Nga Claudio Belotti<\/p>\n
Si t\u00eb kemi nj\u00eb udh\u00ebheq\u00ebs ose lider t\u00eb mir\u00eb n\u00eb biznes<\/p>\n
I p\u00ebrmbajtur (n\u00eb entuziaz\u00ebm), kreativ (p\u00ebr zgjidhjen e problemeve), i p\u00ebrgjegjsh\u00ebm (un\u00eb jam n\u00eb gjendje t\u00eb jap p\u00ebrgjigje). K\u00ebto jan\u00eb disa k\u00ebrkesa ose kushte p\u00ebr nj\u00eb lider t\u00eb mir\u00eb.<\/p>\n
Ju mund t\u00eb udh\u00ebhiqni koleg\u00eb t\u00eb tjer\u00eb, ose t\u00eb jeni nj\u00eb \u201clider i lir\u00eb\u201d, por gjithmon\u00eb keni t\u00eb b\u00ebni me njer\u00ebzit e tjer\u00eb. Pra, zot\u00ebrimi i aft\u00ebsive udh\u00ebheq\u00ebse \u00ebsht\u00eb i r\u00ebnd\u00ebsish\u00ebm.<\/p>\n
Lidershipi \u00ebsht\u00eb studiuar, m\u00ebsuar dhe zbatuar kudo, por p\u00ebr fat t\u00eb keq nuk \u00ebsht\u00eb praktikuar. Ka gjithmon\u00eb njer\u00ebz t\u00eb uritur p\u00ebr t\u00eb m\u00ebsuar mbi k\u00ebt\u00eb tem\u00eb. Kureshtja e zakonshme na ndihmon t\u00eb dim\u00eb se \u00e7far\u00eb t\u00eb b\u00ebjm\u00eb dhe \u00e7far\u00eb t\u00eb mos b\u00ebjm\u00eb, por p\u00ebrkund\u00ebr k\u00ebsaj, ka shum\u00eb njer\u00ebz q\u00eb vazhdojn\u00eb t\u00eb b\u00ebjn\u00eb gabime. K\u00ebtu \u00ebsht\u00eb nj\u00eb list\u00eb e vog\u00ebl e kontrollit, nj\u00eb list\u00eb e dhjet\u00eb cil\u00ebsive dhe sjelljeve q\u00eb mund t\u2019ju ndihmojn\u00eb t\u00eb jeni nj\u00eb udh\u00ebheq\u00ebs m\u00eb i mir\u00eb.<\/p>\n
Shpesh ndodh q\u00eb kompanit\u00eb t\u00eb shohin lider\u00eb n\u00eb udh\u00ebheq\u00ebs t\u00eb vegj\u00ebl dhe punonj\u00ebs m\u00eb t\u00eb fort\u00eb se ata. Si\u00e7 e them n\u00eb librin tim, lidershipi \u00ebsht\u00eb nj\u00eb dialog, nj\u00eb veprim. Ata q\u00eb e ushtrojn\u00eb motivojn\u00eb, udh\u00ebzojn\u00eb, inkurajojn\u00eb, mb\u00ebshtesin, rriten, tregojn\u00eb zgjidhje. N\u00ebse ai q\u00eb urdh\u00ebron, b\u00ebrtet, ai nuk \u00ebsht\u00eb nj\u00eb udh\u00ebheq\u00ebs. Kjo nuk \u00ebsht\u00eb udh\u00ebheq\u00ebsi.<\/p>\n
N\u00eb bot\u00ebn e kafsh\u00ebve udh\u00ebheq\u00ebsi zgjidhet nga kopet\u00eb p\u00ebr aft\u00ebsit\u00eb e tij, ose ndryshe ai imponon veten, sepse ai \u00ebsht\u00eb m\u00eb i fort\u00eb (k\u00ebshtu q\u00eb ai mund t\u00eb mbroj\u00eb).<\/p>\n
Mendoj se \u00ebsht\u00eb normale, e dobishme dhe e drejt\u00eb q\u00eb ata n\u00eb krye t\u00eb ken\u00eb privilegje. Ata me p\u00ebrgjegj\u00ebsi m\u00eb t\u00eb m\u00ebdha kan\u00eb nevoj\u00eb p\u00ebr nj\u00eb zyr\u00eb, tavolin\u00eb, makin\u00eb dhe pag\u00eb m\u00eb t\u00eb madhe. Si\u00e7 thon\u00eb disa gjeneral\u00eb, \u201cn\u00ebse shtrati im \u00ebsht\u00eb m\u00eb i p\u00ebrshtatsh\u00ebm dhe m\u00eb i vendosur, vendimet e mia, t\u00eb cilat ndikojn\u00eb shum\u00eb njer\u00ebz, do t\u00eb jen\u00eb m\u00eb korrekte\u201d.<\/p>\n
