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

Prevodilac: Kristina Radosavljević Lektor: Ivana Korom

I am guilty of stacking my dishes in the sink

Ja sam kriva za gomilanje posuđa u sudoperi,

and leaving them there for hours.

ostavljajući ih tamo satima.

I fact-checked this with my boyfriend.

Proverila sam ovaj podatak sa mojim momkom.

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

On kaže da će pre biti dani, nego sati,

but that's not the point.

ali nije u tome poenta.

The point is sometimes I don't finish the job

Poenta je da ja nekad ne dovršim posao,

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

dok gomila ne postane tako velika da viri iz sudopere

and my inner clean freak loses it.

a moj unutrašnji čistunac ne poludi.

This charming habit developed when I was in college,

Ova simpatična navika se razvila dok sam bila na fakultetu,

and I had tons of excuses.

uz gomilu izgovora.

"I'm running to class!"

"Žurim na čas!"

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

"Šta je još jedan prljavi sud u sudoperi?"

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

Ili moj omiljeni: "Mislim da mogu da uštedim i vreme i vodu

if I do them all together later."

ako ih sve zajedno operem, kasnije."

(Laughter)

(Smeh)

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

Ali nisu mi bili potrebni ti izgovori, zato što me niko nije prozivao zbog toga.

I wish they had.

Volela bih da jeste.

I look back now

Gledam sada

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

i shvatam, da svaki put kad nisam stavila sud u mašinu

and finish what I started,

i završila šta sam počela,

it became more second nature to me,

to je polako postajalo deo moje prirode,

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

i sve sam se manje pitala zašto to radim.

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

Danas, sa 30 plus nešto godina, ja sam overeni ostavljač prljavog posuđa,

and breaking this habit is hard.

a prekidanje ove navike je teško.

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

Dakle, kada ne izbegavam pranje suđa kod kuće,

I work with large, complex organizations on leadership transformation

ja radim sa velikim, kompleksnim organizacijama,

na transformaciji liderstva

in times of change.

u vreme promena.

My job is to work with the most senior leaders

Moj posao je rad sa najvišim menadžmentom

to examine how they lead today

da bih ustanovila kako danas vode

and establish habits better suited for the future.

i stvorila navike koje će bolje odgovarati u budućnosti.

But what interests me more than senior leaders these days

Ali ono što mene više od toga interesuje ovih dana,

is what's going on with the junior ones.

je, šta se dešava sa mlađim menadžmentom.

We call them "middle managers,"

Mi ih zovemo "srednji menadžment",

but it's a term I wish we could change

ali to je termin koji bih rado menjala

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

zato što je upravo tu naš rasadnik budućih talenata

za visoke pozicije,

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

a oni počinju da gomilaju svoje prljavo posuđe u sudoperi.

While organizations are hiring people like me

Dok organizacije angažuju ljude kao što sam ja

to redevelop their senior leaders for the future,

da reprogramiram njihove više lidere za budućnost,

outdated leadership habits are forming right before our eyes

stare liderske navike se formiraju pred našim očima

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

među srednjim menadžmentom koji će, jednog dana, zauzeti njihovo mesto.

We need middle managers and senior leaders to work together,

Potrebno nam je da srednji menadžment i lideri rade zajedno,

because this is a big problem.

zato što je to veliki problem.

Organizations are evolving rapidly,

Organizacije se razvijaju jako brzo

and they're counting on their future leaders

računajući da će njihovi budući lideri

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

voditi brže, sa više fleksibilnosti, poverenja i saradnje nego oni danas.

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

Ja verujem da postoji momenat u vremenu, u procesu stvaranja srednjeg menadžmenta

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

kada možemo napraviti temelj za tu vrstu liderstva,

but we're missing it.

ali mi ga propuštamo.

Why?

Zašto?

Because our future leaders are learning from senior role models

Zato što naši budući lideri uče od starijih uzora

who just aren't ready to role model yet,

koji jednostavno nisu spremni da budu uzor,

much less change the systems that made them so successful.

a još manje da menjaju sistem koji im je obezbedio uspeh.

We need middle managers and senior leaders to work together

Potrebno je da srednji menadžment i lideri rade zajedno

to define a new way of leading

na novom načinu liderstva,

and develop each other to rise to the occasion.

koji će razvijati jedni druge kako bi dostigli taj nivo.

One of my favorite senior clients --

Jedan od mojih omiljenih klijenata -

we'll call her Jane --

zvaćemo je Džejn -

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

je živi primer staromodnog liderstva danas.

She rose to her C-level position

Ona se uzdigla na rukovodeću poziciju

based on exceptional individual performance.

na osnovu svojih izuzetnih ličnih sposobnosti.

