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e-book
BOLJ ZAVZETI, BOLJ USPEŠNI
MORE ENGAGED, MORE SUCCESSFUL
Gradivo z vozlišč, Managerski kongres, 25. in 26. september 2014
Avtorji:
Udeleženci in moderatorji vozlišč
Managerskega kongresa 2014
www.zdruzenje-manager.si
Uredništvo:
mag. Edita Krajnović
Tanja Malovrh
Darija Stankovič
Partner vozlišč: Mediade d.o.o.
Darila moderatorjem vozlišč
poklanja Identiks d.o.o.
Ljubljana, september 2014
VOZLIŠČA SO MISLEČA
SREDIŠČA
Odkljukajte, če se strinjate, da managerji na konferencah:
 ne sodelujejo v delovnih skupinah,
 ne govorijo o svojih neuspehih,
 ne ostajajo do konca,
 ne poslušajo drugih.
Pred uvedbo vozlišč na Managerskem kongresu so bili mnogi
mnenja, da delovne skupine niso za vodilne managerje. To je
tista oblika timskega konferenčnega dela, ki je za vse druge,
samo za najvišje ne.
In vendar lahko jasno odgovorimo: NE DRŽI. Kongres že štiri
leta zaključimo z zavihanimi rokavi in konkretnim delom v
skupinah od pet do 15 ljudi, med katerimi zaokroži morje praks
in idej. Za mnoge je to najboljši del kongresa, ker imajo
priložnost teme, o katerih se je razpravljalo dva dni, strniti v
uporabne ukrepe, prijeme, zamisli. Nekaj, s čimer se oborožijo
za ponedeljkov delovni začetek.
Hkrati spoznajo in se povežejo z zanimivimi ljudmi, ki jih kljub
pregovorno majhni Sloveniji, prej niso poznali. Mnogi ostanejo
v stiku kot skupina in nadaljujejo skupna strokovna ali
družabna druženja tudi po kongresu.
Vse to je čar vozlišč – druženje z razlogom, ki mu rečemo: biti
boljši vodja. Ker je to ekstencialna potreba vsakega dobrega
managerja.
Sonja Šmuc
izvršna direktorica Združenja Manager
3
PROSTOR ZA VAŠE MISLI
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99 BEHAVIORS THAT
PROMOTE RESPECT IN
THE WORKPLACE
1. Acknowledge and compliment others for their
accomplishments and contributions.
2. Be supportive of others’ ideas during meetings.
3. Admit and take responsibility for your mistakes.
4. As soon as possible and with sincerity, apologize when you have engaged in disrespectful
behavior.
5. Be punctual to meetings and considerate of others’ time.
6. Ask a colleague what they are working on and how it’s going – especially someone in another
department. (This must be done with authentic interest and without appearing “nosy.”)
7. Ask someone to give you feedback on your work.
8. Acknowledge when others’ ideas are better than your own.
9. Take the initiative to introduce yourself to a new employee and then introduce him/her to
others in your department.
10. Take the initiative to resolve a long standing issue with a colleague or let it go.
11. Let others know what you are thinking – don’t assume they are mind-readers!
12. Admit when you don’t know something.
13. If someone appears confused or concerned, ask if you can answer any questions.
14. When you are confused, ask questions.
15. Ask people if they would like to be put on, or remain on, an email distribution list.
16. Comment on a picture on someone’s desk, e.g., “Is that a picture of your daughter?”
17. Ask someone for their opinion.
18. Ask someone from another department how you could be a better partner and serve them
more effectively.
19. Invite someone you don’t know well out for lunch.
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20. Ask the person who tends to say the least in a meeting to share his/her thoughts first.
21. Remain humble when it comes to your own accomplishments.
22. Be in communication as soon as you realize that you will not be able to fulfill on expectations,
e.g., being late for a meeting or failing to get work done on time.
23. Be inclusive, e.g., if you see someone eating lunch alone ask if he/she would like to join you
or your group – especially if you don’t know them!
24. Be patient and give others the time they need to reflect on an issue, ask questions, share
their thoughts, or come to a decision.
25. Be positive and upbeat. Don’t walk around complaining!
26. Take care of your personal hygiene, e.g., use deodorant, brush your teeth, gargle with
mouthwash, and use breath mints – especially if you eat food with strong odors.
