He gained invaluable experience as a candidate for president of the Olympic Committee of Slovenia. It was then, unknowingly, that he opposed the system. A circle that operated for almost 40 years in the same composition, under the same rules, and as a result, of course, did not grow or develop. In essence, when he ran as a foreigner, he fell into a strongly connected “community” or, as we understand it in modern political and economic jargon, into the ego-lobby. Krajnc also defines ego-lobbies by finding their place in the system of natural order. “Lobbyists” or interest groups were not created in a planned way, nor are they any professional groups, but exclusively people for whom this is the only meaning of life. So the ego-lobby is basically something natural. Even their life cycle is completely natural until they start endangering others with it.

When an individual within the ego-lobby satisfies his need, he withdraws from the association or at least it is no longer exposed to such an extent. Or, as Krajnc cleverly claims, if we do not put our personal goal first in life, we will never be satisfied, but we will constantly look for meaning in work, hobbies, others. True ego-lobbyists are therefore those who connect in a lobby in order to live out their meaning of life through it. These lobbyists are not primarily about money, but about their ego. Such ego-lobbies usually do not have a major function and are natural up to this stage of development, and therefore harmless. An important and harmful deviation, the danger of abuse, the onset of violence occurs when lobbies, through their actions and opinions, gain a very strong influence on those who lead and decide. In the decision-making function, however, we have predominantly older people in the modern economy who enjoy a reputation in the association, the lobby, and the wider society, and it is fair to point out that they created it with their own history. The rest is done by human psychology. Because of it, the company appreciates someone who has been around for a long time. Even though it hasn’t essentially moved for decades, in which both technology and methodology have overtaken it. We all lose because of people like that. And it is this covert violence perpetrated against humanity every day by a handful of influential people in positions of power that actually sustains an unsustainable system, for without that system it also remains without real power.

Krajnc has derived the definition of ego-lobbies or associations from his own experience, due to which he left his homeland (the Republic of Slovenia) and due to which the desire to return also dried up. Because a system that is not working, that is not effective, wanted to make him adapt, to subjugate. Such a system, Krajnc notes, paradoxically saves the world by being trapped in various psychological patterns that have outgrown national patterns. People in a position of power in such a system will do anything to prevent change.

This moment, this awareness, is a valuable discovery from which Krajnc derived the theory that if he wants to change the system, he must change it from within. Why? If a signal comes from outside, the system just shuts down even more. On this basis, important foundations have been laid for the methodology of personal growth, which he named Sirius Personal Transformation, which expands through the transfer from the individual to the organization in which the individual operates. And from this a dynamic leadership model has developed. The dynamic model is therefore either one or two transformation processes. It can be completed after Sirius Personal Transformation, after the advice and transformation of the director, manager, but this process can, if necessary, continue with Sirius Business Transformation, i.e. in the company, in the organization. This phase mostly depends on whether the company also needs changes.

Today, the most important thing is to get to know ourselves well, because only in this way can we manage ourselves and our surroundings without being an eternal victim of foreign influences. Krajnc’s key finding is that people most often make mistakes because we set material, business and status goals, while forgetting about our needs and primary potentials. With this way of thinking and acting, we become prisoners of the material world and others. After a detailed study of natural phenomena, Krajnc has proven that nature makes every change in seven steps, so the method of personal growth Sirius Personal Transformation takes place in seven modules. The target group for this kind of approach to personal growth is fascinatingly large: it is aimed at those who run various programs / therapies / treatments, so that they themselves will understand what they are really doing. Contribution means parents who, with its help, understand the stages through which children grow up and will therefore find it easier to guide them. It is an orientation for managers who place great emphasis on human resources development, as this is the only way to truly understand which phases they need to promote employee development and how to react at a certain stage with the goal of attracting individuals without feeling exploited or they are even violent in promoting their potentials that serve to achieve the organization’s goals.

Not only the method, but also the approach itself is innovative and connects natural laws with those by which the human psyche operates. Krajnc successfully initiates a system of cleaning “psychological garbage” as he calls everything that does not belong in an individual’s life or it obscures the individual’s view. Exceptional added value, which has always been a fundamental guide for Krajnc, regardless of the approach or the model according to which he transfers his knowledge to fellow human beings, who, like himself, feel an unstoppable need for change, is to teach the individual to transfer the acquired knowledge to others without them even realizing that we are changing them. In this way, change prospers in an environment that is open to change. As the most valuable result of the first phase of the personal journey, we see the fact that the individual begins to accept himself, because in the next phase follows the knowledge and tolerance of our own emotions, which we do not distort because the social environment demands it and wants to (violently) uniform us.

