ENGAGEMENT How to make changes that benefit your organisation & your employees via the Management Shift


When Professor Dame Vlatka Ariaana Hlupic took the stage at the Think Global People & Relocate Gala Dinner & Awards Ceremony at Glaziers Hall in London, she didn’t begin her keynote speech with statistics or corporate jargon, writes Marianne Curphey.


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nstead, she began with a story of how as a young girl in Croatia, she had set up a homemade blackboard in her living room in order to help her friends with their homework after school.


“That was the beginning of my conscious leadership


journey, and of a life of service, empowerment and education,” she explained. Professor Hlupic then summarised her findings from three decades of academic and corporate research, and explained how different layers of organisational culture can motivate or destroy employee enthusiasm and business innovation. Her message was clear – if you change the way you lead, you can dramatically improve innovation, performance, and profit, and see real change within a short time period in your professional life and in your organisation. The journey towards more inclusive leadership and a happier and more productive workforce is made possible by what she calls The Management Shift.


THE CHANGE TO LEADERSHIP PRACTICE THAT DELIVERS OUTSTANDING RESULTS Professor Hlupic has distilled years of interdisciplinary research into a simple yet transformative model, which is a four to five level framework that maps how individual leaders and and organisational cultures evolve. “Every level is characterised by specific thinking


patterns, and by emotions, energy, the language used, leadership style and organisational outcomes,” she explained. “We can't skip the levels. We can only go up one level at a time, but there are pockets of different levels within the same organisation. Once you understand this, you will not be able to unlearn it or unsee it. You will start seeing the world through lens of these five levels.” Her methodology begins at Level 1, where


organisations have a lifeless mindset and an apathetic culture. Think fear, toxicity, and stagnation. Employees at this level often suffer in silence, and there is no innovation or collaboration, no sharing of ideas, and no enthusiasm for work or workplace culture. “Not much gets done,” she said. “There is a lot of


fear and worry and blame. It is a very unhealthy place, and nobody likes to be there. People just want to escape.” Level 2 is barely better. It is where employees do the


minimum. They show up in body, but their minds are long gone. “They would rather do anything else but being at


work,” she said. A quick nod to the television series The Office explains the point – these workplaces have a culture of clock-watching, cynicism and avoidance. “At Level 2, the mindset is reluctant, and culture is


stagnating, and this is where people do a bare minimum, just to be paid, Professor Hlupic says. “They bring their


FROM APATHY TO


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