27. Be clear when letting others know what you expect from them.
28. Come to meetings fully prepared to participate.
29. Act courteously at all times, e.g., hold the door open, say, “thank you,” “hello,” “good
morning,” and, “have a nice weekend.”
30. Treat your vendors with respect by making sure to be on time for all meetings; be prepared,
and follow-up as promised.
31. Ask customers how you could provide better service.
32. Take the time to educate customers on how to better utilize your products and services.
33. Be empathic when listening to upset customers. (This goes for both your external and
internal customers.)
34. If you identify a problem with a product or service be proactive in reaching out to clients,
e.g., “An issue has come to my attention and I wanted to apologize for this inconvenience
and to let you know what steps are being taken to address it.”
35. Regularly review and bring to life the core values of your organization.
36. Find opportunities to coach and mentor others.
37. Follow-through on commitments. Don’t make promises you can’t keep.
38. Give “straight” feedback in a supportive and constructive manner.
39. Give others your undivided attention when in conversation. Stop texting and emailing!
40. Don’t interrupt others when they are speaking.
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41. Let people know that you admire the quality of their work.
42. Give people as much advanced notice as possible when you’ll need something from them –
don’t ask them at the last minute!
43. Give people appropriate interpersonal space – about an arm’s length away in Western
culture.
44. Stay late to help out a colleague.
45. Act honestly in all dealings, no half-truths or choosing to be selective in the information you
share.
46. Instead of barging into someone’s office or work space and assuming that he/she has time
for you, ask if he/she has a few minutes (or whatever time you need) or if he/she would
prefer that you come back at a different time.
47. Act with integrity at all times. (“Whenever you do a thing, act as if all the world were
watching.” ~ Thomas Jefferson.)
48. If you fail to meet a commitment, take responsibility and do whatever you can to rectify the
situation. Don’t try to shift the blame onto others!
49. Leave an appreciative or congratulatory note on someone’s desk.
50. Let other meeting participants know in advance if you will be late, have to leave early, or
must take an urgent call.
51. Tell someone that you value his/her opinion.
52. Let someone know that you appreciate being on the same team with him/her.
53. Let your boss know how glad you are to be working with him/her. (If this is true!)
54. Look people in the eye when speaking to them.
55. Demonstrate pride and loyalty by speaking positively about your organization – most
everyone has some complaints; don’t let those be the ones you talk about unless you are
trying to make things better.
56. Make sure others have the information they need to be successful.
57. Demonstrate perseverance and don’t let roadblocks stop you from getting the job done.
58. Take initiative to make something better or fix a problem.
59. Take pride in your physical environment, e.g., cleaning up the kitchen area, replace a filled
trash bag, keep conference rooms clean and neat, pick up stray pieces of paper and
paperclips on the floor, replace empty toilet paper and paper towel holders or inform the
party responsible for doing so.
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60. When someone makes a mistake don’t make them feel incompetent, rather, help them learn
from it. View mistakes as learning opportunities.
61. Communicate, communicate, communicate!
62. Be transparent and explain the “why” behind your actions and decisions.
63. When you get upset, take a time out and collect your thoughts; speak to your boss or trusted
colleague about what happened and the best way to handle the situation.
64. Respect the chain of command; don’t go over someone’s head unless you must.
65. Respond promptly to emails and phone calls even if it is just to acknowledge the
communication and give an estimate of when you will reply.
66. Say “thank you” to someone who has provided you with critical feedback in a constructive
and supportive manner.
67. Seek to understand others’ perspectives – especially when you disagree.
68. Serve as a mentor to a newly hired employee.
69. Demonstrate empathy with comments such as, “I’m sorry to hear about what happened.”
70. Offer to lend a hand to a team member – especially when he/she is struggling!
71. Sincerely ask someone what they did over the weekend.
72. Always speak in a calm manner.
73. Refuse to listen to gossip and certainly don’t be its source.
74. Speak positively about a colleague – especially to those higher up in the organization.
75. Start and end meetings on time.
76. Ask a co-worker about his/her hobbies and interests.
77. Thank others for their support.
78. Don’t say one thing and do another.
79. When presenting your ideas use language such as, “I’d like to offer my perspective.”
80. Give credit where credit is due.
81. Avoid judging others.
82. Instead of making assumptions take the time to make sure that you have all the facts.
83. Dress professionally.
84. Use professional language; no profanity.
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85. Use paraphrasing to let others know that you have been actively listening, e.g., “Let me be
sure I understand your point of view.”
