Individuality and group thinking

(By Henry Cloud, from a Facebook post)

Great discussion with a board chairman today about the tendency of small groups of people (like a board, or other teams) to get into a kind of "group think" where individuality of opinion is lost. We have a tendency to kind of "go along," if a few people are thinking in a certain way, especially if they are "strong" personalities or have a position of authority.

But....we each have been created with a brain, experiences and abilities that we bring that are valuable to add to the conversation. That is the reason there is a group! But the power of the group can sweep us up and we lose our separateness.

I was thinking also of how this can happen in other relationships, where someone does not feel enough safety or permission, sometimes even inside, to just say an opinion. Over time, a person can lose themselves by not speaking up.

Think of places where you might not show up with your opinions or thoughts. In a work team? A friendship? A spiritual relationship? A close relationship? Ask yourself why not? If your first thought is "because they......" then get back in touch with your individuality and brains, and show up. They need your opinion!

Also, at some time other than the scary discussion, talk about the issue itself. Say, "sometimes when we discuss things, I find myself not saying what I really think or believe or feel because I am afraid of your reaction. I would like to talk about how to feel more free to just say things to each other (or in this team)."

Good things can happen when you begin to talk!

Uma Frase

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader”

"Se as suas ações inspiram outros a sonhar mais, aprender mais, fazer mais e se tornarem pessoas melhores, você é um líder"

John Quincy Adams (1767-1848)

4 Reasons Why I Hate Policies and What to Do About It (Ron Edmondson)

I’ll be honest. I’m not a huge fan of policies. It may be because I’m not a very good rule follower, but I honestly don’t think they work as well as they are intended.

Policies are a course, plan or principle of action. They are designed to offer a sense of control. In theory, policies are to make things better. They are a necessary part of dealing with people in an organizational setting.

My problem with polices is that they often interrupt progress rather than enhance it. If not careful, a policy may control the success you want to see as a leader.

Here are 4 reasons I hate policies:

Policies control a sense of freedom – Policies, by nature, are methods of control, which can limit people’s sense of freedom.

Policies limit ability to think outside the box – Policies can limit thoughts to a pre-determined outcome, which keeps the random and potentially explosive thoughts from developing.

Policies stall attempts at excellence – The parameters of a policy often produce an atmosphere of mediocrity.

Policies curtail the pursuit of progress – The weight of meeting a policy’s demands can take energy from pursuing things with the opportunity of greater progress.

My suggestion?

In lieu of a policy, here are 4 suggestions:

Handle individual problems individually – Rather than create a new policy to control an issue, deal directly with the individual who needs more control. (It works…try it.)

Treat people differently – If a team has more than one person, then there will be more than one type of person on the team. Did you follow that? Policies treat everyone the same, which (I wrote about that HERE)

Lead rather than manage – Management is much about implementing policies and seeing they are adhered to completely. Leadership sets a vision and guides people towards it. Less policies are needed in that process. (I wrote about that HERE)

Allow for more mistakes – Policies are easier to measure. They have a pass/fail assessment attached to them. Without policies, grace and forgiveness can be more freely applied. People can learn from their failures, without the repercussions of breaking a policy.

My bottom line:

I’m not suggesting we can do without policies, but I am suggesting they should not be the “go to” solution to a problem. Most problems in an organization don’t need a new policy. Policies can weigh down progress.

Be honest. Are you more likely to want a policy or resist a policy?

Source: Ron Edmondson

Gordon MacDonald on Leadership

“I have been broken so badly (in leadership) it is a wonder the pieces ever got put back together again. You have a choice you must make every day. Most people will choose to deny the pain or blame others, or you can accept it and in the middle of that pain, you can listen to God. He will say things to you He could not say under any other circumstances.” -- Gordon MacDonald at Germany WCA Conference.

Citado por Peter Scazzero no FB.

A Arte de Negociar

Excelente entrevista na Época Negócios: Wiliam Ury sobre a arte de negociar.

Para ler a entrevista clique aqui.

