{"id":1296,"date":"2020-02-05T05:41:06","date_gmt":"2020-02-05T04:41:06","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=1296"},"modified":"2020-03-05T17:53:51","modified_gmt":"2020-03-05T16:53:51","slug":"drugi-postulat-renesansnog-liderstva-prednost-iskustvu-nad-terorijom","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/drugi-postulat-renesansnog-liderstva-prednost-iskustvu-nad-terorijom\/","title":{"rendered":"Drugi postulat RENESANSNOG LIDERSTVA:  PREDNOST ISKUSTVU NAD TERORIJOM"},"content":{"rendered":"<blockquote>\n<p style=\"text-align: right;\"><em>\u0160ta u\u010ditelja \u010dini velikim?<\/em><\/p>\n<p style=\"text-align: right;\"><em>Vi\u0161e od bilo \u010dega drugog, to je sposobnost da pomognu u\u010deniku da u\u010di sam.<\/em><\/p>\n<\/blockquote>\n<p style=\"text-align: justify;\">Mnogi teoreti\u010dari isti\u010du da je jedna od va\u017enijih uloga lidera da stvori nove lidere. Bilo da se postavlja kao uzor ili koristi ve\u0161tine podu\u010davanja, mentorstva ili kou\u010dinga, lider svojim svakodnevnim delovanjem osloba\u0111a potencijal svojih saradnika i osna\u017euje ih da preduzmu akcije koje \u0107e ih neminovno izmestiti iz zone komfora i pokrenuti rast i razvoj. Dakle, drugi postulat liderstva posmatra lidera kao u\u010ditelja.<\/p>\n<h2 style=\"text-align: justify;\"><strong>Autenti\u010dnost i li\u010dni razvoj<\/strong><\/h2>\n<p style=\"text-align: justify;\">Da bi lider bio dobar u\u010ditelj koji podr\u017eava razvoj svojih saradnika, pre svega mora da se posveti li\u010dnom razvoju. Va\u017ean aspekt gra\u0111enja znanja i ve\u0161tina kroz iskustvo je, zapravo, na\u0161a autenti\u010dnost. Sve ono \u0161to nas \u010dini jedinstvenima i druga\u010dijima od drugih. To \u010desto podrazumeva izazivanje tu\u0111ih stavova, ustaljenih pravila ili op\u0161teprihva\u0107enih verovanja.<\/p>\n<p style=\"text-align: justify;\">Najte\u017ei deo li\u010dnog razvoja je upravo borba sa li\u010dnim uverenjima. Kako je Leonardo da Vin\u010di govorio: \u201eNajve\u0107a obmana koju \u010dovek trpi je ona koja poti\u010de iz spostvenih shvatanja\u201d. U\u010diti i razvijati se zna\u010di dovoditi u pitanje sopstvena shvatanja, verovanja i pretpostavke. A to je, \u010desto, najte\u017ee.<\/p>\n<p style=\"text-align: justify;\">Mnogi povezuju liderstvo sa prenagla\u0161enim egom. Ego je prva barijera preispitivanju sebe. Korisna praksa koju lider mo\u017ee da uvede, da bi izbegao zamku stagnacije (a time, zapravo, nazadovanja) je da povremeno proveri koliko su slede\u0107e izjave ta\u010dne:<\/p>\n<ul style=\"text-align: justify;\">\n<li>Ja sam nezavisna osoba;<\/li>\n<li>Spremna\/spreman sam da priznam gre\u0161ke;<\/li>\n<li>Dovodim u pitanje \u201ekonvencionalnu\u201d mudrost;<\/li>\n<li>Promenila\/o sam duboko ukorenjeno verovanje zbog prakti\u010dnog iskustva;<\/li>\n<li>Nesre\u0107u smatram prilikom za sazrevanje;<\/li>\n<li>Gre\u0161ku gledam kao priliku za u\u010denje.