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

Translator: Grega grega Reviewer: Metka Hercog

What makes a great leader today?

Kaj dandanes dela voditelja izjemnega?

Many of us carry this image

Mnogi od nas imamo v glavi sliko

of this all-knowing superhero

vsevednega superjunaka,

who stands and commands

ki stoji in vodi

and protects his followers.

in ščiti svoje privržence.

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

A to je slika iz drugega časa,

and what's also outdated

in kar je prav tako staromodno,

are the leadership development programs

so programi za razvoj vodstvenih kadrov,

that are based on success models

ki temeljijo na vzorcih uspeha

for a world that was, not a world that is

sveta, ki je bil, ne sveta, ki je

or that is coming.

ali prihaja.

We conducted a study of 4,000 companies,

Izvedli smo raziskavo 4.000 podjetij

and we asked them, let's see the effectiveness

in jih vprašali, če lahko vidimo učinkovitost

of your leadership development programs.

vaših vodstvenih razvojnih programov.

Fifty-eight percent of the companies

58% podjetij

cited significant talent gaps

je navedlo veliko pomanjkanje talentov

for critical leadership roles.

za ključne vodstvene funkcije.

That means that despite corporate training programs,

To pomeni, da kljub skupnim izobraževalnim programom,

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

kratkim potovanjem, ocenjevanjem, treniranju, vsem tem stvarem,

more than half the companies

več kot polovica podjetij

had failed to grow enough great leaders.

ni uspela vzgojiti dovolj izjemnih voditeljev.

You may be asking yourself,

Mogoče se boste vprašali,

is my company helping me to prepare

mi moje podjetje pomaga, da se pripravim

to be a great 21st-century leader?

biti izjemen voditelj 21. stoletja?

The odds are, probably not.

Verjetno ne.

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

Preživela sem 25 let poklicnega življenja

observing what makes great leaders.

in opazovala, kaj dela voditelje izjemne.

I've worked inside Fortune 500 companies,

Delala sem znotraj 500 najboljših podjetij

I've advised over 200 CEOs,

svetovala sem več kot 200-tim generalnim direktorjem

and I've cultivated more leadership pipelines

in razvila sem več vodstvenih napotkov,

than you can imagine.

kot si lahko zamislite.

But a few years ago, I noticed a disturbing trend

A pred nekaj leti sem opazila skrb vzbujajoč trend

in leadership preparation.

v pripravi vodstva.

I noticed that, despite all the efforts,

Opazila sem, da kljub vsemu trudu,

there were familiar stories that kept resurfacing

so obstajale znane zgodbe o posameznikih,

about individuals.

ki so ponovno prihajale na dan.

One story was about Chris,

Ena zgodba je bila o Chrisu,

a high-potential, superstar leader

voditelju superzvezdniku z visokimi potenciali

who moves to a new unit and fails,

ki je šel na nov oddelek in mu je spodletelo

destroying unrecoverable value.

in je ustvaril nepopravljivo škodo.

And then there were stories like Sidney, the CEO,

In tu so bile zgodbe o Sidney, generalni direktorici,

who was so frustrated

ki je bila tako razdražena,

because her company is cited

ker je bilo njeno podjetje pohvaljeno

as a best company for leaders,

kot najboljše podjetje za voditelje,

but only one of the top 50 leaders is equipped

a je samo eden od 50 najboljših voditeljev pripravljen

to lead their crucial initiatives.

voditi njihove odločilne pobude.

And then there were stories

In tukaj so bile tudi zgodbe,

like the senior leadership team

kot je zgodba o glavnem vodstvenem timu

of a once-thriving business

nekoč uspešnega podjetja,

that's surprised by a market shift,

ki je presenečeno nad preusmeritvijo trga

finds itself having to force the company

in je primorano velikost

to reduce its size in half

podjetja vsaj za polovico zmanjšati

or go out of business.

ali pa opustiti posel.

Now, these recurring stories

Zaradi takšnih ponavljajočih se zgodb

cause me to ask two questions.

se vprašam dvoje.

Why are the leadership gaps widening

Zakaj se luknje v vodstvu širijo,

when there's so much more investment

ko pa se vedno več investira

in leadership development?

v razvoj vodstva?

And what are the great leaders doing

In kaj delajo izjemni voditelji

distinctly different to thrive and grow?

izrazito drugače, da uspevajo in rastejo?

