Brenda kompanive apo organizatave \u00ebsht\u00eb thuajse gjithnj\u00eb nj\u00eb grup personash t\u00eb trajnuar q\u00eb p\u00ebrfaq\u00ebsojn\u00eb nj\u00eb motor aktiv. Ata jan\u00eb shpesh bart\u00ebs t\u00eb ideve t\u00eb sh\u00ebndetshme, promotor\u00eb t\u00eb inovacionit, t\u00eb humorit t\u00eb mir\u00eb dhe vizionit strategjik.<\/p>\n
M\u00eb pas, \u00ebsht\u00eb nj\u00eb grup tjet\u00ebr, m\u00eb i madh, brenda t\u00eb cilit pjesa m\u00eb e madhe e njer\u00ebzve b\u00ebn pun\u00ebn e tyre, pa nj\u00eb shtys\u00eb. Ky \u00ebsht\u00eb grupi m\u00eb i v\u00ebshtir\u00eb p\u00ebr t\u2019u p\u00ebrfshir\u00eb apo p\u00ebr t\u2019i b\u00ebr\u00eb pjes\u00eb, pasi shpesh nuk i shpreh idet\u00eb e veta. Ndonj\u00ebher\u00eb k\u00ebta persona nuk e b\u00ebjn\u00eb pun\u00ebn e tyre me pasion, k\u00ebnaqen me at\u00eb q\u00eb b\u00ebjn\u00eb dhe shpesh e b\u00ebjn\u00eb n\u00eb m\u00ebnyr\u00eb mekanike.<\/p>\n
K\u00ebta jan\u00eb ata q\u00eb un\u00eb i quaj sh\u00ebtit\u00ebs, njer\u00ebz q\u00eb ecin pa nj\u00eb q\u00ebllim, pa rit\u00ebm, pa nj\u00eb mendim mbi nj\u00eb objektiv dhe q\u00eb e l\u00ebn\u00eb veten t\u2019i marr\u00eb rryma. Jan\u00eb ata q\u00eb shpesh p\u00ebrgjigjen se nuk kan\u00eb p\u00ebrgjegj\u00ebsi dhe p\u00ebr k\u00ebt\u00eb arsye, nuk mund t\u00eb vendosin. Ata nuk jan\u00eb as n\u00eb an\u00ebn e t\u00eb k\u00ebqijve, as n\u00eb an\u00ebn e t\u00eb mir\u00ebve, sepse n\u00ebse do ta b\u00ebnin, do t\u00eb ishte shum\u00eb e rrezikshme \u2013 kjo do t\u00eb k\u00ebrkonte nj\u00eb reflektim dhe p\u00ebrpunimin e nj\u00eb ideje. Ata presin q\u00eb dikush t\u2019u thot\u00eb se \u00e7far\u00eb t\u00eb b\u00ebjn\u00eb dhe e zbatojn\u00eb k\u00ebt\u00eb mekaniz\u00ebm me p\u00ebrsosm\u00ebri. Dhe n\u00ebse askush u thot\u00eb se \u00e7far\u00eb duhet t\u00eb b\u00ebjn\u00eb, mbeten n\u00eb vendnum\u00ebro, duke mos dh\u00ebn\u00eb asnj\u00eb kontribut.<\/p>\n
Grupi i tret\u00eb \u00ebsht\u00eb ai i pengjeve, ata q\u00eb murmurisin, ata q\u00eb nuk u p\u00eblqen asgj\u00eb, dhe n\u00ebse do t\u00eb mundeshin, veprojn\u00eb ndryshe. Ata p\u00ebr t\u00eb cil\u00ebn kompania dhe drejtuesi jan\u00eb nj\u00eb katastrof\u00eb. N\u00eb nj\u00ebfar\u00eb m\u00ebnyre, m\u00eb p\u00eblqejn\u00eb k\u00ebta persona, pasi t\u00eb pakt\u00ebn \u00ebsht\u00eb e qart\u00eb se \u00e7far\u00eb mendojn\u00eb dhe se si veprojn\u00eb. Edhe pse n\u00eb m\u00ebnyr\u00eb negative, duhet ta pranojm\u00eb, ata harxhojn\u00eb energji duke shprehur idet\u00eb e tyre.<\/p>\n
