{"id":6375,"date":"2022-08-03T10:21:21","date_gmt":"2022-08-03T09:21:21","guid":{"rendered":"https:\/\/bcoaching.online\/?p=6375"},"modified":"2022-08-23T09:32:41","modified_gmt":"2022-08-23T08:32:41","slug":"svi-u-lidere-promena-uloge-menadzera","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/svi-u-lidere-promena-uloge-menadzera\/","title":{"rendered":"SVI U LIDERE: PROMENA ULOGE \u201eMENAD\u017dERA\u201c"},"content":{"rendered":"\n

Ne moramo da radimo na ovaj na\u010din.<\/strong><\/p>\n\n\n\n

Crveno svetlo je po\u010delo da treperi u kol centru. Jean je izjurila iz svoje kancelarije kako bi se uverila da su svi na telefonima. Pozivni centar je bio izbezumljen. Kupci su bili na \u010dekanju. Vreme \u010dekanja se pove\u0107valo. Sve ve\u0107i broj ljudi bi odustajao. Jean je vikala — \u201eTelefone u ruke!\u201c \u201eZavr\u0161ite te pozive!\u201c<\/p>\n\n\n\n

Jean je bila menad\u017eer u prometnom kol centru. Morala je da upozna dva mastera. Jedna je bila statistika poziva \u2013 prose\u010dna brzina odgovora, trajanje poziva (tzv. \u201evreme razgovora\u201c) i prekidi. Drugi master je merio rezultate prodaje \u2013 neto nove kupce, prodaju proizvoda i nadogradnje premium usluga.<\/p>\n\n\n\n

Ve\u0107i deo njenog posla sastojao se od re\u0161avanja problema i bavljenja gnevnim mu\u0161terijama. Ona je bila menad\u017eer, a ne lider.<\/p>\n\n\n\n

Hajde da pogledamo kako smo ovo preokrenuli.<\/p>\n\n\n\n

Menad\u017eeri se bave performansama. Lideri neguju ljude.<\/strong><\/p>\n\n\n\n

Jean je bila zadu\u017eena za klasi\u010dne funkcije \u201emenad\u017ementa\u201c \u2013 zakazivanje, kontrolu i koordinaciju. Ovi zadaci su fokusirani na biznis, ali ne i na ljude koji rade. Liderstvo je vi\u0161e od posedovanja vi\u0161eg ranga i autoriteta. Liderstvo je privilegija anga\u017eovanja srca i umova zaposlenih.<\/p>\n\n\n\n

Motivacija zaposlenih je veliki razlog za brigu.<\/strong><\/p>\n\n\n\n

Pandemija je otkrila velike pukotine u na\u0161im menad\u017eerskim ve\u0161tinama. Velika ostavka, ili Velika promena, pokazuje da zaposleni napu\u0161taju menad\u017eere kojima nije stalo. Zaposleni \u017eele vi\u0161e fleksibilnosti radnog mesta i procesa, vi\u0161e smisla i vi\u0161e mogu\u0107nosti za rast.<\/p>\n\n\n\n

\u0160ta zaposleni \u017eele?<\/strong><\/p>\n\n\n\n

Zaposleni koji pronalaze smisao u svom radu navode da je 2,8 puta ve\u0107a verovatno\u0107a da \u0107e ostati u svojim organizacijama i da su 2,2 puta zadovoljniji svojim poslom. Motivisaniji zaposleni su produktivniji. Kompanije sa visoko anga\u017eovanom radnom snagom nadma\u0161uju svoje kolege za 147% u prihodima.<\/p>\n\n\n\n

Znali smo za motivaciju zaposlenih, ali nismo reagovali na ovo testirano istra\u017eivanje. Evo podsetnika: Maslovova hijerarhija potreba nam govori da kada ljudi jednom steknu osnove izdr\u017eavanja i sigurnosti, oni \u010deznu za ispunjenjem i priznanjem. Hercbergova teorija dva faktora otkrila je da pobolj\u0161anje odre\u0111enih uslova rada ne podsti\u010de zaposlene da rade vi\u0161e. Pogodnosti su ne\u0161to \u0161to se o\u010dekuje, a ne ne\u0161to \u0161to slu\u017ei kao motivacija.<\/p>\n\n\n

