“Leadership is what you enable others to become”

CEC European Managers had the privilege to speak with Jelena Bulatovic, Executive Director of the Serbian Association of Managers (SAM) and Board Member at “3 bank”. With over 20 years of experience across international organisations and the private sector, Jelena passionately advocates for responsible leadership and ethical business practices. In this interview, she shares her insights on how management evolves in Serbia and beyond.

How would you introduce yourself?

I am Jelena Bulatovic, Executive Director of the Serbian Association of Managers (SAM), and I also serve as a Board Member at 3 Banks.

For the past 12 years, I have led SAM, an influential association with a network of over 500 managers and business leaders committed to professional excellence and responsible leadership.

With more than 20 years of experience in international donor-funded organisations and the private sector, I find inspiration in helping others, connecting people, and setting a positive example for the younger generation.

I love that my work involves creating programs and initiatives that empower individuals, strengthen business ethics, and positively shape the environment in which we live and work.

You’ve been leading SAM for over 12 years. How has the role of a manager evolved during this period?

The role of a manager has transformed significantly over the past decade.

What was defined mainly by operational control and hierarchical leadership has now evolved into a role that demands empathy, adaptability, and vision.

Today’s manager must navigate complexity, inspire diverse teams, embrace digital innovation, and lead purposefully.

Especially after the pandemic, we’ve seen that leadership is no longer only about business performance; it’s also about supporting people, fostering resilience, and contributing to broader societal progress.

What are the key challenges managers in Serbia face today compared to a decade ago?

While some challenges persist, such as the need for regulatory predictability and skilled labour, today’s managers in Serbia face new and accelerated pressures. The pace of technological change, the integration of ESG standards, and the impact of global economic and geopolitical shifts require constant upskilling and strategic foresight.

Younger generations expect a different kind of leadership that is more inclusive, purpose-driven, and open to dialogue.

These shifts require Serbian managers to grow beyond traditional roles and become enablers of innovation and change.

You mentioned that managers have become more empathetic and emotionally intelligent. Can you elaborate on this transformation?

Yes, we are witnessing a significant humanization of leadership. Empathy, emotional intelligence, and the ability to genuinely connect with people have become central leadership qualities.

Especially in times of crisis managers had to balance business continuity with the well-being of their teams. This has fostered a new leadership model based on trust, flexibility, and personal integrity.

At SAM, we emphasize that strong leadership today means also caring about people, being emotionally aware, and understanding that long-term success is built on mutual respect.

What qualities define a successful manager in today’s business environment?

Today’s successful manager is agile, purpose-driven, and committed to lifelong learning. They embrace change, integrate new technologies thoughtfully, and lead with ethical conviction.

They prioritize team development, diversity, and collaboration over ego or rigid control. In an unpredictable world, integrity, resilience, empathy, and the ability to listen and adapt are more critical than ever.

Importantly, successful managers today must also proactively explore and implement Artificial Intelligence tools and solutions. AI is no longer optional, it is a strategic advantage.

Managers who embrace AI early will not only increase operational efficiency but also gain deeper insights, make better decisions, and drive innovation faster. In this sense, technology adoption has become a leadership imperative.

How did the COVID-19 pandemic reshape the business landscape and the role of managers?

The pandemic was a turning point. It showed us how vulnerable yet interdependent our systems are, and it pushed companies and managers to rapidly innovate and adapt.

Remote work, supply chain disruptions, digital acceleration, and the redefinition of productivity require leaders to become more flexible, transparent, and communicative.

Managers had to make tough decisions in real time, while staying human-centered. For many, this defining moment deepened their leadership capacity and revealed the importance of empathy, resilience, and agility as core managerial competencies.

The crisis also accelerated the adoption of digital tools and paved the way for AI integration into daily business practices. Those who continue on that path will be better equipped to lead.

SAM has over 500 members. How does the association support continuous learning and development among its members?

At SAM, continuous learning is at the heart of everything we do. In 2024 alone, over half of our 70 activities were dedicated to education and knowledge sharing.

