{"id":6390,"date":"2023-05-08T07:00:00","date_gmt":"2023-05-08T04:00:00","guid":{"rendered":"https:\/\/www.autonom.ro\/blog\/?p=6390"},"modified":"2023-05-12T13:57:20","modified_gmt":"2023-05-12T10:57:20","slug":"learning-tip-of-the-week-24-bataliile-care-conteaza","status":"publish","type":"post","link":"https:\/\/www.autonom.ro\/blog\/learning-tip-of-the-week-24-bataliile-care-conteaza\/","title":{"rendered":"B\u0103t\u0103liile care conteaz\u0103 #24"},"content":{"rendered":"\n

Salutare,<\/p>\n\n\n\n

\u00cen episodul de ast\u0103zi vorbim despre leadership, claritate \u0219i conectare, despre principii care se aplic\u0103 pentru a forma echipe func\u021bionale.<\/p>\n\n\n\n

Toate acestea pot fi citite \u00een newsletterul nostru Learning Tip of The Week<\/mark><\/strong><\/em><\/a>, la care v\u0103 invit\u0103m s\u0103 v\u0103 abona\u021bi fie pe platforma LinkedIn<\/mark><\/strong><\/em><\/a>, fie acces\u00e2nd pagina de mai jos:<\/p>\n\n\n\n

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Abonare Newsletter<\/strong><\/a><\/div>\n<\/div>\n\n\n\n
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#evolutionjourney by Trend Consult<\/em><\/mark><\/em><\/strong><\/span><\/h2>\n\n\n
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\"B\u0103t\u0103liile<\/a><\/figure>\n<\/div>\n\n\n

Despre claritate<\/mark><\/strong>, un text scris de Magor Csibi<\/strong><\/a>, Head of Leadership and Organizational Culture Practice la Trend Consult Group.<\/p>\n\n\n\n

De cele mai multe ori c\u00e2nd vorbesc cu lideri de organiza\u021bii \u0219i \u00eei \u00eentreb de claritate, mi se zice s\u0103 nu-mi fac griji. Exist\u0103. \u0218i sunt convins c\u0103 exist\u0103 convingerea c\u0103 e chiar a\u0219a. Doar c\u0103 nu prea. F\u0103r\u0103 claritate nu exist\u0103 nicio poveste care s\u0103 lege oamenii din organiza\u021bie \u00eempreun\u0103 \u0219i nici sens. Pentru c\u0103 f\u0103r\u0103 claritate nu prea \u0219tim nici cine suntem (rolul nostru profesional), nici ce \u00eencerc\u0103m s\u0103 facem \u00eempreun\u0103. \u00cen realitate \u00eens\u0103, c\u00e2nd \u00eentreb CEO-ul, membrii din bord, managerii \u0219i oamenii de la baza organiza\u021biei, de cele mai multe ori primesc pove\u0219ti foarte diverse. Deseori asem\u0103n\u0103toare, dar c\u00e2teodat\u0103 unele care nu seam\u0103n\u0103 deloc. Ne spunem c\u0103 \u0219tim ce facem \u00eempreun\u0103, \u00eens\u0103 realit\u0103\u021bile noastre se acoper\u0103 doar par\u021bial sau deloc \u0219i \u00een felul asta este imposibil s\u0103 ob\u021binem claritate, dincolo de cifre. Iar cifrele nu au cum s\u0103 ne lege. Cifrele nu ne dau sens. Cifrele nu ne spun cine suntem, la nivel individual \u0219i \u00eempreun\u0103. Pentru asta e nevoie de mult mai mult. Pentru c\u0103 deseori obsesia dup\u0103 cifre este cea care inhib\u0103 performan\u021ba, genereaz\u0103 o dorin\u021b\u0103 de a evita gre\u0219elile \u0219i \u00eentr-un final, reduce drastic cifrele.<\/p>\n\n\n\n

Cum ob\u021binem claritatea? Asta este o \u00eentrebare care merit\u0103 pus\u0103. \u0218i asta a fost una dintre \u00eentreb\u0103rile la care am c\u0103utat un r\u0103spuns \u00een cartea B\u0103t\u0103liile care conteaz\u0103.<\/a><\/mark><\/em><\/strong><\/p>\n\n\n\n

