TED@BCG Toronto
Elizabeth Lyle: How to break bad management habits before they reach the next generation of leaders
Elizabeth Lyle: Kako raskinuti s lošim navikama rukovođenja prije nego se zalijepe za novu generaciju rukovoditelja
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Poduzeća računaju da će njihovi budući rukovoditelji upravljati brže, fleksibilnije i s više povjerenja nego ikad prije. Ali kako da se srednji rukovoditelji penju hijerarhijskom ljestvicom i istovremeno izazivaju način na koji su se stvari uvijek radile? Stručnjakinja za rukovođenje Elizabeth Lyle nudi novi pristup kršenju pravila dok ste na putu uspjeha, dijeleći kreativne načine kako organizacije mogu dati srednjim rukovoditeljima prostor i treninge koji su im potrebni da počnu voditi drugačije.
Elizabeth Lyle - Leadership development expert
BCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures. Full bio
BCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures. Full bio
Double-click the English transcript below to play the video.
00:13
I am guilty of stacking
my dishes in the sink
my dishes in the sink
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Kriva sam što se u sudoperu skuplja posuđe
00:15
and leaving them there for hours.
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i tamo stoji satima.
00:18
I fact-checked this with my boyfriend.
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Provjerila sam to s mojim dečkom.
00:20
He says it's less like hours
and more like days,
and more like days,
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On tvrdi da se više radi o danima
nego satima,
nego satima,
00:23
but that's not the point.
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ali nije u tome stvar.
00:25
The point is sometimes
I don't finish the job
I don't finish the job
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Stvar je u tome da ponekad završim posao
00:27
until the stack has gotten high enough
that it's peaking over the lip of the sink
that it's peaking over the lip of the sink
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tek kad ga se nakupi toliko da
prelazi preko ruba sudopera,
prelazi preko ruba sudopera,
00:31
and my inner clean freak loses it.
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a moj unutarnji čistunac poludi.
00:34
This charming habit developed
when I was in college,
when I was in college,
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Ovu šarmantnu naviku sam razvila
tijekom studija
tijekom studija
00:37
and I had tons of excuses.
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i imala sam tonu isprika.
00:39
"I'm running to class!"
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"Žurim na predavanja!"
00:40
"What's one more dirty dish in the sink?"
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"To je samo jedan tanjur više u sudoperu!"
00:42
Or my favorite, "I think
I can save time and water
I can save time and water
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I moj omiljeni: "Mislim da ću uštedjeti
i vrijeme i vodu
i vrijeme i vodu
00:46
if I do them all together later."
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ako ih kasnije operem odjednom!"
00:48
(Laughter)
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(Smijeh)
00:49
But it's not like I needed those excuses,
because nobody was calling me on it.
because nobody was calling me on it.
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Nije da su mi te isprike trebale,
jer ih nitko nije niti tražio.
jer ih nitko nije niti tražio.
00:54
I wish they had.
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Da bar jest!
00:55
I look back now
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Kad pogledam unatrag
00:56
and realize that every time
I didn't put a dish in the dishwasher
I didn't put a dish in the dishwasher
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i prisjetim se da je, svaki put kad nisam
stavila posuđe u perilicu
stavila posuđe u perilicu
00:59
and finish what I started,
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i tako završila započeto,
01:01
it became more second nature to me,
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to postajalo dio mog ponašanja
01:03
and I grew less likely
to question why I was doing it.
to question why I was doing it.
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pa sam odrastala sve manje propitujući
zašto to radim.
zašto to radim.
01:06
Today, I'm a 30-something,
certified dirty-dish leaver,
certified dirty-dish leaver,
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Danas, kad imam više od 30
i ovlašteni sam ostavljač prljavog posuđa,
i ovlašteni sam ostavljač prljavog posuđa,
01:10
and breaking this habit is hard.
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teško je raskinuti s tom navikom.
01:13
So when I'm not at home avoiding the sink,
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Pa kad nisam kod kuće
i izbjegavam sudoper,
i izbjegavam sudoper,
01:16
I work with large, complex organizations
on leadership transformation
on leadership transformation
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radim s velikim, složenim organizacijama
na preoblikovanju vođenja
na preoblikovanju vođenja
01:20
in times of change.
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u vremenu promjena.
