How to break bad management habits before they reach the next generation of leaders | Elizabeth Lyle

Prevoditelj: Igor Pureta Recezent: Sanda L

I am guilty of stacking my dishes in the sink

Kriva sam što se u sudoperu skuplja posuđe

and leaving them there for hours.

i tamo stoji satima.

I fact-checked this with my boyfriend.

Provjerila sam to s mojim dečkom.

He says it's less like hours and more like days,

On tvrdi da se više radi o danima nego satima,

but that's not the point.

ali nije u tome stvar.

The point is sometimes I don't finish the job

Stvar je u tome da ponekad završim posao

until the stack has gotten high enough that it's peaking over the lip of the sink

tek kad ga se nakupi toliko da prelazi preko ruba sudopera,

and my inner clean freak loses it.

a moj unutarnji čistunac poludi.

This charming habit developed when I was in college,

Ovu šarmantnu naviku sam razvila tijekom studija

and I had tons of excuses.

i imala sam tonu isprika.

"I'm running to class!"

"Žurim na predavanja!"

"What's one more dirty dish in the sink?"

"To je samo jedan tanjur više u sudoperu!"

Or my favorite, "I think I can save time and water

I moj omiljeni: "Mislim da ću uštedjeti i vrijeme i vodu

if I do them all together later."

ako ih kasnije operem odjednom!"

(Laughter)

(Smijeh)

But it's not like I needed those excuses, because nobody was calling me on it.

Nije da su mi te isprike trebale, jer ih nitko nije niti tražio.

I wish they had.

Da bar jest!

I look back now

Kad pogledam unatrag

and realize that every time I didn't put a dish in the dishwasher

i prisjetim se da je, svaki put kad nisam stavila posuđe u perilicu

and finish what I started,

i tako završila započeto,

it became more second nature to me,

to postajalo dio mog ponašanja

and I grew less likely to question why I was doing it.

pa sam odrastala sve manje propitujući zašto to radim.

Today, I'm a 30-something, certified dirty-dish leaver,

Danas, kad imam više od 30 i ovlašteni sam ostavljač prljavog posuđa,

and breaking this habit is hard.

teško je raskinuti s tom navikom.

So when I'm not at home avoiding the sink,

Pa kad nisam kod kuće i izbjegavam sudoper,

I work with large, complex organizations on leadership transformation

radim s velikim, složenim organizacijama na preoblikovanju vođenja

in times of change.

u vremenu promjena.

My job is to work with the most senior leaders

Moj je posao raditi s najvišim rukovodstvom,

to examine how they lead today

ispitati kako vode danas

and establish habits better suited for the future.

i postaviti odgovarajuće navike za budućnost.

But what interests me more than senior leaders these days

Ono što me ovih dana zanima puno više od višeg rukovodstva je

is what's going on with the junior ones.

što se događa s mlađim rukovodstvom.

We call them "middle managers,"

Zovemo ih "srednjim rukovodstvom",

but it's a term I wish we could change

no taj naziv bih voljela promijeniti

because what they are is our pipeline of future talent for the C-suite,

jer iz njih će izrasti budući članovi najvišeg rukovodstva,

and they are starting to leave their dishes in the sink.

iako ostavljaju svoje posuđe u sudoperu.

While organizations are hiring people like me

I dok organizacije zapošljavaju ljude poput mene

to redevelop their senior leaders for the future,

da pripreme najviše rukovodstvo za budućnost,

outdated leadership habits are forming right before our eyes

zastarjele navike rukovođenja se stvaraju pred našim očima

among the middle managers who will one day take their place.

među mladim ljudima koji će jednog dana zauzeti njihovo mjesto.

We need middle managers and senior leaders to work together,

Srednje i najviše rukovodstvo trebaju raditi zajedno

because this is a big problem.

jer je to velik problem.

Organizations are evolving rapidly,

Organizacije se brzo razvijaju

and they're counting on their future leaders

i računaju na svoje buduće voditelje

to lead with more speed, flexibility, trust and cooperation than they do today.

da ih vode brže, prilagodljivije, s više povjerenja i suradnje nego danas.

I believe there is a window of time in the formative middle-manager years

Vjerujem da postoji vremenski prostor tijekom godina njihovog formiranja

when we can lay the groundwork for that kind of leadership,

kad možemo postaviti temelje za takvu vrstu rukovođenja,

but we're missing it.

ali nam on promiče.

Why?

Zašto?

