{"id":267,"date":"2018-09-04T05:09:44","date_gmt":"2018-09-04T04:09:44","guid":{"rendered":"http:\/\/bcoaching.online\/srpski\/?p=267"},"modified":"2020-03-05T18:32:32","modified_gmt":"2020-03-05T17:32:32","slug":"kako-izgraditi-koucing-kulturu-u-velikim-korporacijama","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\/","title":{"rendered":"Kako izgraditi kou\u010ding kulturu u velikim korporacijama"},"content":{"rendered":"<div class=\"mceTemp\"><\/div>\n<p style=\"text-align: justify\">Danas, kou\u010ding postaje vi\u0161e prirodni stil liderstva nego ikada ranije. Razlog za to je dramati\u010dna promena u poslovnim ekosistema koji se sastoje od tri razli\u010ditih aspekata: digitalna transformacija koja poga\u0111a poslovne modele, zna\u010daj kulture i anga\u017eovanja zaposlenih. Posle vi\u0161e od deset godina izgradnje kou\u010ding kulture u korporativnom okru\u017eenju, sre\u0107an sam da podelim pet klju\u010dnih saznanja, koja \u0107e vam mo\u017eda biti korisna ako ste strastveni u vezi sa kou\u010dingom u poslovnom kontekstu.<\/p>\n<p style=\"text-align: justify\"><strong>1. DIREKTOR JE KOU\u010c<\/strong><\/p>\n<p style=\"text-align: justify\">Va\u017eno je da budete svesni svog tipa liderstva, jer kao direktor odre\u0111ujete karakter organizacije i delujete kao uzor, a oba aspekta su klju\u010dne komponente ukupne korporativne kulture organizacije.<br \/>\nPrvi preduslov je da je direktor svestan prednosti kou\u010dinga u organizacijama i da poseduje znanje i ve\u0161tine u ovoj oblasti. Demonstriraju\u0107i kou\u010ding liderski stil, direktor inspiri\u0161e sve poslovne lidere da prate isti liderski obrazac i primenjuju ga kao uobi\u010dajenu praksu.<br \/>\nKada se uspostavi svest menad\u017ementa i sponzorisanje kou\u010dinga, potrebno je da postoji formalna podr\u0161ka, kroz stalno ulaganje u izgradnju kou\u010ding kulture. Kou\u010ding programi su obi\u010dno strate\u0161ke odluke organizacije i imaju dugoro\u010dan karakter, tako da je doslednost od presudnog zna\u010daja za uspeh.<br \/>\nKona\u010dno, na korporativnom nivou, mora se doneti odluka o obimu kou\u010ding prakse i klju\u010dnim ta\u010dkama implementacije. U NIS-u ula\u017eemo u razvoj kou\u010ding ve\u0161tina svih rukovodilaca, od direktora i vi\u0161ih rukovodilaca do srednjih menad\u017eera i prve linije menad\u017eera. Osim toga, mi smo fokusirani na na\u0161e klju\u010dne talente, nove menad\u017eere koji su po prvi put rukovodioci i zaposlene u ljudskim resursima.<\/p>\n<p style=\"text-align: justify\"><strong>2. KOU\u010cING JE POSLOVNA POTREBA<\/strong><\/p>\n<p style=\"text-align: justify\">Kou\u010ding nije inicijativa u trendu i samostalna inicijativa rezervisana samo za psihologe. Zapravo, to je u liderski alat u \u0161irokoj upotrebi, koji dovodi do osposobljenih zaposlenih i odli\u010dnih poslovnih rezultata.<br \/>\nDa bi bili uspe\u0161ni u izgradnji kou\u010ding kulture, prvo treba da razumete ukupan poslovni kontekst, kulturu, fazu razvoja kompanije i druge unutra\u0161nje i spoljne faktore.<br \/>\nDrugo, bilo bi korisno analizirati trenutne stilove liderstva na razli\u010ditim nivoima upravljanja, nivoe anga\u017eovanja, rutine upravljanja i prakse davanja povratnih informacija. Da biste napravili analize potreba, treba da pove\u017eete prime\u0107ene nedostatke u liderstvu sa njihovim poslovnim i kulturnim uticajem i predlo\u017eite intervenciju sa naglaskom na u\u010denje. U NIS-u \u010dinimo napore da se promovi\u0161emo kou\u010ding stil liderstva koji ima za cilj dugoro\u010dnu podr\u0161ku naspram stila liderstva koji je direktivan i koji je fokusiran na kratkoro\u010dne rezultate. Kao na\u0161e glavne poslovne koristi od kou\u010ding pristupa, prepoznali smo napredak u timskoj komunikaciji, odnosima, li\u010dnom rastu i ukupnim timskim performansama.