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

Kroz vatru i vodu, Džejn će završiti posao,

and today, she leads like it.

i danas, ona vodi upravo tako.

She is tough to please,

Veoma joj je teško ugoditi,

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

nema baš puno vremena za stvari koje nisu baš ključne

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

i u suštini ne veruje ničijoj proceni više nego svojoj.

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

Ne treba reći; Džejn je na programu odvikavanja.

Those deeply ingrained habits

Ove duboko usađenje navike

are deeply inconsistent with where her organization is heading.

su u potpunoj suprotnosti od onoga čemu teži njena organizacija.

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

Njeno ponašanje "naredi i kontorliši" zbog koga je nekad bila nagrađena

just isn't going to work

jednostavno više ne funkcioniše,

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

uz brze promene, odsustvo hijerarhije i veću digitalnu povezanost organizacije.

What got her here won't get her there.

Ono što ju je dovelo tu, neće je tu i zadržati.

But I want to talk about John,

Ali ja želim da pričam o Džonu,

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

supertalentovanom menadžeru u usponu, koji radi za Džejn

because her habits are rubbing off on him.

zato što se njene navike prenose na njega.

Recently, he and I were strategizing

Nedavno, nas dvoje smo pravili strategiju

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

oko postavljanja neke odluke pred izvršnog direktora, Džejninog šefa.

and the rest of Jane's peers.

i ostatak Džejninih kolega.

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

On mi je rekao, "Liz, neće ti se ovo svideti,

but the way decisions get made around here

ali način na koji se ovde donose odluke

is with a bunch of meetings before the meeting."

je kroz gomilu sastanaka pre samog sastanka."

I counted.

Ja sam brojala.

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

To bi značilo osam sastanaka jedan na jedan, izvršilac po izvršilac

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

kako bi se osiguralo da je svako, ponaosob, dovoljno obavešten

that things would go smoothly in the actual meeting.

kako bi stvari glatko prošle na pravom sastanku.

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

Obećao je: "Nećemo tako raditi u budućnosti,

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

ali sada moramo da radimo tako."

John wasn't wrong on either count.

Džon nije pogrešio ni u čemu.

Meetings before the meeting are a necessary evil

Sastanci pre sastanka su nužno zlo

in his company today,

u njegovoj kompaniji,

and I didn't like it at all.

i meni se to ni malo nije dopalo.

Sure, it was going to be inefficient and annoying,

Naravno, biće neefikasano i iritirajuće,

but what bothered me most was his confidence

ali ono što mi je najviše smetalo, bila je njegova samouverenost

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

da se tako neće raditi u budućnosti.

How could he be sure?

Kako on može biti siguran?

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

Ko će to promeniti i kada, ako ne on i ako ne sada?

What would the trigger be?

Šta bi bio okidač?

And when it happened,

I kada se to desi,

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

da li bi on znao kako da vodi efektivne sastanke bez pred-sastanaka?

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

On je sa sigurnošću ukazivao da će, kad on bude šef,

he'll change the rules and do things differently,

on promeniti pravila i raditi drugačije,

but all I could see were dishes stacking in the sink

a jedino što sam ja mogla da vidim je suđe nagomilano u sudoperi

and a guy with a lot of good excuses.

i tipa sa puno dobrih izgovora.

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

Još gore, tipa koji bi mogao da ostane bez posla jednog dana

because he learned too late how to lead

zato što je kasno naučio kako da vodi

in the organizations of tomorrow.

organizaciju sutrašnjice.

These stories really get to me

Ove priče me zaista pogađaju

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

kada imamo pravog igrača sa velikim potencijalom, kao Džon,

because they're probably the most capable of making waves

zato što su oni verovatno najsposobniji da naprave promene

and redefining how leaders lead from the inside.

i promene način liderstva iznutra.

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

Ali ono što smo otkrili je da oni najčešće ne žele da talasaju

and challenging the system

i izazivaju sistem

because they're trying to impress

zato što se trude da zadive

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

i učine život lakšim višim liderima koji će ih unaprediti.

As someone who also likes to get promoted,

Kao neko ko takođe voli da bude unapređen,

I can hardly blame him.

ne mogu baš da ga krivim.

It's a catch-22.

U tome je kvaka 22.

But they're also so self-assured

Ali u isto vreme, oni su tako samouvereni

that they'll be able to change their behavior

da će biti u stanju da promene svoje ponašanje

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

jednom kada dobiju ovlašćenje 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 nešto naučila radeći sa Džejn,

it's that when that day comes,

to je da, kada osvane taj dan,

John will wonder how he could possibly do anything differently

Džon će se pitati kako bi on uopšte mogao raditi drugačije

in his high-stakes, high-pressure executive job

na svojoj visokorizičnoj izvršnoj poziciji, punoj pritisaka,

without risking his own success and the organization's,

bez rizikovanja svog ličnog uspeha i uspeha organizacije,

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

i poželeće da nije tako sigurno i tako lako

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

nastaviti raditi na način na koji se uvek radilo.