Because our future leaders are learning from senior role models

Jer naši budući rukovoditelji uče iz primjera onih starijih

who just aren't ready to role model yet,

koji im ne bi smjeli biti uzor,

much less change the systems that made them so successful.

a još manje su spremni mijenjati sustav koji ih je učinio uspješnima.

We need middle managers and senior leaders to work together

Srednje i najviše rukovodstvo trebaju raditi zajedno

to define a new way of leading

kako bi definirali nove načine vođenja

and develop each other to rise to the occasion.

te se međusobno razvijali i odgovorili na izazove.

One of my favorite senior clients --

Jedna od mojih najdražih klijentica --

we'll call her Jane --

recimo da se zove Jane --

is a poster child for what's old-fashioned in leadership today.

je primjer kakvo je zastarjelo rukovođenje danas.

She rose to her C-level position

Uspela se sve do najvišeg rukovodstva

based on exceptional individual performance.

temeljem svojih osobnih uspjeha.

Come hell or high water, Jane got the job done,

Padale sjekire ili sjevale munje, Jane je svoj posao obavila

and today, she leads like it.

pa i danas vodi na taj način.

She is tough to please,

Teško joj je ugoditi,

she doesn't have a lot of time for things that's aren't mission-critical,

ima premalo vremena za stvari koje joj se ne čine kritičnima

and she really doesn't trust anyone's judgment more than her own.

i još uvijek vjeruje jedino zaključcima koje je sama donijela.

Needless to say, Jane's in behavior boot camp.

Jane je sada na režimu promjene ponašanja.

Those deeply ingrained habits

Te duboko usađene navike

are deeply inconsistent with where her organization is heading.

su duboko povezane s time kuda njena organizacija smjera.

The command-and-control behavior that she was once rewarded for

Sustav naredbi i kontrola zbog kojih je nekad bila nagrađena

just isn't going to work

ne daje rezultat

in a faster-moving, flatter, more digitally interconnected organization.

u prilagodljivoj organizaciji s manje hijerarhije i više digitalne povezanosti.

What got her here won't get her there.

Što ju je dovelo dovde, neće je dovesti i tamo.

But I want to talk about John,

Želim vam pričati i o Johnu,

a supertalented, up-and-coming manager who works for Jane,

iznimno talentiranom rukovoditelju u dolasku koji radi za Jane

because her habits are rubbing off on him.

i čije ga navike prilično žuljaju.

Recently, he and I were strategizing

Nedavno smo on i ja radili strategiju

about a decision we needed to put in front of the CEO, Jane's boss,

kako direktora, Janeinog šefa, i njene kolege

and the rest of Jane's peers.

upoznati s jednom odlukom.

He said to me, "Liz, you're not going to like this,

Rekao mi je: "Liz, ovo ti se neće svidjeti

but the way decisions get made around here

jer se način na koji se ovdje donose odluke

is with a bunch of meetings before the meeting."

temelji na puno sastanaka prije glavnog sastanka".

I counted.

Brojala sam.

That was going to mean eight one-on-ones, exec by exec,

To bi značilo 8 pojedinačnih sastanaka sa svakim članom najvišeg rukovodstva

to make sure each one of them was individually on board enough

kako bismo bili sigurni da je svaki od njih suglasan

that things would go smoothly in the actual meeting.

da će odluka bila pozitivna na glavnom sastanku.

He promised, "It's not how we'll do things in the future,

Obećao je: "To nije način na koji ćemo donositi odluke u budućnosti,

but it's how we have to do them today."

ali ih danas donosimo tako."

John wasn't wrong on either count.

John je bio sasvim u pravu.

Meetings before the meeting are a necessary evil

Sastanci prije sastanka danas su nužno zlo

in his company today,

u njegovom poduzeću,

and I didn't like it at all.

a meni se to nije svidjelo.

Sure, it was going to be inefficient and annoying,

To će svakako biti nedjelotvorno i dosadno,

but what bothered me most was his confidence

a mene je još više brinulo njegovo uvjerenje

that it's not how they'll do things in the future.

da će ubuduće sve biti drugačije.

How could he be sure?

Kako može biti siguran?

Who was going to change it and when, if it wasn't him and now?

Tko će to promijeniti i kada, ako neće on i sada?

What would the trigger be?

Što će biti okidač?

And when it happened,

A kad se dogodi,

would he even know how to have effective meetings without pre-meetings?

hoće li uopće znati kako održati djelotvoran sastanak bez onih pripremnih?