In the eyes of the proponents, the next phase is important for the wider long-term well-being of society, namely through the awareness of oneself and one’s emotions, the beginning of creating an awareness of one’s own responsibility and influence on the environment. An individual confronts his ego, gets to know it, and learns to manage it. We understand this phase as the key to creating an economy of coexistence and progress, as the individual becomes fully aware of all his responsibilities, does not look for excuses, but takes responsibility into his own hands. For the first time, we can say that we are free.

We now know exactly which path we need to go to reach the desired goal. The strategy we create at this point is most often realized. We rewrite the rules of life, set moral and ethical standards, and redefine freedom as a key postulate of democracy and the development of Western modern society. We live a completely different life, which still requires up-to-date corrections of the strategy from the individual. Namely, Krajnc does not forget the influence of society on the individual. Society has not yet changed because of the individual, but the individual perceives it differently – above all, he no longer has false expectations of it. If we can afford a bit of idealism, in this phase Krajnc brings the individual to a stage in which he knows how to stand up for himself to live his dreams.

Krajnc’s finding that learning is in fact a life mission through which we get to know ourselves and others is of great value, which is why we can work with them without stressful situations, in accordance with the predictions. We see the sustainable effect of this kind of growth personality in the virtues that the business world lacks today, but we will have to return to the foundations of the economy if we want the system in which we live and operate today to survive and develop according to its potentials for the better: see simple solutions in all crises or critical situations, maximum use of time, clear goals, business goals that are subordinate to personal, separation of personal and business life, absence of negative stress, development of personal potentials, clear communication, evenly distributed responsibility.

Before embarking on the analysis and discovery of the incredible potential of a dynamic leadership model, we cannot ignore the nominee’s engagement in child development and gender equality. Milan Krajnc is aware that the patterns we acquire in childhood define our life path. Therefore, for the little ones, he created a virtual hero Knight with a Flower,which offers children all the answers that adults hide from them, and motivates parents to promote children’s creation and freedom, of course by clearly defining healthy boundaries. The more children grow, the bigger mirror we have in front of us.

But it is also necessary to look deeper, and this fascinates Milan Krajnc over and over again. The point of the Knight with the Flower is not to brighten the day for the girls, but to teach the male part of the planet earth to be Men and the girls to make Women. This, Krajnc notes, is the most critical part of the current moral and economic crisis – we are not up to the times and desires. This time the prism is inverted. Men made a big problem because they forgot about themselves for so long that women went ahead in all respects. In fact, we are witnessing a completely natural development – women have gone on in their natural rhythm, and men have wanted to keep them in their helplessness with various forms of violence. That is why women today want someone who is, in all respects, intellectually, financially, organizationally, “stronger” than them. Their natural path is to follow. Not through violence, but with a sincere desire for personal growth, men can redevelop this sense, which will also be recognized by a woman. Then we will be able to talk about gender equality in the true sense of the word, not about an artificially created phenomenon that needs a legislative basis in women’s quotas and similar instruments, with which we will never equate the relationship and position of both sexes.

All the changes that an individual makes to himself and his thinking are also reflected in his realization in society, especially in the organizations in which he realizes his potential. Therefore, personal growth is a very important component of the dynamic leadership model developed by Krajnc as a tool with which it also helps various companies and organizations to find the right path to achieve the hard-to-achieve breakthrough.

When the system is healthy, usually only a leader has to take a few steps forward to work better, maybe look at things more broadly, with the help of someone else, someone who is not involved in the processes. This is in cases where the director acts from the heart, according to his nature, and not on the basis of his complexes and ego. When people are part of a system for many years, they lose the bigger picture. Through targeted counseling through a dynamic leadership model, Krajnc broadens their horizons and helps them see. It actually only shows them what they overlooked. He points out the importance of individual / organizational acceptance of change, as hiring a consultant alone does not solve the problem. To make a difference, everyone has to do their part. The process is based on complete trust and openness, as sometimes it even turns out that the most optimal solution is for the director or manager to retire. into some other “story”.