So the leadership development expert in me asks:

Dakle, ekspert za razvoj liderstva u meni se pita:

How can we better intervene in the formative years

Kako možemo bolje da utičemo u tim godinama razvoja

of our soon-to-be senior leaders?

na naše buduće više lidere?

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

Kako možemo iskoristiti činjenicu da Džon i njegove kolege žele da menjaju

of their professional destinies

svoju profesionalnu sudbinu

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

i spremiti ih da vode organizacije budućnosti,

rather than let them succumb to the catch-22

a ne pustiti ih da se sapletu o kvaku 22

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

koja će ih bez greške prirpemiti da vode organizaciju prošlosti?

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

Moraćemo da krenemo od jednog stvarnog paradoksa,

which is this:

a to je ovo:

the best form of learning happens on the job --

najbolji način učenja dešava se na poslu,

not in a classroom, not via e-modules.

ne u učionici, ne putem e-modula.

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

A dve stvari na koje se oslanjamo za stvaranje forme učenja na poslu

are role models and work environments.

su uzori i radno okruženje.

And as we just talked about,

I kao što smo upravo rekli,

our role models are in behavior boot camp right now,

naši uzori su sad na prevaspitavanju,

and our work environments are undergoing unprecedented disruption.

a naša radna okruženja prolaze kroz neviđene promene.

We are systematically changing just about everything

Mi sistemski menjamo skoro sve

about how organizations work,

u vezi sa funkcionisanjem organizacije,

but by and large, still measuring and rewarding behavior

ali uglavnom, još uvek mereći i nagrađujući ponašanje

based on old metrics,

po starom principu,

because changing those systems takes time.

zato što menjanje tih sistema zahteva vreme.

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

Dakle, ako ne možemo baš da računamo na uzore ili sistem u ovom trenutku,

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

na Džonu je da ne propusti ovaj ključni prostor za razvoj.

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

Da, biće mu potrebna Džejnina pomoć,

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

ali odgovornost je na njemu, zato što je rizik u suštini njegov.

Either he inherits an organization that is failing

Ili će naslediti organizaciju koja propada

because of stubbornly old-fashioned leadership,

zbog tvrdoglavog i staromodnog liderstva,

or he himself fails to build the capabilities to lead one

ili on lično neće uspeti da izgradi sposobnosti da vodi

that transformed while he was playing it safe.

onu koja se transformisala dok je on igrao na sigurno.

So now the question is, where does John start?

I sad je pitanje, odakle Džon da počne?

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

Da sam ja na njegovom mestu, zamolila bih da počnem da vozim avion.

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

Za moj 13. rođendan, moj deda, bivši pilot mornarice,

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

dao mi je poklon, da mogu da vozim veoma mali avion.

Once we were safely airborne,

Kada smo bili na sigurnom u vazduhu,

the pilot turned over the controls, folded his hands,

pilot je okrenuo kontrolni uređaj, prekrstio ruke

and he let me fly.

i pustio me da upravljam.

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 stimulativno, i u isto vreme je bilo učenje na poslu, uz sigurnosnu mrežu.

And because it was real,

I upravo zato što je bilo stvarno,

I really learned how to do it myself.

ja sam naučila kako to da radim.

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

Isto tako, na radnom mestu, svaki sastanak koji se vodi,

every decision to be made

svaka odluka koja se donosi

can be a practice flight

može biti vežba letenja

for someone who could really use the learning experience

za nekog ko bi stvarno mogao da iskoristi ovo iskustvo

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

i šansu da shvati kako da to radi na svoj način.

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

Tako da, umesto da tavori, Džon bi trebalo da zakuca na Džejnina vrata,

propose a creative strategy

predloži kreativnu strategiju

for having the meeting without the eight pre-meetings,

da se održi sastanak bez osam pred-sastanaka,

show her he's thought through the trade-offs

da joj pokaže svoje mišljenje kroz kompromise

and ask for her support to do it differently.

i zamoli za njenu podršku da to uradi drugačije.

This isn't going to be easy for Jane.

Ovo neće biti lako za Džejn.

Not only does she need to trust John,

Ne samo da treba da veruje Džonu,

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

nego treba da prihvati da će, kada dobije samo malo prostora

John will inevitably start leading in some ways

Džon neminovno početi da vodi na način

that are far more John than Jane.

koji će biti mnogo više Džonov nego Džejnin.