<\/li>\n<\/ul>\n<h2 style=\"text-align: justify;\"><strong>Ispitivanje iskustava<\/strong><\/h2>\n<p style=\"text-align: justify;\">Mnogo savremenih lidera je svoje stavove i stil kreiralo \u010ditanjem knjiga i poha\u0111anjem razli\u010ditih edukacija. U svakodnevnom radu sa njima mogu se \u010duti dobro poznate fraze i principi koje zastupaju odre\u0111ene \u0161kole ili popularni edukatori. No, ako provedemo neko vreme rade\u0107i sa tim liderima, primeti\u0107emo da je velika razlika izme\u0111u onoga \u0161to govore i kako zaista rade. Put od \u010ditanja o liderstvu do demonstriranja liderskih pona\u0161anja je dug i, u najve\u0107em delu se sastoji od iskustava. Veoma li\u010dnih, \u010desto bolnih. Samo oni lideri koji su dovoljno \u010desto preispitivali svoja iskustva i sebi postavljali pitanja:<\/p>\n<ul style=\"text-align: justify;\">\n<li>Koja su iskustva imala najve\u0107i uticaj na moj \u017eivot?<\/li>\n<li>Kako su ta iskustva obojila moje stavove i opa\u017eanja?<\/li>\n<li>Da li mogu da preispitam neke zaklju\u010dke, koje sam radnije napravila\/o na osnovi ovih iskustava?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\">mogu o\u010dekivati da \u0107e liderstvo postati njihov na\u010din razmi\u0161ljanja, \u017eivotni stil i autenti\u010dni deo njihove li\u010dnosti.<\/p>\n<h2 style=\"text-align: justify;\"><strong>Preispitivanje izvora<\/strong><\/h2>\n<p style=\"text-align: justify;\">Od samog ro\u0111enja mi razvijamo svoje stavove, pretpostavke i uverenja. Oni nam poma\u017eu da se lak\u0161e i sa manje napore suo\u010davamo sa novim, nepoznatim situacijama. To radimo tako \u0161to ih (nesvesno) poredimo sa poznatim situacijama i uz njih vezujemo odgovaraju\u0107i stav.<\/p>\n<p style=\"text-align: justify;\">Ono \u0161to nam je na\u010de\u0161\u0107e nepoznato kada su stavovi u pitanju su izvori na koje se oslanjamo i na osnovu kojih kreiramo svoje stavove. Kako bismo proverili koliko je princip \u201ciskustvo ispred teorije\u201d prisutan u na\u0161em liderskom stilu, ali i li\u010dnosti uop\u0161te, mo\u017eemo uraditi slede\u0107i test: odaberimo jednu oblast \u017eivota i napi\u0161imo neoliko stavova koje imamo vezano za tu oblast. Nakon toga, zapitajmo se:<\/p>\n<ul style=\"text-align: justify;\">\n<li>Kako sam do\u0161la\/o do ovog stava?<\/li>\n<li>Koliko \u010dvrsto verujem u njega?<\/li>\n<li>Za\u0161to ga zadr\u017eavam? \u0160ta bi me navelo da promenim svoj stav?<\/li>\n<li>Koji od mojih stavova inspiri\u0161u najja\u010de emocije?<\/li>\n<li>Koji izvori najvi\u0161e uti\u010du na kreiranje mojih stavova: mediji \/ knjige \/ prijatelji \/ stru\u010dnjaci \/ saradnici \/ li\u010dno iskustvo ?<\/li>\n<li>Da li postoji neki stav koji je u potpunost kreiran bez li\u010dnog iskustva? Kako bi ste moglo kreirati iskustvo koje taj stav dokazuje\/opovrgava?<\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><img fetchpriority=\"high\" decoding=\"async\" class=\"aligncenter wp-image-1297 size-large\" src=\"https:\/\/bcoaching.online\/srpski\/wp-content\/uploads\/sites\/2\/2020\/02\/leader-best-boss-business-candidate-ceo-challenge-community-concept-conceptual-confident-cooperation_t20_znadyJ-1-1024x450.jpg\" alt=\"\" width=\"1024\" height=\"450\"><\/p>\n<h2 style=\"text-align: justify;\"><strong>Promena perspektive<\/strong><\/h2>\n<p style=\"text-align: justify;\">De\u0161ava se da lideri u procesu pripreme za va\u017ene sastanke ili prezentacije, zamole neke od svojih bliskih kolega da im budu \u201cnajve\u0107i oponenti\u201d. To zapravo zna\u010di da \u0107e im kolege, tako \u0161to \u0107e izazivati ve\u0107inu onoga \u0161to \u010duju, pomo\u0107i da prona\u0111u slabe ta\u010dke ili nedore\u010denosti u sopstvenom izlaganju.