{"id":27210,"date":"2024-06-10T11:36:03","date_gmt":"2024-06-10T09:36:03","guid":{"rendered":"https:\/\/persolog.com\/?p=27210"},"modified":"2024-06-26T13:03:25","modified_gmt":"2024-06-26T11:03:25","slug":"taking-off-as-a-manager-in-the-vuca-world-heres-what-you-can-do","status":"publish","type":"post","link":"https:\/\/persolog.com\/pl\/blog\/taking-off-as-a-manager-in-the-vuca-world-heres-what-you-can-do\/","title":{"rendered":"Startujesz jako lider w \u015bwiecie VUCA? Oto, co mo\u017cesz zrobi\u0107."},"content":{"rendered":"
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W \u015bwiecie, kt\u00f3ry staje si\u0119 coraz bardziej z\u0142o\u017cony i szybki, presja wywierana na mened\u017cer\u00f3w stale ro\u015bnie. Szybkie tempo zmian w \u015bwiecie biznesu i ci\u0105g\u0142a potrzeba adaptacji stawiaj\u0105 lider\u00f3w przed ogromnymi wyzwaniami. Obecnie do\u015bwiadczamy r\u00f3wnie\u017c niepokoj\u0105cego trendu: tak zwanego bicia lider\u00f3w. Jako lider jeste\u015b cz\u0119sto obwiniany za skargi i problemy w firmach, co dodatkowo zwi\u0119ksza i tak ju\u017c wysok\u0105 presj\u0119.<\/p>

Presja ta wynika nie tylko ze zwi\u0119kszonej cz\u0119stotliwo\u015bci zmian i wstrz\u0105s\u00f3w, ale tak\u017ce z wysokich oczekiwa\u0144 wobec Ciebie. Musisz nie tylko szybko i elastycznie reagowa\u0107 na zmiany, ale tak\u017ce motywowa\u0107 sw\u00f3j zesp\u00f3\u0142 i jednocze\u015bnie utrzymywa\u0107 firm\u0119 na kursie sukcesu. Taka presja tworzy trudn\u0105 sytuacj\u0119. Aby temu przeciwdzia\u0142a\u0107, istniej\u0105 cztery obszary dzia\u0142ania w przyw\u00f3dztwie, kt\u00f3re pozytywnie wp\u0142ywaj\u0105 na jego kszta\u0142t:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Obszar dzia\u0142ania 1: Wzmocnienie samoorganizacji<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Samoorganizacja jest powi\u0105zana z zorganizowana samokontrola<\/a>. Dla ciebie, jako lidera, wzmocnienie samoorganizacji w zespole oznacza porzucenie mikrokontrola<\/a> a zamiast tego przekazywanie odpowiedzialno\u015bci cz\u0142onkom zespo\u0142u, wymaganie i zach\u0119canie pracownik\u00f3w do brania odpowiedzialno\u015bci za siebie. Hierarchiczne my\u015blenie nie pasuje do tej maksymy. Zamiast tego wa\u017cne jest, aby szanowa\u0107 ka\u017cdego pracownika jako eksperta i mikromened\u017cera w jego w\u0142asnym obszarze. Zwinni liderzy koncentruj\u0105 si\u0119 bardziej na roli rozwijania i wzmacniania pracownik\u00f3w i firmy. Rola kierownicza w sensie organu kontroluj\u0105cego ma miejsce jedynie w do\u015b\u0107 subtelnej, coachingowej formie i jest skutecznie uzupe\u0142niana przez kontrol\u0119 spo\u0142eczn\u0105 i presj\u0119 r\u00f3wie\u015bnicz\u0105 w zespole.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Obszar dzia\u0142ania 2: Wdra\u017canie kultury uczenia si\u0119<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Firmy stoj\u0105 przed wyzwaniem uczenia si\u0119 przez ca\u0142e \u017cycie, zw\u0142aszcza w z\u0142o\u017conym \u015bwiecie VUCA. Aby odnie\u015b\u0107 sukces, potrzebuj\u0105 ch\u0119ci do eksperymentowania i odwagi do pope\u0142niania b\u0142\u0119d\u00f3w, aby uczy\u0107 si\u0119 i ewoluowa\u0107 na ich podstawie. Jako lider, odgrywasz kluczow\u0105 rol\u0119 poprzez promowanie partycypacyjnego stylu przyw\u00f3dztwa i tworzenie \u015brodowiska, kt\u00f3re wspiera swobodn\u0105 wymian\u0119 wiedzy i otwarty dialog w celu ustanowienia kultura wsp\u00f3lnego uczenia si\u0119<\/a>. Rola lidera zmienia si\u0119 z tradycyjnego przyw\u00f3dztwa na rol\u0119 osoby wspieraj\u0105cej i towarzysz\u0105cej w nauce, wzmacniaj\u0105cej pracownik\u00f3w poprzez indywidualne programy edukacyjne lub interakcje z klientami i ekspertami. Kultura dzielenia si\u0119 wiedz\u0105 i zbiorowego uczenia si\u0119, wspierana przez wsp\u00f3lny spos\u00f3b my\u015blenia, ma kluczowe znaczenie dla budowania takiej kultury uczenia si\u0119.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Obszar dzia\u0142ania 3: Wiarygodne przekazywanie wiadomo\u015bci<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Zewn\u0119trzna klarowno\u015b\u0107 wynika z wewn\u0119trznej klarowno\u015bci: zanim b\u0119dziesz m\u00f3g\u0142 sformu\u0142owa\u0107 to, co chcesz lub musisz powiedzie\u0107, musisz zastanowi\u0107 si\u0119 nad tym, co my\u015blisz. Znalezienie w\u0142asnego wewn\u0119trznego nastawienia jest warunkiem wst\u0119pnym wiarygodnej komunikacji. Czasami liderzy maj\u0105 trudno\u015bci ze wspieraniem decyzji, kt\u00f3re zosta\u0142y zakomunikowane gdzie indziej, a kt\u00f3re powinny zosta\u0107 zakomunikowane ich w\u0142asnemu zespo\u0142owi lub pracownikom.
Mo\u017cesz odpowiedzie\u0107 na poni\u017csze pytania, aby przygotowa\u0107 swoj\u0105 komunikacj\u0119 i zdecydowa\u0107, w jaki spos\u00f3b chcesz przekaza\u0107 swoje wiadomo\u015bci (pytania, patrz A. K\u00fchn & F. K\u00fchn, 2017):<\/p>

