6. moodul Sven Grünbergiga: Koolijuht kui eeskuju, aprill 2013
Meistriklassis “Koolijuht kui tõrvikukandja” arutlesime helilooja ja filosoofi Sven Grünbergi eestvõttel hariduse rõhuasetuste üle. Tõdesime taas kord, et kool, milles lapsed ja noored veedavad suure osa oma ajast, ei ole praegu suunatud mitte niivõrd targemaks ja paremaks saamisele, kuivõrd ainete omandamisele.
Südametarkus sünnitab headust, rumalus sünnitab kurjust. Nii on kõigil meil, kes me oleme inimesena sündinud, kohustus targemaks saada.
5. moodul Roman Baskiniga: Koolijuht kui lavastaja, märts 2013
“Head näidendid kõnelevad meist, halvad näidendid kõnelevad teistest”. Adolf Šapiro. – kas see on ka koolis nii? Meistriklassis “Koolijuht kui tõrvikukandja” oli 5. mooduli külalisprofessoriks Roman Baskin. Mõttemäng teemal “Koolijuht kui lavastaja” oli väga inspireeriv.
4. moodul Jaan Kaplinskiga: Koolijuht kui paradokside lahendaja, detsember 2012
Meistriklassi 4. moodulis kõneles külalisprofessor Jaan Kaplinski koolijuhist kui paradokside lahendajast. Oskus elus paradokse näha laiendab “mängumaa” piire oluliselt. Paradoks on see, et me teame, kui väga vajab 21. sajand loomingulisust, aga kulutame (kooli)aja just vastupidise treenimisele.
3. moodul Mart Saarmaga: Koolijuht kui teadlane, november 2012
Koolijuht kui teadlane – miks? Aga tema ülesanne on üles leida andekad õpilased – ja ainult andekate inimeste tegevuse tulemusena ehitatakse üles ilusaid ja rikkaid riike. Koolijuhtide meistriklassi “Koolijuht kui tõrvikukandja” 3. moodulis kõneles maailmakuulus neurobioloog prof. Mart Saarma koolijuhist kui teadlasest.
2. moodul Michael Gallagheriga: Koolijuht kui strateeg, oktoober 2012
Meistriklassis “Koolijuht kui tõrvikukandja” oli 2. mooduli teemaks “Koolijuht kui strateeg”. Küsimus haridusest, mis annab igale lapsele võimaluse meie kiiresti muutuvas maailmas olla edukas ja õnnelik – see on riigi tuleviku strateegiline küsimus. Koolijuhtide meistriklassi fookus oli, kuidas tuleviku strateegiat kommunikeerida olulistele huvigruppidele, sest ainult koostöös nendega hakkab strateegia elama ega jää kausta kaante vahele elutult lebama.
1. moodul Aleksander Pulveriga: Koolijuht kui inimene, september 2012
Koolijuhtide meistriklassi “Koolijuht kui tõrvikukandja” 1. moodul “Koolijuht kui inimene” professor Pulveri vaimukal ja vaimurikkal juhendamisel Tartus, Estonian Euromanagement Institute’is. Koolijuhid kõnelevad haaravalt sellest, mis ei lase koolijuhil tegelikult õnnelik olla ja mis teda õnnelikuks teeb – kui inimest, juhti ja ühiskonna liiget.
Selles videos, mis on filmitud 2012.aasta kevadel enne meistriklassi algust, kõneleb prof. Pulver koolijuhi kolmikrollist ja psühholoogia võimalustest selle ülimalt keeruka rolli mõtestamisel ja mängimisel abiks olla.
Dr. Toomas Kornet, Partner, Semetron
Negotiation Technology – course itself: Luxurious, enjoyable, useful – different tuition style and rhythm.
Application: Systematic, well applicable in leader’s everyday life.
Total: Valuable! Development starts when you get out of your comfort zone. This masterclass gives you skills and courage to do that.
Ergo Neeme, CEO, Balti Veski
I like Steve Jobs’ quote: The journey is the reward.
To keep the journey moving with great energy, I daily use the Negotiation Technology lesson how to “wrap” a negative opinion or feedback into positive so that the other party would not freeze into defense. If you barely bring out the negative, then others will withdraw and sit in trenches… and there will be no journey!