01:21
My job is to work
with the most senior leaders
with the most senior leaders
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Moj je posao raditi
s najvišim rukovodstvom,
s najvišim rukovodstvom,
01:25
to examine how they lead today
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ispitati kako vode danas
01:26
and establish habits
better suited for the future.
better suited for the future.
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i postaviti odgovarajuće navike
za budućnost.
za budućnost.
01:30
But what interests me more
than senior leaders these days
than senior leaders these days
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Ono što me ovih dana zanima puno više
od višeg rukovodstva je
od višeg rukovodstva je
01:33
is what's going on with the junior ones.
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što se događa s mlađim rukovodstvom.
01:35
We call them "middle managers,"
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Zovemo ih "srednjim rukovodstvom",
01:37
but it's a term I wish we could change
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no taj naziv bih voljela promijeniti
01:39
because what they are is our pipeline
of future talent for the C-suite,
of future talent for the C-suite,
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jer iz njih će izrasti budući članovi
najvišeg rukovodstva,
najvišeg rukovodstva,
01:42
and they are starting to leave
their dishes in the sink.
their dishes in the sink.
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iako ostavljaju svoje posuđe u sudoperu.
01:46
While organizations
are hiring people like me
are hiring people like me
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I dok organizacije zapošljavaju
ljude poput mene
ljude poput mene
01:48
to redevelop their senior
leaders for the future,
leaders for the future,
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da pripreme najviše rukovodstvo
za budućnost,
za budućnost,
01:51
outdated leadership habits
are forming right before our eyes
are forming right before our eyes
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zastarjele navike rukovođenja
se stvaraju pred našim očima
se stvaraju pred našim očima
01:55
among the middle managers
who will one day take their place.
who will one day take their place.
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među mladim ljudima koji će
jednog dana zauzeti njihovo mjesto.
jednog dana zauzeti njihovo mjesto.
01:59
We need middle managers
and senior leaders to work together,
and senior leaders to work together,
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Srednje i najviše rukovodstvo
trebaju raditi zajedno
trebaju raditi zajedno
02:03
because this is a big problem.
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jer je to velik problem.
02:05
Organizations are evolving rapidly,
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Organizacije se brzo razvijaju
02:09
and they're counting
on their future leaders
on their future leaders
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i računaju na svoje buduće voditelje
02:11
to lead with more speed, flexibility,
trust and cooperation than they do today.
trust and cooperation than they do today.
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da ih vode brže, prilagodljivije,
s više povjerenja i suradnje nego danas.
s više povjerenja i suradnje nego danas.
02:18
I believe there is a window of time
in the formative middle-manager years
in the formative middle-manager years
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Vjerujem da postoji vremenski prostor
tijekom godina njihovog formiranja
tijekom godina njihovog formiranja
02:22
when we can lay the groundwork
for that kind of leadership,
for that kind of leadership,
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kad možemo postaviti temelje
za takvu vrstu rukovođenja,
za takvu vrstu rukovođenja,
02:24
but we're missing it.
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ali nam on promiče.
02:26
Why?
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Zašto?
02:27
Because our future leaders
are learning from senior role models
are learning from senior role models
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Jer naši budući rukovoditelji
uče iz primjera onih starijih
uče iz primjera onih starijih
02:30
who just aren't ready to role model yet,
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koji im ne bi smjeli biti uzor,
02:32
much less change the systems
that made them so successful.
that made them so successful.
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a još manje su spremni mijenjati sustav
koji ih je učinio uspješnima.
koji ih je učinio uspješnima.
02:37
We need middle managers
and senior leaders to work together
and senior leaders to work together
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Srednje i najviše rukovodstvo
trebaju raditi zajedno
trebaju raditi zajedno
02:40
to define a new way of leading
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kako bi definirali nove načine vođenja
02:42
and develop each other
to rise to the occasion.
to rise to the occasion.
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te se međusobno razvijali
i odgovorili na izazove.
i odgovorili na izazove.
02:45
One of my favorite senior clients --
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Jedna od mojih najdražih klijentica --
02:47
we'll call her Jane --
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recimo da se zove Jane --
02:49
is a poster child for what's
old-fashioned in leadership today.
old-fashioned in leadership today.
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je primjer kakvo je zastarjelo
rukovođenje danas.
rukovođenje danas.
02:52
She rose to her C-level position
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Uspela se sve do najvišeg rukovodstva
02:55
based on exceptional
individual performance.
individual performance.
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temeljem svojih osobnih uspjeha.