<\/p>\n<p style=\"text-align: justify;\">To isto mo\u017eete uraditi i sa svojim uverenjima i stavovima. S tim \u0161to je u ovom slu\u010daju mnogo efikasnije da sami date sve od sebe i da na\u0111ete najja\u010di mogu\u0107i kontra argument gledaju\u0107i svoje uverenje sa distance ili u ogledalu. Nekada je dovoljno postaviti pitanje: \u201cDa li bi se ovo uverenje promenilo kada bih \u017eiveo u drugoj zemlji \/ da sam iz druga\u010dije porodice \/ da sam 20 godina mla\u0111i \/ da sam suprotnog pola\u2026?\u201d<\/p>\n<h2 style=\"text-align: justify;\"><strong>Odu\u010davanje<\/strong><\/h2>\n<p style=\"text-align: justify;\">Najve\u0107i lideri \u0107e se slo\u017eiti da neuspeh u sagledavanju sopstvenog iskustva predstavlja primarni uzrok njihovih lo\u0161ih odluka. Dodatno, ve\u0107ina njih \u0107e vam u poverenju re\u0107i i da su najve\u0107e gre\u0161ke napravili upravo u situacijiama kada su vi\u0161e verovali savetnicima, stru\u010dnjacima, pravnicima, a ne svojoj intuiciji i iskustvu. Jer, najbolji lideri znaju da iskustvo predstavlja srce mudrosti.<\/p>\n<p style=\"text-align: justify;\">No, sakupljanje iskustava i stavova ne mo\u017ee i\u0107i u nedogled. Da bismo napredovali, rasli i razvijali se, pored procesa u\u010denja, posebnu pa\u017enju treba posvetiti procesu odu\u010davanja \u2013 odbacivanja starih verovanja, stavova i teorija koje u vremenu i na mestu u kome se danas nalazimo vi\u0161e nisu korisni.<\/p>\n<p style=\"text-align: justify;\">Zamislite da, svaki put kada zastanete da sipate gorivo, u prtlja\u017enik svog automobila stavite po jednu ciglu. Koliko god da je motor jak, a automobil nov, te\u0161ko da \u0107ete posti\u0107i \u017eeljenu brzinu sa prtlja\u017enikom punim cigala. Zbog toga je potrebno povremeno napraviti selekciju i osloboditi se cigala koje su nam vi\u0161e teret nego korist. Tako je i sa stavovoma i uverenjima, ali i znanjima.&nbsp; Nekada nas ono \u0161to znamo mo\u017ee spre\u010diti da sagledamo situaciju otvoreno i blokirati da steknemo novo iskustvo iz nje.<\/p>\n<h2 style=\"text-align: justify;\"><strong>U\u010denje od antiuzora<\/strong><\/h2>\n<p style=\"text-align: justify;\">U procesu vo\u0111enja drugih, lider slu\u017ei kao uzor. Vo\u0111enje primerom je klju\u010dna snaga dobrih lidera. No, ne de\u0161ava se uvek da su na\u0161i lideri bili i na\u0161i uzori.&nbsp; Zbog toga se \u010desto mo\u017eemo sresti sa re\u010denicom: \u201cBudite lider kakvog ste \u017eeleli da imate\u201d.<\/p>\n<p style=\"text-align: justify;\">Da bismo to i postigli, mo\u017eemo iskoristiti jedan od najefikasnijih na\u010dina za u\u010denje na gre\u0161kama. Ali tu\u0111im!<\/p>\n<p style=\"text-align: justify;\">Najve\u0107i deo onoga \u0161to neki lideri znaju o vo\u0111enju ljudi su upravo nau\u010dili od svojih najgorih \u0161efova i rukovodilaca. Neki su bili velike autokrate, drugi mikromenad\u017eeri, tre\u0107i nisu tolerisali neznanje i neiskustvo, a da pri tom nisu davali ni najmanju priliku za njihovo sticanje. Oni su ih nau\u010dili kako ne treba. Zbog toga su im zahvalni.