86. Ask people their preferred mode of communication, e.g., in-person, telephone, or email.
87. Cover your mouth/nose when you cough/sneeze. (And wash your hands!)
88. Don’t include sensitive information in emails.
89. Be sensitive to cultural differences.
90. Avoid rambling.
91. Keep private conversations private!
92. Greet those already at work when you arrive before jumping into your email.
93. Ask someone how you can help cover for them when they are going on vacation.
94. Say, “Hello” to everyone you pass in the hall.
95. Hold others accountable to meeting agreed upon commitments.
96. Serve as a role model in living your organization’s core values.
97. Be considerate of others’ personal time during non-work hours.
98. Talk to people, not about them.
99. Treat others as you would want to be treated!
Paul Marciano, PhD
Speaker, Consultant and Author of
Carrots and Sticks Don’t Work
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UTRIP
VOZLIŠČ
Janja Lepenik je z vajo Brain Jam na noge postavila
celotno dvorano in nam pomagala do višje koncentracije
ter boljših rezultatov.
»Gibanje (telo) je povezano z našimi čustvi
(srce) in mislimi (možgani). Glasbeno
gibanje predstavlja temelj, ko je ta
postavljen, se umirijo naša čustva in misli
stečejo v željeno pot.«
Sonja Šmuc, izvršna direktorica Združenja Manager, v
delovne skupine vključuje tudi vodilne managerje (slika
zgoraj: levo Branko Rožič, direktor Količevo Karton ter
Manager leta 2014; desno Aleksander Zalaznik, predsednik
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Združenja Manager). Na Managerskem kongresu še tako
nemogoče, postane mogoče.
100 udeležencev
11 izjemnih
moderatorjev
FUZIJA IDEJ!
11
MODERATOR
VOZLIŠČ
NIKOLAJ MEJAŠ
O.K. Consulting
Zavzetost je neločljivo povezana z odnosom, ki ga ima posameznik do izdelka (ali storitve),
ki nastaja v njegovem delovnem okolju (podjetju, organizaciji). Izdelek, ki ima v tvojem
vrednostnem sistemu dobro pozicijo, ti daje zagon, da aktivno sodeluješ v procesu ali
procesih njegovega nastajanja, kjerkoli na poti od produkcije do kupca. Zaposleni želijo, da
imajo njihovi proizvodi ali storitve smisel, smisel, ki lahko tudi presega sam pomen izdelka.
Osmišljenost pa vpliva na produktivnost večine zaposlenih.
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From: Nikolaj Mejas [mailto:[email protected]]
Sent: Wednesday, October 1, 2014 12:27 PM
Subject: A follow up thought
Here are our thoughts:
We noticed at our table that employee engagement was an important value for the whole group.
We came up with three important questions that need to be answered before the employee even
enters the organization and then checked periodically to evaluate whether the engagement is
sufficient to continue a productive working relationship.
1) “Are we a good fit?” – fit of values, beliefs, vision and mission between the individual and the
organization
2)
“Where is my place?” – fit of employee’s abilities and interests with needs of the organization
3) “How do we build trust?” – fit of clearly expressed expectations and delivered results, keeping
mutual promises, and accountability
Thinking about enhancing productivity in this context of engagement shed some light on the
complexity of the issue. Engagement cannot be imposed or ordered – it can only thrive when we
create suitable conditions for it to emerge, grow and develop. These conditions are very much
connected to underlying values and beliefs, which often need to be changed before any
engagement enhancing activities can be undertaken and expected to work.
One possible way to get there is to try and change how both the employees and the managers
experience themselves, each other and their job in general. Respect as the emotion Mr. Marciano
established as the drive of engagement might be seen more as the necessary, but not sufficient
condition for engagement. I respect people and their actions, which for me have value. The more
our values overlap, the easier it is to establish mutual respect and vice-versa.
The other emotion necessary to increase employee engagement is trust. Only when both sides
trust each other and develop a relationship of trust, a partnership, engagement can grow. This is
how the transition from a traditional organizational culture to the modern one begins – if in
traditional view the employees are not to be trusted, coworkers are competitors and management
is the “enemy, the modern organizational culture is built upon mutual trust.
