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

Prevodilac: Jelena Jankovic Lektor: Ivana Korom

What makes a great leader today?

Šta je danas dobar lider?

Many of us carry this image

Mnogi od nas imaju u glavi sliku

of this all-knowing superhero

sveznajućeg super-heroja

who stands and commands

koji stoji i komanduje

and protects his followers.

i štiti svoje sledbenike.

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

Ali to je slika iz davnih vremena,

and what's also outdated

a ono što je takođe zastarelo

are the leadership development programs

su i programi za razvoj liderstva

that are based on success models

zasnovani na modelu uspeha

for a world that was, not a world that is

u svetu koji je nekad postojao,

a ne svetu kakav je danas ili kakav će biti.

or that is coming.

We conducted a study of 4,000 companies,

Ispitivali smo 4 000 kompanija,

and we asked them, let's see the effectiveness

i tražili da vidimo efekte

of your leadership development programs.

njihovog programa za razvoj liderstva.

Fifty-eight percent of the companies

58% kompanija je navelo da imaju

cited significant talent gaps

priličan manjak ljudi

for critical leadership roles.

sposobnih za kritične funkcije lidera.

That means that despite corporate training programs,

To znači da, uprkos treninzima u korporacijama,

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

na terenu, procenama, podučavanju,

more than half the companies

svemu ovome, više od polovine kompanija

had failed to grow enough great leaders.

nije uspelo da stvori dovoljno dobrih lidera.

You may be asking yourself,

Možete sebi postaviti pitanje,

is my company helping me to prepare

da li me moja kompanija

priprema za velikog lidera 21. veka?

to be a great 21st-century leader?

The odds are, probably not.

Velike su šanse da ne.

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

Provela sam 25 godina svog profesionalnog života

observing what makes great leaders.

proučavajući šta čini lidere dobrim.

I've worked inside Fortune 500 companies,

Radila sam u Fortune 500 kompanijama,

I've advised over 200 CEOs,

savetovala sam preko 200 izvršnih direktora,

and I've cultivated more leadership pipelines

i radila na više procesa stvaranja novih lidera

than you can imagine.

nego što možete da zamislite.

But a few years ago, I noticed a disturbing trend

Međutim, pre nekoliko godina, primetila sam

in leadership preparation.

zabrinjavajući trend u pripremanju lidera.

I noticed that, despite all the efforts,

Primetila sam da, bez obzira na sav trud,

there were familiar stories that kept resurfacing

jedne iste priče o pojedincima

about individuals.

su se stalno ponavljale.

One story was about Chris,

Jedna je bila o Krisu,

a high-potential, superstar leader

omiljenom lideru velikog potencijala,

who moves to a new unit and fails,

koji je prešao u novu jedinicu i podbacio,

destroying unrecoverable value.

nepovratno uništivši ugled.

And then there were stories like Sidney, the CEO,

A bilo je i priča kao ova o Sidni,

direktorki koja je bila toliko frustrirana

who was so frustrated

because her company is cited

jer je njena kompanija važila

as a best company for leaders,

za najbolju kompaniju za lidere,

but only one of the top 50 leaders is equipped

ali je samo jedan od 50 najboljih bio sposoban

to lead their crucial initiatives.

da predvodi njihove najvažnije inicijative.

And then there were stories

Zatim imamo priču kao što je

like the senior leadership team

ona o višem liderskom timu

of a once-thriving business

u nekada uspešnom poslu koji je,

that's surprised by a market shift,

iznenađen promenama na tržištu,

finds itself having to force the company

doveo kompaniju do toga

to reduce its size in half

da otpusti polovinu ljudi

or go out of business.

ili da prestane sa radom.

Now, these recurring stories

Ove priče koje se iznova dešavaju

cause me to ask two questions.

navele su me da postavim dva pitanja.

Why are the leadership gaps widening

Zašto su praznine u liderstvu 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 šta to veliki lideri rade drugačije

distinctly different to thrive and grow?

zbog čega su sve uspešniji?

One of the things that I did,

Jedna od stvari koje sam uradila,

I was so consumed by these questions

pošto su me ova pitanja toliko mučila

and also frustrated by those stories,

i ove priče me toliko frustrirale,

that I left my job

je da sam napustila posao,

so that I could study this full time,

da bih mogla sve vreme da proučavam problem,

and I took a year to travel

i putovala sam godinu dana

to different parts of the world

u razne delove sveta

to learn about effective and ineffective

da proučavam uspešne i neušpesne

leadership practices in companies,

liderske prakse u kompanijama,

countries and nonprofit organizations.

državama i neprofitnim organizacijama.

And so I did things like travel to South Africa,

I tako sam, recimo, otputovala u Južnu Afriku,

where I had an opportunity to understand

gde sam imala priliku da shvatim 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

Takođe sam upoznala puno lidera neprofitnih organizacija

who, despite very limited financial resources,

koji su, uprkos nedovoljnim finasijama,

were making a huge impact in the world,

imali veliki uticaj u svetu,

often bringing together seeming adversaries.

često okupljajući naizgled ljute protivnike.

And I spent countless hours in presidential libraries

Provodila sam sate i sate u bibliotekama

trying to understand how the environment

pokušavajući da shvatim koliko je sredina uticala na lidere,

had shaped the leaders,

the moves that they made,

na poteze koji su pravili,

and then the impact of those moves

a zatim i uticaj tih poteza

beyond their tenure.

van njihovih radnih mesta.

And then, when I returned to work full time,

A onda, kada sam ponovo počela da radim,

in this role, I joined with wonderful colleagues

u ovoj ulozi, udružila sam se sa divnim kolegama

who were also interested in these questions.

koji su takođe bili zainteresovani za ovaj problem.

