\nLiderii din topul organiza\u0163iilor pot formula cele mai minunate strategii, cele mai inovative, a\u015fa cum cere economia modern\u0103; dac\u0103 aceia care dezvolt\u0103 serviciile \u015fi produsele, rela\u0163iile cu clien\u0163ii \u015fi cu echipele nu vor fi \u00een linie, nimic nu va face diferen\u0163a. Sunt c\u00e2teva feluri \u00een care o organiza\u0163ie poate s\u0103 e\u015fueze \u00een ceea ce prive\u015fte strategia de asigurare a unui e\u015falon de middle management de calitate, dar \u015fi solu\u0163ii posibile.<\/p>\n
\nSelectarea \u015fi promovarea celor nepotrivi\u0163i. Un m\u0103r poate s\u0103 strice co\u015ful \u00eentreg. O \u015ftim prea bine. La fel \u00een business, un manager incompetent poate trage \u00een jos performan\u0163a \u00eentregii echipe. De aceea, selec\u0163ia corect\u0103 este un aspect critic al organiza\u0163iilor. Sau ar trebui s\u0103 fie.<\/p>\n
\nV-a\u0163i g\u00e2ndit vreodat\u0103 de ce apar b\u0103t\u0103ile de cap ale managerilor cu unul sau altul din angaja\u0163i? Sau cu o parte din echip\u0103? \u00cen peste 10 ani de experien\u0163\u0103 \u00een consultan\u0163\u0103, am auzit un r\u0103spuns la unison la aceast\u0103 \u00eentrebare: atitudinea, comportamentul nepotrivit, fie c\u0103 se referea la un angajat \u00eenc\u0103p\u0103\u0163\u00e2nat, rigid sau la unul superficial, nepotrivit cu postul sau cultura companiei, fie la cei arogan\u0163i \u015fi refractari la feedback, len\u0163i \u00een a \u00eenv\u0103\u0163a. Indiferent de formularea aleas\u0103, managerii cu provoc\u0103ri \u00een a gestiona oamenii invocau aspectele comportamentale.<\/p>\n
\nLipsa sau ineficien\u0163a metodelor de dezvoltare \u015fi training. Cele mai multe companii investesc masiv bani \u015fi efort \u00een zona de on-boarding \u015fi new managers sau \u00een zona de senior managers (coaching), l\u0103s\u00e2nd \u00een plan secund masa critic\u0103 a middle managerilor.
\nEFECTUL \u201eOALA-MINUNE\u201e. Primii mei ani de via\u0163\u0103 au fost \u00een vremea comunismului. Am multe amintiri vagi, \u00eens\u0103 una amuzant\u0103 \u00eemi vine \u00een minte \u00een timp ce scriu aceste r\u00e2nduri. Oala-minune… sau mai preten\u0163ios \u2013 Express Cooker. Mama era atunci ceea ce s-ar numi acum un middle manager, cu multe responsabilit\u0103\u0163i \u015fi acas\u0103. \u201eOala-minune – o auzeam vorbind – salveaz\u0103 timp.\u201e Nu \u00een\u0163elegeam mare lucru, \u00eens\u0103 mi-a r\u0103mas \u00een minte sintagma. \u00cen ultimii ani, companiile s-au str\u0103duit s\u0103 creeze structuri mai flexibile, mai plate, mai pu\u0163in ierarhizate. \u00centr-un studiu al DDI, se vorbe\u015fte despre a\u015ftept\u0103rile \u00eenalte pe care organiza\u0163iile le au de la middle manageri.<\/p>\n
\nAce\u015ftia trebuie s\u0103 \u00een\u0163eleag\u0103 businessul \u00een ansamblu, s\u0103 fie eficace \u00een privin\u0163a proceselor, s\u0103 selecteze \u015fi s\u0103 conduc\u0103 eficient \u015fi s\u0103 se implice efectiv \u00een execu\u0163ie c\u00e2nd \u015fi dac\u0103 este cazul. Sute de manageri de mijloc declar\u0103 c\u0103 nu mai au timp s\u0103 fac\u0103 fa\u0163\u0103 tuturor responsabilit\u0103\u0163ilor pe care rolurile lor le presupun. Consecin\u0163a? Stres. 40% din middle manageri declarau \u00eentr-un sondaj din 2012, realizat \u00een Marea Britanie, c\u0103 se simt puternic stresa\u0163i \u015fi obosi\u0163i. \u015ei arena de afaceri din Rom\u00e2nia g\u0103zduie\u015fte zilnic ecouri ale aceluia\u015fi \u00eengrijorator simptom. Middle managerii sunt cei de la care se cere mai repede, mai mult \u015fi cu mai pu\u0163ine resurse (de timp, de bani, de oameni). Ei devin precum oala-minune.<\/p>\n
\nLIPSA ANGAJAMENTULUI. Angajamentul \u0163ine \u015fi de organiza\u0163ii, de practicile acestora \u015fi de calitatea leadership-ului la nivel de top, \u00eens\u0103 nu numai. Un subiect \u00een trend \u00een lumea academic\u0103, \u00een business, HR \u015fi pres\u0103, angajamentul este \u00eenc\u0103 o tem\u0103 ce las\u0103 loc unei pluralit\u0103\u0163i de abord\u0103ri \u015fi viziuni. Genera\u0163ia Y (\u0103 30) este cea care populeaz\u0103 \u00een multe companii r\u00e2ndurile middle managerilor. \u00centr-un studiu realizat pe companii din Top 500, cele mai bogate arat\u0103 c\u0103 48% dintre ace\u015ftia pl\u0103nuiesc s\u0103 r\u0103m\u00e2n\u0103 numai doi ani \u00een jobul actual.<\/p>\n