<\/p>\n<p style=\"text-align: justify;\">Dakle, da biste ovaj efikasan na\u010din u\u010denja i vi mogli da primenite, dovoljno je da zapi\u0161ete imena, na primer, tri osobe koje su pravile gre\u0161ke koje biste \u017eeleli da izbegnete, a onda da se zapitate: kako mogu da u\u010dim iz njihovih gre\u0161aka? Mo\u017ee se desiti da va\u0161i najve\u0107i antiuzori budu upravo najve\u0107i uzori u drugim oblastima. Va\u0161a objektivnost \u0107e vam pomo\u0107i da precizno napravite razliku izme\u0111u onoga na \u0161ta \u017eelite da se ugledate i \u0161ta \u017eelite da izbegnete.<\/p>\n<p style=\"text-align: justify;\">Na kraju, vratimo se na po\u010detak.<\/p>\n<p style=\"text-align: justify;\">Tek sada, kada ste poradili na svojoj autenti\u010dnosti, rastu i razvoju spremni ste da ponudite arenu za u\u010denje i sticanje sopstvenih iskustava va\u0161im zaposlenima.<\/p>\n<p style=\"text-align: justify;\">Tek onda, kada ste vi \u201cdobro i dobri\u201d sami sa sobom, mo\u017eete iz potpuno podr\u017eavaju\u0107e pozicije da budete deo razvoja svojih ljudi. Da budete onaj lider, koji je sposoban da pomogne zaposlenima da u\u010de sami, iz sopstvenih iskustava.<\/p>\n<p style=\"text-align: justify;\">Kou\u010ding kao stil rukovo\u0111enja je neprikosnoven u ovom segmentu liderstva. Partnerski odnos sa zaposlenima, potpuno uva\u017eavanje stavova i principa, izazivanje njihove realnosti i vera u potencijal zaposlenog su neki od principa kou\u010dinga kao na\u010dina vo\u0111enja ljudi. I to su upravo idealni uslovi za preuzimanje odgovornosti zaposlenog za sopstveni razvoj. Ba\u0161 ono \u0161to nam je potrebno da bismo razvili nove lidere.<\/p>\n<p style=\"text-align: justify;\">Dok preispitujete svoje stavove i pripremate podr\u017eavaju\u0107u arenu za razvoj svojih ljudi, ja \u0107u pripremati pri\u010du o tre\u0107em postulatu renesansnog liderstva: Kontinuirano oplemenjivanje \u010dula.<\/p>\n","protected":false},"excerpt":{"rendered":"<div class=\"mh-excerpt\"><p>\u0160ta u\u010ditelja \u010dini velikim? Vi\u0161e od bilo \u010dega drugog, to je sposobnost da pomognu u\u010deniku da u\u010di sam. Mnogi teoreti\u010dari isti\u010du da je jedna od va\u017enijih uloga lidera da stvori nove lidere. Bilo da se <a class=\"mh-excerpt-more\" href=\"https:\/\/bcoaching.online\/sr\/drugi-postulat-renesansnog-liderstva-prednost-iskustvu-nad-terorijom\/\" title=\"Drugi postulat RENESANSNOG LIDERSTVA:  PREDNOST ISKUSTVU NAD TERORIJOM\">[&#8230;]<\/a><\/p>\n<\/div>","protected":false},"author":73,"featured_media":1298,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[76,28,70],"tags":[],"class_list":["post-1296","post","type-post","status-publish","format-standard","has-post-thumbnail","category-liderstvo","category-online-izdanje","category-razvoj-ljudi-sr"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Drugi postulat RENESANSNOG LIDERSTVA: PREDNOST ISKUSTVU NAD TERORIJOM - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/drugi-postulat-renesansnog-liderstva-prednost-iskustvu-nad-terorijom\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Drugi postulat RENESANSNOG LIDERSTVA: PREDNOST ISKUSTVU NAD TERORIJOM - BCoaching\" \/>\n<meta property=\"og:description\" content=\"\u0160ta u\u010ditelja \u010dini velikim? Vi\u0161e od bilo \u010dega drugog, to je sposobnost da pomognu u\u010deniku da u\u010di sam. Mnogi teoreti\u010dari isti\u010du da je jedna od va\u017enijih uloga lidera da stvori nove lidere. 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