Increased trust and respect between coworkers (management included) lead to developing a
partnership in which common goals can be established (and valued over individual goals). Only
when everybody working in the organization becomes partners in following a common vision can
engagement and thus productivity be increased.
In an environment of trust the employees can be freer in choosing their own way to deliver the
desired results and be more autonomous. When they can choose what, how, when, where and
with whom they work as much as possible, they will enjoy their work more, be more motivated,
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and get more done, which in combination with the elements discussed earlier will contribute to
higher productivity.
Therefore we suggest engagement to be evaluated regularly through the three questions we came
up with and periodically check the fit of values and beliefs (enhancing respect), fit of
interests/abilities and needs (enhancing autonomy) and fit of expectations and results
(enhancing trust).
I hope our thinking triggers valuable insights and that the book we are creating sheds light on the
complexity of the issue of engagement and at the same time offers practical and directly
applicable tools managers can use to start a movement of engagement in their organizations.
Kind regards,
Nikolaj Mejaš & Katarina Veselko
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MODERATOR
VOZLIŠČ
PAUL MARCIANO
The Respect Guy
Employee engagement depends on respect and on creating a culture of respect
within the organization. Organizations with the most highly engaged employees exist
where employees respect their organization, respect the leadership of the
organization – especially their direct supervisor, respect the work that they do,
respect their fellow team members, and feel respected.
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From: Paul Marciano [mailto:[email protected]]
Sent: Saturday, September 27, 2014 12:38 PM
Subject: A follow up thought
In terms of launching a campaign for engagement in one's organization I think the following makes
sense:
1. Leaders must go back and educate their managers and supervisors -- give them the data to
make them understand how important it is
2. Communicate that it is the responsibility of every manager to increase engagement in his/her
department
3. Have a workshop where managers define what engagement "looks like" for them. What are the
behaviors they want to promote? Can really good concrete examples such as the one that I gave
about my bookkeeper on Sunday morning.
4. And provide training and education to managers in how to promote engagement -- don't let
them say that it is all about pay because it is not. Primarily focus on building pride in people, and,
of course, RESPECT!
5. Measure the impact - you should see outcomes such as increased productivity, quality and
retention.
Respectfully,
Paul
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MODERATOR
VOZLIŠČ
ANTON MAJHEN
Paideia
V psihologiji vodenja igra osrednjo vlogo transfer. Kaj to je transfer, na vzročni liniji
uspeh, produktivnost, zavzetost, motivacija, najlažje pojasnim s starim vojaškim
pregovorom, velikokrat preizkušenem v tisti praksi, kjer je bilanca rezultata
dobesedno rdeča. Pregovor gre takole: »Krdelo jelenov, ki jih vodi lev, bo vedno
premagalo krdelo levov, ki jih vodi jelen.«
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From: Majhen [mailto:[email protected]]
Sent: Monday, September 29, 2014 10:28 AM
Subject: Re: A follow up thought
»Krdelo jelenov, ki jih vodi lev, bo vedno premagalo krdelo levov, ki jih vodi jelen.«
Zavzetost je kot etičnost. Lahko ju definiramo kot ključni dinamični razvojni kritični točki
voditeljstva. Sam akt pa psihodimamsko postavimo kot individualno ustvarjalno dejanje. Takrat
seveda, ko nam je težko. Zavzetost in etičnost sta po naravi sami sebi nagrada. Torej je rezultat
vsakokratnih tako ustvarjalnih dejanj viden, ko se iskreno pogledamo v ogledalu. Ogledalo
voditeljstva pa je tudi aritmetična sredina teh istih psiho-dinamik v podjetju. Zato voditelj ni
nekdo, ki zgolj je in obstaja, temveč nekdo, ki se iz-bor-no soustvarja skozi prizmo zavzetosti in
etičnosti.
Lep dan,
Anton
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MODERATORKA
VOZLIŠČ
ZVEZDANA LUBEJ
Profiles International
Karkoli počnete ali ne počnete, prispeva ali ne prispeva k temu, kako karizmatičen
vodja ste in kako zavzeti so vaši sodelavci. Začnite delati spremembe (pa čeprav
majhne) že danes! Bodite svetilnik pozitivne energije, prepoznavajte veličino v drugih
in uporabljajte karizmatično moč zaupanja v ljudi.