\"\" Claritatea este ceva ce se genereaz\u0103 \u00eempreun\u0103 cu oamenii.<\/strong><\/mark> <\/strong>Claritatea nu este ceva ce vine de sus, din s\u0103lile de bord ale organiza\u021biilor \u0219i se ia ca \u0219i dat \u00een straturile de mijloc \u0219i de baz\u0103. De multe ori gre\u0219eala fundamental\u0103 a organiza\u021biilor este c\u0103 planific\u0103 pentru cum ar trebui s\u0103 se comporte oamenii, necunosc\u00e2nd cum se comport\u0103 ace\u0219ti oameni \u00een organiza\u021bie. Ce fac sau ce ar putea s\u0103 fac\u0103<\/p>\n\n\n\n

\"\" Regula treimilor ne \u00eenva\u021b\u0103 c\u0103 \u00een orice proces de planificare aloc\u0103m o treime din timp nou\u0103, dac\u0103 suntem liderul organiza\u021biei sau al echipei \u0219i dou\u0103 treimi pentru discu\u021bii cu echipa<\/mark>. <\/strong>Adic\u0103 da, inten\u021bia vine de la noi, dar ca s\u0103 putem implementa ce ne-am dori, este nevoie s\u0103 discut\u0103m \u0219i s\u0103 valid\u0103m cu oamenii pa\u0219ii ce urmeaz\u0103 a fi parcur\u0219i \u00een fiecare etap\u0103 a implement\u0103rii. \u00cen felul acesta asta nu cre\u0219tem doar claritatea, cici \u0219i asumarea planului din partea oamenilor. <\/p>\n\n\n\n

\"\" Alocarea a dou\u0103 treimi din timp discu\u021biilor cu oamenii le reaminte\u0219te liderilor militari c\u0103 succesul lor \u0219i al misiunii la care s-au angajat este nu \u00een m\u00e2na comandantului, ci a oamenilor.<\/mark> <\/strong>Comandantul, \u00een loc s\u0103 stea izolat de oameni, \u00eencerc\u00e2nd s\u0103 genereze solu\u021bii doar din propriul creier, este \u00eempins s\u0103 foloseasc\u0103 creierele oamenilor din organiza\u021bie, gener\u00e2nd nu doar decizii mai bune, dar \u0219i un grad de \u00eencredere mai mare \u00eentre oameni.<\/p>\n\n\n\n

\"\" Aceast\u0103 regul\u0103 ne ofer\u0103 nu numai o calitate mai \u00eenalt\u0103 a deciziilor \u0219i a planific\u0103rii, ci \u0219i o acceptare mult mai mare de c\u0103tre cei care vor urma s\u0103 implementeze. <\/mark><\/strong>C\u00e2nd oamenii simt c\u0103 au fost consulta\u021bi, v\u0103zu\u021bi \u0219i \u00eentreba\u021bi, \u0219ansa s\u0103 simt\u0103 c\u0103 planul care urmeaz\u0103 s\u0103 fie implementat este \u0219i al lor va cre\u0219te semnificativ. Teoretic \u0219i practic, fiecare membru al grupului contribuie la procesul de planificare \u0219i preg\u0103tire al proiectelor.<\/p>\n\n\n\n

\"\" Liderii afla\u021bi la v\u00e2rful organiza\u021biilor nu au mai deloc contact cu oamenii de la baza organiza\u021biei, iar majoritatea activit\u0103\u021bii lor se duce \u00een alt\u0103 direc\u021bie dec\u00e2t spre observarea comportamentelor sau generarea \u0219i verificarea ideilor cu oamenii.<\/strong> <\/mark>Un studiu Harvard Business Review din 2006, care a urm\u0103rit foarte \u00eendeaproape agenda unor lideri de top, ne arat\u0103 c\u0103 doar 20% din timpul alocat discu\u021biilor din agenda unui CEO este rezervat pentru discu\u021bii cu manageri la niveluri inferioare ale organiza\u021biei sau cu oameni f\u0103r\u0103 func\u021bii de management (14%, respectiv 6%). Poate c\u0103 situa\u021bia s-ar schimba dac\u0103 am \u00eencepe s\u0103 implement\u0103m regula treimilor \u0219i \u00een corpora\u021bii sau organiza\u021bii mai mici, nu doar \u00een armat\u0103. O astfel de abordare ar putea genera nu doar o claritate mai mare, dar \u0219i o leg\u0103tur\u0103 mai bun\u0103 \u00eentre oamenii de pe diversele niveluri organiza\u021bionale, o alt\u0103 nevoie real\u0103 a organiza\u021biilor moderne.<\/p>\n\n\n\n