Now, from all this, I distilled

Iz svega ovoga, izdvojila sam

the characteristics of leaders who are thriving

karakteristike lidera koji su uspešni

and what they do differently,

i ono što oni rade drugačije,

and then I also distilled

i takođe sam izdvojila

the preparation practices that enable people

prakse u treninzima koje tim ljudima

to grow to their potential.

omogućavaju da nadograđuju svoj potencijal.

I want to share some of those with you now.

Podelila bih nešto od toga sa vama.

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

["Šta čini dobrog lidera u 21. veku?"]

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

U svetu 21. veka, koji je globalan,

digitally enabled and transparent,

digitalizovan i transparentan,

with faster speeds of information flow and innovation,

sa većom brzinom protoka informacija i inovacijama,

and where nothing big gets done

i gde se ništa značajno ne može uraditi

without some kind of a complex matrix,

bez neke vrste složene matrice,

relying on traditional development practices

oslanjati se na tradicionalne prakse razvoja

will stunt your growth as a leader.

onemogućiće vaš napredak kao lidera.

In fact, traditional assessments

U stvari, tradicionalne procene,

like narrow 360 surveys or outdated performance criteria

kao na primer, evaluacija "360 stepeni" ili zastareli kriterijumi učinka,

will give you false positives,

daće 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 što zaista jeste.

Leadership in the 21st century is defined

Liderstvo u 21. veku je definisano

and evidenced by three questions.

i dokazano trima pitanjima.

Where are you looking

Na koji način ćete

to anticipate the next change

predvideti narednu promenu

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?

Sa kim provodite vreme? O kojim temama razgovarate?

Where are you traveling? What are you reading?

Gde putujete? Šta čitate?

And then how are you distilling this

I na koji način ovo izdvajate

into understanding potential discontinuities,

da prepoznate potencijalna nepodudaranja,

and then making a decision to do something

i donesete odluku da nešto u ovom trenutku

right now so that you're prepared and ready?

preduzmete da biste bili pripremljeni?

There's a leadership team that does a practice

Postoji tim lidera koji upražnjava

where they bring together each member

okupljanje svojih članova,

collecting, here are trends that impact me,

gde svaki od njih iznosi trendove

here are trends that impact another team member,

koji na njih utiču,

and they share these,

zatim oni te ideje razmenjuju i donose odluke

and then make decisions, to course-correct a strategy

da pravilno usmere strategiju

or to anticipate a new move.

ili da predvide sledeći korak.

Great leaders are not head-down.

Veliki lideri ne gledaju ispred sebe.

They see around corners,

Oni gledaju izvan okvira, i ne samo da

shaping their future, not just reacting to it.

prihvataju svoju budućnost, već je i oblikuju.

The second question is,

Drugo pitanje je

what is the diversity measure

šta je ono po čemu razlikujete

of your personal and professional stakeholder network?

svoje privatne i poslovne veze?

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

Znate kako često slušamo o dobrim, starim poslovnim vezama,

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

a one svakako još uvek postoje u mnogim institucijama.

But to some extent, we all have a network

Mada, donekle, svako od nas ima poslovne veze

of people that we're comfortable with.

sa ljudima među kojima se oseća prijatno.

So this question is about your capacity

Dakle, ovo pitanje je o vašoj sposobnosti

to develop relationships with people

da razvijete odnose sa ljudima

that are very different than you.

koji su različiti od vas.

And those differences can be biological,

A te razlike mogu biti biološke, fizičke, funkcionalne,

physical, functional, political, cultural, socioeconomic.

političke, kulturološke, društveno-ekonomske.

And yet, despite all these differences,

Pa ipak, uprkos tim razlikama,

they connect with you

oni ostvaruju kontakt sa vama

and they trust you enough

i veruju vam dovoljno

to cooperate with you

da bi sarađivali sa vama

in achieving a shared goal.

u postizanju zajedničkog cilja.

Great leaders understand

Veliki lideri razumeju

that having a more diverse network

da su raznovrsne poslovne veze

is a source of pattern identification

izvor prepoznavanja šablona

at greater levels and also of solutions,

na višem nivou, kao i rešenja,

because you have people that are thinking

jer imate ljude koji razmišljaju

differently than you are.

drugačije od vas.

Third question: are you courageous enough

Treće pitanje: da li ste dovoljno hrabri da prestanete

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

da radite ono što vas je učinilo uspešnim?

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

Postoji izreka koja kaže: budi dobar sa svima.

But if you follow this advice,

Međutim, ako poslušate ovaj savet,

chances are as a leader,

šanse su da ćete, kao lider,

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

i dalje raditi ono što vam prija i što vam je poznato.

Great leaders dare to be different.

Veliki lideri se ne plaše da budu drugačiji.

They don't just talk about risk-taking,

Oni ne samo da pričaju

they actually do it.

o preuzimanju rizika, oni to i rade.

And one of the leaders shared with me the fact that

A jedan od lidera mi je rekao

the most impactful development comes

da najznačajniji razvoj dolazi onda

when you are able to build the emotional stamina

kada postaneš emotivno jak

to withstand people telling you that your new idea

da podneseš da ti ljudi kažu da je tvoja nova ideja

is naïve or reckless or just plain stupid.

naivna ili 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 i spremni da vam se pridruže

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 liderstva,

answering these three questions

odgovori na ova pitanja

will determine your effectiveness

će utvrditi da li ste sposobni

as a 21st-century leader.

za lidera 21. veka.

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

Dakle, šta čini dobrog lidera u 21. veku?

I've met many, and they stand out.

Upoznala sam mnoge, i svi se oni ističu.

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 juče,

but also for the realities of today

već za sadašnju realnost

and all of those unknown possibilities of tomorrow.

i sve one nepoznanice koje donosi sutra.

Thank you.

Hvala.

(Applause)

(Aplauz)