<br \/>\nImajte na umu da kou\u010ding nije prirodan stil za neke rukovodioce, tako da \u0107ete morati da ulo\u017eite vreme u promovisanje kako kou\u010ding uti\u010de na performanse i anga\u017eovanje.<\/p>\n<p style=\"text-align: justify\"><strong>3. KORPORACIJE IMAJU KOU\u010cING PARTNERSTVA<\/strong><\/p>\n<p style=\"text-align: justify\">Za implementaciji kou\u010ding prakse potrebna su jaka partnerstva i podr\u0161ka. Postoje klju\u010dni koraci koji se moraju ispratiti kako bi se omogu\u0107io delotvoran proces.<br \/>\nPrvo, morate da izaberete \u201ckou\u010ding partnera\u201d za svoju organizaciju, sa fokusom na kredibilitet partnera. Klju\u010dno je imati pouzdanog kou\u010ding partnera zbog stru\u010dnosti i iskustva sa drugim kompanijama koja partner donosi. Kou\u010ding partner tako\u0111e pru\u017ea va\u0161oj organizaciji najnovije trendove i alate. Mi smo analizirali ukupno evropsko tr\u017ei\u0161te pru\u017ealaca kou\u010ding usluga, sproveli smo tenderska procedura i izabrali Academy of Executive Coaching London (AoEC).<br \/>\nDrugo, budite sigurni da li\u010dne sposobnosti kou\u010da koji \u0107e raditi za vas odgovaraju statusu, poslovnom iskustvu i o\u010dekivanjima va\u0161ih lidera. Ovo je va\u017eno zbog toga \u0161to uspeh zavisi od kvaliteta odnosa izme\u0111u kou\u010da i onih kojima se kou\u010ding pru\u017ea u organizaciji.<br \/>\nTre\u0107e, uzmite u obzir kapacitet pru\u017eaoca kou\u010ding usluga i iskustvo u kou\u010dingu vi\u0161eg rukovodstva, pogotovo ako proces vodite u velikoj organizaciji.<br \/>\n\u010cetvrto, izaberite partnersku organizaciju koja mo\u017ee da obezbedi globalno priznate sertifikate za u\u010desnike u skladu sa standardima Me\u0111unarodne kou\u010ding federacije (ICF).<br \/>\nKou\u010ding sertifikati su cenjeni od strane rukovodilaca kao korist njihovom li\u010dnom razvoju i priznanju.<br \/>\nNa kraju, izaberite partnera koji je sposoban da razvije kou\u010ding programe posebno prilago\u0111ene vama. U saradnji sa AoEC, obratili smo pa\u017enju na specifi\u010dne potrebe NIS-a, tako da programi imaju vredan uticaj na liderstvo i korporativnu kulturu.<\/p>\n<p style=\"text-align: justify\"><strong>4. KOU\u010cING JE SASTAVNI DEO NIS-ovog \u201cKorporativnog univerziteta\u201d<\/strong><\/p>\n<p style=\"text-align: justify\">\u201cKorporativni univerzitet\u201d na\u0161e kompanije pru\u017ea kontinualno u\u010denje i napredak u karijeri za sve zaposlene tokom trajanja karijere. Cilj na\u0161ih kou\u010ding programa je da omogu\u0107i u\u010denje i ve\u017ebanje kou\u010ding liderskog stila u okviru GROW modela.<br \/>\nPrvo smo se pitali kada da primenimo kou\u010ding, tako da smo napravili vezu sa modelom situacionog liderstva i obu\u010davali menad\u017eere u vrlo ranoj fazi njihove karijere. \u0160tavi\u0161e, postavili smo sadr\u017eaj i prakse u na\u0161 trenutni poslovni kontekst, tako da menad\u017eeri mogu lako ve\u017ebati slu\u010dajeve na osnovu sopstvenih potreba. Da bi ve\u017ebanje bilo efikasno, obezbe\u0111ujemo kou\u010ding alate koji se sastoji od smernica, knjiga, demonstracija i posmatranja nakon \u010dega slede specifi\u010dni izve\u0161taji sa povratnim informacijama.