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#EvolveDaily by Autonom<\/em><\/em><\/mark><\/em><\/strong><\/span><\/h2>\n\n\n\n

Despre inten\u021bia comandantului<\/mark>,<\/strong> un text scris de Radu Predescu<\/strong><\/a>, Director executiv Autonom Lease.<\/p>\n\n\n\n

Leadershipul a pornit din structurile militare pentru ca oamenii s\u0103 aib\u0103 un scop mare \u0219i o motiva\u021bie intrinsec\u0103. Apoi au ap\u0103rut strategia, tacticile \u0219i misiunea, lucruri de care vorbim ast\u0103zi \u0219i \u00een business. \u00cen organiza\u021biile civile sistemul militar este perceput ca fiind o structur\u0103 rigid\u0103, cu o ierarhie foarte strict\u0103 \u0219i cu decizii foarte centralizate, care nu pot fi chestionate sau puse sub semnul \u00eentreb\u0103rii. Sintagma \u201cordinele nu se discut\u0103, se execut\u0103\u201d ilustreaz\u0103 foarte bine aceast\u0103 credin\u021b\u0103. \u00cens\u0103 \u00een spatele ei se afl\u0103 \u00eens\u0103 ni\u0219te mecanisme eficiente, dar  \u0219i eficace de luare a deciziilor \u00een situa\u021bii limit\u0103 din care am avea de \u00eenv\u0103\u021bat. Orice comandat are de luat decizii importante \u00eentr-un timp extrem de limitat \u0219i poate, de aici rigiditatea. \u0218i de cele mai multe ori asta face diferen\u021ba \u00eentre via\u021b\u0103 \u0219i moarte. \u00cenainte s\u0103 elaboreze misiunea orice comandant \u00ee\u0219i transmite inten\u021bia, care joac\u0103 un rol extrem de important \u00een acest proces. Cine, ce, unde, c\u00e2nd \u0219i de ce? Oamenilor trebuie s\u0103 le fie clar \u201cce\u201d \u0219i mai ales \u201cde ce\u201d.  Atunci c\u00e2nd prime\u0219te misiunea de la e\u0219alonul superior comandantul iese \u00een fa\u021ba trupelor, cu inten\u021bia de a anun\u021ba perioada de preg\u0103tire \u0219i  obiectivul final. Este mai mult dec\u00e2t informa\u021bie, este vorba despre claritatea \u0219i \u00eencrederea pe care o transmite. Oamenii pleac\u0103 \u0219i \u00eencep s\u0103 \u00ee\u0219i fac\u0103 treaba, iar aici intervine autonomia. Magia din spatele misiunii determin\u0103 reu\u0219ita echipelor de a conduce prin context, adic\u0103 prin claritate \u0219i delegare a deciziilor.<\/p>\n\n\n\n

\"\" Liderul deconectat de oameni nu poate face strategie, ci va crea planuri bazate pe imagina\u021bie \u0219i nu pe cunoa\u0219tere \u0219i observare.<\/mark> <\/strong>Este important s\u0103 le ar\u0103t\u0103m oamenilor c\u00e2t de importan\u021bi sunt prin fapte \u0219i s\u0103 \u00eei punem mai presus dec\u00e2t propriile nevoi. S\u0103 construim o rela\u021bie de \u00eencredere \u0219i sprijin reciproc. Leadershipul este despre rela\u021bii \u0219i oameni \u0219i atunci c\u00e2nd acestea sunt s\u0103n\u0103toase se v\u0103d \u0219i rezultatele. <\/p>\n\n\n\n

