Kas sinu töökoht toob esile sinu parima?
Seoses töiste kohustuste, ja mis seal salata, ka võimalustega, on viimased aastad konsumeeritud kenake hulk juhtimisalast literatuuri. Kuna kaugeltki kõigega ei jõua (ja pole mõtetki) kursis olla, siis paratamatult valid lugemiseks ikka need, kel midagi sinu arusaamaga haakuvat öelda. Üldjuhul Gary Hamel, kes on tuntud juhtimisinnovatsiooni propageerijana, üks sellistest on.
Targad inimesed on pahatihti üsna jutukad. Kui aega just liiga palju pole, on ka Hameli puhul diagonaal-filtreerimine möödapääsmatu. Suhteliselt hea kontsentraati Gary Hameli mõtetest saab endale ka RSS-lugejasse tellida. Seda saab teha sellises kohas nagu Harvard Business School Online’is.
Väike väljavõte kahest postitustest, millest esimene pärit Hameli raamatust The Future of Management. Rõhutused minult.
The goal, then, is to build organizations that are capable of continual, trauma-free renewal.
Many factors contribute to strategic inertia, but three pose a particularly grave threat to timely renewal.
The first is the tendency of management teams to deny or ignore the need for a strategy reboot.
The second is a dearth of compelling alternatives to the status quo, which often leads to strategic paralysis.
And the third: allocational rigidities that make it difficult to redeploy talent and capital behind new initiatives. Each of these barriers stands in the way of zero-trauma change; hence each deserves to be a focal point for management innovation.
Challenge #1: How can we build organizations that are as nimble as change itself—not only operationally, but strategically?
Challenge #2: How can we make rule-breaking innovation a systemic capability—how can we give everyone the chance to be an innovator?
Challenge #3: How can we create work environments that inspire individuals to give their very best of themselves—that truly inspire human beings?
In today’s “creative economy,” it’s not enough to have employees who are biddable, industrious and intelligent, since these human capabilities are rapidly becoming commodities. Instead, value creation depends on the willingness of employees to bring their initiative, creativity and passion to work each day—human capabilities that are, quite literally, gifts. While traditional management systems are good at compelling obedience and harnessing expertise, they often discourage extraordinary contribution. As result, most people bring only a fraction of their capabilities to work each day, and earn no more than a meager emotional return on the time they invest in their jobs.
Ja nüüd küsige endalt, kas tunnete ära oma praeguse töökoha? Ja järgmisena küsige endalt, kui palju kasutatakse minu praeguses (või eelmises, üle-eelmises jne) töökohas ära minu tegelikku potentsiaali? On see töökoht tõeline fun või koht, kust saab teatava koguse raha?
