Dynargie Greece

“I didn’t expect them to see me this way.” It’s one of the first reactions we often hear when leaders receive their 360° feedback. Followed by: “They’ve misunderstood my intentions.” “I think I know who wrote this.” And it’s understandable. Feedback can be uncomfortable - especially when it challenges the way we see ourselves. But there’s a crucial shift that can change the entire experience: Stop asking: “Is this feedback fair?” Start asking: “What can this feedback help me understand?” This is where the Johari Window becomes so relevant. 360° feedback can reveal our blind area—behaviors others experience that we may not recognize ourselves. We may intend to be decisive but be experienced as controlling. We may believe we give autonomy, while others experience a lack of guidance. The goal isn't to prove who is right. It’s to understand the impact of our behavior - and turn that insight into action. Pause. Look for patterns. Separate intention from impact. Then act. Leadership growth often starts with seeing what we couldn't see alone. www.dynargie.com #Dynargie #DynargieGreece #HumanSideOfBusiness #Feedback

We are delighted to be partnering with Mellon Group on a new Sales Development project, focused on strengthening the influence and effectiveness of its sales teams. Together, we are working on key capabilities such as personalized selling, consultative selling, understanding different buyer profiles, and negotiation, helping teams adapt their approach, communicate value more clearly and build stronger client relationships. The program is designed around Mellon’s real sales environment, combining practical exercises, tailored content and opportunities to apply new skills to everyday client interactions. At Dynargie Greece, we believe that sales effectiveness goes beyond knowing your products and services. It is about understanding your client, creating value and knowing how to influence the conversation. We would like to thank the Mellon team for the trust, openness and active engagement throughout this journey. We are happy to be part of this collaboration and look forward to seeing these capabilities translate into impact in action. #Dynargie #DynargieGreece #MellonGroup #HumanSideOfBusiness #PersonalizedSelling #SalesDevelopment

Only 21% of employees strongly agree that the performance metrics they are measured on are within their control. That’s a powerful reminder when setting goals and KPIs. A good KPI should help us understand whether we’re moving towards the goal, and it should measure something the person can meaningfully influence. Because if we measure the wrong things, we may end up evaluating (and rewarding) activity or outcomes that employees cannot fully control. The question isn’t only: “What should we measure?” It’s also: “Can this person actually influence what we’re measuring?” What are your thoughts on this? www.dynargie.com #Dynargie #DynargieGreece #HumanSideOfBusiness #GoalSetting #KPIs

“Our KPI is +15% sales.” I hear this often from managers when we train them on goal setting, either as a stand-alone training or as part of training on performance appraisals. But is it a KPI or a goal? A goal defines the result we want to achieve. A KPI helps us measure whether we are moving towards it. For example: Goal: Increase sales by 15%. KPIs: Number of visits to potential clients, number of cold calls, average order value, customer retention. Why does this distinction matter? Because goal setting is one of the most critical steps in a performance appraisal. If the goal is unclear, how can a manager fairly assess whether someone has performed well? And if we measure the wrong KPIs, we may end up rewarding activity rather than performance. www.dynargie.com #Dynargie #DynargieGreece #HumanSideOfBusiness #GoalSetting #KPIs

We were pleased to be part of the Learning & Development Conference 2026, where Takis Morfis, Managing Partner at Dynargie Greece, shared insights from our recent Accountability Survey and opened a broader conversation around the topic. The research brought together the perspectives of professionals across different roles and organizational levels from 32 organizations across 12 sectors of the Greek market, providing a broad view of how Accountability is experienced across different organizational contexts. Rather than looking at Accountability simply as individual responsibility, the session explored what happens when we look at it as an organizational capability - one shaped by #Ownership, #Answerability and #Consequences. The research brought interesting perspectives to the surface: differences in how Accountability is perceived across organizational levels, the gap between initial expectations and everyday experience, and the challenges organizations face when it comes to speaking openly about performance, mistakes and commitments. A special thank you to everyone who took the time to participate in our survey and share their perspectives. Your input made this research possible and helped bring a richer, more representative view of Accountability across the Greek business landscape. What does Accountability look like in your organization? And where do you see the biggest opportunity to strengthen it? We’d love to hear your perspective. www.dynargie.com #Dynargie #DynargieGreece #HumanSideOfBusiness #Accountability #LearningAndDevelopment #OrganizationalCulture #HR #LDC2026

“𝗦𝗵𝗼𝘂𝗹𝗱 𝗜 𝗴𝗶𝘃𝗲 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗻𝗼𝘄, 𝗼𝗿 𝘄𝗮𝗶𝘁?” My first instinct was to address immediately a mistake made by someone on my team. However, I saw his disappointment, and I wondered why. Isn’t that what good managers should do?” This is a common question we hear from people managers, even from experienced ones, concerning feedback best practices. There’s a difference between 𝗴𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗾𝘂𝗶𝗰𝗸𝗹𝘆 and 𝗴𝗶𝘃𝗶𝗻𝗴 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆. If you’re frustrated when you start the conversation, your “feedback” can easily sound like criticism. And once the other person feels attacked, they stop listening and start defending themselves. So we discussed a simple practice in classroom:𝘁𝗵𝗲 𝟮𝟰-𝗛𝗼𝘂𝗿 𝗥𝘂𝗹𝗲. 𝗪𝗮𝗶𝘁.Give yourself some space. 𝗥𝗲𝗳𝗹𝗲𝗰𝘁.Was it a one-off mistake or a recurring pattern? 𝗧𝗵𝗲𝗻 𝘁𝗮𝗹𝗸.Approach the conversation when you’re calm enough to focus on development—not frustration. Because feedback isn’t effective simply because it is immediate. 𝗜𝘁’𝘀 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗿𝘀𝗼𝗻 𝗶𝘀 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗶𝘁. Have you ever regretted giving feedback too quickly? Let’s discuss. www.dynargie.com #Dynargie #DynargieGreece #HumanSideOfBusiness #Leadership #Feedback #PeopleDevelopment