\"\" \u201cS\u0103 nu le zici niciodat\u0103 oamenilor cum s\u0103 fac\u0103 lucrurile. Zi-le ce s\u0103 fac\u0103 \u0219i las\u0103-te surprins de ingeniozitatea lor\u201d zicea generalul Patton.<\/strong> <\/mark>Ca s\u0103 faci asta este important s\u0103 cre\u0219ti, s\u0103 te dezvol\u021bi \u0219i s\u0103 cape\u021bi \u00eencredere \u00een tine \u0219i \u00een oamenii t\u0103i. Dac\u0103 curajul de a explora \u0219i de a gre\u0219i nu se afl\u0103 \u00een primul r\u00e2nd la noi, nu are cum s\u0103 \u00eel aib\u0103 cei care fac parte din echipa noastr\u0103. Nu po\u021bi s\u0103 dai p\u00e2n\u0103 nu ai.<\/p>\n\n\n\n

\"\" Dificultatea procesului reprezint\u0103 de fapt una din cele mai comune probleme ale leadershipului. <\/mark><\/strong>Atunci c\u00e2nd comunic\u0103m oamenilor ce au de f\u0103cut trebuie s\u0103 \u021binem cont \u0219i de reac\u021biile acestora, de nivelul lor de \u00een\u021belegere, de situa\u021bia lor punctual\u0103, tr\u0103irile \u0219i g\u00e2ndurile lor \u0219i s\u0103 c\u0103ut\u0103m o abordare care s\u0103 \u00eei entuziasmeze.<\/p>\n\n\n\n

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#DozaDeLectur\u0103<\/mark><\/em><\/strong><\/h2>\n\n\n\n
\"B\u0103t\u0103liile<\/a><\/figure>
\n

Pentru recomandarea de ast\u0103zi am ales o carte proasp\u0103t ie\u0219it\u0103 de la tipar, B\u0103t\u0103liile care conteaz\u0103<\/mark><\/strong><\/em><\/a>, scris\u0103 de Magor Csibi<\/strong> <\/mark>\u00eempreun\u0103 cu Radu Predescu<\/mark>.<\/strong><\/p>\n\n\n\n

Ve\u021bi g\u0103si o paralel\u0103 \u00eentre experien\u021bele militare ale lui Radu \u0219i cele civile ale lui Magor \u0219i trage concluzii despre leadership valabile \u00een ambele domenii, la nivel individual sau organiza\u021bional. Deoarece exist\u0103 c\u00e2teva principii care se aplic\u0103 pentru a forma echipe func\u021bionale, capabile s\u0103 livreze performan\u021b\u0103 pe termen lung, indiferent c\u0103 vorbim de un c\u00e2mp de b\u0103t\u0103lie sau \u00eentr-o cl\u0103dire de birouri. <\/p>\n<\/div><\/div>\n\n\n\n

\"\" Inten\u021bia \u0219i scopul sunt cele care ofer\u0103 claritate \u0219i asigur\u0103 sinergie \u00eentre membrii echipelor.<\/mark> <\/strong>\u00cen interven\u021biile militare aceste elemente sunt esen\u021biale pentru c\u0103 atunci c\u00e2nd timpul de reac\u021bie este foarte scurt \u0219i strategia setat\u0103 la \u00eenceput nu poate fi implementat\u0103, \u00een\u021belegerea corect\u0103 \u0219i similar\u0103 a inten\u021biei este crucial\u0103 \u0219i face posibil\u0103 o configurare rapid\u0103. <\/p>\n\n\n\n

\"\" Liderii nu sunt deasupra oamenilor<\/mark>. <\/strong>Avem tendin\u021ba puternic\u0103 de a picta liderii \u00een culori mai puternice ca \u00een realitate sau s\u0103 credem c\u0103 au abilit\u0103\u021bi excep\u021bionale. \u00cens\u0103 \u00een realitate liderii perfec\u021bi nu exist\u0103. Ceea ce variaz\u0103 de fapt este succesul \u0219i notorietatea \u0219i fiecare persoan\u0103 indiferent de pozi\u021bie exceleaz\u0103 la anumite lucruri \u0219i se chinuie cu altele. Liderul st\u0103 \u00eentre oameni, m\u0103n\u00e2nc\u0103 \u00eempreun\u0103 cu ei, sufer\u0103 \u0219i se bucur\u0103 al\u0103turi de ei. \u0218i creeaz\u0103 sens pentru ei \u0219i pentru organiza\u021bie.<\/p>\n\n\n\n