02:57
Come hell or high water,
Jane got the job done,
Jane got the job done,
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Padale sjekire ili sjevale munje,
Jane je svoj posao obavila
Jane je svoj posao obavila
03:01
and today, she leads like it.
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pa i danas vodi na taj način.
03:03
She is tough to please,
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Teško joj je ugoditi,
03:05
she doesn't have a lot of time
for things that's aren't mission-critical,
for things that's aren't mission-critical,
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ima premalo vremena za stvari
koje joj se ne čine kritičnima
koje joj se ne čine kritičnima
i još uvijek vjeruje jedino zaključcima
koje je sama donijela.
koje je sama donijela.
03:08
and she really doesn't trust
anyone's judgment more than her own.
anyone's judgment more than her own.
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03:11
Needless to say,
Jane's in behavior boot camp.
Jane's in behavior boot camp.
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Jane je sada na režimu promjene ponašanja.
03:15
Those deeply ingrained habits
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Te duboko usađene navike
03:17
are deeply inconsistent
with where her organization is heading.
with where her organization is heading.
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su duboko povezane s time
kuda njena organizacija smjera.
kuda njena organizacija smjera.
03:21
The command-and-control behavior
that she was once rewarded for
that she was once rewarded for
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Sustav naredbi i kontrola zbog kojih je
nekad bila nagrađena
nekad bila nagrađena
03:24
just isn't going to work
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ne daje rezultat
03:25
in a faster-moving, flatter, more
digitally interconnected organization.
digitally interconnected organization.
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u prilagodljivoj organizaciji s manje
hijerarhije i više digitalne povezanosti.
hijerarhije i više digitalne povezanosti.
03:30
What got her here won't get her there.
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Što ju je dovelo dovde,
neće je dovesti i tamo.
neće je dovesti i tamo.
03:34
But I want to talk about John,
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Želim vam pričati i o Johnu,
03:35
a supertalented, up-and-coming
manager who works for Jane,
manager who works for Jane,
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iznimno talentiranom rukovoditelju
u dolasku koji radi za Jane
u dolasku koji radi za Jane
03:39
because her habits are rubbing off on him.
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i čije ga navike prilično žuljaju.
03:41
Recently, he and I were strategizing
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Nedavno smo on i ja radili strategiju
03:44
about a decision we needed to put
in front of the CEO, Jane's boss,
in front of the CEO, Jane's boss,
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kako direktora, Janeinog šefa,
i njene kolege
i njene kolege
03:47
and the rest of Jane's peers.
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upoznati s jednom odlukom.
03:49
He said to me, "Liz,
you're not going to like this,
you're not going to like this,
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Rekao mi je: "Liz, ovo ti se neće svidjeti
jer se način na koji se ovdje donose odluke
03:52
but the way decisions
get made around here
get made around here
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03:55
is with a bunch of meetings
before the meeting."
before the meeting."
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temelji na puno sastanaka prije
glavnog sastanka".
glavnog sastanka".
03:58
I counted.
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Brojala sam.
03:59
That was going to mean
eight one-on-ones, exec by exec,
eight one-on-ones, exec by exec,
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To bi značilo 8 pojedinačnih sastanaka
sa svakim članom najvišeg rukovodstva
sa svakim članom najvišeg rukovodstva
04:03
to make sure each one of them
was individually on board enough
was individually on board enough
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kako bismo bili sigurni
da je svaki od njih suglasan
da je svaki od njih suglasan
04:06
that things would go smoothly
in the actual meeting.
in the actual meeting.
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da će odluka bila pozitivna
na glavnom sastanku.
na glavnom sastanku.
04:10
He promised, "It's not how
we'll do things in the future,
we'll do things in the future,
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Obećao je: "To nije način na koji ćemo
donositi odluke u budućnosti,
donositi odluke u budućnosti,
04:13
but it's how we have to do them today."
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ali ih danas donosimo tako."
04:16
John wasn't wrong on either count.
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John je bio sasvim u pravu.
04:19
Meetings before the meeting
are a necessary evil
are a necessary evil
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Sastanci prije sastanka danas su nužno zlo
04:21
in his company today,
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u njegovom poduzeću,
04:22
and I didn't like it at all.
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a meni se to nije svidjelo.