\n
\"\"<\/figure>\n<\/div>\n\n\n

U su\u0161tini, zaposleni \u017eele da ih negujete, da im ka\u017eete sve potrebno, da im omogu\u0107ite da se razvijaju i da se ose\u0107aju kao da su od nekog zna\u010daja.<\/p>\n\n\n\n

Kako lideri obezbe\u0111uju ove motivatore zaposlenih?<\/strong><\/p>\n\n\n\n

Evo nekoliko primera kako lideri ovo rade.<\/p>\n\n\n\n

Obra\u0107aj pa\u017enju i reci ono \u0161to je potrebno.<\/em><\/p>\n\n\n\n

U ekonomskoj krizi 2009. godine, kompanija za proizvodnju kapitalne opreme izbegavala je tipi\u010dno re\u0161enje \u2013 da se pobolj\u0161aju finalni prihodi, bilo je logi\u010dno otpustiti odre\u0111ene zaposlene. Bob \u010cepman, izvr\u0161ni direktor kompanije Barry-Wehmiller, verovao je da otpu\u0161tanja vode do razorene porodice i raspadnute zajednice. Niko nije izgubio posao, a kao rezultat toga, kompanija je stvorila kulturu poverenja. Znaju\u0107i da ne\u0107e biti otpu\u0161teni, zaposleni su se pobolj\u0161ali. Pove\u0107ali su LEAN predloge sa trideset godi\u0161nje na jedan dnevno. Iskusni zaposleni su bili voljni da podele radne listove koji su obu\u010davali druge da rade svoj pobili od koristi i drugima da bolje obavljaju svoj posao. Savesno liderstvo inspirisalo je zaposlene da budu efikasniji i da obu\u010davaju druge.<\/p>\n\n\n\n

Pri\u010da Barry-Wehmiller je primer kako je organizacija postala prilagodljivija. Kako na\u0161 svet postaje sve vi\u0161e VUCA (nestabilan, neizvestan, slo\u017een i dvosmislen), kompanije moraju br\u017ee da se prilagode. Ideje i pobolj\u0161anja mogu do\u0107i svuda u organizaciji. Koncept Adaptivne organizacije izgra\u0111en je na zapa\u017eanju o posmatranju. Dok su svi procesi bili strogo kontrolisani i nadgledani, zaposleni su se ose\u0107ali prinu\u0111enim da po\u0161tuju pravila. Me\u0111utim, ako menad\u017eeri nisu mogli da pogledaju monta\u017enu traku (u ovom slu\u010daju, pravljenje mobilnih telefona), produktivnost se pobolj\u0161ala za 10-15%. Zaposleni su smatrali da mogu u proces da unesu neke pozitivne promene i iste poka\u017eu drugima. \u010cim su malo oslabile tradicionalne prakse menad\u017eera, zaposleni su po\u010deli da cvetaju.<\/p>\n\n\n\n

Rast i zna\u010denje.<\/em><\/p>\n\n\n\n

Kris Schaeffer & Associates je promenio kulturu kol centra u kome je Jean radila. Bila je u jednom od njihovih 35 kol centara. Svi su pro\u0161li kroz transformaciju.<\/p>\n\n\n\n

Prvo, razvili smo obuku sa pristupom stavljanja zaposlenih i mu\u0161terija u fokus. Prvoklasni menad\u017eeri sada su bili zadu\u017eeni da obu\u010davaju svoje zaposlene, a zatim su bili odgovorni za odr\u017eavanje tih ve\u0161tina uz pomo\u0107 kurseva za osve\u017eavanje znanja i testova ve\u0161tina. \u0160to su vi\u0161e obu\u010davali ve\u0161tine, menad\u017eeri su vi\u0161e ovladali istim. Menad\u017eeri su se pretvarali u lidere koji su postavljali pitanja i slu\u0161ali.<\/p>\n\n\n\n

\u010cinjenica da je lider sada zaposlenima bio i trener, promenila je perspektive ovog odnosa. Sada su zaposleni mogli da tra\u017ee odgovore od svog lidera. Lideri su postali treneri. Nije bilo vi\u0161e provera kontrole kvaliteta od strane nekoga ko nije radio na spratu kol centra. Lideri su vr\u0161ili monitoring i vodili redovne sesije povratnih informacija. Zaposleni su mogli da se slobodno obrate za pomo\u0107. Ovo je pove\u0107alo kvalitet razgovora o u\u010dinku.<\/p>\n\n\n\n