And this won't be an indictment of her.

I to neće biti njena optužnica.

Rather, it will be individualism.

Već više individualizam.

It will be progress.

To će biti napredak.

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

A možda će to biti i šansa za Džejn da nauči par stvari

to take her own leadership game to the next level.

i da svoje liderske sposobnosti podigne na viši nivo.

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

Radim sa još jednim klijentom, koji je predivno sažeo ovu dilemu

when we were talking about why he and his peers

kada smo pričali o tome zašto on i kolege

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

nisu podstakli svoje podređene da imaju veću moć odlučivanja.

He said,

On je rekao:

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

"Nismo to uradili zato što ne verujemo

that they're going to make the right decisions.

da će oni doneti prave odluke.

But then again, how could they?

Ali opet, kako bi i mogli?

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

Mi im samo nikad nismo dali da vežbaju sa odlukama."

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

Dakle, ja ne propagiram da Džejn preda svoju komandu

and folds her hands indefinitely,

i skrsti ruke zauvek,

but what I am saying

već ono što govorim

is that if she doesn't engineer learning and practice

je da ukoliko ona ne ugradi učenje i praksu

right into John's day today,

u Džona danas,

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

on nikada neće moći da radi ono što i ona,

much less do it any differently than she does it.

a još manje da će raditi drugačije od toga kako je ona radila.

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

Na kraju, pošto ćemo ih oboje izbaciti iz njihove zone komfora,

we need some outside coaches

potrebni su eksterni treneri

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

da se pobrinu da ne bude slučaj gde slepac vodi slepca.

But what if instead of using coaches

Ali šta ako umesto eksternih trenera

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

koji će ih pojedinočno učiti kako da budu efikasniji,

we started coaching the interactions between them?

počnemo da ih učimo kako da međusobno komuniciraju?

If I could wave my magic wand,

Kada bih mogla mahnuti čarobnim štapićem,

I would have coaches sitting in the occasional team meeting

imala bih trenere koji sede na sastancima timova

of Jane and her direct reports,

Džejn i njenih direktnih izveštača,

debriefing solely on how well they cooperated that day.

pojedinačno izveštavajući kako su tog dana sarađivali.

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

Postavila bih trenera na periodični sastanak između Džejn i Džona,

and just like a couples' therapist coaches on communication,

i baš kao što terapeut za parove uči komuniciranju,

they would offer advice and observations

on bi ponudio savet i zapažanja

on how that conversation can go better in the future.

kako razogovor može biti bolji ubuduće.

Was Jane simply reinforcing what Jane would have done?

Da li je Džejn samo podsticala ono što bi Džejn uradila?

Or was Jane really helping John

Ili je Džejn stvarno pomagala Džonu

think through what to do for the organization?

da razmisli šta da uradi za organizaciju?

That is seriously hard mentorship to provide,

Taj oblik mentorstva je izuzetno teško obezbediti,

and even the best leaders need help doing it,

gde čak i najboljim liderima treba pomoć da to urade,

which is why we need more coaches coaching more leaders,

zbog čega nam je potrebno više trenera koji će podučavati što više lidera,

more in real time

više u stvarnim situacijama,

versus any one leader behind closed doors.

umesto bilo kog lidera iza zatvorenih vrata.

Around 20 years ago, Warren Buffet gave a school lecture

Pre nekih 20 godina, Voren Bafet je održao predavanje u školi

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

u kome je rekao: "Okovi navika su suviše laki da bi ih osetili,

until they're too heavy to be broken."

sve dok ne postanu suviše teški da bi se prekinuli."

I couldn't agree more,

Potpuno se slažem,,

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

a vidim da se to dešava sa našim budućim liderima.

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

Možemo li mi i oni uraditi više da izgradimo njihove liderske sposobnosti

while they're still open, eager

dok su još otvoreni, željni

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

i još uvek nisu zagazili u vode loših navika, što smo videli da slede?

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

Volela bih da smo moji cimeri i ja prozvali jedni druge onda,

for the dishes.

zbog sudova.

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

Bilo bi mnogo lakše saseći tu naviku u korenu,

than it is to change it today.

nego promeniti je danas.

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

Ali ja i dalje verujem u svoju budućnost punu sjajnih sudopera

and busy dishwashers,

i zaposlenih mašina za suđe,

and so we're working on it,

i zato radimo na tome,

every day, together, moment to moment,

svakog dana, zajedno, trenutak po trenutak

one dirty dish at a time.

jedan po jedan prljavi sud.

Thank you.

Hvala vam.

(Applause)

(Aplauz)