What it takes to be a great leader | Roselinde Torres | TED

Prevoditelj: Igor Pureta Recezent: Ivan Stamenković

What makes a great leader today?

Što čini dobrog vođu danas?

Many of us carry this image

Mnogi od nas u glavi imaju sliku

of this all-knowing superhero

sveznajućeg super heroja

who stands and commands

koji stoji, zapovijeda

and protects his followers.

i štiti svoje sljedbenike.

But that's kind of an image from another time,

To je slika iz davnih vremena,

and what's also outdated

a ono što je također zastarjelo

are the leadership development programs

su i programi za razvoj rukovoditelja i vođa

that are based on success models

zasnovani na modelu uspjeha

for a world that was, not a world that is

u svijetu koji je nekad postojao, a ne u svijetu

or that is coming.

kakav je danas ili kakav će postati.

We conducted a study of 4,000 companies,

Ispitivali smo 4.000 poduzeća

and we asked them, let's see the effectiveness

i proučavali učinkovitost

of your leadership development programs.

njihovih programa za razvoj rukovoditelja.

Fifty-eight percent of the companies

58% poduzeća navelo je da imaju

cited significant talent gaps

velik manjak ljudi

for critical leadership roles.

sposobnih za kritične rukovoditeljske funkcije.

That means that despite corporate training programs,

To znači da, usprkos treninzima u poduzećima,

off-sites, assessments, coaching, all of these things,

na terenu, procjenama, podukama, svemu tome,

more than half the companies

više od polovice poduzeća

had failed to grow enough great leaders.

nije uspjelo stvoriti dovoljan broj dobrih rukovoditelja.

You may be asking yourself,

I vi sebi možete postaviti pitanje:

is my company helping me to prepare

Priprema li me moje poduzeće za

to be a great 21st-century leader?

velikog rukovoditelja 21. stoljeća?

The odds are, probably not.

Velike su šanse da ne priprema.

Now, I've spent 25 years of my professional life

Provela sam 25 godina profesionalnog života

observing what makes great leaders.

proučavajući što čini dobrog rukovoditelja?

I've worked inside Fortune 500 companies,

Radila sam s poduzećima s Fortune 500 liste

I've advised over 200 CEOs,

savjetovala sam više od 200 CEO-a

and I've cultivated more leadership pipelines

i radila na više procesa za stvaranje novih rukovoditelja

than you can imagine.

nego možete zamisliti.

But a few years ago, I noticed a disturbing trend

Međutim, prije nekoliko sam godina primijetila zabrinjavajući trend

in leadership preparation.

u pripremanju rukovoditelja.

I noticed that, despite all the efforts,

Primijetila sam da bez obzira na sav trud,

there were familiar stories that kept resurfacing

postoje priče o pojedincima koje

about individuals.

su se stalno ponavljale.

One story was about Chris,

Jedna je bila o Chrisu,

a high-potential, superstar leader

omiljenom rukovoditelju velikog potencijala,

who moves to a new unit and fails,

koji je prešao u drugi odjel i podbacio,

destroying unrecoverable value.

nepovratno uništivši ugled.

And then there were stories like Sidney, the CEO,

Bilo je i priča poput ove o Sidney, CEO,

who was so frustrated

toliko frustriranoj

because her company is cited

jer je njeno poduzeće glasilo za

as a best company for leaders,

najbolje za razvoj rukovoditelja,

but only one of the top 50 leaders is equipped

a samo je jedan od 50 najboljih sposoban

to lead their crucial initiatives.

predvoditi njihove najvažnije inicijative.

And then there were stories

Zatim imamo priče

like the senior leadership team

o višem rukovoditeljskom timu

of a once-thriving business

u nekada uspješnom poslovanju

that's surprised by a market shift,

koji je, iznenađen promjenama na tržištu,

finds itself having to force the company

doveo sebe u situaciju da odlučuje o

to reduce its size in half

otpuštanju polovice radnika

or go out of business.

ili prestanku poslovanja.

Now, these recurring stories

Ove priče koje se stalno ponavljaju

cause me to ask two questions.

navele su me da postavim dva pitanja.

Why are the leadership gaps widening

Zašto su praznine u rukovođenju sve veće

when there's so much more investment

kada se sve više ulaže

in leadership development?

u njegov razvoj?

And what are the great leaders doing

I, što veliki rukovoditelji rade drugačije,

distinctly different to thrive and grow?

a zbog toga su sve uspješniji?