04:24
Sure, it was going
to be inefficient and annoying,
to be inefficient and annoying,
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To će svakako biti
nedjelotvorno i dosadno,
nedjelotvorno i dosadno,
04:28
but what bothered me most
was his confidence
was his confidence
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a mene je još više brinulo
njegovo uvjerenje
njegovo uvjerenje
04:30
that it's not how
they'll do things in the future.
they'll do things in the future.
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da će ubuduće sve biti drugačije.
04:33
How could he be sure?
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Kako može biti siguran?
04:35
Who was going to change it and when,
if it wasn't him and now?
if it wasn't him and now?
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Tko će to promijeniti i kada,
ako neće on i sada?
ako neće on i sada?
04:39
What would the trigger be?
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Što će biti okidač?
04:41
And when it happened,
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A kad se dogodi,
04:42
would he even know how to have
effective meetings without pre-meetings?
effective meetings without pre-meetings?
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hoće li uopće znati kako održati
djelotvoran sastanak bez onih pripremnih?
djelotvoran sastanak bez onih pripremnih?
04:47
He was confidently implying
that when he's the boss,
that when he's the boss,
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Uvjerljivo je natuknuo da će,
kad on bude šef,
kad on bude šef,
04:49
he'll change the rules
and do things differently,
and do things differently,
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promijeniti pravila
i raditi stvari drugačije.
i raditi stvari drugačije.
04:52
but all I could see were dishes
stacking in the sink
stacking in the sink
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Jedino što sam ja vidjela je bila
hrpa posuđa u sudoperu
hrpa posuđa u sudoperu
04:55
and a guy with a lot of good excuses.
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i osobu s puno opravdanja.
04:57
Worse, a guy who might be
out of a job one day
out of a job one day
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Još gore, to je osoba koja će jednom,
možda, ostati bez posla
možda, ostati bez posla
05:00
because he learned too late how to lead
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jer je prekasno naučio kako voditi
05:02
in the organizations of tomorrow.
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u organizacijama budućnosti.
05:07
These stories really get to me
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Takve me situacije pogađaju
05:09
when it's the fast-track,
high-potential managers like John
high-potential managers like John
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jer dolaze od rukovoditelja u usponu,
s velikim potencijalom, poput Johna,
s velikim potencijalom, poput Johna,
05:12
because they're probably
the most capable of making waves
the most capable of making waves
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koji su, vjerojatno, najsposobniji
pomaknuti stvari s mrtve točke
pomaknuti stvari s mrtve točke
05:15
and redefining how leaders
lead from the inside.
lead from the inside.
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i nanovo definirati
kako rukovoditelji vode iznutra.
kako rukovoditelji vode iznutra.
05:18
But what we find is that they're often
doing the best job at not rocking the boat
doing the best job at not rocking the boat
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Ono što najčešće nalazimo je da je njihov
najvažniji posao spriječiti ljuljanje broda
najvažniji posao spriječiti ljuljanje broda
05:22
and challenging the system
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i iskušavanje sustava
05:25
because they're trying to impress
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jer pokušavaju ostaviti dojam
05:26
and make life easier on the senior leaders
who will promote them.
who will promote them.
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i učiniti svoj život s visokim
rukovoditeljima lakšim kako bi napredovali.
rukovoditeljima lakšim kako bi napredovali.
05:30
As someone who also likes to get promoted,
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Kako i ja volim napredovati,
05:32
I can hardly blame him.
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teško mi ih je optuživati.
05:34
It's a catch-22.
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To je kvaka 22.
05:36
But they're also so self-assured
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Oni su istovremeno toliko sigurni
05:38
that they'll be able
to change their behavior
to change their behavior
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da će moći promijeniti svoje ponašanje
05:40
once they've earned the authority
to do things differently,
to do things differently,
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jednom kad zasluže autoritet
da stvari rade drugačije
da stvari rade drugačije
i tu je zamka.
05:43
and that is a trap.
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05:45
Because if I've learned anything
from working with Jane,
from working with Jane,
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Jer, ako sam išta naučila radeći s Jane,
05:47
it's that when that day comes,
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jest da će se, jednom kad taj dan dođe,
05:49
John will wonder how he could
possibly do anything differently
possibly do anything differently
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John čuditi kako bi mogao drugačije raditi
05:52
in his high-stakes,
high-pressure executive job
high-pressure executive job
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svoj posao s visokim ulozima
i pod velikim pritiskom
i pod velikim pritiskom
05:55
without risking his own success
and the organization's,
and the organization's,
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bez rizika za vlastiti uspjeh
i uspjeh organizacije,
i uspjeh organizacije,
05:59
and he'll wish it didn't feel
so safe and so easy
so safe and so easy
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i željet će da nije tako sigurno
i jednostavno
i jednostavno
06:03
to keep doing things
the way they've always been done.
the way they've always been done.