To my fellows pastors: 10 key points you should remember this coming year (Rick Warren)

As pastors we live with the constant tension between the ideal (our dream for our church) and the real (how things actually are). Here are 10 key points I want you to remember this coming year

1. Ministry is a marathon, not a 50-yard dash. It’s not how you start that matters. It’s how you finish the race. Sustainability counts more than speed. Don’t give up! Paul tells us to run the race for a “heavenly reward that never disappears” (1 Cor. 9:25). Live with your eyes on eternity.


2. Every church is large in God’s eyes. In God’s eyes, there is no such thing as a small or insignificant church. Jesus died for your church. That’s how much your ministry matters to God. It is the Body and Bride of Christ. The church is the only thing on earth that will last forever.


3. There is no correlation between the size and strength of a church. A church can big and flabby just as a church can be small and wimpy. Neither big nor small is better. Healthy is better. Strong is better. Focus on developing people and God will build his church.


4. Never compare your ministry to anyone else’s. God says it is foolish to compare (2 Corinthians 10:12). Why? First, you can always find someone doing a better job than you and you’ll get discouraged. Second, you can always find someone you’re doing a better job than, and you’ll become prideful. Either one can sabotage your ministry. When you get to heaven, God won’t say, “Why weren’t you more like (some other pastor)? He made you to be you and if he didn’t want you to be you, he wouldn’t have created you!


5. Live for an audience of One. The moment you start worrying about what other people think, your ministry is handicapped. If criticism is true, listen and learn from it. If it is false, ignore it and forget it. Remember that God is the ultimate judge of your life and ministry. Maintain a tough skin and tender heart.


6. Never criticize nor envy another ministry. I’ve seen more pastors defeated by these two traps than anything else. A critical or an envious spirit quenches God’s anointing. God loves to bless people you disagree with! “Who are you to judge someone else's servant? To his own master he stands or falls. And he will stand, for the Lord is able to make him stand” (Romans 14:4). God is watching your reaction to the failures and successes of your brothers. We are to “Rejoice with those who rejoice; mourn with those who mourn” (Romans 12:15).


7. Be humble or you’ll stumble. He who gets too big for his britches will inevitably be exposed in the end! Whenever I am prideful I become the enemy of God because “God opposes the proud but gives grace to the humble.” Humble people are teachable and don’t rush to judge others Humility is being honest about your weaknesses. Humility is not thinking less of yourself; it is thinking of yourself less! It’s not about you!


8. Learn from everyone. The danger of looking at lists such as, “The 100 fastest growing churches”, or “The 50 largest churches” is that you’ll compare and compete. Bad idea! Instead, learn from the models represented by the churches on those lists. The Bible tells us that skill, not merely dedication, is what brings success (Ecclesiastes 10:10). Work smarter, not harder. Every time I hear about anyone making an impact, I say, “Amen! Now teach me how to do it too!” All leaders are learners. The moment you stop learning, you stop leading. You can learn from anyone if you ask the right questions.


9. Remember all growth is seasonal. Every living thing goes through seasons of growth (spring and summer) and dormancy (fall and winter). Churches go through these seasons. Healthy growth takes TIME. When God wants to make a mushroom, he takes 6 hours. When he wants to make an oak tree, he takes 60 years. Do you want to be a mushroom or an oak tree?
Churches that explode overnight are not necessarily growing; they may simply be swelling by attracting believers who transfer from other churches. That is not legitimate growth. Conversion growth is real growth, so focus on how many new believers you are winning and baptizing, not your attendance.
Nothing bears fruit year round. Your church may be in a Fall-like season right now (no leaves, no fruit) or winter (everything seems dead.) Keep on believing, learning, loving, and putting down roots. Spring and summer are coming! Hang on! The tide goes out, but it always comes back in.


10. Never confuse prominence with significance. My nose is prominent but I could lose it and still live a happy life. On the other hand, my lungs and liver will never been seen but they are far more significant. I’d die without them. You may be serving a small town or in circumstances with limited growth potential. So what? God put you there, and you’d better stay where God put you until God chooses to move you! God has every hair on your head numbered; your ministry matters to the Kingdom!
We’re all in this together. We’re on the same team, and one day we’ll all celebrate together at the feet of Jesus! Be faithful! Keep your eyes on Jesus! God created you. Jesus died for you. The Holy Spirit lives in you. You’ve been called, gifted, and anointed for your ministry. Never give up!