\nCe pot face organiza\u0163iile? \u00cen primul r\u00e2nd, ce conteaz\u0103 dincolo de experien\u0163\u0103, educa\u0163ie, training \u015fi abilit\u0103\u0163i tehnice pentru un manager? \u00cen contextul economic actual, ceea ce se cere de la middle manageri este s\u0103 conduc\u0103 \u015fi s\u0103 motiveze echipe largi, uneori virtuale, diverse din punct de vedere geografic, cultural, cu resurse limitate pentru a atinge rezultate din ce \u00een ce mai \u00eenalte. Personalitatea conteaz\u0103. Studii extensive demonstreaz\u0103 acest aspect.<\/p>\n
\n\u00cen al doilea r\u00e2nd, dac\u0103 managerii sunt mul\u0163umi\u0163i, vor transfera asupra echipelor din subordine aceea\u015fi energie pozitiv\u0103 \u015fi vor facilita un climat propice performan\u0163ei. \u00cen al treilea r\u00e2nd, siguran\u0163a de sine, apetitul pentru risc, carisma pot fi deopotriv\u0103 elemente care s\u0103 ajute o persoan\u0103 s\u0103 se lanseze \u015fi s\u0103 creasc\u0103 \u00een carier\u0103, dar \u015fi factori de deraiere, atunci c\u00e2nd presiunea cre\u015fte \u00een business \u015fi c\u00e2nd aceste comportamente sunt necontrolate.<\/p>\n
\nAceste tr\u0103s\u0103turi de personalitate (\u201cdark side\u201e) pot aliena echipele managerilor \u015fi pot afecta eficien\u0163a. 66% din responden\u0163ii unui sondaj realizat de Harvard Business Review arat\u0103 c\u0103 organiza\u0163iile trebuie s\u0103 ajute managerii s\u0103 \u00ee\u015fi dezvolte capacitatea de auto-con\u015ftientizare cu scopul de a-\u015fi dezvolta comportamentele de leadership necesare pentru ca ace\u015ftia s\u0103 poat\u0103 construi \u015fi men\u0163ine echipe eficiente.<\/p>\n
\nManagerii de mijloc pot reprezenta agen\u0163i ai schimb\u0103rii \u015fi ai inova\u0163iei sau pot fi buturugi \u00een calea performan\u0163ei echipelor \u015fi factori de blocaj. Pentru a avea echipe eficiente de manageri, este esen\u0163ial ca organiza\u0163iile s\u0103 identifice \u015fi s\u0103 promoveze corect oamenii potrivi\u0163i \u015fi s\u0103 le ofere instrumentele potrivite de dezvoltare \u015fi \u00een dozele utile.<\/p>\n
\nM\u0102D\u0102LINA B\u0102LAN (managing partner HART Consulting)<\/p>\n","protected":false},"excerpt":{"rendered":"
Rom\u00e2nii au un proverb: p\u00e2n\u0103 la Dumnezeu te m\u0103n\u00e2nc\u0103 sfin\u0163ii. Interesant dicton \u015fi cu multe valen\u0163e. Din arena de business, semnifica\u0163ia acestuia m\u0103 duce cu g\u00e2ndul la calitatea middle managerilor. Ei sunt cei care fac s\u0103 func\u0163ioneze sau nu lucrurile \u00eentr-o organiza\u0163ie. Desigur, cu o condi\u0163ie: pe\u015ftele s\u0103 nu se strice de la cap.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[529],"tags":[235,16543,201,88,7442,25158,443,373,195,17331,7341,5823,11880,7536,80,173,35658],"class_list":["post-100953","post","type-post","status-publish","format-standard","hentry","category-opinii","tag-business","tag-calitate","tag-companii","tag-cultura","tag-dezvoltare","tag-dumnezeu","tag-echipe","tag-eficienta","tag-experienta","tag-functionare","tag-gandul","tag-manageri","tag-organizatie","tag-organizatii","tag-refuz","tag-romani","tag-sabie"],"_links":{"self":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/100953","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=100953"}],"version-history":[{"count":1,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/100953\/revisions"}],"predecessor-version":[{"id":100959,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/100953\/revisions\/100959"}],"wp:attachment":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=100953"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=100953"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=100953"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}