Kjo tregon se, lideri b\u00ebn interesat e sistemit, jo t\u00eb tijin. Sa her\u00eb n\u00eb nj\u00eb kompani shit\u00ebsi m\u00eb i mir\u00eb \u00ebsht\u00eb promovuar tek menaxheri i shitjeve, pa i vler\u00ebsuar s\u00eb pari aft\u00ebsit\u00eb e tij t\u00eb menaxhimit t\u00eb burimeve njer\u00ebzore?<\/p>\n
Kush \u00ebsht\u00eb n\u00eb dhom\u00ebn e \u201cbutonave\u201d duhet t\u00eb dij\u00eb, t\u00eb ndjej\u00eb, t\u00eb kuptoj\u00eb, t\u00eb interpretoj\u00eb dhe m\u00eb pas t\u00eb p\u00ebrz\u00ebr\u00eb. N\u00ebse ai \u00ebsht\u00eb i vet\u00ebqendruar, m\u00eb mir\u00eb ta l\u00ebr\u00eb at\u00eb n\u00eb fush\u00eb, ai do t\u00eb jet\u00eb nj\u00eb shit\u00ebs shum\u00eb i mir\u00eb; n\u00ebse e l\u00ebshoni aty ku \u00ebsht\u00eb, do ta b\u00ebj\u00eb mir\u00eb pun\u00ebn e tij. N\u00ebse e promovoni, hiqni nj\u00eb shit\u00ebs t\u00eb mir\u00eb nga kompania dhe shtoni nj\u00eb menaxher t\u00eb keq n\u00eb ekip.<\/p>\n
Kjo \u00ebsht\u00eb, ata jan\u00eb gjithmon\u00eb n\u00eb gjendje t\u00eb japin p\u00ebrgjigje. Ata nuk faj\u00ebsojn\u00eb t\u00eb tjer\u00ebt, madje edhe kur nuk jan\u00eb, mendojn\u00eb p\u00ebr at\u00eb q\u00eb mund t\u00eb b\u00ebjn\u00eb p\u00ebr t\u00eb zgjidhur situat\u00ebn. Shit\u00ebsit e mir\u00eb marrin p\u00ebrgjegj\u00ebsi kur konsumatori nuk blen, dhe i jep k\u00ebtij t\u00eb fundit kredite kur operacioni p\u00ebrfundon mir\u00eb.<\/p>\n
N\u00eb nj\u00eb bot\u00eb gjithnj\u00eb e m\u00eb komplekse, bart\u00ebs i sfidave gjithnj\u00eb n\u00eb rritje, klient\u00ebt dhe koleg\u00ebt k\u00ebrkojn\u00eb ata q\u00eb zgjidhin, jo ata q\u00eb komplikojn\u00eb. Kush merr p\u00ebrgjegj\u00ebsi, nuk shp\u00ebrndan fajin. Kjo do p\u00ebrpjekje dhe guxim. Kjo \u00ebsht\u00eb arsyeja pse disa njer\u00ebz e b\u00ebjn\u00eb k\u00ebt\u00eb.<\/p>\n
Ndryshe nga masa q\u00eb b\u00ebn t\u00eb domosdoshmen, t\u00eb k\u00ebrkuar\u00ebn, bashkimin minimal, udh\u00ebheq\u00ebsit shkojn\u00eb m\u00eb tej. Kjo metos\u00eb ka lindur nga ideja dhe angazhimi i shum\u00eb njer\u00ebzve q\u00eb b\u00ebjn\u00eb \u00e7mos p\u00ebr t\u2019ju sjell\u00eb m\u00eb t\u00eb mir\u00ebn t\u00eb tjer\u00ebve. \u00c7far\u00eb sjell sukses p\u00ebr nj\u00eb produkt apo sh\u00ebrbim? Cil\u00ebsia. Dhe nga vjen kjo cil\u00ebsi? Nga angazhimi i shum\u00eb njer\u00ebzve.<\/p>\n
\u00c7far\u00eb e b\u00ebn sh\u00ebrbimin e klientit t\u00eb shk\u00eblqyer? N\u00ebse doni t\u00eb shk\u00eblqeni, shkoni m\u00eb tej, jepini klient\u00ebve tuaj, t\u00eb brendsh\u00ebm dhe t\u00eb jasht\u00ebm, sh\u00ebrbimin q\u00eb askush nuk i jep. Ju do t\u00eb mbeteni n\u00eb kujtes\u00ebn e tyre.<\/p>\n