Kill Procrastination

Kill procrastination

View more presentations from Brady Gilchrist

Do or Die Roles for Every Senior Leader (Michael Warden)

Being the senior leader of an organization is a tough job. Of course, if you are a senior leader, you already know this. People at all levels of your organization regularly place a diverse array of expectations on you and your time. Everyone, it seems, has an opinion on how you should do your job and even what your job should be. And they don't mind telling you (and/or everyone else) when they don't think you're doing it right.

In such a cacophonous environment full of disparate and often opposing demands, it can be difficult for senior leaders to discern just where the lines should be drawn between their job and everyone else’s. Regardless of the size of the organization or the specifics of your particular org chart, what are the roles all senior leaders must fulfill in order for their organization to thrive and grow? Opinions vary—so here’s mine: a list of a few of the roles that I believe are essential for all senior leaders to hold.

1. Keeper of the Mission & Vision for the organization:
Part of your role is to champion the Mission & Vision of your organization and to ensure the team is always moving toward those ends. Because Vision leaks and Mission slips out of focus over time, you have to make it your job to keep the Mission front and center in your people’s eyes, and keep casting vision for the better world you’re all trying to create by pursuing it. And while you should consistently avoid micro-managing your people, in any area where you see the Vision or Mission not being effectively pursued and honored, you have full authority to step in and make whatever changes are necessary to bring that area back in alignment with the Mission & Vision.

2. Keeper of the Values:
Another part of your role is to continually promote and champion the core values of the organization. Every action you take, every conversation you have, every request you make of your team needs to be clearly grounded in and motivated by one or more of your organization’s core values. Anything you’re doing that can’t be directly tied to your core values in this way—either drop it or delegate it to someone else. As the visionary leader of your organization, you are the embodiment of the values. If you don’t live them, who will? As with Mission & Vision, anytime you see the values not being honored in a process or project, you have full authority to step in and do whatever is required to see that the core values are not undermined.

3. Voice of Reality:
Many leadership experts say the chief job of a leader is to “define reality” for those they lead. Another perhaps more useful way to say this is simply “naming what is going on.” Part of the role of Senior Leader is to help the team see the truth of where they are and what needs to happen next to move forward. In this sense, you become like the “red dot” on the map in the shopping mall, identifying “We Are Here.” This defining work includes several areas, such as where we are financially, where we are relationally, where we are with respect to our Mission, Vision, & goals, where we are in relation to our values, and so on.

4. Developer of Teams:
In particular, the core leadership team of the organization. Part of your role is to lead, coach, and mentor the core group of leaders who report directly to you and have significant oversight over the organization as a whole. For you to do this effectively, this team must be filled with people who you believe in and trust and who (like you) think in terms of “we” instead of “me” (in other words, Stage 4 Tribal leaders). You have full authority to choose those team members that you know you can work with and who have the appropriate skills for this role.

5. Chief Encourager and Celebrator:
Senior Leaders are typically wired to always be pushing forward toward the next challenge, so this can be a tough role for them to fill. But celebration and affirmation for a job well done is a critical part of every senior leader’s job. You must be the champion and cheerleader for those you lead—frequently encouraging them as they move toward a goal and regularly pausing to reflect on both victories and defeats and celebrate success as well as lessons learned. This rhythm of engagement and reflection/celebration is essential to your team’s overall health and critical to your role as their leader.

Source and full article here.

Eu Mudo para Continuar o Mesmo (Marcos Botelho)

A palavra mudança incomoda a muitos, principalmente aos líderes de igreja.

Acredito que isso acontece por um erro de conceito na base do pensamento. Os líderes pensam que a igreja, a teologia e principalmente a vida estão em terra firme. Acreditam que essa terra é seca e quando encontram um oásis fixam sua vida toda em torno daquela fonte, construindo casas e cercas para não serem incomodados.

Mas vendo a dinâmica da vida, da sociedade, dos nossos tempos e o amadurecimento que uma pessoa tem com o evangelho, tenho percebido que a vida não está sobre terra firme e sim em um rio agitado.

