Who in companies most often resists agility? Are they those with the most experience, the most responsibility, or perhaps those who don’t believe in change? And how does Nelt respond to such resistance?
Resistance to agility most often comes from those who have been in existing systems the longest, regardless of their level of experience or responsibility. These are often individuals who strive for stability and predictability, and believe less in change. At Nelt, if such resistance does occur, we respond to it with open dialogue, education, and the inclusion of all levels in the transformation process. We believe that change happens through understanding and co-creation of solutions.
In a world where disruptive changes happen quarter after quarter, it is increasingly about the resilience of leaders, not just their speed of reaction. What does it look like to build leaders who do not "shoot" under pressure, but know when to stop, when to reset and how to start smarter?
In an environment where change is constant and often unpredictable, building a resilient leader involves much more than quick reactions — it requires awareness, emotional stability, and the ability to recognize the right moment to slow down and reset. At Nelt, we nurture leaders who develop self-reflection, manage energy, not just time, and know how to delegate, listen and learn. Through development programs, mentoring and a culture of support, we build leaders who do not "snap" under pressure, but use it as an opportunity for a smarter and more sustainable step forward.
Agility is often used as a buzzword, but the question is rarely asked: what if someone is simply exhausted from constant adaptation? Do companies even set limits on agility requirements, or do they expect everyone to be “ready for anything” all the time?
Agility does not mean constant availability or continuous adaptability or change – it is above all the ability to embrace change in a sustainable way. We are aware that excessive demands can lead to exhaustion and loss of focus. At Nelt, we look at agility through balance - clearly set priorities, autonomy in work and a culture of trust. We don't expect people to be "ready for anything" all the time, but to know when it's time to take action and when to take a break. True agility comes from stability and healthy boundaries, not exhaustion.
When was the last time your organization changed a rule or practice because it really listened to its young employees? And did that change really bring you a better result?
At Nelt, we believe that real change happens when all voices are heard — especially those of young employees who often bring a fresh perspective and bravely ask the not-so-easy questions. One of the latest changes at Nelt came from a suggestion from our younger colleagues — they initiated the use of AI tools in everyday work. Instead of remaining just an idea, the suggestion was seriously considered and very quickly implemented through specific operational processes. This example not only confirms the value of listening to young people, but also shows how openness to new approaches contributes to accelerating digitalization and strengthening an agile culture in the company. These experiences confirm that listening to young people is not only symbolic, but also strategically correct.
In many markets today, leaders are not measured by profit alone, but by the culture they leave behind. What would you like to be said about you one day: that you built a system that was fast, efficient, or that you built a system that people want to stay in?
One of our company values is caring about people, and a healthy work environment and atmosphere is what we not only strive for, but also strive to have. We believe that long-term success is only possible if the system is not only efficient, but also sustainable and humane. That is why we would like to be said one day that we built a culture in which people wanted to stay - because they were seen, appreciated and had room to grow. We take care of our employees, who through our system have the opportunity to undergo numerous development trainings, to educate themselves, develop and constantly learn. Speed and efficiency are important, but they are the result of the right culture, not its goal. Because what true leaders are remembered for is not only what they have achieved, but what kind of organization they have left behind.
Why is Leader Roots important to you? Not as a PR platform, but as a space where Nelt sees an opportunity to change the future of leadership, in real teams, in real workplaces, among real people?
Leader Roots is important to us because it is not designed as a showcase for success, but as a real space for growth — where leadership stops being theory and becomes practice. It is a place where we test ideas, learn from concrete challenges and build leaders exactly where it is needed most – in everyday teams and real business situations. For us, the future of leadership is shaped through dialogue, trust and shared steps that we take with real people.
