ABOUT NAURIS SVIKA

Non-standard results can only be achieved through non-standard methods. The standard in leadership and teamwork is boring mediocrity, which anyone can accomplish.

WHY? Or as the modern term suggests—The Mission.
I aspire for more of our people, teams, leaders, and organizations to achieve the impossible and do so on a world-class level. I have had the honor of studying leadership and teamwork under exceptional mentors across various corners of the globe and developing programs for diverse individuals from 28 different countries. Together with my team, we have repeatedly evoked genuine amazement in people far beyond our country's borders. We can do it, and it’s not as complicated as it seems—if we are open to change, willing to embrace the new, and capable of “removing the ego-crown from our heads” or, conversely, “shedding the peasant mindset and tossing it far away.” Our genetics hold everything necessary for us to become world-class personalities in the 21st century.

Simplifying the Complex. Making the Theoretical Practical. In leadership and teamwork, the concept of "less is more" couldn’t be more relevant. Over 25 years, I’ve never seen a team fail to achieve its goals because of a lack of knowledge about some advanced leadership or team development theories. At the same time, I frequently encounter situations where everything falls apart simply because the basic principles of leadership and teamwork are ignored.

EXPERIENCE
One of the very few experts in the field who dares to combine the seemingly incompatible in their programs to achieve entirely new results. The standard is mediocrity, not excellence. An expert in leadership and team development with 25 years of team management experience. For 17 years, he has been active in the training field both in Latvia and internationally. Additionally, he has over 7 years of academic and pedagogical experience, beyond corporate programs, including developing course standards, criteria, and plans, as well as implementing them in adult education. He has also held leadership roles as head of training departments. Author of several books and publications, as well as the creator of the HR gamification tool DeMa. His practical and academic experience in team management spans both business and military environments, including deployments in Kosovo and Iraq. He regularly speaks at conferences and seminars.

It took years of carefully mixing MilBiz tools to create something outrageously different and remarkably effective because, in terms of values, business and military teams are quite distinct. Of course, the experiments continue, but even now it is clear that methodically combining the incompatible leads to innovation.

KNOWLEDGE AND SKILLS

Academic education is rooted in Business Psychology and from a Land Forces Military Academy. The foundation of practical knowledge has been built by combining years of experience with numerous specialized courses worldwide (including certifications in mentoring, coaching, train-the-trainer, and more). He has an excellent understanding of leadership and teamwork topics, as well as teaching methods, which he continually enhances. This ensures that programs are not only engaging but also highly practical and applicable.

METHODS AND PRIORITIES
Programs are designed as training sessions, replacing the ideological phrase “I’ll tell you how” with “Let’s train together here and now.” Individually tailored methodologies incorporate two "Delta" systems:
-Delta 1 ensures that even the most mundane topics are presented in a motivating, developmental, and engaging manner.
-Delta 2 guarantees the application and retention of acquired knowledge and skills through elements of emotion, changing environments, and the "journey traveled."
The programs are typically more challenging than everyday tasks, making this approach ideal for organizations operating under demanding conditions, while automatically raising the quality of routine processes. In all programs, the TOP 3 priorities are: Goal, Applicability, and People.

My goal is to provide program participants with the necessary skills, attitudes, and insights in the way that is most suitable and understandable for them. That’s why we avoid theoretical lectures and the use of complex terminology.

FREEDOM
Some company teams call me a leadership shaman. I can only smile at this, as I no longer see myself as an academic lecturer or part of the coaching circles. Why? Because I prioritize methodological freedom over rigid (and often limiting) operating principles. In my work, I choose from a wide range of tools, which gives me the freedom to design and implement effective solutions tailored to specific situations. That’s why one day you might find me with program participants in seminar rooms, and the next night, we’re soaked and exhausted, working in the middle of a swampy forest.