Aquele que fica parado é levado pela correnteza do sistema, do comodismo e da religiosidade que nos anestesia da vida.

Aquele que experimentou o evangelho nunca mais pode parar de remar, pois sabe que parar é retroceder.

Como diria o filósofo Leonardo Boff: eu mudo para continuar o mesmo.

Mudar não é necessariamente sair do lugar, mudar, muitas vezes, é continuar na mesma fé e convicções. Na correnteza da vida quem não se mexe cai na grande cachoeira.

Percebo que nas igrejas e ministérios, os líderes recusam mudanças, não necessariamente porque estão receosos do que está mudando, mas simplesmente porque acreditam que mudar deve ser um ato raro e de “times que estão perdendo”.

Pensam que a vida está parada em terra firme, mas não. Igrejas e ministérios que não estão pensando e repensando o seu jeito de agir podem estar condenados a serem levados pela correnteza.

Talvez a primeira grande mudança que você pode tentar fazer com a sua igreja e ministério é ensiná-la que mudar é bom, que mudar sempre é preciso. Precisamos estar sempre reformando.

Mudamos para continuar sempre os mesmos!

Fonte: Revista Ultimato

Have you evaluated the heart of your team members lately? (Barry Werner)

Source: Barry Werner

Leaders must make it clear what it takes to be part of their team. Read Matthew 8:18-22.

As Jesus’ popularity throughout Israel grew, many people wanted to join His team—become one of His disciples. Jesus made it clear that to become a member of His team, individuals would have to be more devoted to Him than to personal comfort or even family approval. One way He screened those who wanted to be on His team was to test their level of commitment to Him and to the kingdom. Jesus never begged anyone to follow Him and He always issued tough challenges to potential followers. In fact, Jesus at times openly evaluated His followers to insure where they stood.

Every effective leader knows that a team can accomplish more than an individual. To function well a team must be committed to a common vision and purpose. Even though teams by nature require specialists, team members must be willing to work in unity for the emprovement of the whole rather than only personal advancement. Good team members are willing to combine their strengths to help one another succeed personally, benefit the organization, and honor God’s plan for interaction between people.

Have you evaluated the heart of your team members lately? Have you looked at their motivation for being on the team? Has selfish ambition replaced team synergism? Have you evaluated your own actions; are you doing everything you can to foster team spirit and mutual respect for each other? Team members’ commitment to the cause, the leader, and to each other is critical to an organization’s success.

Why Your Passion for Work Could Ruin Your Career (Scott Barry Kaufman)

Source: HBR

Every business wants workers who passionately love their work. And for good reason: workers who are inspired are more productive, and passion can provide the energy necessary to fuel engagement, amidst obstacles and setbacks. But while passion seems clearly desirable, recent psychological research suggests that not all forms are adaptive. In fact, some forms can be downright detrimental.

According to Robert J. Vallerand's Dualistic Model of Passion, passion has two main flavors: harmonious and obsessive. Those with harmonious passion engage in their work because it brings them intrinsic joy. They have a sense of control of their work, and their work is in harmony with their other activities in life. At the same time, they know when to disengage, and are better at turning off the work switch when they wish to enjoy other activities or when further engagement becomes too risky. As a result, their work doesn't conflict with the other areas of their lives. When they are at the opera, for instance, or spending time with their children, they aren't constantly thinking of work, and they don't report feeling guilty that they aren't working. Questionnaire items measuring harmonious passion include: "This activity reflects the qualities I like about myself", "This activity is in harmony with the other activities in my life," and "For me it is a passion that I still manage to control."

Obsessive passion is a different story. Like those with harmonious passion, those with obsessive passion perceive their work as representing a passion for them, and view their work as highly valued. A major difference is that they have an uncontrollable urge to engage in their work. As a result, they report feeling more conflict between their passion and the other activities in their life. Questionnaire items measuring obsessive passion include: "The urge is so strong. I can't help myself from doing this activity," "I am emotionally dependent on this activity," and "My mood depends on me being able to do this activity."