<br \/>\nDa bismo \u0161iroko primenili kou\u010ding, uklju\u010dili smo kou\u010ding u nastavni plan i program za sve rukovodioce; pru\u017eamo izvr\u0161ni kou\u010ding vi\u0161em rukovodstvu i ula\u017eemo u projektno baziran liderski program \u201cLider\u201d, gde kou\u010devi podr\u017eavaju ekipe do faze odbrane zavr\u0161nog projekta.<br \/>\nOsim toga, primenjujemo kou\u010ding za re\u0161avanje nedostataka u kompetencijama, definisane od strane Hogan Asesment centara, za prva unapre\u0111enja ili strate\u0161ke liderske uloge. Primenom 70 20 10 razvojnih planova, obezbe\u0111ujemo merljive kou\u010ding intervencije u smislu tema, vremenskog okvira i o\u010dekivanih ishoda za polaznika obuke. Da bismo informisali polaznike obuke o karijernim mogu\u0107nostima i podr\u017eali te\u017enje, stvorili smo detaljne karijerne puteve za sve poslovne jedinice.<\/p>\n<p style=\"text-align: justify\"><strong>5. KOU\u010cING JE NA\u0160 TRANSFORMACIONI ALAT<\/strong><\/p>\n<p style=\"text-align: justify\">Poslovni svet danas je pod uticajem \u010detvrte industrijske revolucije. Korporacije moraju da odgovore na mnoga pitanja u vezi digitalne transformacije, budu\u0107ih poslovnih modela i strategije.<br \/>\nDa bi pre\u017eivele, organizacije treba da uvedu fleksibilnije strukture, agilnu filozofiju i da sprovode stalne promene.<br \/>\nZa uspeh, potrebna vam je kultura koja omogu\u0107ava promene, ina\u010de \u0107ete propasti. Za tu vrstu kulture potrebni su vam lideri koji mogu da inspiri\u0161u i uklju\u010duju ljude i dele svoju viziju. Kou\u010ding poma\u017ee liderima dana\u0161njice da uklju\u010de ljude i personalizuju ulogu svakog \u010dlana tima koji u\u010destvuje u igri koja se stalno menja. Ovaj pristup ima vi\u0161estruke efekte, jer polaznici obuke postaju agenti promene koji uklju\u010duju nove ljude u promenu. Kroz osna\u017eivanje i kontinuirane povratne informacije, treneri osloba\u0111aju potencijal ljudi, \u0161to dovodi do visokog nivoa anga\u017eovanja i izuzetnih rezultata.<br \/>\nU principu, dana\u0161nje poslovanje je mre\u017ea odnosa u kojima nam kou\u010ding poma\u017ee da se pove\u017eemo, razumemo jedni druge i delujemo ka na\u0161em cilju, svrsi ili ideji.<\/p>\n<p style=\"text-align: justify\"><strong>Razmena najboljih praksi<\/strong><br \/>\nOvog aprila, u\u010destvovali smo na Globalnoj konferenciji \u201cBudu\u0107nost kou\u010dinga u organizacijama\u201d u organizaciji Me\u0111unarodne federacije trenera (ICF) i Hogan Asesments-a, koja je odr\u017eana u Budimpe\u0161ti. Me\u0111u istaknutim govornicima, delili smo na\u0161e najbolje prakse u kou\u010dingu, u NIS-u. Jo\u0161 jednom, istakao sam svoje iskustvo i mi\u0161ljenje o va\u017enosti kou\u010ding stila liderstva u doba stalnih promena. Dr. Robert Hogan, svetski autoritet u pitanjima kao \u0161to su li\u010dnosti, liderstvo i organizaciona efikasnost, govorio je o temi \u201cCoaching the Uncoachable\u201d i ukupnim koristima od kou\u010dinga u modernim organizacijama. Svi u\u010desnici na konferenciji potrudili su se da pru\u017ee odgovore na izazovna pitanja o neophodnim promenama u upravljanju ljudskim resursima, imaju\u0107i u vidu digitalizaciju globalnih operacija.