Duket e par\u00ebnd\u00ebsishme, por n\u00ebse do t\u00eb ishte v\u00ebrtet, nuk do t\u00eb kishte shum\u00eb shit\u00ebs, menaxher\u00eb dhe udh\u00ebheq\u00ebs t\u00eb supozuar q\u00eb nuk do t\u2019i ndiqja kurr\u00eb. Nuk ka shum\u00eb koh\u00eb p\u00ebr t\u00eb fituar besimin e t\u00eb tjer\u00ebve, vet\u00ebm b\u00ebj gj\u00ebrat q\u00eb d\u00ebshiron q\u00eb ata t\u00eb b\u00ebjn\u00eb me ty.<\/p>\n
Mbani premtimet, jini t\u00eb ndersh\u00ebm, t\u00eb sjellsh\u00ebm. Gj\u00ebrat private mbajini private, mos e b\u00ebni k\u00ebt\u00eb fenomen. Respektoni, kushtoni v\u00ebmendje. Kemi nevoj\u00eb p\u00ebr angazhim dhe vizion afatgjat\u00eb.<\/p>\n
Kjo nuk n\u00ebnkupton shpikjen e produkteve apo t\u00eb piktor\u00ebve avangard\u00eb. Ata duhet t\u00eb gjejn\u00eb zgjidhje t\u00eb reja p\u00ebr problemet, t\u00eb vjetra dhe t\u00eb reja. Kur, si nj\u00eb trajner biznesi, d\u00ebgjoj dikush n\u00eb kompani t\u00eb thot\u00eb: \u201cNe gjithmon\u00eb e kemi b\u00ebr\u00eb k\u00ebt\u00eb, nuk e kuptoj pse duhet t\u00eb ndryshojm\u00eb\u201d, aq her\u00eb gjaku im ngrihet. Ka ende njer\u00ebz q\u00eb nuk e kan\u00eb kuptuar se bota ka ndryshuar. Ka njer\u00ebz q\u00eb mendojn\u00eb se jan\u00eb ende t\u00eb zhytur n\u00eb kriz\u00ebn e vitit 2008.<\/p>\n
Integro do t\u00eb thot\u00eb \u201cjo i thyer\u201d. Udh\u00ebheq\u00ebsit jan\u00eb gjithashtu t\u00eb till\u00eb, sepse ato jan\u00eb nj\u00eb unitet q\u00eb nuk ndahet me leht\u00ebsin\u00eb e dukshme t\u00eb momentit. N\u00ebse p\u00ebr t\u00eb ndaluar buxhetin e shitjes, do t\u00eb pezulloj\u00eb ndershm\u00ebrin\u00eb, koleg\u00ebt dhe klient\u00ebt tuaj do t\u00eb v\u00ebn\u00eb re.<\/p>\n
N\u00ebse i k\u00ebrkoni t\u00eb tjer\u00ebve t\u00eb b\u00ebjn\u00eb di\u00e7ka, ju duhet t\u00eb jeni i pari q\u00eb ta b\u00ebni. E di q\u00eb nuk ka shum\u00eb shembuj p\u00ebr t\u00eb imituar n\u00eb k\u00ebt\u00eb kuptim, prandaj n\u00ebse filloni, t\u00eb gjith\u00eb do ta v\u00ebrejn\u00eb, do t\u00eb jeni nj\u00eb gj\u00eb e rrall\u00eb.<\/p>\n
Cili \u00ebsht\u00eb dallimi n\u00eb mes loj\u00ebs dhe pun\u00ebs? Kur luani, keni k\u00ebnaq\u00ebsi.<\/p>\n
\u00c7far\u00eb kan\u00eb t\u00eb p\u00ebrbashk\u00ebt Steve Jobs, Leonardo Del Vecchio, Anita Roddick dhe Renzo Rosso? Ata arg\u00ebtohen dhe arg\u00ebtojn\u00eb. Ata kan\u00eb nj\u00eb pasion p\u00ebr at\u00eb q\u00eb b\u00ebjn\u00eb dhe din\u00eb ta transmetojn\u00eb at\u00eb. Pasioni \u00ebsht\u00eb ngjit\u00ebs.<\/p>\n