19
From: Zvezdana Lubej│PROFILES INT. SLOVENIA [mailto:[email protected]]
Sent: Saturday, September 27, 2014 3:53 PM
Subject: A follow up thought
Vesela sem, da je vedno bolj pogosta tema med managerji, kako zelo pomembni so zavzeti
sodelavci. Fokus v (KISS – keep simple & smart) enostavnost procesov in zavzetost ljudi se bo
zagotovo rezultiral tudi v dobičku.
Na vozlišču, ki sem ga vodila smo prepoznali, kako zelo pomembna je voditeljska karizma. Brez nje
je nemogoče voditi z zgledom. In prav to deli dobre vodje od slabih. Slovenija in slovenska podjetja
pa potrebujejo prav to – liderje, ki gradijo energičen in pozitiven odnos v drugih, liderje, ki
ustvarjajo takšno delovno okolje, kjer so zaposleni čustveno in intelektualno predani ciljem
organizacije. Vsaka pozitivna in entuziastična oseba še ni nujno karizmatična, definitivno pa je
vsak karizmatični lider, pozitiven in navdušujoč. In ko vodja goji pozitivna in visoka pričakovanja do
sebe in drugih in ob tem zna še poslušati, lahko z veliko zagotovostjo rečemo, da imamo pred sabo
karizmatičega liderja.
Karizma ni nekaj, kar nam je položeno v zibko, čeprav imajo nekateri večji ali manjši potencial, da
postanejo karizmatični liderji. Vsak se lahko odloči postati karizmatičen. Poleg odločitve,
samozavesti in ustvarjenega zaupanja so za karizmo izjemno pomembna vedenja, ki jih vsak dan
izkazujemo pri svojem delu.Karizmatični liderji se vedejo tako, da so njihovi sodelavci pripravljeni
vložiti v svoje delo več energije in tudi svoj prosti čas.
Ne pozabite! Vedno vplivamo. Tudi če nič ne delamo, vplivamo. Enako je s karizmo. Karkoli
počnemo ali ne počnemo vpliva na to, kako karizmatično nas dojemajo drugi. Ko bodo naši
sodelavci med nami prepoznali dovolj karizmatičnih liderjev, se bo tudi zavzetost zaposlenih
dvignila, s tem pa tudi produktivnost. Vesela novica! Vse je odvisno od nas. Zares čudovita
priložnost.
Zvezdana Lubej
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From: Zvezdana Lubej│PROFILES INT. SLOVENIA [mailto:[email protected]]
Sent: Monday, September 29, 2014 8:23 PM
Subject: A follow up thought
Dear all,
I totally agree, employee engagement has never been more important than today. I would like to
share with you some topics of our study (Profiles International) that included 400,000 assessors.
The evaluators assessed the 70 key leadership behaviors, but we also obtained their leadership
charisma ratings – so we were able to identify which out of the 70 leadership behaviors were the
ones that specifically drove a charismatic impact upon the direct reports of these leaders. In our
research we looked very closely at people like Steve Jobs of Apple, Mary Kay Ash of Mary Kay
Cosmetics, Jack Welch of GE, Oprah Winfrey, Pierre Omidyar of eBay – and dozens more.
We wanted to know if charisma drives productivity. During the survey we came to the conclusion
that charisma and engagement are actually just two sides of the same coin. Leaders who possess
charisma will inspire their people with the allegiance and devotion necessary for convincing them
to invest greater discretionary efforts in their work. Leadership Charisma drives engagement.
What did we do?
1.
First, we wanted to know what impact charismatic leaders have on their co-workers
2.
Then we collected information about whether people who have been
as highly charismatic actually achieve good results in their working environment.
assessed
3.
And in the end we were interested in what these people are doing to have such an
impact on their colleagues.
Our research showed that a leader’s charisma, the extent to which one fully engages his/her
people, depends on nothing but a very specific set of behaviors. Those leaders who practice these
behaviors daily through their interactions are perceived as charismatic; those who do not practice
them are not. Also, we wanted to know why certain behaviors have such an impact
on Charisma. I’d like to share with you two key principles that we uncovered as we undertook the
huge amount of research:
1.
WIIFM - what’s.in.it.for.me. Leaders who are able to clearly answer this question are
definitely charismatic. The key message is: to be charismatic and to engage your people fully you
must know each of them deeply enough for being able to tailor your vision so that its realization
can be seen as leading to - realization of every person’s vision at the same time.