Our flagship programs, the SAM Academy and the Mentorship Program, are designed to foster the personal and professional development of managers and entrepreneurs at all levels.

The SAM Academy features over 30 accomplished business leaders as lecturers, sharing real-world insights through interactive sessions rooted in the latest management trends. We also believe that learning should be accessible and lifelong.

That’s why our initiatives include both senior leaders and young professionals, creating a dynamic exchange of experiences and perspectives.

Our members are exposed to a unique blend of local and global best practices, strengthening their capacity to lead with competence, purpose, and responsibility.

Can you share some initiatives SAM has undertaken to promote managerial ethics and responsibility?

One of our most meaningful initiatives is the “Responsibility for the Future” declaration, which we launched to promote ethical leadership and accountability among business leaders.

Through this initiative, we encourage managers to act responsibly toward their employees and shareholders, as well as toward communities, customers, and the environment.

We advocate for a values-based approach to business that integrates long-term thinking, integrity, fairness, and social responsibility into everyday management.

Our annual SAM Awards highlight leaders and companies who embody these principles in practice.

We believe that business success must be accompanied by responsible behavior, and we are committed to promoting that standard throughout the Serbian business community.

How do you see the role of technology and digitalisation influencing management practices in Serbia?

Digitalisation has become a fundamental driver of business transformation, and Serbian managers are increasingly aware of its strategic importance.

The shift is most visible in banking, telecommunications, and IT sectors, but it has rapidly expanded to manufacturing, retail, and professional services.

Managers are not only adapting to digital tools, they are redesigning entire business models around them.

One of the key game-changers is the use of Artificial Intelligence. While adoption is still uneven, it is crucial for managers to start integrating AI into decision-making, customer relations, and operational efficiency.

At SAM, we promote digital literacy and digital leadership as core competencies for the future, because we believe that Serbia’s competitiveness depends on how quickly and wisely its managers embrace this evolution.

What advice would you give to aspiring managers aiming to adapt to rapid technological changes?

My strongest advice is: don’t wait, start today. The pace of change is so fast that waiting to “catch up” is no longer a viable strategy. Start small if needed, but start today.

Learn the basics of data analysis, explore how AI tools work, understand your business’s digital touchpoints, and talk to people who are already doing it.

Also, embrace a mindset of lifelong learning. Formal education is important, but it’s your curiosity and openness that will set you apart.

Surround yourself with people from different industries, generations, and backgrounds, they will challenge your assumptions and enrich your thinking.

Most importantly, remain human. Technology will amplify your leadership, but values and integrity will continue to define it.

What strategies can managers employ to balance organisational goals with employee well-being?

The most effective strategy is recognising that employee well-being is not separate from business success—it is a driver.

Engaged, happy and motivated employees are more productive, innovative, and loyal. Managers should therefore create a culture of openness, flexibility, and where people can feel good.

This includes promoting work-life balance, listening actively and understanding people’s needs. Transparency, fair treatment, and meaningful recognition also go a long way.

Leaders who invest in their people’s personal growth and well-being build stronger teams and more resilient and future-ready organisations.

You’ve had a career spanning over 20 years, mostly in business sector and donor organisations. How has this background influenced your approach at SAM?

My early career in international and donor-funded organisations gave me a strong foundation in economic development, strategic communication, and stakeholder engagement.

I learned how to approach complex challenges holistically, build and engage in impactful programs, and think in terms of long-term value for communities.

However, last 16 years in Serbian Association of Managers, I feel that my professional identity has been shaped by profound and direct engagement with the business sector.

I’ve had the privilege of cooperating with over 500 managers and entrepreneurs from nearly every industry, from finance, energy, and FMCG to IT, construction, and creative sectors.

This has given me not only a panoramic view of the Serbian economy, but also an in-depth understanding of the real challenges and strengths of our economy.

So, while my donors organisations background gave me structure and purpose, my role at SAM gave me scale, impact, and opportunity to make positive influence.

My overall professional experience helps me build SAM into an organisation that doesn’t just connect businesspeople, it inspires them to be agents of change.

