During my seven years as a human resources manager, I came to understand how significant the influence of an organisation’s leaders can be, but also how vulnerable and limited that influence is. My primary mission within the organisation was therefore to support managers and help them develop their leadership capabilities.

In 2004, I joined the consulting company „Kitokie projektai“ as its fourth partner and embraced an experiential learning methodology that felt entirely right at the time—and still does today.

Leadership development became one of my main priorities in the field of learning and development. At the beginning of my career, the standard approach to training managers and executives was short-term: lectures and one- or two-day seminars covering either the fundamentals or specific skills, such as task delegation.

I also trained as a facilitator, focusing primarily on experiential learning, as well as Gestalt principles, forum theatre, reflective methods and related approaches. Such facilitator training programmes were usually long-term, often lasting ten days or more, and I experienced their impact very strongly.

This inspired the idea that organisational leaders also needed longer and more impactful development programmes. Together with colleagues from „Kitokie projektai“ and consulting partners from other organisations, we began developing leadership development programmes.

These programmes lasted several months, included assignments to be completed between seminars and covered the essential aspects of leadership. They work and have proved successful: participants regard them as highly valuable, while the organisations that send them also experience a positive impact.

At the same time, we feel that we can go even deeper—engaging participants more fully and helping them better understand and develop their individual leadership styles. We now have the experience and partnerships needed to create LeadInn.