One of the things that I did,

Jedna od stvari koje sam napravila je,

I was so consumed by these questions

jer su me ova pitanja toliko mučila

and also frustrated by those stories,

i ove priče me toliko frustrirale,

that I left my job

da sam napustila posao,

so that I could study this full time,

kako bih mogla svo vrijeme proučavati problem.

and I took a year to travel

Putovala sam godinu dana

to different parts of the world

u razne dijelove svijeta

to learn about effective and ineffective

i proučavala uspješne i neuspješne

leadership practices in companies,

rukovoditeljske prakse u poduzećima,

countries and nonprofit organizations.

državama i neprofitnim organizacijama.

And so I did things like travel to South Africa,

tako sam npr. otputovala u Južnu Afriku,

where I had an opportunity to understand

gdje sam imala priliku shvatiti kako je

how Nelson Mandela was ahead of his time

Nelson Mendela bio ispred svog vremena

in anticipating and navigating

u predviđanju i upravljanju svojim

his political, social and economic context.

političkim, društvenim i ekonomskim kontekstom.

I also met a number of nonprofit leaders

Također sam upoznala puno rukovoditelja neprofitnih organizacija

who, despite very limited financial resources,

koji su, usprkos nedovoljnim sredstvima,

were making a huge impact in the world,

imali veliki utjecaj u svijetu,

often bringing together seeming adversaries.

često okupljajući naizgled ljute protivnike.

And I spent countless hours in presidential libraries

Provodila sam sate i sate u knjižnicama

trying to understand how the environment

pokušavajući shvatiti koliko je sredina

had shaped the leaders,

utjecala na rukovoditelje

the moves that they made,

i njihove poteze

and then the impact of those moves

a zatim i utjecaj tih poteza

beyond their tenure.

izvan njihovih radnih mjesta.

And then, when I returned to work full time,

A onda, kada sam ponovo počela raditi,

in this role, I joined with wonderful colleagues

u ovoj ulozi, udružila sam se s divnim suradnicima

who were also interested in these questions.

koje je, također, zanimao ovaj problem.

Now, from all this, I distilled

Iz svega ovoga, izdvojila sam

the characteristics of leaders who are thriving

karakteristike uspješnih rukovoditelja,

and what they do differently,

ono rade drugačije,

and then I also distilled

kao i

the preparation practices that enable people

prakse koje te ljude pripremaju i

to grow to their potential.

omogućuju im nadogradnju potencijala.

I want to share some of those with you now.

Podijelila bih nešto od toga sa vama.

("What makes a great leader in the 21st century?")

("Što čini dobrog rukovoditelja 21. stoljeća?")

In a 21st-century world, which is more global,

U svijetu 21. stoljeća, koji je globalan,

digitally enabled and transparent,

digitaliziran i transparentan,

with faster speeds of information flow and innovation,

s velikom brzinom protoka informacija i inovacijama,

and where nothing big gets done

gdje se ništa značajno ne može završiti

without some kind of a complex matrix,

bez neke vrste složene matrice,

relying on traditional development practices

oslanjanje na tradicionalne prakse razvoja

will stunt your growth as a leader.

onemogućit će vaš rukovoditeljski napredak.

In fact, traditional assessments

Zapravo, tradicionalne procjene,

like narrow 360 surveys or outdated performance criteria

poput "360 stupnjeva" ili zastarjeli kriteriji učinka,

will give you false positives,

će vam dati lažne pozitivne rezultate,

lulling you into thinking that you are more prepared

i vi ćete se opustiti, misleći da ste

than you really are.

pripremljeniji nego zapravo jeste.

Leadership in the 21st century is defined

Vodstvo u 21. stoljeću je definirano

and evidenced by three questions.

i dokazano trima pitanjima.

Where are you looking

Na koji način ćete

to anticipate the next change

predvidjeti narednu promjenu

to your business model or your life?

u svom poslovanju ili životu?

The answer to this question is on your calendar.

Odgovor na ovo pitanje nalazi se u vašem kalendaru.

Who are you spending time with? On what topics?

S kim provodite vrijeme? O kojim temama razgovarate?

Where are you traveling? What are you reading?

Gdje putujete? Što čitate?

And then how are you distilling this

Na koji način proćišćavate informacije

into understanding potential discontinuities,

i prepoznajete potencijalna odstupanja,

and then making a decision to do something

i zatim donosite odluke da napravite nešto

right now so that you're prepared and ready?

upravo sada i budete pripremljeni i spremni?

There's a leadership team that does a practice

Postoji tim rukovoditelja koji prakticira

where they bring together each member

okupljati svoje članove kako bi

collecting, here are trends that impact me,

predstavili trendove koji utječu na njih

here are trends that impact another team member,

ili na ostale članove tima

and they share these,

te tako dijele znanje

and then make decisions, to course-correct a strategy

i tada donose odluke kojima ispravljaju postojeće strategije

or to anticipate a new move.

ili predviđaju nove poteze.

