Anyone who has ever been to a very small faraway town in the North, in the middle of the taiga, would never forget the way people live there. Despite the harsh climate and severe nature, local people are very helpful and open-hearted, and at the same time, they have strong personalities and team-working skills. Why did I decide to describe that from the beginning? Having grown up in that environment, I have developed all those traits since I was a child, so it can characterize me as a person. Apart from that, living in a rural area made me want to know our nature better. That was one of the main reasons I dedicated myself to studying biology fundamentals at the University. Moreover, it gave me an understanding of how fragile we are. This, in turn, helped me become more humane and compassionate. These qualities are not only important for someone who is a member of society but are also vital if we speak in terms of business and industry. Being able to put yourself in the place of your client or partner means that you can understand their feelings and needs better. Medicine and the health industry are spheres that require a humanistic and person-centred approach, and this is exactly my ideology – as a leader, as a manager, and as a human.
Behaviours in the "influence" category are linked with providing direction. They include developing a professional network, managing teams, making decisions and being motivated to get ideas across. These behaviours provide insight on a person's natural ability to mobilise others and the way they establish relationships.
Behaviours in the "Cooperate" category are linked to facilitating collective work. They include mediating interactions between people, solving conflict, making use of the team's resources, and providing support for others. These behaviours provide insight on a person's natural ability to evolve within a group.
Behaviours in the "think" category are linked to conceiving projects. They include designing strategies, identifying project risks, evaluating tasks and activities, and contributing new ideas. These behaviours provide insight on a person's natural ability to process abstract rather than practical concepts.
Behaviours in the "act" category are linked to obtaining results. They include launching projects, implementing action plans, monitoring outcomes, or controlling production quality. These behaviours provide insight on a person's natural ability to understand practical rather than abstract concepts.
Behaviours in the "feel" category are linked to controlling one's emotions. They include managing stress, investing one's energy, and radiating a positive vibe. These behaviours provide insight on a person's natural ability to express and channel their emotions in different contexts.
Lev Voloznev comes across as someone determined and strong-minded. He is proactive and always on the lookout for suggestions and initiatives to take his work forward. He has a flexible approach to his job and can easily handle change and unexpected events. The engaging way in which he presents his ideas leaves those he talks to in little doubt - you want to follow his lead. His leadership and passion for continual progress make him an extraordinary driving force in a team.
Lev Voloznev divides his energy equally between dynamism and stability. Some of his main drivers push him towards taking action and seeking stimulation. However, he also needs a certain stability and sound bearings in order to feel comfortable in a professional environment. It is important that he finds this balance in order to fully invest himself in his role.
Designing is an essential activity in which Lev Voloznev feels fully engaged. Contributing his imagination and ideas is crucial to him because he draws significant energy and passion from it. It is one of the key ways in which he finds satisfaction in his work.
Supporting others is essential for Lev Voloznev. He attaches considerable importance to creating strong bonds with those around him, and having their backs. On the contrary, he can find competitiveness frustrating.
Analysing is an activity that highly suits Lev Voloznev. He particularly enjoys understanding the links between data and being able to draw reliable conclusions. It is important for him that conducting analyses be one of the key tasks in the projects that are entrusted to him, so he can feel truly fulfilled.
Lev Voloznev is a manager who is visionary and listens to others. He's available when needed because - according to him - a leader should be interested first and foremost in the people he manages before worrying about results. He also positions himself as a guide, a reference point for the future project.
Lev Voloznev expects a manager to actively listen and define group objectives collectively. He is motivated by leaders who involve the whole team in the pursuit of goals. He needs a manager who gives meaning to his work, and who is less attached to intended results, focusing rather on the best way to achieve them.
Lev Voloznev thrives in cultures geared towards relationships and a collective spirit, where human aspects are prioritised, and everyone feels like they belong. This means environments where rules are adapted to ensure everyone's needs are accounted for, and where mutual respect is a top value. He avoids results-driven or data-driven workplaces, preferring cultures centred around collaboration and collective projects. He considers it important that this mindset be shared across the company.
Capacity to comprehend new and strategic subjects.
Tendency to take the time to make the most of available resources.
Ability to easily assimilate new concepts through analysis.
Brilliant from an intellectual point of view, Lev Voloznev tends to easily assimilate foreign concepts. He is able to understand new or complex subjects without needing to put them into practice. This means he can develop his skills by researching and reading on diverse subjects. He needs to be intellectually stimulated by his work, and might get easily bored otherwise.
Lev Voloznev's spontaneous nature leads him to learn by testing out concepts and techniques himself. He finds that the best way to acquire new knowledge is to first try, develop his understanding through failure, and then try again. He can sometimes lack patience. To assimilate new ideas or new knowledge, he first needs to experiment by himself.