{"id":3779,"date":"2020-08-31T09:18:47","date_gmt":"2020-08-31T08:18:47","guid":{"rendered":"https:\/\/bcoaching.online\/?p=3779"},"modified":"2020-09-16T23:31:09","modified_gmt":"2020-09-16T22:31:09","slug":"agile-leadership-koucing","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/agile-leadership-koucing\/","title":{"rendered":"\u201eAgile leadership\u201c kou\u010ding"},"content":{"rendered":"\n

Liderstvo je neiscrpna tema kada je re\u010d o biznisu i njegovom unapre\u0111enju. Vrlo \u010desto se ka\u017ee da su lideri stubovi kompanije i da na njima po\u010diva kultura cele organizacije. A koliko se i koliko \u010desto ula\u017ee u ove svojevrsne \u201eheroje\u201c organizacija? Opet, sve zavisi od kompanije i njene politike.<\/p>\n\n\n\n

U biznis okru\u017eenju dosta se govori o vrsti liderstva, njegovoj primeni i realnoj primenljivosti u radu sa timovima. I ima puno stru\u010dnjaka od kojih \u0107ete \u010duti dijametralno suprotne stavove. Ba\u0161 zbog toga, jedna od poslednjih podela lidera je na tradicionalne i agilne. Da li je ova podela korektna ili ispravna, nije na nama da procenjujemo.<\/p>\n\n\n\n

Iz iskustva mi je poznato da mo\u017eete na\u0107i \u201eagilne\u201c lidere u nekoj velikoj, \u201etradicionalnoj\u201c organizaciji, poput proizvodnje name\u0161taja ili \u0161tamparije, a nai\u0107i na nekog \u201etradicionalnog\u201c lidera u vrlo agilnoj, hitech kompaniji koja se bavi softverom ili najsavremenijom tehnologijom.<\/p>\n\n\n\n

Sve ovo nas dovodi do \u010dinjenice da organizaciju zaista \u010dine lideri i njihov odnos prema \u010dlanovima tima. Po ko zna koji put se pokazalo da ljudi ostaju ili napu\u0161taju kompaniju zbog svog lidera, a ne zbog politike kompanije ili plate. Pa kakvi su to onda ljudi, ti \u201esuperjunaci\u201c, lideri?<\/p>\n\n\n\n

Sasvim obi\u010dni, jedni od nas i siguran sam da poznajete nekog. A \u0161ta onda \u010dini razliku izme\u0111u dobrog i \u201emanje dobrog\u201c lidera? Odgovor je jednostavan, mindset, tj. na\u010din razmi\u0161ljanja. I tu le\u017ei su\u0161tina razlike izme\u0111u agilnog i tradicionalnog lidera, a ne u organizaciji u kojoj se nalaze. Agilnog lidera krase \u010detiri karakteristike, mnogo razvijenije i upotrebljivije nego kod tradicionalnog lidera. To su:<\/p>\n\n\n\n

  1. Odgovornost.<\/strong> Agilni lider uvek nosi odgovornost na sebi, ne prebacuje je na drugog, a pogotovo ne na \u010dlana svog tima.<\/li>
  2. Znati\u017eelja.<\/strong> Lider sa agilnim mindsetom ima neutoljivu glad za znanjem, u\u010denjem i istra\u017eivanjem boljih opcija.<\/li>
  3. Refleksija.<\/strong> \u0160ta sam uradio dobro danas, \u0161ta sam mogao bolje, kako \u0107u to sutra implementirati u svoj rad su svakodnevna pitanja agilnog lidera.<\/li>
  4. Bezuslovno pozitivan stav.<\/strong> Kako bi sve ove karakteristike i \u017eivotne vrline podelio sa svojim timom, lideru treba neosu\u0111uju\u0107i stav prema svakom \u010dlanu tima, \u010dak i prema \u017eivotu.<\/li><\/ol>\n\n\n\n

    Agilni lider redovno koristi veliki set razvojnih alata kako bi pomogao svom timu da postigne vrhunske rezultate. On razvija \u010dlanove svog tima, poma\u017ee im da \u0161to pre savladaju tehni\u010dki potrebna znanja i uvek je tu za njih. Sa druge strane, lider upravlja kompleksnim odnosima unutar tima i koristi najja\u010de oru\u017eje koje jedan lider mo\u017ee da poseduje, poverenje. Poverenje u lidera, ali i u svakog \u010dlana tima je su\u0161tina vo\u0111enja agilnog tima.<\/span><\/p>\n\n\n\n