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nastaviti raditi stvari
kako se rade oduvijek.
kako se rade oduvijek.
06:07
So the leadership development
expert in me asks:
expert in me asks:
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Pa stručnjak za razvoj rukovođenja
u meni pita:
u meni pita:
06:10
How can we better intervene
in the formative years
in the formative years
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Kako se možemo umiješati
tijekom tih formativnih godina
tijekom tih formativnih godina
06:13
of our soon-to-be senior leaders?
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naših još-malo-pa najviših rukovoditelja?
06:15
How can we use the fact that John
and his peers want to take charge
and his peers want to take charge
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Kako možemo koristiti činjenicu da John
i njegove kolege žele preuzeti
i njegove kolege žele preuzeti
06:19
of their professional destinies
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svoje profesionalne sudbine u svoje ruke
06:21
and get them ready to lead
the organizations of the future,
the organizations of the future,
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i pripremiti ih da vode
organizacije budućnosti,
organizacije budućnosti,
06:24
rather than let them
succumb to the catch-22
succumb to the catch-22
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umjesto da ih pustimo da podlegnu kvaki 22
06:27
that will perfectly prepare them
to lead the organizations of the past?
to lead the organizations of the past?
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koja će ih savršeno pripremiti da vode
organizacije prošlosti?
organizacije prošlosti?
06:32
We'll have to start by coming to terms
with a very real paradox,
with a very real paradox,
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Najprije ćemo se morati priviknuti
na proturječnost
na proturječnost
06:36
which is this:
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koja tvrdi
06:37
the best form of learning
happens on the job --
happens on the job --
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da je najbolji oblik učenja tijekom rada,
06:39
not in a classroom, not via e-modules.
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ne u učionici, niti putem e-školovanja.
06:43
And the two things we rely on
to shape on-the-job learning
to shape on-the-job learning
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Dvije stvari na kojima temeljimo
naše učenje na poslu
naše učenje na poslu
06:46
are role models and work environments.
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su naši uzori i radna okolina.
06:49
And as we just talked about,
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Upravo sam pričala o primjeru
06:51
our role models are in behavior
boot camp right now,
boot camp right now,
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u kojem preodgajamo naše uzore,
06:54
and our work environments
are undergoing unprecedented disruption.
are undergoing unprecedented disruption.
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a naša radna okolina prolazi kroz dosad
neviđeno remećenje.
neviđeno remećenje.
06:58
We are systematically changing
just about everything
just about everything
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Mi sustavno mijenjamo gotovo sve načine
07:02
about how organizations work,
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na koje organizacija djeluje,
07:04
but by and large, still measuring
and rewarding behavior
and rewarding behavior
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ali u najvećem broju slučajeva još uvijek
mjerimo i nagrađujemo ponašanja
mjerimo i nagrađujemo ponašanja
07:07
based on old metrics,
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temeljena na starim vrijednostima,
07:09
because changing those systems takes time.
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jer promjena tih sustava zahtijeva vrijeme.
07:12
So, if we can't fully count on role models
or the system right now,
or the system right now,
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Ako u ovom trenutku želimo zaista
računati na uzore ili sustave,
računati na uzore ili sustave,
07:17
it's on John to not miss
this critical development window.
this critical development window.
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onda John ne smije propustiti
kritično vrijeme razvoja.
kritično vrijeme razvoja.
07:21
Yes, he'll need Jane's help to do it,
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Da, pritom će mu trebati Janeina pomoć,
07:24
but the responsibility is his
because the risks are actually his.
because the risks are actually his.
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no odgovornost je njegova, jer rizik
koji treba preuzeti je njegov.
koji treba preuzeti je njegov.
07:28
Either he inherits
an organization that is failing
an organization that is failing
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Ili će naslijediti organizaciju koja tone
07:31
because of stubbornly
old-fashioned leadership,
old-fashioned leadership,
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zbog tvrdoglavog zadržavanja
zastarjelog rukovođenja,
zastarjelog rukovođenja,
07:34
or he himself fails to build
the capabilities to lead one
the capabilities to lead one
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ili će on sam propustiti izgraditi
sposobnosti da preoblikuje
sposobnosti da preoblikuje
07:38
that transformed
while he was playing it safe.
while he was playing it safe.