2.
The Charismatic Equation. It is a really very sensible and straightforward principle that
explains what gives a person charismatic appeal. In simple terms: if I feel better or do better as a
result of spending time with you, then you are charismatic for me.
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Behaviors like “Listen carefully without interrupting”, “Gives recognition”, “Keeps a positive
outlook” and so on… are very important for charisma and for engagement. Charismatic leaders
always let their people know that they KNOW that each one of them is capable of great things –
they let each of them know that they can see the greatness in them. A leader’s expectations about
their people have an enormous impact upon their performance. Energy and enthusiasm are
fundamental elements of charisma. Vision is always of the key importance – but never more so
than in challenging times. No one is 100% optimistic all of the time – but there is an enormous
amount of research outlining a very direct connection between achieving success and positive,
solution-oriented attitude in any (even the worst) situation.
We have a complete online leadership development system, called the Checkpoint 360, so we could
measure leadership charisma and we could give leaders the information which behaviors each of
them needed to improve to increase engagement among co-workers :)
Bottom line: REAL engagement begins and ends with the leader. If you are an engaging leader
then your people will be engaged – if not, then it matters little what else you do - you won’t
engage your people to the maximum extent and you’ll miss the significant additional
productivity and profitability that can result from high engagement levels.
I sincerely look forward to meet you again at the Conference on commitment, on 30th September.
For me it is a pleasure and a privilege to be a part of this visionary group, I can sense big things
coming out of this.
S prisrčnimi pozdravi!
Zvezdana Lubej
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MODERATOR
VOZLIŠČ
BOJAN BRANK
Abena
Zakaj bo potrebno naš odnos do tematike zavzetosti korenito spremeniti, brutalno
odkrito in brez olepševanja pove Jim Clifton, Gallupov CEO , v uvodu k predstavitvi
rezultatov njihove zelo odmevne svetovne raziskave o zavzetosti zaposlenih. Če
njegovemu mnenju – navkljub morda komercialno pogojeni »cum grano salis« skepsi –
pritrdimo, si moramo predstavljati številko 140, kateri sledi 12 ničel. To da tehničnemu
terminu »odgovor za milijon dolarjev« povsem nov pomen. Raziskava predstavlja
obvezno branje za vse vodje in odločevalce.
23
From: Bojan Brank [mailto:[email protected]]
Sent: Sunday, September 28, 2014 1:07 AM
Subject: RE: A follow up thought
Dear all,
Group I had a privilege to work with came to the conclusion Engagement topic needs to be fully
recognized and addressed on different levels within the society. Macro (Country) level is one of
the three. Perhaps Managrs Association just made first step to be followed by Engagement
Conference scheduled to take place on Tuesday 30st Sep at Faculty for Economisc (and organized
by Meta and SKZ). Other two leves: Enterprise level (group mentioned »Rethinking CEO role and
his/hers impact) and indivitual level of each and every leader. From discussions within the group
(Nevenka Pergar, Sarah Jezernik, Tomaž Bole and myself) one could draw a conclusion we believe
engagement within any organisation depends on and rests with top leader (and transactions
he/she generates ) however divisional / team leaders role is not to be neglected. The group did
not dive too much into details and specific behaviours contributing to the engagement levels (we
however mentioned few of them - trust Paul s thoughts on Respect were well received by the
audience) but opted for »forest over trees« aproach instead. Trust presenters of our poster
Nevenka and Sarah made that quite clear.
I would like to extend my thanks to organizers for being selected to assist with this project as well
as to the group members. In a way it seems we all threw downhill small snow ball at the end of the
summer. Now it needs to roll and grow big (and if we want it to be big by Texas standards it will
take a lot of effort and work).
Kind regards & have a nice Sunday,
Bojan
24
MODERATORKA
VOZLIŠČ
KSENIJA ŠPILER BOŽIČ
BB Svetovanje
Če želite zavzete sodelavce, ki bodo ustvarjalni v razmišljanju in proaktivni v delovanju,
potem kot vodja pozabite na govorjenje. Prava pot je aktivno poslušanje in vključevanje
sodelavcev. Dovolite, da besede, rešitve, ideje sogovornika prodrejo do vas, naredite jim
prostor, da razširijo svoja krila in nove rešitve se bodo rojevale, vaši uspehi, predvsem pa
uspehi vaših sodelavcev bodo dosegali višave.