One of the things that I did,

Kar sem jaz storila,

I was so consumed by these questions

ker sem bila tako prevzeta s temi vprašanji

and also frustrated by those stories,

in tudi razdražena s temi zgodbami,

that I left my job

da sem pustila svojo službo,

so that I could study this full time,

da sem lahko to nenehno raziskovala.

and I took a year to travel

In vzela sem si eno leto in potovala

to different parts of the world

v različne predele sveta,

to learn about effective and ineffective

da bi se poučila o učinkovitih in neučinkovitih

leadership practices in companies,

vodstvenih praksah v podjetjih,

countries and nonprofit organizations.

državah in neprofitnih organizacijah.

And so I did things like travel to South Africa,

Zato sem potovala v Južno Afriko,

where I had an opportunity to understand

kjer sem imel priložnost doumeti,

how Nelson Mandela was ahead of his time

kako napreden je bil Nelson Mandela

in anticipating and navigating

v predvidevanju in vodenju

his political, social and economic context.

svojega političnega, družbenega in ekonomskega konteksta.

I also met a number of nonprofit leaders

Spoznala sem tudi veliko neprofitnih voditeljev,

who, despite very limited financial resources,

ki so kljub zelo omejenim finančnim sredstvom

were making a huge impact in the world,

zelo vplivali na svet

often bringing together seeming adversaries.

s pogostim zbliževanjem dozdevnih nasprotnikov.

And I spent countless hours in presidential libraries

In žrtvovala sem nešteto ur v predsedniških knjižnicah

trying to understand how the environment

in skušala razumeti, kako je okolje

had shaped the leaders,

izoblikovalo voditelje,

the moves that they made,

njihove poteze

and then the impact of those moves

in nato vpliv teh potez

beyond their tenure.

prek njihovih mandatov.

And then, when I returned to work full time,

In nato, ko sem se vrnila in delala polni čas

in this role, I joined with wonderful colleagues

v tej vlogi, sem se povezala s čudovitimi sodelavci,

who were also interested in these questions.

ki so se prav tako zanimali za ta vprašanja.

Now, from all this, I distilled

Sedaj sem, iz vsega tega, povzela

the characteristics of leaders who are thriving

karakteristike voditeljev, ki so uspešni

and what they do differently,

in kaj delajo drugače

and then I also distilled

in potem sem še povzela

the preparation practices that enable people

pripravljalne prakse, ki omogočajo ljudem

to grow to their potential.

razviti njihov potencial.

I want to share some of those with you now.

Nekaj teh praks hočem danes deliti z vami.

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

("Kaj naredi voditelja v 21. stoletju izjemnega?")

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

21. stoletje, ki je bolj globalno,

digitally enabled and transparent,

digitalno usmerjeno in pregledno,

with faster speeds of information flow and innovation,

s hitrejšimi hitrostmi toka informacij in inovacij,

and where nothing big gets done

in kjer se ne naredi nič velikega

without some kind of a complex matrix,

brez neke zapletene osnove,

relying on traditional development practices

bo zanašanje na tradicionalne vodstvene prakse

will stunt your growth as a leader.

oviralo vašo rast kot voditelj.

In fact, traditional assessments

V bistvu vam bodo tradicionalne ocene

like narrow 360 surveys or outdated performance criteria

kot 360 skromnih anket ali zastareli kriteriji zmogljivosti,

will give you false positives,

dale napačne signale

lulling you into thinking that you are more prepared

in vam zbudile lažen občutek, da ste pripravljeni

than you really are.

bolj, kot v resnici ste.

Leadership in the 21st century is defined

Vodenje v 21. stoletju je definirano

and evidenced by three questions.

in dokazano na podlagi treh vprašanj.

Where are you looking

Kam gledate,

to anticipate the next change

da bi predvideli naslednjo spremembo

to your business model or your life?

vašega poslovnega modela ali življenja?

The answer to this question is on your calendar.

Odgovor na to vprašanje je na vašem koledarju.

Who are you spending time with? On what topics?

S kom preživljate čas? S kakšnimi temami?

Where are you traveling? What are you reading?

Kam potujete? Kaj berete?

And then how are you distilling this

In nato, kako to povzamete

into understanding potential discontinuities,

za razumevanje potencialnih prekinitev

and then making a decision to do something

in kako se odločiti, da nekaj storite

right now so that you're prepared and ready?

prav zdaj, ko ste pripravljeni in voljni?