  1. Co jest z\u0142ego dla mnie\/moich pracownik\u00f3w w danej decyzji, a co jest po prostu nowe, uci\u0105\u017cliwe lub niewygodne?<\/li>
  2. Jak dramatyczna jest ta zmiana lub wiadomo\u015b\u0107 i jakie s\u0105 jej konkretne konsekwencje dla mnie i moich pracownik\u00f3w?<\/li>
  3. Dlaczego ta decyzja by\u0142a konieczna i co ma ona na celu ze strategicznego punktu widzenia?<\/li>
  4. Jakie s\u0105 \u015brednioterminowe skutki lub zagro\u017cenia dla mnie i moich pracownik\u00f3w, je\u015bli wszystko b\u0119dzie przebiega\u0107 tak jak dotychczas?<\/li>
  5. Co jest dobre w tej decyzji, a co mo\u017cna by poprawi\u0107?<\/li>
  6. Jak realistyczne jest udane wdro\u017cenie i co mo\u017cemy wnie\u015b\u0107?<\/li>
  7. Jak\u0105 rol\u0119 odgrywam w obecnej sytuacji i jakie buty musz\u0119 za\u0142o\u017cy\u0107? (Odpowiedzialno\u015b\u0107 za podejmowanie decyzji - Odpowiedzialno\u015b\u0107 za wdra\u017canie - Odpowiedzialno\u015b\u0107 pracownik\u00f3w)<\/li>
  8. Czy posiadam wystarczaj\u0105ce informacje, czy potrzebuj\u0119 wi\u0119cej informacji, aby podj\u0105\u0107 decyzj\u0119?<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Obszar dzia\u0142ania 4: Budowanie kultury tolerancji b\u0142\u0119d\u00f3w<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    A pozytywna kultura b\u0142\u0119d\u00f3w<\/a> pomaga zmniejszy\u0107 obawy i niepewno\u015b\u0107 w\u015br\u00f3d pracownik\u00f3w oraz stworzy\u0107 atmosfer\u0119 zaufania. Mo\u017cesz pomy\u015ble\u0107 o rzeczach, kt\u00f3re posz\u0142y nie tak w tym tygodniu i o tym, jak sobie z nimi poradzi\u0142e\u015b. Mo\u017cesz rozwa\u017cy\u0107 nast\u0119puj\u0105ce punkty:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    1. Zaakceptuj, \u017ce b\u0142\u0119dy s\u0105 cz\u0119\u015bci\u0105 ludzkich dzia\u0142a\u0144:<\/strong> B\u0142\u0119dy zdarzaj\u0105 si\u0119 nieumy\u015blnie, ale zamiast bada\u0107 ich przyczyny, wiele os\u00f3b szuka winnych, b\u0142\u0119dnie uznaj\u0105c je za \"oznaki g\u0142upoty\". Prowadzi to do tuszowania b\u0142\u0119d\u00f3w i utraty cennego czasu, kt\u00f3ry jest niezb\u0119dny do rozwi\u0105zywania problem\u00f3w i unikania \u0142a\u0144cuch\u00f3w b\u0142\u0119d\u00f3w.<\/p><\/li>