Great leaders are not head-down.

Veliki rukovoditelji hodaju uzdignute glave.

They see around corners,

Vide iza ugla,

shaping their future, not just reacting to it.

oblikuju budućnost, umjesto da samo na nju reagiraju.

The second question is,

Drugo pitanje je,

what is the diversity measure

kolika je raznolikost

of your personal and professional stakeholder network?

vaših privatnih i poslovnih veza?

You know, we hear often about good ol' boy networks

Znate, često slušamo o dobrim, starim poslovnim vezama,

and they're certainly alive and well in many institutions.

one svakako još uvek postoje u mnogim institucijama.

But to some extent, we all have a network

Iako, donekle, svatko od nas ima poslovne veze

of people that we're comfortable with.

s osobama s kojima se o sjećamo ugodno.

So this question is about your capacity

Pitanje se odnosi na vlastite sposobnosti

to develop relationships with people

razvijanja veza s ljudima

that are very different than you.

koji su različiti od nas.

And those differences can be biological,

Te različitosti mogu biti biološke,

physical, functional, political, cultural, socioeconomic.

fizičke, funkcionalne, političke, kulturne, ekonomske.

And yet, despite all these differences,

Pa ipak, usprkos svim tim razlikama

they connect with you

oni su povezani s nama

and they trust you enough

i vjeruju nam dovoljno

to cooperate with you

da surađuju s nama

in achieving a shared goal.

u postizanju zajedničkog cilja.

Great leaders understand

Veliki rukovoditelji razumiju

that having a more diverse network

da je postojanje različitosti u mreži

is a source of pattern identification

izvor za prepoznavanje obrazaca

at greater levels and also of solutions,

na višim razinama, kao i rješenja

because you have people that are thinking

jer imaju ljude koji misle

differently than you are.

drugačije od njih.

Third question: are you courageous enough

Treće pitanje: jeste li dovoljno hrabri

to abandon a practice that has made you successful in the past?

da odbacite postupke koji su vas učinili uspješnima u prošlosti?

There's an expression: Go along to get along.

Postoji izreka: Budi dobar sa svima.

But if you follow this advice,

Međutim, ako poslušate ovaj savjet

chances are as a leader,

šanse su da ćete, kao rukovoditelj,

you're going to keep doing what's familiar and comfortable.

i dalje raditi ono što stvara ugodu i što vam je poznato.

Great leaders dare to be different.

Veliki rukovoditelji se usude biti drugačiji.

They don't just talk about risk-taking,

Osim što pričaju o preuzimanju rizika

they actually do it.

oni i preuzimaju rizik.

And one of the leaders shared with me the fact that

Jedan od rukovoditelja mi je rekao

the most impactful development comes

da najznačajniji razvoj dolazi onda

when you are able to build the emotional stamina

kad postaneš emotivno jak da možeš

to withstand people telling you that your new idea

podnijeti kad ti ljudi kažu da je tvoja nova ideja

is naïve or reckless or just plain stupid.

naivna, traljava ili jednostavno glupa.

Now interestingly, the people who will join you

Ono što je zanimljivo je da su ljudi koji će biti na vašoj strani

are not your usual suspects in your network.

obično oni od kojih to najmanje očekujete.

They're often people that think differently

To su vrlo često ljudi koji razmišljaju drugačije

and therefore are willing to join you

i zbog toga su vam se i spremni pridružiti

in taking a courageous leap.

u skoku sa litice.

And it's a leap, not a step.

A to je skok, a ne korak.

More than traditional leadership programs,

Više nego tradicionalni programi razvoja rukovoditelja

answering these three questions

odgovori na ova pitanja

will determine your effectiveness

će utvrditi jeste li sposobni

as a 21st-century leader.

biti rukovoditelj 21. stoljeća.

So what makes a great leader in the 21st century?

Dakle, što čini dobrog rukovoditelja u 21. stoljeću?

I've met many, and they stand out.

Upoznala sam mnoge i svi su iznimni.

They are women and men

To su žene i muškarci

who are preparing themselves

koji se pripremaju

not for the comfortable predictability of yesterday

ne za ono što je poznato od jučer

but also for the realities of today

već za realnost sadašnjosti

and all of those unknown possibilities of tomorrow.

i sve one nepoznanice koje donosi sutra.

Thank you.

Hvala vam.

(Applause)

(Pljesak)