There's a leadership team that does a practice

Obstajajo vodstveni timi, ki delajo vaje,

where they bring together each member

kjer združijo vse člane

collecting, here are trends that impact me,

in zbirajo trende, ki vplivajo name,

here are trends that impact another team member,

trende, ki vplivajo na druge člane tima,

and they share these,

in te trende delijo,

and then make decisions, to course-correct a strategy

in nato sprejmejo odločitve, da popravijo smer strategije

or to anticipate a new move.

ali, da predvidijo novo potezo.

Great leaders are not head-down.

Izjemni voditelji ne sklanjajo glave.

They see around corners,

Vidijo izza vogalov,

shaping their future, not just reacting to it.

se ne samo odzivajo na prihodnost, ampak jo tudi oblikujejo.

The second question is,

Drugo vprašanje je,

what is the diversity measure

kakšna je mera raznolikosti

of your personal and professional stakeholder network?

v vaši osebni in strokovni mreže kontaktov.

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

Veste, pogosto slišimo o mrežah dobrih starih prijateljev

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

in zagotovo so žive in zdrave v mnogih ustanovah.

But to some extent, we all have a network

A do neke mere imamo vsi mrežo

of people that we're comfortable with.

ljudi, s katerimi nam je prijetno.

So this question is about your capacity

Zato je to vprašanje o vaši sposobnosti

to develop relationships with people

razvijanja odnosov z ljudmi,

that are very different than you.

ki so popolnoma različni od vas.

And those differences can be biological,

In te razlike so lahko biološke,

physical, functional, political, cultural, socioeconomic.

fizične, funkcionalne, politične, kulturne, družbenoekonomske

And yet, despite all these differences,

in vendar kljub vsem tem razlikam,

they connect with you

se povežejo z vami

and they trust you enough

in vam dovolj zaupajo,

to cooperate with you

da lahko sodelujejo z vami

in achieving a shared goal.

v doseganju skupnega cilja.

Great leaders understand

Izjemni voditelji razumejo,

that having a more diverse network

da je bolj raznolika mreža

is a source of pattern identification

vir vzorčne povezave

at greater levels and also of solutions,

na višjih ravneh in tudi vir rešitev,

because you have people that are thinking

ker imaš ljudi, ki mislijo

differently than you are.

drugače kot ti.

Third question: are you courageous enough

Tretje vprašanje: Ste dovolj pogumni,

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

da opustite vajo, s katero ste v preteklosti uspeli?

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

Obstaja izraz: Strinjaj se in dobro se boš razumel.

But if you follow this advice,

A če sledite temu nasvetu,

chances are as a leader,

so možnosti za vas kot voditelja,

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

da boste nenehno delali to, kar vam je znano in prijetno.

Great leaders dare to be different.

Izjemni voditelji si upajo biti drugačni.

They don't just talk about risk-taking,

Ne samo govorijo o tveganju,

they actually do it.

ampak dejansko tvegajo.

And one of the leaders shared with me the fact that

Eden izmed voditeljev je z mano delil dejstvo,

the most impactful development comes

da najučinkovitejši razvoj pride,

when you are able to build the emotional stamina

ko si zmožen oblikovati čustveno vzdržljivost,

to withstand people telling you that your new idea

da se lahko upreš ljudem, ki ti pravijo, da je tvoja nova ideja

is naïve or reckless or just plain stupid.

naivna ali lahkomiselna ali preprosto nespametna.

Now interestingly, the people who will join you

Zanimivo pa je, da ljudje, ki se vam bodo pridružili,

are not your usual suspects in your network.

običajno niso najbolj očitni osumljenci v mreži.

They're often people that think differently

Pogosto so to ljudje, ki razmišljajo drugače

and therefore are willing to join you

in so se vam zato pripravljeni pridružiti

in taking a courageous leap.

in narediti pogumen preskok.

And it's a leap, not a step.

In to je preskok, ne korak.

More than traditional leadership programs,

Bolj kot tradicionalni vodstveni programi,

answering these three questions

vam bodo odgovori na ta tri vprašanja

will determine your effectiveness

določili vašo učinkovitost

as a 21st-century leader.

kot voditelja 21. stoletja.

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

Torej, kaj dela voditelja v 21. stoletju izjemnega?

I've met many, and they stand out.

Mnogo sem jih spoznala in izstopajo.

They are women and men

So moški in ženske,

who are preparing themselves

ki se pripravljajo

not for the comfortable predictability of yesterday

ne za prijetno včerajšnjo predvidljivost,

but also for the realities of today

ampak tudi za današnjo realnost

and all of those unknown possibilities of tomorrow.

in za vse neznane jutrišnje priložnosti .

Thank you.

Hvala vam.

(Applause)

(Aplavz)