\u00cbsht\u00eb e pamundur t\u00eb jesh i barabart\u00eb me grumbullin dhe t\u00eb jesh nj\u00eb udh\u00ebheq\u00ebs. \u00cbsht\u00eb e pamundur t\u00eb jesh kreativ, n\u00ebse mendon si t\u00eb tjer\u00ebt. Diversiteti \u00ebsht\u00eb nj\u00eb vler\u00eb q\u00eb udh\u00ebheq\u00ebsit e konsiderojn\u00eb t\u00eb r\u00ebnd\u00ebsish\u00ebm.<\/p>\n
N\u00ebse sheh nj\u00eb udh\u00ebheq\u00ebs t\u00eb rrethuar nga \u201cpo zot\u00ebri\u201d, ai nuk \u00ebsht\u00eb nj\u00eb udh\u00ebheq\u00ebs. Kush \u00ebsht\u00eb i fort\u00eb d\u00ebshiron t\u00eb d\u00ebgjoj\u00eb mendime t\u00eb ndryshme nga ai, k\u00ebrkon stimulime. Si miku im i dashur, gjenerali Franco Angioni thot\u00eb, \u201cju nuk e fitoni nj\u00eb ndeshje me 11 portier\u00eb\u201d.<\/p>\n
Edhe n\u00eb k\u00ebt\u00eb rast \u00ebsht\u00eb m\u00eb sfiduese t\u00eb sillesh si nj\u00eb udh\u00ebheq\u00ebs, por historia na m\u00ebson se \u00ebsht\u00eb edhe m\u00eb produktive.<\/p>\n
N\u00ebse idet\u00eb tuaja t\u00eb m\u00ebdha, integriteti juaj, pasioni juaj mbetet i keqkuptuar, ju nuk do t\u00eb jeni nj\u00eb udh\u00ebheq\u00ebs i madh. Nuk \u00ebsht\u00eb rast\u00ebsi q\u00eb m\u00eb t\u00eb mir\u00ebt Obama, Mourinho, Mandela, p\u00ebr t\u00eb p\u00ebrmendur disa, kan\u00eb studiuar dhe dinamik\u00ebn spirale.<\/p>\n
Njohja se si t\u00eb komunikojm\u00eb dhe t\u00eb kuptojm\u00eb njer\u00ebzit \u00ebsht\u00eb nj\u00eb nga karakteristikat themelore n\u00eb aft\u00ebsit\u00eb e udh\u00ebheqjes. Ka shum\u00eb raste t\u00eb njer\u00ebzve me pak p\u00ebrmbajtje, por m\u00eb shum\u00eb komunikimi q\u00eb mund t\u00eb marri m\u00eb shum\u00eb v\u00ebmendje sesa ata q\u00eb kan\u00eb p\u00ebrmbajtje, por nuk mund t\u2019i shpjegojn\u00eb ato.<\/p>\n
Gandi thoshte: \u201cUn\u00eb mendoj se dikur nj\u00eb udh\u00ebheq\u00ebs do t\u00eb thoshte t\u00eb kesh muskuj t\u00eb fort\u00eb, tani do t\u00eb thot\u00eb t\u00eb kesh marr\u00ebdh\u00ebnie t\u00eb mira me njer\u00ebzit\u201d.<\/p>\n
Sfidat e reja na k\u00ebrkojn\u00eb p\u00ebr lider\u00eb t\u00eb rinj dhe m\u00eb t\u00eb rinj. Un\u00eb shpresoj se ju vendosni t\u00eb jeni nj\u00eb nga ata.<\/p>\n","protected":false},"excerpt":{"rendered":"
Nga Claudio Belotti Si t\u00eb kemi nj\u00eb udh\u00ebheq\u00ebs ose lider t\u00eb mir\u00eb n\u00eb biznes I p\u00ebrmbajtur (n\u00eb entuziaz\u00ebm), kreativ (p\u00ebr zgjidhjen e problemeve), i p\u00ebrgjegjsh\u00ebm (un\u00eb jam n\u00eb gjendje t\u00eb jap p\u00ebrgjigje). K\u00ebto jan\u00eb disa k\u00ebrkesa ose kushte p\u00ebr nj\u00eb lider t\u00eb mir\u00eb. Ju mund t\u00eb udh\u00ebhiqni koleg\u00eb t\u00eb tjer\u00eb, ose t\u00eb jeni nj\u00eb \u201clider […]<\/p>\n","protected":false},"author":1,"featured_media":13120,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"footnotes":""},"categories":[3,18],"tags":[],"yoast_head":"\n