As Krajnc notes, leaders are narcissistic. As many as 99 percent of them expect praise in all circumstances, even when they need help because they have gone astray – praise themselves. It is important to know when and what to praise. In the transformation through a dynamic leadership model, however, the most important thing is for the leader to get a realistic picture. In doing so, Krajnc, unlike other consultants and authors of transformation models, strictly avoids causing pain. This means that the real picture does not judge, it confronts the individual only with the facts. And also the decision of how to proceed is left to the individual. Transformation, Krajnc is convinced, only makes sense if the individual shows interest in why it has come so far. The question of why is crucial – means the individual’s will, sincere intention for change. This model does not contain coercion, necessity, violence.

A dynamic leadership moder is a business model of management, organization and communication of a company, which does not allow the personality of those who create the business process to influence it. The whole model is based on the laws of nature. It was created empirically, based on the author’s own experience and knowledge, which he acquired as needed. Over the years, he upgraded his knowledge and skills and came to an important conclusion, which is actually the foundation of the model – the personality that personality of the director mostly influences the process. From thermodynamics, it was known that a body with higher energy affects bodies with lower, which adapt to it, and from metallurgy, that you can change the composition and structure of the body if you press on it long enough and persistently. He found that perseverance pays off for principals – if he turns the educational process into a counseling and therapeutic one, he manages to change their patterns of behavior and eliminate the causes of acute problems. He knew that communication had to be regulated as a stream flow, slowly, not by shock, through dams. And if it slowly changes behavioral patterns, it will also affect changes in business processes.

He called the process of change without shock a dynamic leadership model. Namely, psychological exercises and organizational approaches take place throughout the entire process, with which we free ourselves from the burdens of the past in seven phases. Then we realize that the whole world is in us and that we just have to develop ourselves – from ourselves! Thus we can find a mission and develop the bright side of our lives.

Krajnc emphasizes the importance of another, otherwise extremely important in the 21st century, but often overlooked skill – communication. Enough communication and proper communication maintains a healthy relationship at all times. Also in organizations and companies, where relationships between employees are built through communication. He named this communication a dynamic communication model and from it, as a logical consequence, if we take into account the importance of communication and its impact on everything we do in life, a dynamic leadership model gradually developed.

Krajnc devoted a lot of time to studying the processes that take place in organizations, and found that over time, the processes in the organization usually become the characteristics of employees. If work processes are adapted to the individual, the essence of the process is lost. With a dynamic leadership model, all perceived anomalies are identified and transformed in a way that is acceptable to both management and employees. With it, we enable the development of the work environment, which at the same time encourages the personal growth of employees. The dynamic leadershipmodel is not just a tool for introducing changes in the company, but it is primarily a way of working and communicating in the company, where it is clearly defined who does what, who is responsible for what, who communicates to whom and how information is passed on. The dynamic leadership model allows information to be manageable, to establish monitoring and for each individual to face their own responsibilities within their workplace. Through a dynamic leadership model, we teach employees to clearly express and understand information. Or put in the jargon of nature,everything falls into place.

Although the processes in organizations are similar, a dynamic leadership model cannot simply be transferred from one organization to another – it must always be established for a specific organization or company. When the dynamic model communication becomes the predominant part of the organization’s operations, it has reached a stage of maturity. This is a turning point when we have made all the planned changes in the organization, when both the management of processes and information is transparent. And only from this point on we talk about the overall operation of the organization according to a dynamic leadership model.

The dynamic leadership model has great potential to change the modern economy into a fairer and less violent one, also because it is useful in turbulent times, when change is the only constant, and it is also effective in calm, stable periods if we want to set out changes and consequent progress, personal and / or business. Krajnc sees the business process as a laminar flow (flows are tidy and smooth), and personal life as a turbulent flow (flows move over time, and vortices can be created from them). Although it would be optimal for personal and business life to run in unison, laminar and turbulent flows can in no way be combined into one according to the laws of physics, but laminar flow sooner or later becomes turbulent. According to Krajnec, the relationship develops and grows through communication.

If communication is absent or unclear, problems arise. If we continue to operate according to laminar rules in a dynamic process, complete chaos ensues. Therefore, a way had to be found for a smooth transition from one mode of work to another. Based on many years of experience in consulting middle and top management, understanding physical laws and knowledge of scientific methods in the field of process management, information and employees, the scientist has developed a dynamic leadership model to help companies or organizations. The transition from one mode of work to another in the classic or till now  established methods causes a shock, which usually creates delays in the work process. Shock, and consequently stress, is by no means the goal of introducing change.