He was confidently implying that when he's the boss,

Uvjerljivo je natuknuo da će, kad on bude šef,

he'll change the rules and do things differently,

promijeniti pravila i raditi stvari drugačije.

but all I could see were dishes stacking in the sink

Jedino što sam ja vidjela je bila hrpa posuđa u sudoperu

and a guy with a lot of good excuses.

i osobu s puno opravdanja.

Worse, a guy who might be out of a job one day

Još gore, to je osoba koja će jednom, možda, ostati bez posla

because he learned too late how to lead

jer je prekasno naučio kako voditi

in the organizations of tomorrow.

u organizacijama budućnosti.

These stories really get to me

Takve me situacije pogađaju

when it's the fast-track, high-potential managers like John

jer dolaze od rukovoditelja u usponu, s velikim potencijalom, poput Johna,

because they're probably the most capable of making waves

koji su, vjerojatno, najsposobniji pomaknuti stvari s mrtve točke

and redefining how leaders lead from the inside.

i nanovo definirati kako rukovoditelji vode iznutra.

But what we find is that they're often doing the best job at not rocking the boat

Ono što najčešće nalazimo je da je njihov najvažniji posao spriječiti ljuljanje broda

and challenging the system

i iskušavanje sustava

because they're trying to impress

jer pokušavaju ostaviti dojam

and make life easier on the senior leaders who will promote them.

i učiniti svoj život s visokim rukovoditeljima lakšim kako bi napredovali.

As someone who also likes to get promoted,

Kako i ja volim napredovati,

I can hardly blame him.

teško mi ih je optuživati.

It's a catch-22.

To je kvaka 22.

But they're also so self-assured

Oni su istovremeno toliko sigurni

that they'll be able to change their behavior

da će moći promijeniti svoje ponašanje

once they've earned the authority to do things differently,

jednom kad zasluže autoritet da stvari rade drugačije

and that is a trap.

i tu je zamka.

Because if I've learned anything from working with Jane,

Jer, ako sam išta naučila radeći s Jane,

it's that when that day comes,

jest da će se, jednom kad taj dan dođe,

John will wonder how he could possibly do anything differently

John čuditi kako bi mogao drugačije raditi

in his high-stakes, high-pressure executive job

svoj posao s visokim ulozima i pod velikim pritiskom

without risking his own success and the organization's,

bez rizika za vlastiti uspjeh i uspjeh organizacije,

and he'll wish it didn't feel so safe and so easy

i željet će da nije tako sigurno i jednostavno

to keep doing things the way they've always been done.

nastaviti raditi stvari kako se rade oduvijek.

So the leadership development expert in me asks:

Pa stručnjak za razvoj rukovođenja u meni pita:

How can we better intervene in the formative years

Kako se možemo umiješati tijekom tih formativnih godina

of our soon-to-be senior leaders?

naših još-malo-pa najviših rukovoditelja?

How can we use the fact that John and his peers want to take charge

Kako možemo koristiti činjenicu da John i njegove kolege žele preuzeti

of their professional destinies

svoje profesionalne sudbine u svoje ruke

and get them ready to lead the organizations of the future,

i pripremiti ih da vode organizacije budućnosti,

rather than let them succumb to the catch-22

umjesto da ih pustimo da podlegnu kvaki 22

that will perfectly prepare them to lead the organizations of the past?

koja će ih savršeno pripremiti da vode organizacije prošlosti?

We'll have to start by coming to terms with a very real paradox,

Najprije ćemo se morati priviknuti na proturječnost

which is this:

koja tvrdi

the best form of learning happens on the job --

da je najbolji oblik učenja tijekom rada,

not in a classroom, not via e-modules.

ne u učionici, niti putem e-školovanja.

And the two things we rely on to shape on-the-job learning

Dvije stvari na kojima temeljimo naše učenje na poslu

are role models and work environments.

su naši uzori i radna okolina.

And as we just talked about,

Upravo sam pričala o primjeru

our role models are in behavior boot camp right now,

u kojem preodgajamo naše uzore,

and our work environments are undergoing unprecedented disruption.

a naša radna okolina prolazi kroz dosad neviđeno remećenje.

We are systematically changing just about everything

Mi sustavno mijenjamo gotovo sve načine

about how organizations work,

na koje organizacija djeluje,

but by and large, still measuring and rewarding behavior

ali u najvećem broju slučajeva još uvijek mjerimo i nagrađujemo ponašanja

based on old metrics,

temeljena na starim vrijednostima,

because changing those systems takes time.

jer promjena tih sustava zahtijeva vrijeme.