Both forms of passion are associated with very different outcomes. Harmonious passion is associated with higher levels of physical health, psychological well-being, self-reported self-esteem, positive emotions, creativity, concentration, flow, work satisfaction, and increased congruence with other areas of one's life. These effects spill over into other areas. Because people with harmonious passion can actively disengage from work and experience other parts of their lives, they report general positive affect over time.

In contrast, those with obsessive passion display higher levels of negative affect over time and display more maladaptive behaviors. They report higher levels of negative affect during and after activity engagement; they can hardly ever stop thinking about their work, and they get quite frustrated when they are prevented from working. They also persist when it's risky to do so (just like a pathological gambler). A reason for this is that their work forms a very large part of their self-concept. To protect their selves, they display more self-protective behaviors, such as aggression, especially when their identity is threatened. Those with obsessive passion also have a more negative image of themselves, being quicker to pair the word "unpleasant" with "self" than those showing lower levels of obsessive passion. This suggests that their persistence doesn't come from a place of intrinsic joy, but an unstable ego.

These differences have implications for work burnout. A recent study investigated burnout (measured by emotional exhaustion) in two samples of nurses over a six-month period, across two different countries. Obsessive passion increased the chances of burnout while harmonious passion helped protect against burnout. The researchers identified some key factors explaining this relationship. Obsessive passion was associated with higher conflict with other life tasks and was unrelated to work satisfaction, while harmonious passion was associated with lower conflict, and higher work satisfaction. Importantly, these effects held even after controlling for the number of hours worked. People with harmonious passion come to work refreshed and ready to tackle new problems, whereas those with obsessive passion are at much higher risk of experiencing burnout.

But isn't persistence a good thing? Many great works appear to have come about due to an obsessive focus on work to the exclusion of all else. The research suggests this may be a myth. It's important to distinguish between flexible and rigid forms of persistence. Those with obsessive passion rigidly persist even when it's no longer sensible to do so. Those with harmonious passion are much more flexible, and are ultimately more successful. This may explain why so many child prodigies fizzle out later in life — regardless of their talent. By being obsessively attached their domain, they are increasing their chances of burning out.

In sum, the type of passion one has matters. Not just for work, but for many other areas of life. What kind of you passion do you have? Do you gain intrinsic satisfaction from your work, or do you feel as though you are constantly working to prove things to others? Do you feel a compulsive need to work or are you easily able to disengage and enjoy other interests in life? Managers: what kind of passion are you getting out of your workers? Don't be fooled by hard workers. Some may be on the verge on burnout.

How I Almost Quit (John Piper)

If you are a disheartened pastor or leader, this is for you.

Are you so discouraged you don’t know what to do next? I want to help you get through this. Maybe this will help.

The following quote is from my journal dated November 6, 1986. I had been at Bethlehem 6 years. If you have ever felt like this, remember this is 24 years ago and I am still here.

The point is: Beware of giving up too soon. Our emotions are not reliable guides.

Am I under attack by Satan to abandon my post at Bethlehem? Or is this the stirring of God to cause me to consider another ministry? Or is this God's way of answering so many prayers recently that we must go a different way at BBC than building? I simply loathe the thought of leading the church through a building program. For two years I have met for hundreds of hours on committees. I have never written a poem about it. It is deadening to my soul. I am a thinker. A writer. A preacher. A poet and songwriter. At least these are the avenues of love and service where my heart flourishes. . . .

Can I be the pastor of a church moving through a building program? Yes, by dint of massive will power and some clear indications from God that this is the path of greatest joy in him long term. But now I feel very much without those indications. The last two years (the long range planning committee was started in August 1984) have left me feeling very empty.

The church is looking for a vision for the future—and I do not have it. The one vision that the staff zeroed in on during our retreat Monday and Tuesday of this week (namely, building a sanctuary) is so unattractive to me today that I do not see how I could provide the leadership and inspiration for it.

Does this mean that my time at BBC is over? Does it mean that there is a radical alternative unforeseen? Does it mean that I am simply in the pits today and unable to feel the beauty and power and joy and fruitfulness of an expanded facility and ministry?