Po ata n\u00eb mes, ata q\u00eb nuk marrin asnj\u00eb p\u00ebrgjegj\u00ebsi n\u00eb aktivitetet e p\u00ebrditshme, si mund t\u00eb menaxhohen?<\/p>\n
Disa muaj m\u00eb par\u00eb takova drejtuesin e nj\u00eb kompanie, q\u00eb, me shum\u00eb guxim, vendos\u00ebn t\u00eb ndryshojn\u00eb m\u00eb shum\u00eb se gjysm\u00ebn e struktur\u00ebs. Sepse, pas nj\u00eb analize t\u00eb brendshme, ata vun\u00eb re munges\u00ebn e motorit t\u00eb nevojsh\u00ebm p\u00ebr t\u2019u rritur dhe se grupi m\u00eb proaktiv ishte mjaft i vog\u00ebl p\u00ebr t\u00eb vijuar rritjen. Ata kuptuan se kishin pun\u00ebsuar njer\u00ebzit e gabuar, pa motorin e p\u00ebrgjegj\u00ebsis\u00eb, i nevojsh\u00ebm p\u00ebr t\u00eb qen\u00eb element\u00eb aktiv\u00eb n\u00eb ndryshim.<\/p>\n
\u00cbsht\u00eb e \u00e7uditshme, kur flitet p\u00ebr njer\u00ebz, t\u00eb d\u00ebgjosh kur t\u00eb gjith\u00eb (ose thuajse t\u00eb gjith\u00eb) t\u00eb ken\u00eb mendime apo gjykime mbi t\u00eb gjitha fushat e shoq\u00ebris\u00eb, por kan\u00eb pak hipoteza n\u00eb pun\u00eb. V\u00ebshtir\u00ebsia konkrete \u00ebsht\u00eb t\u2019ia dal\u00ebsh t\u00eb gjesh nj\u00eb zgjidhje ndaj nj\u00eb problemi apo nj\u00eb ide inovative q\u00eb mund t\u00eb p\u00ebrmir\u00ebsoj\u00eb aktivitetin e t\u00eb gjith\u00ebve dhe p\u00ebr ta b\u00ebr\u00eb funksionale.<\/p>\n
Shpesh pyes veten, gjat\u00eb sesioneve t\u00eb coaching, se \u00e7far\u00eb \u00ebsht\u00eb b\u00ebr\u00eb p\u00ebr t\u00eb ndryshuar nj\u00eb zgjidhje, p\u00ebrpara se t\u00eb cil\u00ebsohet nj\u00eb penges\u00eb e pakap\u00ebrcyeshme. Mendoj se sa m\u00eb shum\u00eb persona t\u00eb kemi n\u00eb bord, q\u00eb veprojn\u00eb, apo se ndoshta edhe gabojn\u00eb, m\u00eb shum\u00eb mund\u00ebsi ka kompania t\u00eb evoluoj\u00eb.<\/p>\n
*Francesca Contardi,\u00a0<\/em>Managing Director i EasyHunters<\/em> Brenda kompanive apo organizatave \u00ebsht\u00eb thuajse gjithnj\u00eb nj\u00eb grup personash t\u00eb trajnuar q\u00eb p\u00ebrfaq\u00ebsojn\u00eb nj\u00eb motor aktiv. Ata jan\u00eb shpesh bart\u00ebs t\u00eb ideve t\u00eb sh\u00ebndetshme, promotor\u00eb t\u00eb inovacionit, t\u00eb humorit t\u00eb mir\u00eb dhe vizionit strategjik. M\u00eb pas, \u00ebsht\u00eb nj\u00eb grup tjet\u00ebr, m\u00eb i madh, brenda t\u00eb cilit pjesa m\u00eb e madhe e njer\u00ebzve b\u00ebn pun\u00ebn […]<\/p>\n","protected":false},"author":1,"featured_media":10565,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"footnotes":""},"categories":[18],"tags":[],"yoast_head":"\n
\nBurimi: Il Sole 24 Ore<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"