My second daily habit from NT is strategic planning. If you have skills and courage to think clearly: what is the worst that might happen as an alternative to your plan A? – then further decision-making is much easier. Both, in professional and private life.
Dr. Ruth Oltjer, CEO, Chemi-Pharm; Ernst & Young Entrepreneur of the Year 2012 Winner; Ernst & Young World Entrepreneur of the Year 2015 – Member of the Jury
From the Negotiation Technology I use planning daily – and effectively.
Before every negotiation I determine our minimum and maximum outcome. What is the absolute minimum, below which the cooperation will not make sense for us, and the maximum beyond which it would not make sense for the other party.
Negotiations may take an unexpected turn. We use our own sign system in our negotiations team: when the lead negotiator decides to change direction, then the other members do not get confused, but understand instantly and go along with the ride.
Professor Allan Gibb, OBE, Durham University, Queen's Award for Enterprise Promotion for lifetime achievement, European Entrepreneurship Education Award
The essence of all successful entrepreneurial business development lies in ‘know who’ and the successful development of ‘trust based’ relationships. This demands a constant process of learning and education of all key stakeholders and external decision makers. The skills needed for this process are at the centre of this programme.
An essential element in success is selecting who to deal with and who to learn from. The Estonian Euromanagement Institute is itself an examplar of successful development of key relationships over more than two decades.
Anja Rouhiainen, former General Manager, Enics Eesti
When working as General Manager in Enics Eesti, the company’s output, sales and personnel were growing fast. There was a lot of new persons as well as new international customers.
We decided to train our managers, engineers, specialists and team leaders. In Euroman we had programs of co-operation, negotiation, problem-solving, teamwork etc. We had many interesting discussions with Marju before and during the trainings. She was always most inspiring giving us visionary ideas. Her approach to training was energetic and full of development capacity. She kept participants very well in action. I do recommend the innovative and creative training programs of Euroman and Marju!
Sigrid Kivimäe, Sales Manager, Siemens Healthcare
Women are not as self-confident as men – at least in business settings. We would like to do things in the right way. I have to confess, I was rather skeptical before the course. But the masterclass surprised me pleasantly: all of us, experienced leaders and managers, came out of our comfort zones. At the Negotiation Technology course I really learned how to “read” my partners. This is a necessary precondition for the result – we both feel like winners when we raise from the negotiations’ table and shake hands.
Gay Haskins, former Director General, European Foundation for Management Development (EFMD), and Associate Fellow, Saïd Business School, University of Oxford, UK
I have visited many of Europe’s leading management schools.
The Estonian Euromanagement Institute is certainly one of the most creative and innovative.
Its Director, Dr. Marju Unt, has introduced many outstanding programmes. She is an inspirational leader, with visionary ideas.
Priit Anton, VP, Earth observations, Reach-U
What often happens: after the course is over, emotions fade and the course folder lies unopened in the drawer. This did not happen after Negotiations’ Technology! I started using NT right away, and have done it daily – with growing joy.
Business is relationships (Peter Drucker). With NT we have grown our company in different ways.
First: in the market: from competition to collaboration. If you are partnering – instead of competing and fighting for survival – both parties can grow from their strengths, become more prosperous. This frees time for thinking.
Second: inside the company: form dictatorship to diplomacy. Third: inside the family: I found surprisingly that parenting the teenager the NT skills came very handy.
Annemari Muru, Head of Structural Funds Agency, Archimedes Foundation
Before coming to the Negotiation Technology course, I thought that I knew quite a lot about negotiations. And about relationships in life in general. – I was wrong! I realized that I knew a lot less than I thought.
Yes, the focus was negotiation skills. But the real value came to me at the end of the course: I realized that every situation in life, work, family etc – reflects my own inner balance. Surprisingly often we think we know, but actually do not know what we want: what is important and why. Success in negotiations is not how well we bargain with the other party, but rather – how well we know what we really want, and why.
Ats Alupere, CEO, Siemens Estonia
Negotiation Technology has sharpened my eyes about seeing the possibilities in situations where you normally would not dare to go. It has been particularly valuable when something has not gone the predicted way – like it sometimes happens even in the best-planned big projects! Fixing the errors, keeping relationships, not going into crisis… these are the real benefits, which have tremendous value.