Name: Milos Petrovic

Title: Chief Operating Officer

Organisation: OIP

Milos Petrovic is an accomplished business executive with extensive experience in operations management and leadership roles. Currently serving as the Chief Operating Officer (COO) since May 2022, Milos is responsible for monitoring the overall performance of the company. He oversaw multiple clients and fostered strong client relationships, contributing to the OIP's growth and expanding the client base. Additionally, he is representing OIP at business insurance conventions and plays a key role in the HR and new hires' selection process. Milos is married with 2 kids and a passionate football fan.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Milos's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

One of the most common challenges for me is effective communication. Ensuring that my team members understand the vision, goals, and expectations. Additionally, balancing the needs and interests of different team members, managing conflicts, and making tough decisions are also common challenges I've been experiencing day to day.

2. How did you become a leader? Can you please briefly tell the story?

It all came naturally to me. I joined the organization in 2013 and started with the entry position. My philosophy has always been the balance between hard work and well-being. I was always passionate about winning and not just concerning the results, but also having small day-to-day victories making the job fun and entertaining. I think motivation plays a key role in becoming a successful leader, I was always available for my teams, not holding their hands but creating a positive environment so they can grow inside their roles. Year over year, I’ve been climbing the ladder of success and moving from Team Lead to Senior Team Lead to Assistant Director, to Director of Operations, and finally to Chief Operating Officer, managing the 800+ organization’s business.

3. How do you structure your work days from waking up to going to sleep?

Trying to strike a balance every day. I think everyone needs a good sleep to be the best version of themselves. I wake up early, 6 am to 6.30 am each morning, good breakfast, and do quick exercise before starting the day. Each day has to have an agenda, things I plan to accomplish, and start ticking off each item as the day progresses to have a sense of accomplishment. The end of the day is strictly reserved for my family, spending time with my kids and telling them good night stories before they are asleep. Glass of beer or good wine before bedtime TV series, or watching movies with my wife.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A rigid, top-down approach may not always work in dynamic situations. You need to be open to new ideas, and feedback from your colleagues. Try to adapt as much as you can as that skill will inspire your teams and give them a strong sense of stability and purpose during challenging times.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Jim Collins' "Good to Great" has left an indelible mark on leadership. Published in 2001, the book's insights have resonated deeply with leaders and organizations. It champions the concept of Level 5 Leadership, where humility and unwavering determination merge in leaders who prioritize their organization's success over personal glory. The Hedgehog Concept underscores the power of focus, urging leaders to concentrate on what they excel at, what fuels their economic engine, and what they're passionate about. The book also introduces the Flywheel Effect, emphasizing the value of sustained, consistent effort. Its profound influence continues to shape leadership and organizational strategies.

6. If you could only give one piece of advice to a young leader, what would you say to them?

Trust the people and the process.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

In January 2019, I embarked on a mission to accelerate the growth of our Nis office. Over three years, I dedicated myself to enhancing the office's leadership and significantly expanding our business. Upon my arrival, our team consisted of just under 100 employees. However, by the time I concluded my tenure in August 2022, we had achieved a remarkable milestone, with over 300 employees and a well-defined organizational structure under successful, established leadership. This journey culminated in the honor of receiving the prestigious Development Manager of the Year award in Serbia.