Whether it’s through education, mentorship, or advocacy, we want our members to grow as leaders who elevate others and contribute meaningfully to society.

What are some of the most significant achievements of SAM under your leadership?

Over the past 12 years, SAM has grown into the leading management association in Serbia, not only in numbers but in influence, quality, and trust.

This is a result of joint effort of entire SAM team, SAM leadership and SAM members. We have built a network of over 500 managers, launched signature programs like the SAM Academy and Mentorship Program, and created key platforms such as the Managers’ Forum and the SAM Annual Awards. These initiatives have become central points of professional development and business dialogue in Serbia.

Equally important, over the 19 years of operations, SAM earned the respect of both the private sector and broader society by promoting integrity, business ethics, responsibility, and lifelong learning.

We’ve brought the voices of our members into future oriented discussions, supported young talents, connected generations of leaders, and positioned SAM as a force that drives positive change.

The fact that so many respected managers choose to be part of SAM is not just a number, it’s a reflection of our consistent dedication to relevance, quality, and reputation.

How has being a member of CEC European Managers helped SAM with its mission?

Being a member of CEC European Managers has provided SAM with valuable access to the European managerial community and incredible knowledge and know-how.

It has enabled us to share experiences, align with broader European values and standards, and stay connected with emerging trends and best business practices across the EU.

This connection reinforces our mission: to elevate management as a profession in Serbia and to support the development of responsible, future-ready leaders.

We believe in cooperation, and through CEC European Managers we are able to represent the interests and ideas of Serbian managers beyond national borders, building bridges and learning from peers who share the same professional values.

How do you envision the future of management in Serbia over the next decade and it membership to the EU?

I am optimistic about the future of management in Serbia, especially as we move closer to the EU.

The process itself will accelerate reforms, raise standards, and bring more clarity and predictability to the business environment.

Serbian managers will need to align with stricter ESG requirements, labour standards, and innovation benchmarks, but I see this as an opportunity for growth, not a burden.

I believe the next decade will be marked by even greater integration of technology, a stronger focus on people-centered leadership, and a deepening of ethical business practices.

Serbia has talented, resilient managers, and with the right support and partnerships, they can lead not just in the region but on the European level.

Our goal at SAM is to help equip them for that future with competence, confidence, and responsibility, and to prepare them to lead in a global market.

How does SAM engage with international management associations or networks?

SAM actively builds bridges with regional and international partners and networks.

We cooperate with similar professional associations in Croatia, Slovenia, Bosnia and Herzegovina, and Montenegro.

In addition to being a proud member of CEC European Managers, we maintain strong ties with chambers of commerce, business associations, and leadership platforms in Serbia and the region.

We regularly host and participate in regional events, forums, and knowledge exchanges, and we welcome global executives as speakers and mentors in our programs.

We are particularly focused on strengthening ties with Serbian professionals in the diaspora—we call them SAM Expat members; many of them hold executive positions abroad.

By connecting them with the domestic business community, we promote reverse brain drain, knowledge sharing, and business cooperation, which is beneficial for both sides.

Finally, what personal values guide your leadership, and how do they reflect in your work with SAM?

First of all, I need to emphasize that having this job gives me a great privilege to be influenced and inspired by some of the greatest mangers, business owners and entrepreneurs in Serbia.

Working with them closely, along the way, and strengthening my own knowledge and expertise, beliefs, and leadership style. Values guiding me daily: integrity, competence, responsibility, and helping others, especially young people.

I believe leadership is about responsibility to your people, your mission, society, and younger generations. I also believe in leading by example, with empathy and consistency, because people don’t follow titles; they follow trust.

At SAM, we strive to build a culture where leaders are not only successful but also generous with their knowledge, open to learning, set good examples, and committed to lifting others.

Whether I am doing my day-to-day job, speaking in public, or mentoring younger staff, I try to stay true to these principles.

Leadership is not just what you do, it’s what you enable others to become.

And after more than a decade of working with incredible people through SAM, I’m more certain than ever that values-based leadership is the only kind that endures.