations trough teaching and facilitation, consulting, executive coaching and board-level advisory.

How Sociocracy works

Sociocracy is an effective way for groups to self-organise and cooperate to accomplish shared objectives. Sociocracy has been used in hundreds of organisations world-wide over the past 40 years, and provides a reliable way to increase productivity, safety, happiness, and engagement in organisations of any size.

Sociocracy is a whole-systems approach to management and governance with full array of core practices and systems needed for running most types of organization, from cohousing communities to manufacturing firms to schools to small businesses. At its core are four principles: Consent, Circles, Feedback, and Election by Consent.

More about the 4 principles.

Dynamic governance, or sociocracy, is a decision-making and governance method that allows an organization to manage itself as an organic whole. To make this possible, dynamic governance enables every sub-part of the organization to have an authoritative voice in the management of the organization. The dynamic governance method has three defining elements: consent, circle, and double-linking. These elements derive from the science of cybernetics, systems theory, self-organization theory, and fractal mathematics.

Dynamic governance is also quite distinct from the management concepts underlying quality circles, socio-technical analysis, organizational development, cooperatives, and employee stock ownership plans. While it applies the best financial and business management practices, it focuses on modifying or rewiring the autocratic power structure that is the backbone of modern organizations, whether profit or nonprofit.

Organizations using dynamic governance report increased innovation, productivity increases of up to 40%, reduction in the number of meetings, decreases in sick leave, and higher staff commitment to the organization. Both workers and managers like working in dynamically organized companies. Quite simply, businesses and organizations are easier to guide and seem to have an unusual capacity for initiative, self-regeneration, and repair. The method is operating well in organizations of up to 1800 people and substantially larger organizations re applying it on a limited basis. 

Some more resources about sociocracy here.

Focusing Lithuania

In partnership with Ann Weiser Cornell and Focusing Resources.com we develop Focusing network in Lithuania as a part of global community.

Focusing Resources, founded by Ann, is emerging as a worldwide community of many thousands of people learning and teaching Focusing with seminars, books and manuals, audio and video materials, and one-to-one sessions. Learn this powerful, research-based practice – you can even do it on your own – and get back in touch with the emotional wisdom of your body.

Contact for Lithuania: egle@talentsafari.lt

(both English and Lithuanian speaking)

Here are Notes from a participant of Focusing Level One

Leadership Mentoring

Trust is essential. That's no news. In trust we thrive and everything goes smoothly - goals are implemented, results are achieved, energy is released to act and create. Thus, for a leader the ability to build trust is a critical skill. As well as the knowledge and awareness about organization as a system. 

From time to time each leader has an excruciating need to talk to someone about what is going on in her/his professional life. Not to a family member nor a friend (realities are too different), nor a colleague (issues are confidential), nor a therapist (not really a life issue) ... Yet, there is a need:

- to achieve goals with your team, so that to increase the value of your business;

- to (re)build trust in teamwork, so that to improve results;

- to (re)create trust in the organizational culture, so that ideas emerge internally and the job is done smoothly.

Then you could use a conversation:

Your partner Eglė Daunienė

As a practicing change consultant and partner at TALENT SAFARI, my work is to help leaders in strategic change and organizing. This requires helping with cooperation, cultural understanding, team and trust building activities, management skills development. I do this mostly in long term engagements to ensure that the cultural change is achieved. 

Leadership Mentoring

In business companies I take a role of personal discussion partner to the leader. We discuss issues related to advancing his/her team. We discuss what questions need to be raised for the team to find answers to. I heavily believe that real change starts with a question and is only achieved when people figure it out themselves. 

Group facilitation

The other big part of my work is facilitation of group work (people from 3 up to 100+). The purpose of the group is often about how to find common language, agreements and consent, to learn to work together, find the right balance between competing and cooperating, so as to create innovative solutions. Here I draw on scientific knowledge as well as best global practices (like the Future Search, Open Space, World café). My personal executive experience helps me to make these sessions practical and effective.

Practical experience

In my practice I rely on my practical experience in business as well as most recent practice as individual and team coach and management advisor with extensive practice in management leadership, organizational and strategy development, creating and implementing strategy management tools, aligning organizational structure, processes and communication to meet strategic goals. I was a strategy director, a general manager and a board member in a billion size Lithuanian private company as well as a senior consultant in an international consulting firm. 

Scholarly research

I also find valuable insights from my research (as a doctoral student at ISM University of Management and Economics) where I focus on strategic change. My research interests are focused on systems thinking, organisational design, dialogue practices, strategic change through action inquiry.