    Kada govorimo o poverenju, kou\u010ding je najmo\u0107niji alat. Kada krenete da radite kou\u010ding sa nekim, nikad ne znate kojim \u0107ete putem krenuti. Dokle god vam je poznat ishod, odredi\u0161te gde ste krenuli, kou\u010ding je sjajno \u201evozilo\u201c koje \u0107e vas tamo odvesti. I zato se u liderskom kou\u010dingu prepoznaju dve osnovne grupe kojima je potreban kou\u010ding.<\/p>\n\n\n\n

    Prva, velika grupa su \u010dlanovi tima. Na svom razvojnom putu, svakodnevno se susre\u0107u sa preprekama, usponima i padovima. Lider je tu da ih \u010duje, razume i podr\u017ei. Ne\u0107ete verovati koliko malo je potrebno nekom \u010dlanu tima da ustane kada padne i ponovo potr\u010di, ovog puta jo\u0161 br\u017ee jer je savladao prepreku i nau\u010dio ne\u0161to iz tog pada. Pravi lider nikada ne\u0107e osu\u0111ivati gre\u0161ku, on \u0107e biti uporan u postavljanju pitanja, \u201e\u0160ta si iz toga nau\u010dio? \u0160ta bi sada uradio druga\u010dije?\u201c<\/span>. Jer tako se raste, tako nastaju budu\u0107i lideri, mo\u017eda jo\u0161 bolji od ovih dana\u0161njih.<\/p>\n\n\n\n

    Druga grupa koji je potreban kou\u010ding su naravno lideri. Kao \u0161to smo na samom po\u010detku rekli, lideri su ljudi iz na\u0161eg okru\u017eenja, sa svojim problemima i poslovnim izazovima. Kako da se nosi sa nekom neprijatnom situacijom kada treba da svom \u010dlanu tima da feedback, kako da zaslu\u017ei ili povrati autoritet, ali onaj pravi, potekao iz tima a ne sa vrha organizacije. Leadership kou\u010ding je zato \u010desto kompleksniji nego kada kou\u010dujete \u010dlana tima. \u010cesto kou\u010d svojim tehnikama skida breme sa le\u0111a lidera, oblikuje ga, razgra\u0111uje, od \u010delika pravi pamuk i vra\u0107a ga svom kou\u010diju.<\/p>\n\n\n\n

    Zato je samo sertifikovani kou\u010d neko ko sme da se upusti u podr\u0161ku jednom tako kompleksnom mindsetu kakav je liderski. Sertifikovanom kou\u010du je potpuno jasan proces rada sa liderom, na \u0161ta sve mogu zajedno da nai\u0111u na svom putovanju, kako da podr\u017ei svog klijenta, kada da bude tu za njega, a kada da ga pusti da putuje sam. Jer, na kraju dana, kou\u010di je taj koji nosi odgovornost za kou\u010ding rezultate i promene koje sam \u017eeli. Ili ne \u017eeli.<\/span><\/p>\n\n\n\n

    Za sam kraj, \u017eelim da spomenem jo\u0161 i jedno od naj\u010de\u0161\u0107ih uverenja, \u201elider se ne postaje, lider se ra\u0111a.\u201c Ili mo\u017eda, \u201elider se postaje verovanjem u sebe, svako mo\u017ee postati lider\u201c. Pa ako je ta\u010dno ovo prvo, ili ovo drugo, za\u0161to jo\u0161 uvek imamo toliko dobrih i \u201emanje dobrih\u201c lidera?<\/p>\n","protected":false},"excerpt":{"rendered":"

    Liderstvo je neiscrpna tema kada je re\u010d o biznisu i njegovom unapre\u0111enju. Vrlo \u010desto se ka\u017ee da su lideri stubovi kompanije i da na njima po\u010diva kultura cele organizacije. A koliko se i koliko \u010desto […]<\/a><\/p>\n<\/div>","protected":false},"author":79,"featured_media":3778,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41,60],"tags":[],"class_list":["post-3779","post","type-post","status-publish","format-standard","has-post-thumbnail","category-agile-sr","category-primenjeni-biznis"],"yoast_head":"\n\u201eAgile leadership\u201c kou\u010ding - 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\/agile-leadership-koucing\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u201eAgile leadership\u201c kou\u010ding - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Liderstvo je neiscrpna tema kada je re\u010d o biznisu i njegovom unapre\u0111enju. Vrlo \u010desto se ka\u017ee da su lideri stubovi kompanije i da na njima po\u010diva kultura cele organizacije. 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