O Lord, have mercy on me. I am so discouraged. I am so blank. I feel like there are opponents on every hand, even when I know that most of my people are for me. I am so blind to the future of the church. O Father, am I blind because it is not my future? Perhaps I shall not even live out the year, and you are sparing the church the added burden of a future I had made and could not complete? I do not doubt for a moment your goodness of power or omnipotence in my life or in the life of the church. I confess that the problem is mine. The weakness is in me. The blindness is in my eyes. The sin—O reveal to me my hidden faults!—is mine and mine the blame. Have mercy, Father. Have mercy on me. I must preach on Sunday, and I can scarcely lift my head.

Source: Desiring God

5 Things That Can Destroy A Person’s Leadership (Brian Dodd)

Muhammad Ali once said, “It’s not the hardest hit that knocks you out. It’s the one you don’t see coming.” We can often survive direct hits. It’s the ground shocks that can destroy our ministries and leadership influence. So keep your ear to the ground.

As you are keeping your ear to the ground and listening to your people, the following are five things you should be aware of:

Lack of Unified Leadership - Disunity, or fragmented leadership, can destroy a leader’s influence. The result is competing voices and agendas. Factions are formed and certain individuals often attempt to fill the leadership vacuum.

Lack of Vision - Vision produces a visual need. Without vision, your people and teams walk around aimlessly. Often people will line up under a charismatic leader and whatever vision appears the most compelling.

Lack of Urgency - Because there is a lack of vision, there is a lack of urgency to fulfill it. Nothing exists that is worth sacrificing or investing your life in. Movement and advancement stops.

Lack of Trust - This results from continual missed expectations or broken promises. You must combat this by beginning to get a series of small wins under your belt. Declare victory anywhere you can.

Lack of Financial Resources - Ministry and organizational advancement costs money. Life change costs money. Financial resources fuel your future.

Pastors and leaders, if you have a lack of unified leaders, lack of vision, lack of urgency, lack of trust, and lack of resources, you are about to get hit with a ground shock.

Take a direct hit instead and address the issue today. You can survive a direct hit. It may be what it needed to save your leadership.

Source: Brian Dodd on Leadership

Delegação

Fonte: Saia do Lugar

Seguem algumas sugestões para compartilhar a liderança e estimular os talentos da sua empresa

Dê autoridade para os mais qualificados para fortalecer suas competências

Defina os limites que cada pessoa tem para tomar decisões

Cultive um clima em que as pessoas se sintam livres para ter iniciativa sobre suas tarefas

Dê a autonomia e os recursos para as pessoas mais qualificadas e estimule que elas usem essas ferramentas

Não questione a decisão das pessoas que você deu autoridade para tomar decisões

Considere-se uma fonte de recursos ao invés de um gerente

Marque reuniões de acompanhamento apropriadas para analisar o progresso das tarefas e tomar ações caso necessárias

Você irá gastar menos tempo conduzindo seus projetos e poderá até desenvolver um senso de satisfação por resultados que não são diretamente seus.

Melhor do que isso, seus liderados poderão aumentar o sentimento de parceria e se tornarem mais engajados pelo sucesso da empresa, do time e deles próprios.

Sobre Visão

Baseado em uma palestra de Jeff Henderson

3 Níveis de Compromisso com a Visão em sua Igreja ou Organização

Nível 1 – As pessoas tem compromisso com a visão por se beneficiarem dela.
Nível 2 – As pessoas tem compromisso com a visão e contribuem com ela, desde que não precisem se sacrificar.
Nível 3 – As pessoas tem compromisso com a visão o suficiente para se dedicarem de coração a ela.

Observações

Nosso papel como líderes é guiarmos as pessoas do nível 1 ao nível 3.

As pessoas do nível 1são geralmente as que reclamam.

Mais sobre visão

Visão não é informação. O que as pessoas pensam: “não me dê informação, eu já tenho informação o suficiente; me dê inspiração”.

Visão é um exercício diário: o que eu fiz hoje para implementar a visão?

Como começar um movimento

Comece onde você está.
Comece com o que você tem.
Faça o que for possível.
Líderes que comunicam bem a visão são bons contadores de histórias.
Seu papel como líder é convencer as pessoas de que elas estão perdendo algo por não participarem deste movimento.