So, if we can't fully count on role models or the system right now,

Ako u ovom trenutku želimo zaista računati na uzore ili sustave,

it's on John to not miss this critical development window.

onda John ne smije propustiti kritično vrijeme razvoja.

Yes, he'll need Jane's help to do it,

Da, pritom će mu trebati Janeina pomoć,

but the responsibility is his because the risks are actually his.

no odgovornost je njegova, jer rizik koji treba preuzeti je njegov.

Either he inherits an organization that is failing

Ili će naslijediti organizaciju koja tone

because of stubbornly old-fashioned leadership,

zbog tvrdoglavog zadržavanja zastarjelog rukovođenja,

or he himself fails to build the capabilities to lead one

ili će on sam propustiti izgraditi sposobnosti da preoblikuje

that transformed while he was playing it safe.

dok je igrao na sigurno.

So now the question is, where does John start?

Zato je sad pitanje, gdje da John počne?

If I were John, I'd ask to start flying the plane.

Kad bih ja bila John, počela bih učiti pilotirati.

For my 13th birthday, my grandpa, a former Navy pilot,

Za 13. rođendan moj djed, bivši mornarički pilot,

gave me the gift of being able to fly a very small plane.

poklonio mi je mogućnost upravljanja vrlo malim zrakoplovom.

Once we were safely airborne,

U trenutku kad smo bili visoko u zraku,

the pilot turned over the controls, folded his hands,

pilot mi je prepustio kontrole, prekrižio ruke

and he let me fly.

i pustio me da letim.

It was totally terrifying.

Bilo je potpuno zastrašujuće.

It was exhilarating, but it was also on-the-job learning with a safety net.

Bilo je uzbudljivo i to je bio primjer učenja na poslu sa zaštitnom mrežom.

And because it was real,

I zato što je bilo stvarno,

I really learned how to do it myself.

naučila sam kako to raditi samostalno.

Likewise, in the workplace, every meeting to be led,

Slično je i na poslu. Svaki sastanak koji trebate voditi,

every decision to be made

svaka odluka koju trebate donijeti

can be a practice flight

može biti vježbenički let

for someone who could really use the learning experience

za nekog tko bi zaista mogao koristiti stečeno iskustvo

and the chance to figure out how to do it their own way.

i priliku da osmisli kako to učiniti na svoj način.

So instead of caving, John needs to knock on Jane's door,

Tako John, umjesto skrivanja, treba pokucati na Janeina vrata,

propose a creative strategy

predložiti kreativnu strategiju

for having the meeting without the eight pre-meetings,

za održavanje sastanka bez onih osam pripremnih,

show her he's thought through the trade-offs

pokazati joj što će dobiti zauzvrat

and ask for her support to do it differently.

i tražiti je podršku da može raditi drugačije.

This isn't going to be easy for Jane.

To neće biti lagano za Jane.

Not only does she need to trust John,

Osim što treba vjerovati Johnu,

she needs to accept that with a little bit of room to try his hand at leading,

ona treba dozvoliti i određeni rizik prepuštajući mu rukovođenje.

John will inevitably start leading in some ways

John će sigurno početi rukovoditi na određene načine

that are far more John than Jane.

koji su puno više njegovi nego njeni.

And this won't be an indictment of her.

To neće biti okrivljavanje.

Rather, it will be individualism.

To će biti individualnost.

It will be progress.

To će biti napredak.

And it might even be a chance for Jane to learn a thing or two

To će, možda, biti prilika da Jane nauči nešto novo

to take her own leadership game to the next level.

kako bi svoj način rukovođenja pomakla na višu razinu.

I work with another senior client who summed up this dilemma beautifully

Radim s još jednim visokim rukovoditeljem koji je prekrasno sažeo ovu dvojbu

when we were talking about why he and his peers

kad smo razgovarali zašto on i njegove kolege

haven't empowered the folks below them with more decision rights.

nisu osnažili srednje rukovoditelje dajući im više prava na odlučivanje.

He said,

Rekao je:

"We haven't done it because we just don't trust

"Nismo to učinili jer nismo vjerovali

that they're going to make the right decisions.

da će donijeti ispravne odluke.

But then again, how could they?

A s druge strane, kako bi i mogli?