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dok je igrao na sigurno.
07:42
So now the question is,
where does John start?
where does John start?
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Zato je sad pitanje, gdje da John počne?
07:47
If I were John, I'd ask
to start flying the plane.
to start flying the plane.
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Kad bih ja bila John,
počela bih učiti pilotirati.
počela bih učiti pilotirati.
07:51
For my 13th birthday,
my grandpa, a former Navy pilot,
my grandpa, a former Navy pilot,
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Za 13. rođendan moj djed,
bivši mornarički pilot,
bivši mornarički pilot,
07:54
gave me the gift of being able
to fly a very small plane.
to fly a very small plane.
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poklonio mi je mogućnost upravljanja
vrlo malim zrakoplovom.
vrlo malim zrakoplovom.
07:59
Once we were safely airborne,
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U trenutku kad smo bili visoko u zraku,
08:01
the pilot turned over the controls,
folded his hands,
folded his hands,
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pilot mi je prepustio kontrole,
prekrižio ruke
prekrižio ruke
08:04
and he let me fly.
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i pustio me da letim.
08:07
It was totally terrifying.
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Bilo je potpuno zastrašujuće.
08:09
It was exhilarating, but it was also
on-the-job learning with a safety net.
on-the-job learning with a safety net.
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Bilo je uzbudljivo i to je bio primjer
učenja na poslu sa zaštitnom mrežom.
učenja na poslu sa zaštitnom mrežom.
08:14
And because it was real,
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I zato što je bilo stvarno,
08:15
I really learned how to do it myself.
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naučila sam kako to raditi samostalno.
08:19
Likewise, in the workplace,
every meeting to be led,
every meeting to be led,
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Slično je i na poslu.
Svaki sastanak koji trebate voditi,
Svaki sastanak koji trebate voditi,
08:22
every decision to be made
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svaka odluka koju trebate donijeti
08:23
can be a practice flight
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može biti vježbenički let
08:25
for someone who could really
use the learning experience
use the learning experience
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za nekog tko bi zaista mogao
koristiti stečeno iskustvo
koristiti stečeno iskustvo
08:28
and the chance to figure out
how to do it their own way.
how to do it their own way.
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i priliku da osmisli kako to učiniti
na svoj način.
na svoj način.
08:31
So instead of caving,
John needs to knock on Jane's door,
John needs to knock on Jane's door,
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Tako John, umjesto skrivanja,
treba pokucati na Janeina vrata,
treba pokucati na Janeina vrata,
08:35
propose a creative strategy
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predložiti kreativnu strategiju
08:37
for having the meeting
without the eight pre-meetings,
without the eight pre-meetings,
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za održavanje sastanka
bez onih osam pripremnih,
bez onih osam pripremnih,
08:40
show her he's thought
through the trade-offs
through the trade-offs
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pokazati joj što će dobiti zauzvrat
08:43
and ask for her support
to do it differently.
to do it differently.
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i tražiti je podršku
da može raditi drugačije.
da može raditi drugačije.
08:47
This isn't going to be easy for Jane.
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To neće biti lagano za Jane.
08:49
Not only does she need to trust John,
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Osim što treba vjerovati Johnu,
08:52
she needs to accept that with a little bit
of room to try his hand at leading,
of room to try his hand at leading,
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ona treba dozvoliti i određeni rizik
prepuštajući mu rukovođenje.
prepuštajući mu rukovođenje.
08:58
John will inevitably start
leading in some ways
leading in some ways
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John će sigurno početi rukovoditi
na određene načine
na određene načine
09:00
that are far more John than Jane.
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koji su puno više njegovi nego njeni.
09:04
And this won't be an indictment of her.
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To neće biti okrivljavanje.
09:06
Rather, it will be individualism.
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To će biti individualnost.
09:08
It will be progress.
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To će biti napredak.
09:10
And it might even be a chance
for Jane to learn a thing or two
for Jane to learn a thing or two
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To će, možda, biti prilika
da Jane nauči nešto novo
da Jane nauči nešto novo
09:13
to take her own leadership game
to the next level.
to the next level.