<\/p>\n","protected":false},"excerpt":{"rendered":"<div class=\"mh-excerpt\"><p>Danas, kou\u010ding postaje vi\u0161e prirodni stil liderstva nego ikada ranije. Razlog za to je dramati\u010dna promena u poslovnim ekosistema koji se sastoje od tri razli\u010ditih aspekata: digitalna transformacija koja poga\u0111a poslovne modele, zna\u010daj kulture i <a class=\"mh-excerpt-more\" href=\"https:\/\/bcoaching.online\/sr\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\/\" title=\"Kako izgraditi kou\u010ding kulturu u velikim korporacijama\">[&#8230;]<\/a><\/p>\n<\/div>","protected":false},"author":105,"featured_media":360,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[51,60,27],"tags":[],"class_list":["post-267","post","type-post","status-publish","format-standard","has-post-thumbnail","category-intervjui","category-primenjeni-biznis","category-q2-izdanje"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Kako izgraditi kou\u010ding kulturu u velikim korporacijama - 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\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Kako izgraditi kou\u010ding kulturu u velikim korporacijama - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Danas, kou\u010ding postaje vi\u0161e prirodni stil liderstva nego ikada ranije. Razlog za to je dramati\u010dna promena u poslovnim ekosistema koji se sastoje od tri razli\u010ditih aspekata: digitalna transformacija koja poga\u0111a poslovne modele, zna\u010daj kulture i [...]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/bcoaching.online\/sr\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\/\" \/>\n<meta property=\"og:site_name\" content=\"BCoaching\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/Business-coaching-magazine-228105918088032\" \/>\n<meta property=\"article:published_time\" content=\"2018-09-04T04:09:44+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-03-05T17:32:32+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/bcoaching.online\/wp-content\/uploads\/2018\/09\/VladanBuha.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1024\" \/>\n\t<meta property=\"og:image:height\" content=\"873\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Vladan Buha\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u041d\u0430\u043f\u0438\u0441\u0430\u043d\u043e \u043e\u0434\" \/>\n\t<meta name=\"twitter:data1\" content=\"Vladan Buha\" \/>\n\t<meta name=\"twitter:label2\" content=\"\u041f\u0440\u043e\u0446\u0435\u045a\u0435\u043d\u043e \u0432\u0440\u0435\u043c\u0435 \u0447\u0438\u0442\u0430\u045a\u0430\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 \u043c\u0438\u043d\u0443\u0442\u0430\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/\"},\"author\":{\"name\":\"Vladan Buha\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#\\\/schema\\\/person\\\/e10337064301199292a514a7bcd42a70\"},\"headline\":\"Kako izgraditi kou\u010ding kulturu u velikim korporacijama\",\"datePublished\":\"2018-09-04T04:09:44+00:00\",\"dateModified\":\"2020-03-05T17:32:32+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/\"},\"wordCount\":1333,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/bcoaching.online\\\/wp-content\\\/uploads\\\/2018\\\/09\\\/VladanBuha.jpg\",\"articleSection\":[\"Intervjui\",\"Primenjeni biznis\",\"Q2 izdanje\"],\"inLanguage\":\"sr-RS\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/\",\"url\":\"https:\\\/\\\/bcoaching.online\\\/sr\\\/kako-izgraditi-koucing-kulturu-u-velikim-korporacijama\\\/\",\"name\":\"Kako izgraditi kou\u010ding kulturu u velikim korporacijama - 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