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Milana Malešev
Episode · #570

PSIHOLOGIJA USPJEHA Milana Malešev

Guest Milana MaleševHosted by Tanja PuretaMay 3, 2026
About this episode
What you'll hear in this conversation

In a world demanding constant adaptation, how do you foster a culture of continuous learning when not everyone shares the same inherent curiosity? Many employees see professional development as a chore, separate from their personal identity. Milana Malešev, owner and director of Learning Makeover, argues that this perspective misses a fundamental truth: everyone is curious; the challenge is aligning that curiosity with organizational needs. Drawing from her extensive background as an HR consultant, Malešev offers a framework for shifting employee mindset, not by forcing new interests, but by connecting learning to a deeper sense of professional self. Her insights reveal how leaders can tap into this often-overlooked wellspring of motivation, ensuring their teams not only keep pace with change but actively shape their future roles.

Insights from the conversation
What to take from this episode
01
Milana Malešev sees learning not merely as a beneficial activity but as 'the key to adaptation and survival' in a world of constant change. The lesson for leaders is that framing professional development as optional misses the point — it is a necessity, as starkly demonstrated by the pandemic and the rise of AI, for staying relevant.
02
When asked about employees lacking curiosity, Malešev counters that people are always curious about what benefits them. The responsibility, she suggests, falls on organizations to clearly communicate why specific development paths are in an individual's interest, rather than expecting innate, universal enthusiasm for all learning.
03
The most potent driver for employee development isn't external pressure, but a strong 'professional identity' — how individuals visualize their desired role in the business world. Leaders should help employees articulate this identity, making learning a natural extension of who they aspire to be, rather than an imposed task.
04
A PwC colleague once spent nights studying thousands of pages of manuals for a meeting with the National Bank, not because she was told to, but because her identity as a 'PwC audit manager' demanded competence. When an employee's professional self is deeply tied to their role, the drive to learn becomes intrinsic and powerful, often surpassing any external incentive.
05
Even in organizations without a strong external brand, Milana Malešev suggests anchoring development to an individual's core professional discipline — for instance, a psychologist's commitment to their craft. When corporate identity is less of a motivator, the personal commitment to one's chosen profession can still provide a robust foundation for continuous learning.
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