{"id":10851,"date":"2020-11-18T08:59:59","date_gmt":"2020-11-18T07:59:59","guid":{"rendered":"https:\/\/coachingexpertteam.com\/say-you-dont-know\/"},"modified":"2022-12-08T09:41:08","modified_gmt":"2022-12-08T09:41:08","slug":"say-you-dont-know","status":"publish","type":"post","link":"https:\/\/coachingexpertteam.com\/sr\/say-you-dont-know\/","title":{"rendered":"Ka\u017ei da ne zna\u0161"},"content":{"rendered":"

Agilni na\u010din rada zahteva pre svega promenu mindseta. Na po\u010detku agilne transformacije novi liderski principi deluju neobi\u010dno i mo\u017eda nerazumljivo. Jedan od klju\u010dnih razloga je i dosada\u0161nji stil liderstva.<\/p>\n

Tradicionalno liderstvo zahteva od lidera da zna sve. Na\u010din na koji se dolazi do pozicije lidera je jedan od osnovnih razloga za\u0161to je to tako. Pojedinac koji ima najbolje rezultate i isti\u010de se svojim komunikacionim ve\u0161tinama najbolji je kandidat za lidera. On je uglavnom najbolji u svemu. Najbolje poznaje proizvod, najbolje prezentuje, isti\u010de se idejama. To ga \u010dini najboljim kandidatom za tradicionalnog lidera. Vrlo \u010desto takvi zaposleni i postaju lideri. Oni dobiju zadatak da vode ljude. Autoritet grade pre svega znanjem, i pravi su role modeli u tome. Emocionalna inteligencija se u ovom delu prosto podrazumeva.<\/p>\n

Ne retko, posle nekog vremena na poziciji lidera mo\u017ee se desiti da neki \u010dlan tima postavi pitanje na koje lider ne zna odgovor. Tu nastaje jasna grani\u010dna linija izme\u0111u tradicionalnog i agilnog liderstva.<\/p><\/blockquote>\n

U tradicionalnom liderstvu, lider \u0107e sve u\u010diniti da \u010dlanovi njegovog tima ne primete da on ne\u0161to ne zna. Naj\u010de\u0161\u0107e imamo dve reakcije na evidentan stres.<\/p>\n

Prvo, javi\u0107e se anksioznost kod lidera, jer se na taj na\u010din ugro\u017eava njegov identitet. \u201eAko ja ne znam da odgovorim na pitanje koje mi postavlja \u010dlan tima, kakav sam ja onda lider? Jesam li vredan ove pozicije? Kako \u0107u sada izgledati u o\u010dima svojih ljudi?\u201c<\/p>\n

Drugo, mo\u017ee se desiti neka vrsta tihog besa, koja se mo\u017ee manifestovati \u010dak i kroz neku konfliktnu situaciju ili o\u0161triju reakciju ka \u010dlanu svog tima. \u201eKako to ne zna\u0161? I za\u0161to me uop\u0161te pita\u0161 takve stvari?\u201c<\/p>\n

Poga\u0111ate, ovakvi odgovori \u0107e dodatno pove\u0107ati nesigurnost \u010dlana tima i velika je verovatno\u0107a da ne\u0107e vi\u0161e postavljati pitanja. Lider mu je, nesvesno, zatvorio vrata zone narednog razvoja. Ili mo\u017eda svesno?<\/p>\n

Kad je u pitanju agilno liderstvo, lider se raduje svakom pitanju. To je njemu siguran znak da je \u010dlan njegovog tima znati\u017eeljan.\u00a0Znati\u017eelja<\/strong>\u00a0je jedna od klju\u010dnih osobina potrebnih da se razvije sigurno okru\u017eenje u kome svi u\u010de i napreduju. Ovakvo pitanje skre\u0107e pa\u017enju i lideru da postoji prostor i za njegov razvoj. Zato njemu nije problem da ka\u017ee, ne da prizna, da ne zna. Lider zna i mo\u017ee da do\u0111e do odgovora veoma brzo. Odgovor transparentno deli sa svojim timom i svi zajedno rastu i razvijaju se. \u010clanovi tima na taj na\u010din bivaju ohrabreni da pitaju jo\u0161 vi\u0161e, bivaju motivisani da u\u010de i da napreduju.<\/p>\n

Za sam kraj, pisali smo o agilnom liderskom principu,\u00a0vodi prvo sebe<\/u><\/strong><\/a>. Kada lider nema problem sa svojim egom, i organizacija u kojoj radi neguje agilni na\u010din rada, on konstantno ose\u0107a neutoljivu glad za znanjem. On to prenosi na svoj tim, bodri ih da pitaju i da u\u010de. Tim koji ose\u0107a psiholo\u0161ku sigurnost je tim koji daje maksimalne rezultate, a \u010dlanovi tima su maksimalno motivisani.<\/p>\n","protected":false},"excerpt":{"rendered":"

Agilni na\u010din rada zahteva pre svega promenu mindseta. Na po\u010detku agilne transformacije novi liderski principi deluju neobi\u010dno i mo\u017eda nerazumljivo. Jedan od klju\u010dnih razloga je i dosada\u0161nji stil liderstva. Tradicionalno liderstvo zahteva od lidera da zna sve. Na\u010din na koji se dolazi do pozicije lidera je jedan od osnovnih razloga za\u0161to je to tako. Pojedinac koji ima najbolje rezultate i isti\u010de se svojim komunikacionim ve\u0161tinama… <\/p>\n

Read More<\/a><\/p>\n","protected":false},"author":2,"featured_media":14189,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[79],"tags":[],"class_list":["post-10851","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-sr","is-cat-link-solid-light is-cat-link-rounded"],"acf":[],"yoast_head":"\nKa\u017ei da ne zna\u0161 • Coaching Expert Team<\/title>\n<meta name=\"description\" content=\"Ulaganje u obrazovanje je najisplativije, sa dalekose\u017enim i odr\u017eivim koristima.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/coachingexpertteam.com\/sr\/say-you-dont-know\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" 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