Ali za\u0161to je onda toliko ljudi demotivisano na poslu i radnom okru\u017eenju? Samo \u0161to smo pomislili da postoji dobra strana toga \u0161to radimo od ku\u0107e, zbog okolnosti globalne pandemije, opet nam ne\u0161to fali. Rad od ku\u0107e, koji smo nekada toliko pri\u017eeljkivali, sada je postao stres kako za zaposlenog tako i za njegovu porodicu.<\/p>\n\n\n\n
Sada smo do\u0161li do zaklju\u010dka da motivacija ne zavisi toliko od inspirativnog okru\u017eenja, na primer, neke IT kompanije sa cvetom lotosa u fontani ispred vas i cvrkutom ptica iz amazonskih \u0161uma koje su dizajneri \u201einstalirali\u201c, kao i pravo drvo baobaba u kuhinji. Ovo ne zavisi od motivacionih poruka koje su napisali na zidu ispred vas, pogotovo ako pi\u0161e \u201eInoviraj ili umri!\u201c. A rad od ku\u0107e mogao bi biti malo inspirativniji.<\/p>\n\n\n\n
Na\u0161 fokus mora da bude na ljudima. Kakve \u0107e biti na\u0161e kolege i lideri koji nas vode, odredi\u0107e na\u0161e raspolo\u017eenje tog dana i mnogo dana koji su ispred nas. Stoga lideri snose veliku odgovornost za ljude koje vode. Bilo da se radi o \u201eravnom\u201c upravljanju u agilno orijentisanim kompanijama ili dubokom \u201evertikalnom\u201c upravljanju u tradicionalnim kompanijama, lideri su uvek potrebni. Oni su pravi katalizatori promena i najbolje prenose poruku menad\u017eera. U kompanijama koje zaista dr\u017ee do ideje \u201eprvo ljudi\u201c, lideri su \u010desto ti koji prenose poruke prvih redova menad\u017ementu kompanije. Na taj na\u010din svi rastu, kako kompanija, tako i ljudi koji u njoj ostaju. Namerno sam rekao da ostaju, jer su prisutni celim svojim bi\u0107em, a rad je samo proizvod ove filozofije, koja daje mnogo bolje rezultate.<\/p>\n\n\n\n
Agilno liderstvo se zasniva na agilnim principima i vrednostima. Kada ove principe posmatramo kroz prizmu motivacije i nadahnu\u0107a, dobijamo druga\u010diju sliku. Po tome je poznat agilni na\u010din razmi\u0161ljanja, jer neprestano tra\u017ei nove uvide i znanja.<\/p>\n\n\n\n
\u201eVodi prvo sebe\u201c, kao jedan od principa, kroz prizmu motivacije bi imao zna\u010denje da lider treba prvo da razume i motivi\u0161e sebe, kako bi mogao da motivi\u0161e druge.<\/p>\n\n\n\n
\u201ePrimenjujte ono \u0161to propovedate\u201c je vi\u0161e nego jasna poruka \u010dlanovima va\u0161eg tima, ja verujem u ono \u0161to pri\u010dam, ja sam motivisan da motivi\u0161em vas.<\/p>\n\n\n\n
\u201eInspiri\u0161ite druge da rastu\u201c zahteva od lidera da stvore sigurno okru\u017eenje gde se svi \u010dlanovi tima ose\u0107aju sigurno da prave gre\u0161ke i u\u010de iz njih.<\/p>\n\n\n\n
Mogli bismo sve agilne principe ovako da navedemo, ali u jednom trenutku moramo da do\u0111emo do jednog logi\u010dnog pitanja: Za\u0161to su ovo principi samo agilnog liderstva, za\u0161to oni nisu principi LIDERSTVA?\u201c Za\u0161to imamo ose\u0107aj da lideri koji vode tradicionalni menad\u017ement ne mogu da ispune ove vrednosti?<\/p>\n\n\n\n
Iz mog iskustva, apsolutno mogu i to i rade. U mnogim \u201emodernim\u201c kompanijima lideri vode svoje timove na izuzetno tradicionalan na\u010din, dok neke \u201etradicionalne\u201c kompanije imaju individualne lidere koji rade prema agilnim principima, a da \u010dak ni ne znaju za njih.<\/p>\n\n\n\n
Jo\u0161 jednom se vra\u0107amo na lidere i njihovo razumevanje liderstva. Kako \u201eagilne\u201c tako i \u201etradicionalne\u201c lidere. I jedni i drugi stvaraju sigurno okru\u017eenje, gde su svi jednaki, ljudi po\u0161utuju i cene jedni druge, i ovakve ljude je izuzetno lako motivisati. Oni ustaju sa osmehom na licu i odlaze na posao. Upravo zato je njima lako da motivi\u0161u ljude, jer ih tretiraju kao sebi jednake i sposobne da pomeraju planine. I ako zatreba, oni \u0107e upravo to i uraditi za svoj tim.<\/p>\n\n\n\n<\/p>\n","protected":false},"excerpt":{"rendered":"
U ovakvim uslovima, jednostavno je nemogu\u0107e ne biti motivisan. Dnevna doza motivacije nam svakodnevno sti\u017ee na mejl, Youtube je pun kra\u0107ih (i du\u017eih) videa koji \u0107e nas ispuniti energijom za dan koji je pred nama. […]<\/a><\/p>\n<\/div>","protected":false},"author":79,"featured_media":4532,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41,60],"tags":[],"class_list":["post-4536","post","type-post","status-publish","format-standard","has-post-thumbnail","category-agile-sr","category-primenjeni-biznis"],"yoast_head":"\nSvrha liderstva je motivisani tim - 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\/svrha-liderstva-je-motivisani-tim\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Svrha liderstva je motivisani tim - BCoaching\" \/>\n<meta property=\"og:description\" content=\"U ovakvim uslovima, jednostavno je nemogu\u0107e ne biti motivisan. Dnevna doza motivacije nam svakodnevno sti\u017ee na mejl, Youtube je pun kra\u0107ih (i du\u017eih) videa koji \u0107e nas ispuniti energijom za dan koji je pred nama. 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