Bilo je i drugih promena u organizaciji posla. Silosi izme\u0111u servisa i prodaje su bili naru\u0161eni. Zaposleni su bili unakrsno obu\u010deni i nagra\u0111eni za prodaju \u010dak i kada je kupac zvao iz drugih razloga. Kao rezultat fleksibilnije radne snage, zakazivanje je bilo lak\u0161e, a kol centar je zadovoljio zahteve obima poziva jer su mogli brzo da pre\u0111u sa jedne funkcije na drugu.<\/p>\n\n\n

\n
\"\"<\/figure>\n<\/div>\n\n\n

Svaki zaposleni se sada ose\u0107a uskla\u0111en sa svrhom kompanije \u2013 da se klijenti odu\u0161eve jer im je pru\u017eena potpuna briga. Zaposleni su postali jedina ta\u010dka kontakta sa ve\u0161tinama i autoritetom da pomognu klijentima u svim njihovim potrebama. Kupci su bili sre\u0107ni \u0161to nisu morali da idu od zaposlenog do zaposlenog kako bi prona\u0161li odgovaraju\u0107e re\u0161enje. Sve ve\u0107i broj mu\u0161terija je bio zadovoljan uslugom. Prodaja je porasla.<\/p>\n\n\n\n

Lideri stvaraju kulturu C.A.R.E. (briga)<\/strong><\/p>\n\n\n\n

Vrednosti kompanije nisu floskule na zidu. To su akcije svakog zaposlenog. Razvili smo obuku usmerenu na ljude koja je postala kultura kompanije. Lideri su tome podu\u010dili zaposlene. Lideri su to koristili sa zaposlenima. Zaposleni su ovo koristili sa kupcima.<\/p>\n\n\n\n

Kulturu C.A.R.E. \u010dine radoznalost, mudar savet, po\u0161tovanje i slu\u0161anje uz empatiju.<\/p>\n\n\n\n

Profit je rezultat boljeg liderstva.<\/strong><\/p>\n\n\n\n

Kol centri su imali ogroman uspeh. Bili su mali, ali mo\u0107ni. Imali su samo 10% udela u svojoj industriji, ali su prodali 25% premium nadogradnji.<\/p>\n\n\n\n

Ali poslovni uspeh se ne odr\u017eava bez doslednog pristupa usredsre\u0111enog na ljude. Najbolji dokaz za to je zabele\u017een u Firms of Endearment \u2013 \u201esvesna\u201c preduze\u0107a zara\u0111uju 14 puta vi\u0161e od S&P500 kroz 15 godina.<\/p>\n\n\n\n

Lideri imaju holisti\u010dki pristup vo\u0111enju preduze\u0107a. Ne pla\u0161e se da donesu odluku koja je dobra za zaposlene jer veruju da kada zaposleni ose\u0107aju da ih neko po\u0161tuje i brine o njima, motivisaniji su da postignu bolje rezultate.<\/p>\n\n\n\n

Svesna kompanija nema menad\u017eere. Ima lidere na svim nivoima.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ne moramo da radimo na ovaj na\u010din. Crveno svetlo je po\u010delo da treperi u kol centru. Jean je izjurila iz svoje kancelarije kako bi se uverila da su svi na telefonima. Pozivni centar je bio […]<\/a><\/p>\n<\/div>","protected":false},"author":209,"featured_media":6369,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[76,70,29],"tags":[],"class_list":["post-6375","post","type-post","status-publish","format-standard","has-post-thumbnail","category-liderstvo","category-razvoj-ljudi-sr","category-u-fokusu"],"yoast_head":"\nSVI U LIDERE: PROMENA ULOGE \u201eMENAD\u017dERA\u201c - 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\/svi-u-lidere-promena-uloge-menadzera\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"SVI U LIDERE: PROMENA ULOGE \u201eMENAD\u017dERA\u201c - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Ne moramo da radimo na ovaj na\u010din. Crveno svetlo je po\u010delo da treperi u kol centru. Jean je izjurila iz svoje kancelarije kako bi se uverila da su svi na telefonima. 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