Feedback é principal ferramenta para se desenvolver no trabalho

Fonte: Administradores

Trabalho, trabalho e mais trabalho, mas e o feedback? Um dos elementos fundamentais para o jovem em início de carreira é a avaliação frequente das suas tarefas, pois esta ainda é a única forma de alinhar o trabalho desenvolvido com o que de fato estão esperando de você.

Marshal Raffa, gestor de recursos humanos da Ricardo Xavier, empresa especializada na área de RH, reconhece que, atualmente, muitas empresas deixam o feedback de lado, alegando falta de tempo. No entanto, a avaliação é importante para os dois lados e é o que vai servir como referência para o desenvolvimento do trabalho.

Entendida sua importância, antes de mais nada, o jovem profissional precisa ter consciência que avaliação do seu trabalho não é algo ruim. Apesar das críticas negativas que possa receber, são justamente elas que vão ajudá-lo a melhorar, e, consequentemente, se destacar dentro da corporação.

Acompanhamento

Raffa também observa outra falha importante nesse processo de avaliação. “Muitos gestores dão feedback pontuais sem se preocupar com o acompanhamento”, afirma. De acordo com o gestor, é improdutivo apenas levantar as questões, mas não fazer um acompanhamento delas.

Para que o profissional se desenvolva de fato, ele precisa saber o que faz bem e aquilo que não tem domínio, ou apresenta algumas falhas. Constatados os problemas é preciso acompanhar a evolução, para verificar se o que foi dito também foi entendido e se está no caminho certo.

Como só o acompanhamento vai dizer se está havendo ou não uma evolução no desenvolvimento das tarefas, é primordial que o feedback tenha um periodicidade pré-determinada. Quinzenalmente, mensalmente, bimestralmente, isso quem vai definir é o gestor, mas é importante lembrá-lo.

E se eu não concordar?

Não há nada de errado em não concordar com a avaliação que estão fazendo sobre o seu trabalho. Contudo, muito cuidado com a forma que você vai lidar com isso. Saiba que nada do que está sendo dito deve ser levado para o lado pessoal, a intenção do seu chefe é que você melhore, se aperfeiçoe e siga em frente.

Uma sugestão interessante é deixar claro para o gestor os pontos com os quais você não está de acordo e pedir um tempo. Isso mesmo, peça um tempo de uma semana para refletir sobre o que foi dito. Muitas vezes, quando recebemos uma crítica, não temos a capacidade de julgá-la na hora, e, se formos argumentar, podemos sair perdendo.

Volte para sua mesa e continue seu trabalho normalmente, mas agora, não tire da cabeça aquilo que foi dito. Depois de uma breve reflexão você pode se surpreender, percebendo que na realidade ele tinha razão e era você quem não estava enxergando direito.

Cobre a avaliação

Muitas empresas não têm uma política de avaliação, ou seja, fica a critério do gestor fazer ou não fazer os feedbacks. Se sua empresa for uma delas, a recomendação do gestor da Ricardo Xavier é que o profissional converse com seu gestor e solicite uma avaliação.

Vale ressaltar que feedback é para ser feito pessoalmente, e-mail é uma forma muito fria para ser usado para este fim. Mesmo porque, se já é complicado fazer com que as pessoas entendam o que queremos dizer quando estamos cara a cara com elas, isso fica ainda mais difícil por meio de um computador.

Authority Under Control (Steve Berger)

Humility isn’t incompatible with great power or influence; if you’re humble, you don’t have to be a person who just sits in the corner and never accomplishes anything. Abraham, Moses, and Jesus had authority and they were humble. Humility is authority under control. It is velvet-covered steel. Humility is handling the power, influence, and authority in such a way that God is honored and you are not compromised.

Full text here.

The Disease Of Leadership Regression (Bryan Dodd)

How many leaders want to go back to the “good old days” when life was much simpler? Often we wish to go back to a time that we feel was safer and felt much more in control. Leaders, this is an illusion! Don’t go there!

When we take our churches, organizations, and thought processes back to an earlier time, we run the risk of contracting Leadership and Organizational Regression. Though it feels safe, the “good old days” were not that good. In reality, going there can, in worst cases, destroy your organization.