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kako bi svoj način rukovođenja
pomakla na višu razinu.
pomakla na višu razinu.
09:17
I work with another senior client
who summed up this dilemma beautifully
who summed up this dilemma beautifully
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Radim s još jednim visokim rukovoditeljem
koji je prekrasno sažeo ovu dvojbu
koji je prekrasno sažeo ovu dvojbu
09:21
when we were talking
about why he and his peers
about why he and his peers
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kad smo razgovarali
zašto on i njegove kolege
zašto on i njegove kolege
09:23
haven't empowered the folks below them
with more decision rights.
with more decision rights.
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nisu osnažili srednje rukovoditelje
dajući im više prava na odlučivanje.
dajući im više prava na odlučivanje.
09:26
He said,
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Rekao je:
09:28
"We haven't done it
because we just don't trust
because we just don't trust
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"Nismo to učinili jer nismo vjerovali
09:31
that they're going to make
the right decisions.
the right decisions.
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da će donijeti ispravne odluke.
09:33
But then again, how could they?
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A s druge strane, kako bi i mogli?
09:35
We've just never given them
decisions to practice with."
decisions to practice with."
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Nikad im nismo dozvolili da vježbaju
donošenje odluka."
donošenje odluka."
09:39
So I'm not advocating that Jane
hands over the controls
hands over the controls
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Dakle, ne zastupam mogućnost da Jane
prepusti mogućnost odlučivanja
prepusti mogućnost odlučivanja
09:42
and folds her hands indefinitely,
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i prekriženih ruku gleda oko sebe.
09:44
but what I am saying
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Ono što govorim je da,
09:45
is that if she doesn't engineer
learning and practice
learning and practice
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ako već danas ne uključi učenje i praksu
09:48
right into John's day today,
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u Johnov dnevni raspored,
09:50
he'll never be able to do what she does,
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on neće biti sposoban raditi
to što radi ona,
to što radi ona,
09:53
much less do it any differently
than she does it.
than she does it.
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niti će moći to raditi drugačije
nego što to ona radi.
nego što to ona radi.
09:57
Finally, since we're going to be pushing
both of them outside their comfort zones,
both of them outside their comfort zones,
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Na kraju, s obzirom na to da ćemo ih
izgurati iz njihove zone udobnosti,
izgurati iz njihove zone udobnosti,
10:01
we need some outside coaches
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trebat će vanjske savjetnike
10:03
to make sure this isn't a case
of the blind leading the blind.
of the blind leading the blind.
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kako bismo ih zaštitili od mogućnosti
da slijepac vodi slijepca.
da slijepac vodi slijepca.
10:06
But what if instead of using coaches
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No, što ako umjesto korištenja savjetnika
10:09
to coach each one of them
to individually be more effective,
to individually be more effective,
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da ih savjetuju kako da budu djelotvorniji,
10:12
we started coaching
the interactions between them?
the interactions between them?
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počnemo upravljati načinom na koji surađuju?
10:16
If I could wave my magic wand,
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Kad bih mogla zamahnuti čarobnim štapićem,
10:18
I would have coaches sitting
in the occasional team meeting
in the occasional team meeting
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postavila bih savjetnike
da povremeno sjede na sastancima
da povremeno sjede na sastancima
10:21
of Jane and her direct reports,
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koje Jane ima s članovima svog tima
10:22
debriefing solely
on how well they cooperated that day.
on how well they cooperated that day.
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i daju im informacije o tome
jesu li dobro surađivali taj dan.
jesu li dobro surađivali taj dan.
10:27
I would put a coach in the periodic
feedback session between Jane and John,
feedback session between Jane and John,
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Povremeno bih priključila savjetnika
tijekom razgovora Jane i Johna
tijekom razgovora Jane i Johna
10:32
and just like a couples' therapist
coaches on communication,
coaches on communication,
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i baš poput bračnog savjetnika
savjetuje ih kako komunicirati,
savjetuje ih kako komunicirati,
10:35
they would offer advice and observations
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nudi im savjet i pogled
10:37
on how that conversation
can go better in the future.
can go better in the future.
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na to kako bi razgovor
mogao biti bolji u budućnosti.
mogao biti bolji u budućnosti.
10:41
Was Jane simply reinforcing
what Jane would have done?
what Jane would have done?
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Inzistira li Jane na onome
što bi ona učinila?
što bi ona učinila?