    2. Wcze\u015bnie i konsekwentnie reaguj na wpadki:<\/strong> Dzi\u0119ki temu winowajca nie jest n\u0119kany przez obwinianie siebie i strach przed ujawnieniem. Daniel Gilbert opisuje to jako \"psychologiczny uk\u0142ad odporno\u015bciowy\", kt\u00f3ry pozwala naszym m\u00f3zgom reagowa\u0107 na kryzysy za pomoc\u0105 strategii obronnych, dzi\u0119ki czemu nasz poziom szcz\u0119\u015bcia zwykle wraca do poziomu wyj\u015bciowego po niepowodzeniu.<\/p><\/li>

    3. Spokojnie podchod\u017a do b\u0142\u0119d\u00f3w i wspieraj, a nie demonizuj:<\/strong> Kiedy klienci s\u0105 w\u015bciekli, biznes jest stracony, a szef jest w\u015bciek\u0142y, jest ci\u0119\u017cko. Jednak wymaganie bezb\u0142\u0119dnego dzia\u0142ania jest nierealistyczne. Wed\u0142ug ekspert\u00f3w, perfekcjoni\u015bci i maniacy kontroli pope\u0142niaj\u0105 wi\u0119cej b\u0142\u0119d\u00f3w ni\u017c osoby bardziej zrelaksowane. Ponadto, ci\u0105g\u0142a krytyka po pora\u017cce jest szkodliwa, jak pokazuj\u0105 badania z Uniwersytetu Wiede\u0144skiego z 2014 roku: cz\u0119ste informacje zwrotne o b\u0142\u0119dach zmniejszaj\u0105 kreatywno\u015b\u0107 i cz\u0119stotliwo\u015b\u0107 nowych pomys\u0142\u00f3w.<\/p><\/li>

    4. Przyznaj si\u0119 do b\u0142\u0119d\u00f3w, ale nie wi\u0105\u017c poczucia w\u0142asnej warto\u015bci z pi\u0119tnem \"robienia tego dobrze\":<\/strong> Przyznawanie si\u0119 do b\u0142\u0119d\u00f3w to najlepszy spos\u00f3b na nauk\u0119, ale nie nale\u017cy ani oddawa\u0107 si\u0119 autodestrukcji, ani obwinia\u0107 innych. Wa\u017cne jest, aby zdawa\u0107 sobie spraw\u0119, \u017ce b\u0142\u0105d nie jest r\u00f3wnoznaczny z pora\u017ck\u0105. Faktem jest, \u017ce b\u0142\u0119dy mog\u0105 by\u0107 zar\u00f3wno pouczaj\u0105ce, jak i wywo\u0142ywa\u0107 g\u0142\u0119bokie zw\u0105tpienie w siebie.<\/p><\/li>