“Been there. Done that” was cute when said by Forrest Gump but is not a leadership statement. Leaders should be “Going there. Doing that.” For leaders, the best days are always in front of us. Leaders by definition are taking people somewhere. They love breaking new ground.

Choose Innovation. Choose Spontaneity. Reject Regression. Reject Repackaging and Recycling Old Ideas.

Leaders, yesterday ended last night. Seize the day. Make a difference. Be the leader you were created to be. And for the sake of your leadership and all those you are responsible for, keep moving forward!

Source: full text here

11 dicas para uma implementação bem sucedida

Este texto faz parte da coluna da Plataforma Brasil feito especialmente para os leitores do Saia do Lugar.

Dizem que o segredo é a alma do negócio. Eu concordo, revelações antes da hora e vazamentos estratégicos podem prejudicar, e muito. Mas ser a alma do negócio não é pouca coisa, e por isso vou reivindicar aos processos de implementação um status semelhante.

Sem eles não há negócio, nem projeto, ou empreendimento algum que justifique guardar segredos ou sustentar acordos de confidencialidade.

Mas se o processo de implementação vai ocupar um lugar de paridade diante do “segredo do negócio”, seria bastante justo elegermos o ato do planejamento para o posto de “alma do processo de implementação”.


Ter ideias não adianta, tem que tirá-las do papel

Convenhamos, não se trata de teoria barata ou mais um cansativo modismo de gestão. O fato é que um bom plano faz toda diferença, mas alguns cuidados são necessários:

Todo planejamento (esse é o item mais óbvio, mas é necessário destacar) deve responder a seu modo a quatro questões: “O que? Como? Quem? e Quando?”;

Não fuja dos detalhes, pelo contrário, tenha apego por eles. Detalhe tudo, principalmente sobre o que se deseja implementar e pela forma como isso vai ocorrer.

Estabeleça prazos realistas;

Conte com contratempos. Eles virão, tenha certeza disso;
Estruture um mecanismo de gestão do plano, envolvendo não somente as pessoas responsáveis pelas tomadas de decisão, mas toda a equipe que colocará a “mão na massa”;

Só inicie a implementação, após ter obtido o pleno aceite dos envolvidos. O comprometimento é fundamental;

Estabeleça um modelo de ajuste permanente, mas não permita que os ajustes façam com que o se perca de vista os objetivos centrais da implementação;
Padronize as terminologias e significados contidos no planejamento. Crie uma legenda se for preciso;

Ao concluir a elaboração do planejamento, realize ao menos duas revisões antes de iniciar sua execução;

A responsabilidade pelo monitoramento da execução do plano, deve ficar a cargo de uma única pessoa;

Documente tudo o que puder durante o processo de implementação.

Boa sorte e sucesso.

Gustavo Chierighini, da Plataforma Brasil

What Your Team Needs You As A Leader To Give Them (Bryan Dodd)

“I have complexity. I need simplicity.” I heard a leader say today.
Life can become very complicated. We are constantly bombarded with information. Technology is changing at a pace that very few can keep up with. Relationships are always challenging.

I struggle with balancing work, parenting, being a husband, recreation, responsibilities, church life, aging parents, and personal growth. Currently, I am trying to read four books and not making much progress in any of them. Thank goodness my wife pays all the bills! I mean, it feels like a personal victory when I get the grass cut.

You know what’s funny. I need to stop whining because I have nothing to complain about. My life is no busier, complicated, or demanding than anyone else’s. We all struggle with balancing life’s tensions.

However, there is hope for all of us! In a word – Leadership. One of the great things about quality leadership is it provides solutions. Solutions bring simplicity.

Here are 10 things leaders provide that bring solutions and simplify your life:

1. Leaders bring inspiration instead of more information.
2. Leaders give direction.
3. Leaders lighten the load.
4. Leaders make additional resources available.
5. Leaders coach.
6. Leaders create and funnel opportunities to their team.
7. Leaders allow time for replenishment and refreshment.
8. Leaders build systems.
9. Leaders prioritize relationships.
10. Leaders say “Thank You”.

So keep your Rubik’s Cube. Complexity is overrated. I need solutions and simplicity. Leaders, what are you doing to bring simplicity to your life as well as those you lead?


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