10:44
Or was Jane really helping John
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Ili zaista pomaže Johnu
10:45
think through what to do
for the organization?
for the organization?
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da promisli što treba učiniti
s organizacijom?
s organizacijom?
10:49
That is seriously hard
mentorship to provide,
mentorship to provide,
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Takav oblik učenja je teško provesti
10:51
and even the best leaders
need help doing it,
need help doing it,
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jer i najbolji rukovoditelji pritom
trebaju pomoć
trebaju pomoć
10:54
which is why we need more coaches
coaching more leaders,
coaching more leaders,
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pa zato trebamo više savjetnika koji
savjetuju više rukovoditelja
savjetuju više rukovoditelja
10:57
more in real time
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i više u stvarnom vremenu,
10:59
versus any one leader behind closed doors.
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umjesto da se rukovoditelj
zatvori u svoj ured.
zatvori u svoj ured.
11:03
Around 20 years ago,
Warren Buffet gave a school lecture
Warren Buffet gave a school lecture
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Prije otprilike 20 godina, Warren Buffet
je održao predavanje u školi,
je održao predavanje u školi,
11:07
in which he said, "The chains
of habit are too light to be felt
of habit are too light to be felt
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tijekom kojeg je rekao: "Lanci navika
su prelagani da bismo ih osjetili
su prelagani da bismo ih osjetili
11:11
until they're too heavy to be broken."
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dok ne postanu prečvrsti da ih raskinemo."
11:15
I couldn't agree more,
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Potpuno se slažem s njim.
11:16
and I see it happening
with our future leaders in training.
with our future leaders in training.
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Vidim na treninzima da se to događa
s našim budućim voditeljima.
s našim budućim voditeljima.
11:20
Can we and they be doing more
to build their leadership capabilities
to build their leadership capabilities
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Možemo li svi učiniti više na izgradnji
njihovih rukovoditeljskih sposobnosti
njihovih rukovoditeljskih sposobnosti
11:25
while they're still open, eager
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dok su još spremni, voljni
11:27
and not too far gone down a path
of bad habits we totally saw coming?
of bad habits we totally saw coming?
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i nisu krenuli putem loših navika za koje
smo znali da su prijetnja?
smo znali da su prijetnja?
11:33
I wish my college roommates
and I called each other out back then
and I called each other out back then
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Žalim što cimeri i ja
nismo češće jedni druge
nismo češće jedni druge
11:36
for the dishes.
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upozoravali na posuđe.
11:37
It would have been so much easier
to nip that habit in the bud
to nip that habit in the bud
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Bilo bi puno lakše
odbaciti tu naviku u začetku
odbaciti tu naviku u začetku
11:41
than it is to change it today.
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nego što je to danas.
11:43
But I still believe in a future for myself
full of gleaming sinks
full of gleaming sinks
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No, još uvijek vjerujem u svoju budućnost
punu svjetlucavih sudopera
punu svjetlucavih sudopera
11:47
and busy dishwashers,
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te uključenih perilica
11:48
and so we're working on it,
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i nastavljamo raditi na tome
11:50
every day, together, moment to moment,
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svaki dan, zajedno, trenutak po trenutak,
11:53
one dirty dish at a time.
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posudu po posudu.
11:56
Thank you.
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Hvala vam.
11:57
(Applause)
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(Pljesak)
ABOUT THE SPEAKER
Elizabeth Lyle - Leadership development expertBCG's Elizabeth Lyle challenges top leaders to create high-performance, future-ready organizational cultures.
Why you should listen
In the midst of transformations, Elizabeth Lyle challenges top leaders and their teams to double-down on creating high performance, future-ready organizational cultures -- and to start by evolving their own day-to-day leadership behaviors, which sit at the core of how organizations work (and whether or not they can successfully transform).
Lyle has helped the leaders of some of the oldest, largest and most complex organizations in the world to think differently about their most valuable asset: people and their talents. She has pioneered approaches that enable leaders to change how they connect with, invest in, grow and deploy that all-important asset to unlock strategic advantage and competitive potential.
Lyle is a partner and managing director of The Boston Consulting Group, based in the firm's Boston office. She is a founding member of BCG's Leadership & Talent Enablement Center in North America. She holds an MBA from Harvard Business School and a BS with Distinction from the University of Virginia's McIntire School of Commerce.
Elizabeth Lyle | Speaker | TED.com