\"\" <\/mark>Oamenii sunt motiva\u021bi de sens \u0219i de sentimentul utilit\u0103\u021bii.<\/mark> <\/strong>Pentru a avea un grad mai ridicat al accept\u0103rii deciziilor este nevoie de acele pove\u0219ti care vin din zona mai \u00eenalt\u0103, care fac referire la valori, la apartenen\u021b\u0103 \u0219i la un sens care este deasupra indivizilor. Iar \u00eencrederea \u0219i comunicarea deschis\u0103 sunt cele care \u00eent\u0103resc conectarea. <\/p>\n\n\n\n

\"\" Leadershipul porne\u0219te de la oameni.<\/mark><\/strong> Echipe care reu\u0219esc s\u0103 func\u021bioneze cel mai bine sunt cele care conduc prin context. Adic\u0103 prin claritate \u0219i delegare, cu decizii tactice luate la nivel opera\u021bional \u0219i decizii strategice luate la nivelul leadershipului. Organiza\u021biile nu trebuie s\u0103 fie rigide, iar oamenii nu trebuie privi\u021bi \u0219i trata\u021bi ca resurse. Deoarece oamenii vor renun\u021ba la un moment dat la a mai avea idei \u0219i a \u00eencerca s\u0103 schimbe ceva, pentru c\u0103 le sunt ignorate nevoile.  <\/p>\n\n\n\n

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#\u00centreb\u0103riCuSen<\/mark><\/em><\/strong>s din Jocul Autonom<\/mark><\/strong><\/em><\/h2>\n\n\n\n

Care este cel mai valoros lucru pe care po\u021bi s\u0103 \u00eel oferi?<\/em><\/strong><\/mark><\/em><\/strong><\/p>\n\n\n\n

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#DeAscultat<\/mark><\/em><\/strong><\/h2>\n\n\n\n

V\u0103 invit\u0103m s\u0103 asculta\u021bi episodul 94 din Moonshots Podcast<\/mark><\/strong><\/a> \u0219i s\u0103 v\u0103 l\u0103sa\u021bi inspira\u021bi de David Goggins<\/strong>,<\/mark> autorul c\u0103r\u021bii Can’t Hurt Me.<\/mark><\/em><\/strong><\/p>\n\n\n

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\"David<\/figure>\n<\/div>\n\n\n
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Apple Podcasts<\/strong><\/a><\/div>\n\n\n\n
Spotify<\/strong><\/a><\/div>\n<\/div>\n\n\n\n
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Pe data viitoare!<\/mark><\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Salutare, \u00cen episodul de ast\u0103zi vorbim despre leadership, claritate \u0219i conectare, despre principii care se aplic\u0103 pentru a forma echipe func\u021bionale. Toate acestea pot fi citite \u00een newsletterul nostru Learning Tip of The Week, la care v\u0103 invit\u0103m s\u0103 v\u0103 abona\u021bi fie pe platforma LinkedIn, fie acces\u00e2nd pagina de mai jos: #evolutionjourney by Trend Consult […]<\/p>\n","protected":false},"author":4,"featured_media":6006,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[1923],"tags":[],"class_list":["post-6390","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-learning-tip-of-the-week"],"yoast_head":"\nB\u0103t\u0103liile care conteaz\u0103 #24 - Blog Autonom<\/title>\n<meta name=\"description\" content=\"\u00cen episodul de ast\u0103zi vorbim despre leadership, claritate \u0219i conectare, despre principii care se aplic\u0103 pentru a forma echipe func\u021bionale.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.autonom.ro\/blog\/learning-tip-of-the-week-24-bataliile-care-conteaza\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"B\u0103t\u0103liile care conteaz\u0103 #24 - Blog Autonom\" \/>\n<meta property=\"og:description\" content=\"\u00cen episodul de ast\u0103zi vorbim despre leadership, claritate \u0219i conectare, despre principii care se aplic\u0103 pentru a forma echipe func\u021bionale.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.autonom.ro\/blog\/learning-tip-of-the-week-24-bataliile-care-conteaza\/\" \/>\n<meta property=\"og:site_name\" content=\"Blog Autonom\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/AutonomRomania\/\" \/>\n<meta property=\"article:published_time\" content=\"2023-05-08T04:00:00+00:00\" \/>\n<meta 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