    5. Przepro\u015b w\u0142a\u015bciwie:<\/strong> Powiedzenie \"Przepraszam, to by\u0142 m\u00f3j b\u0142\u0105d\" jest trudne dla wielu os\u00f3b, ale przeprosiny mog\u0105 przynie\u015b\u0107 szacunek i wzmocni\u0107 poczucie w\u0142asnej warto\u015bci. Naukowcy z Ohio State University opracowali 5-punktowy plan idealnych przeprosin: wyra\u017cenie \u017calu, wyja\u015bnienie, przyznanie si\u0119 do winy, okazanie odpowiedzialno\u015bci, zaoferowanie zado\u015b\u0107uczynienia i pro\u015bba o wybaczenie. Poszczeg\u00f3lne elementy nie s\u0105 jednak r\u00f3wnie wa\u017cne. Najwa\u017cniejszym elementem jest przyznanie si\u0119 do winy.<\/p><\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      W trudnych czasach cztery obszary dzia\u0142ania - samoorganizacja, kultura uczenia si\u0119, wiarygodne przekazywanie wiadomo\u015bci i kultura b\u0142\u0119d\u00f3w - oferuj\u0105 cenne podej\u015bcie do skutecznego przyw\u00f3dztwa. Lider, kt\u00f3ry dzieli si\u0119 odpowiedzialno\u015bci\u0105, promuje ci\u0105g\u0142e uczenie si\u0119, komunikuje si\u0119 autentycznie i ustanawia pozytywn\u0105 kultur\u0119 b\u0142\u0119d\u00f3w, tworzy \u015brodowisko, w kt\u00f3rym zespo\u0142y mog\u0105 si\u0119 rozwija\u0107.<\/p>

      Dzi\u0119ki takiemu wyra\u017anemu ukierunkowaniu liderzy mog\u0105 nie tylko pokonywa\u0107 bie\u017c\u0105ce wyzwania, ale tak\u017ce budowa\u0107 bardziej odporn\u0105 i przysz\u0142o\u015bciow\u0105 organizacj\u0119. W ten spos\u00f3b przyw\u00f3dztwo staje si\u0119 si\u0142\u0105 nap\u0119dow\u0105 zr\u00f3wnowa\u017conego sukcesu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      Wi\u0119cej wskaz\u00f3wek mo\u017cna znale\u017a\u0107 tutaj:<\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Wi\u0119cej informacji mo\u017cna znale\u017a\u0107 tutaj:<\/h3>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Jeste\u015b certyfikowanym trenerem persolog i chcia\u0142by\u015b jeszcze bardziej zag\u0142\u0119bi\u0107 si\u0119 w temat przyw\u00f3dztwa? W takim razie nasz zaawansowane seminarium cyfrowe \"Przyw\u00f3dztwo w trudnych czasach\"<\/a><\/strong> z Debor\u0105 Karsch i Renate Wittmann jest w\u0142a\u015bnie dla Ciebie! Podczas tego seminarium dowiesz si\u0119 mi\u0119dzy innymi, jak budowa\u0107 wi\u0119ksze zaufanie w zespole podczas kryzysu i jak wdra\u017ca\u0107 skuteczne dzia\u0142ania przyw\u00f3dcze.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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      \n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tTutaj klicken<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      In a world that is becoming ever more complex and fast-paced, the pressure on managers is constantly increasing. The rapid pace of change in the business world and the constant need to adapt present leaders with immense challenges. We are also currently experiencing a worrying trend: so-called leader-bashing. As a leader, you are often blamed […]<\/p>\n","protected":false},"author":1,"featured_media":27216,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1434],"tags":[],"class_list":["post-27210","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"acf":[],"yoast_head":"\nTaking off as a Leader - persolog Blog<\/title>\n<meta name=\"description\" content=\"Blog | In a rapidly evolving and fast-paced world, leaders face increasing pressure to constantly adapt...\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/persolog.com\/pl\/blog\/taking-off-as-a-manager-in-the-vuca-world-heres-what-you-can-do\/\" \/>\n<meta property=\"og:locale\" content=\"pl_PL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Taking Off as a Leader in the VUCA World? 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