Istoria nu e complicat\u0103. Primii expa\u0163i au ap\u0103rut \u00een Rom\u00e2nia \u00een jurul lui 1995, odat\u0103 cu sosirea primilor investitori str\u0103ini. Manolescu \u00ee\u015fi aminte\u015fte c\u0103 foarte mul\u0163i dintre managerii care au venit la acea vreme \u00een \u0163ar\u0103 aveau mult poten\u0163ial, dar nu aveau experien\u0163\u0103 \u015fi deci riscau s\u0103 fie pierdu\u0163i de companiile-mam\u0103 dac\u0103 nu primeau oportunit\u0103\u0163i. Apoi, mai erau cei de care organiza\u0163iile voiau s\u0103 scape sau se aflau pe finalul carierei. Fire\u015fte, reperele lipseau, iar dup\u0103 zeci de ani \u00een care cultura managementului a stat departe de Rom\u00e2nia, primii veni\u0163i au fost lua\u0163i de buni. “Pentru mul\u0163i dintre noi, ei au devenit modele de leadership, care nu mai au nicio leg\u0103tur\u0103 cu ceea ce se cere ast\u0103zi, dar din obi\u015fnuin\u0163\u0103 unii au r\u0103mas cu acel model \u00een minte p\u00e2n\u0103 acum”, crede Manolescu. Pia\u0163a punea atunci accent pe competen\u0163e, pe experien\u0163a \u00een companii cu reputa\u0163ie, iar, dac\u0103 omul reu\u015fea s\u0103 se v\u00e2nd\u0103 foarte bine, cei care se ocupau de recrutare erau p\u0103c\u0103li\u0163i. “Nu prea puteai s\u0103 faci atunci distinc\u0163ia \u00eentre bun \u015fi r\u0103u, doar \u00een cazul \u00een care era foarte r\u0103u.” Cu alte cuvinte, se mergea mult pe ideea c\u0103 dac\u0103 un manager a lucrat at\u00e2\u0163ia ani \u00een acea companie \u015fi are referin\u0163e merit\u0103 postul. “Contau mai pu\u0163in valorile morale \u015fi partea de inteligen\u0163\u0103 emo\u0163ional\u0103.” Se miza deci pe un IQ ridicat, pe rezultate, cont\u00e2nd mai pu\u0163in modalitatea de ob\u0163inere a lor, pe referin\u0163e de la companii puternice – “dac\u0103 lucrai la o companie foarte important\u0103, era un semn puternic c\u0103 s-a investit \u00een tine”.<\/p>\n
Primele schimb\u0103ri au \u00eenceput s\u0103 apar\u0103 abia \u00een 2007. Manolescu define\u015fte managementul eficient prin “ce” \u015fi “cum” – ce ai f\u0103cut s\u0103 ajungi acolo \u015fi cum ai ajuns la acele rezultate? Or, partea de “cum” nu era luat\u0103 prea mult \u00een calcul \u00een anii trecu\u0163i, deoarece cre\u015fterea economic\u0103 “a sus\u0163inut imperfec\u0163iuni mari la nivel de management \u015fi a \u00eencurajat angaj\u0103ri pe band\u0103 care nu au pus accent pe valori morale”. L\u0103comia, de exemplu, \u015fi-a pus amprenta \u015fi asupra stilului de management, dat fiind c\u0103 managerii ajung s\u0103 ia decizii g\u00e2ndindu-se la ratele \u015fi datoriile personale pe care le iau, deci la binele propriu. Or, asta nu ar trebui s\u0103 afecteze deciziile de business.<\/p>\n
Una peste alta, Manolescu observ\u0103 c\u0103, odat\u0103 cu recesiunea, “a ie\u015fit mult gunoi de sub pre\u015f”. Ast\u0103zi tr\u0103im o lume diferit\u0103, inteligen\u0163a emo\u0163ional\u0103 a ie\u015fit \u00een ultimii ani la suprafa\u0163\u0103 din ra\u0163iuni evidente: acelea\u015fi reflexe din trecut care ne-au adus succesul ne pot aduce insuccese; avem acces la tehnologie \u015fi o cantitate de informa\u0163ii care este exponen\u0163ial mai mare acum \u015fi asta are un efect important asupra \u00eentregului comportament: “Un IQ (inteligen\u0163\u0103 cognitiv\u0103) mai ridicat te poate face s\u0103 ai un EQ (inteligen\u0163\u0103 emo\u0163ional\u0103) mai sc\u0103zut: s\u0103 ai tendin\u0163a s\u0103 nu ascul\u0163i alte p\u0103reri, s\u0103 fii arogant. Modelele de leadership care la un moment dat au avut succes ar putea s\u0103 nu mai func\u0163ioneze acum”.<\/p>\n
Iar noua direc\u0163ie ar p\u0103rea s\u0103 fie cea a inteligen\u0163ei emo\u0163ionale \u015fi mai pu\u0163in a celei cognitive: “Dac\u0103 e\u015fti competent, cu un EQ foarte ridicat \u015fi valori morale \u00eenalte, IQ-ul e mai pu\u0163in relevant pe l\u00e2ng\u0103 acestea \u00een rolurile executive”.<\/p>\n","protected":false},"excerpt":{"rendered":"
\u201c\u00cen urm\u0103 cu zece ani, am f\u0103cut recrut\u0103ri de manageri de foarte mare succes la ora respectiv\u0103 \u015fi pe care nu i-a\u015f mai recruta \u00een via\u0163a mea. \u00cenainte erau interviuri \u015fi formulare mai superficiale\u201d, spune Radu Manolescu, managing partner al firmei de executive search K.M. Trust& Partners.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7218],"tags":[125,249,5823,14445,7203,7705],"class_list":["post-55068","post","type-post","status-publish","format-standard","hentry","category-resurse-umane","tag-ceo","tag-esec","tag-manageri","tag-recrutari","tag-resurse-umane","tag-valori"],"_links":{"self":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55068","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=55068"}],"version-history":[{"count":1,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55068\/revisions"}],"predecessor-version":[{"id":71553,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=\/wp\/v2\/posts\/55068\/revisions\/71553"}],"wp:attachment":[{"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=55068"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=55068"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/bm.dev.synology.me\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=55068"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}