We've just never given them decisions to practice with."

Nikad im nismo dozvolili da vježbaju donošenje odluka."

So I'm not advocating that Jane hands over the controls

Dakle, ne zastupam mogućnost da Jane prepusti mogućnost odlučivanja

and folds her hands indefinitely,

i prekriženih ruku gleda oko sebe.

but what I am saying

Ono što govorim je da,

is that if she doesn't engineer learning and practice

ako već danas ne uključi učenje i praksu

right into John's day today,

u Johnov dnevni raspored,

he'll never be able to do what she does,

on neće biti sposoban raditi to što radi ona,

much less do it any differently than she does it.

niti će moći to raditi drugačije nego što to ona radi.

Finally, since we're going to be pushing both of them outside their comfort zones,

Na kraju, s obzirom na to da ćemo ih izgurati iz njihove zone udobnosti,

we need some outside coaches

trebat će vanjske savjetnike

to make sure this isn't a case of the blind leading the blind.

kako bismo ih zaštitili od mogućnosti da slijepac vodi slijepca.

But what if instead of using coaches

No, što ako umjesto korištenja savjetnika

to coach each one of them to individually be more effective,

da ih savjetuju kako da budu djelotvorniji,

we started coaching the interactions between them?

počnemo upravljati načinom na koji surađuju?

If I could wave my magic wand,

Kad bih mogla zamahnuti čarobnim štapićem,

I would have coaches sitting in the occasional team meeting

postavila bih savjetnike da povremeno sjede na sastancima

of Jane and her direct reports,

koje Jane ima s članovima svog tima

debriefing solely on how well they cooperated that day.

i daju im informacije o tome jesu li dobro surađivali taj dan.

I would put a coach in the periodic feedback session between Jane and John,

Povremeno bih priključila savjetnika tijekom razgovora Jane i Johna

and just like a couples' therapist coaches on communication,

i baš poput bračnog savjetnika savjetuje ih kako komunicirati,

they would offer advice and observations

nudi im savjet i pogled

on how that conversation can go better in the future.

na to kako bi razgovor mogao biti bolji u budućnosti.

Was Jane simply reinforcing what Jane would have done?

Inzistira li Jane na onome što bi ona učinila?

Or was Jane really helping John

Ili zaista pomaže Johnu

think through what to do for the organization?

da promisli što treba učiniti s organizacijom?

That is seriously hard mentorship to provide,

Takav oblik učenja je teško provesti

and even the best leaders need help doing it,

jer i najbolji rukovoditelji pritom trebaju pomoć

which is why we need more coaches coaching more leaders,

pa zato trebamo više savjetnika koji savjetuju više rukovoditelja

more in real time

i više u stvarnom vremenu,

versus any one leader behind closed doors.

umjesto da se rukovoditelj zatvori u svoj ured.

Around 20 years ago, Warren Buffet gave a school lecture

Prije otprilike 20 godina, Warren Buffet je održao predavanje u školi,

in which he said, "The chains of habit are too light to be felt

tijekom kojeg je rekao: "Lanci navika su prelagani da bismo ih osjetili

until they're too heavy to be broken."

dok ne postanu prečvrsti da ih raskinemo."

I couldn't agree more,

Potpuno se slažem s njim.

and I see it happening with our future leaders in training.

Vidim na treninzima da se to događa s našim budućim voditeljima.

Can we and they be doing more to build their leadership capabilities

Možemo li svi učiniti više na izgradnji njihovih rukovoditeljskih sposobnosti

while they're still open, eager

dok su još spremni, voljni

and not too far gone down a path of bad habits we totally saw coming?

i nisu krenuli putem loših navika za koje smo znali da su prijetnja?

I wish my college roommates and I called each other out back then

Žalim što cimeri i ja nismo češće jedni druge

for the dishes.

upozoravali na posuđe.

It would have been so much easier to nip that habit in the bud

Bilo bi puno lakše odbaciti tu naviku u začetku

than it is to change it today.

nego što je to danas.

But I still believe in a future for myself full of gleaming sinks

No, još uvijek vjerujem u svoju budućnost punu svjetlucavih sudopera

and busy dishwashers,

te uključenih perilica

and so we're working on it,

i nastavljamo raditi na tome

every day, together, moment to moment,

svaki dan, zajedno, trenutak po trenutak,

one dirty dish at a time.

posudu po posudu.

Thank you.

Hvala vam.

(Applause)

(Pljesak)