25
From: Ksenija Božič [mailto:[email protected]]
Sent: Monday, September 29, 2014 8:53 PM
Subject: povzetek vozlišča
Zaključki oziroma povzetek dela na vozlišču Zavzetost kot smo jo videli na našem omizju izhaja iz
dejstva, da imajo vsi naši sodelavci potencial, ki ga je potrebno izkoristi. V nasprotnem primeru ne
uporabimo vseh resursov, ki so nam na voljo in se odrekamo določenemu kapitalu. Spoštovanje
naših sodelavcev kot osebnosti je začetek. Verjamemo, da lahko prispevajo svoje zamisli, rešitve,
prakse, zato jih vključujemo. Preverjamo in se trudimo razumeti zakaj delajo tako kot delajo, saj
šele tako >ulovimo< njihovo koncept razmišljanja. Aktivno poslušanje se nadaljuje tudi v smeri
preverjanja pogledov na naša sporočila, še posebno vizije, strategije. Pomaga, če smo aktivno
prisotni v sredinah, kjer delujejo. Opazujemo, raziskujemo, poslušamo in pohvalimo. Zbirajmo
dobre ideje, predloge, rešitve in jih nagradimo z besedo, finančno nagrado. Ljudje radi govorijo o
svojih uspehih in povabimo jih, da jih predstavijo - PONOS DNEVA.
Bodimo in ostanimo zgled. Naj naša dejanja sledijo našim besedam = poštenost v vodenju.
Ksenija
26
MODERATOR
VOZLIŠČ
PRIMOŽ ZUPAN
Halcom
Vsaka ideja ima pred sabo mnogo izzivov. Na
nas je, da te izzive premagamo in jo
pripeljemo v življenje. Ljudje, ki dajejo ideje
in jih razvijejo do konca, so bolj zavzeti in
produktivni.
27
From: Primož Zupan [mailto:[email protected]]
Sent: Saturday, September 27, 2014 8:38 PM
Subject: RE: A follow up thought
Zdravo!
Vesel sem, da se je v naši skupini potrdilo razmišljanje, ki ga v Halcomu že uspešno izvajamo, in
sicer po pogovoru z vsemi člani skupine ugotavljam, da se drugje ideje še vedno premalo
poslušajo. Zato smo predlagali 1. točko – začnimo zbirati ideje. Pri tem posebej poudarjamo, da to
počnemo na enostaven in transparenten način, hkrati pa osebno si vsak od vodilnih vzame čas, da
jih pogleda in premisli.
Člani naše skupine so se zavezali, da bodo po našem vozlišču naredili sledeče: v podjetju Neuroth
bo Robert pričel osebno zbirati ideje na naslednjem kolektivnem srečanju zaposlenih v oktobru, pri
Lin & Nil bo Andreja namenila več časa svojim zaposlenim ter redno prakticirala skupna kosila, kjer
se bodo pogovarjali o različnih idejah. Matej iz Trgotura je povedal, da bodo vsakodnevno jutranjo
kavico z vsemi zaposlenimi, ki je pri njih ritual, da se sprostijo in pripravijo za delovnik, 1x na teden
posvetili presojanju idej. Marin iz Elektronabave pa bo sodelavce peljal na nevtralno lokacijo, da se
bodo sproščeno pogovorili o novih idejah. Sam pa sem ponudil možnost, da se oglasijo pri nas v
Halcomovem studiu in da skupaj pogledamo, kaj se je od dogovorjenega naredilo ter kako je to
spremenilo/ izboljšalo obstoječe stanje v vsakem od podjetij.
Pri omenjeni aktivnosti bomo vsi gledali na to, da vključimo čim več zaposlenih tudi v samo
izvedbo ideje ter jih tako na mehek način vpeljujemo v spremembe.
Ves čas pa bomo končnega uporabnika imeli na prvem mestu, saj le tako lahko ideje potem, ko
zaživijo v obliki produkta ali procesa, imajo prihodnost, da se bodo dejansko uporabljale.
Lp, Primož
28
MODERATORKA
VOZLIŠČ
TAMARA VALENČIČ
Simobil
Tudi najbolj pristna zavzetost, tista, ki je organsko zrasla iz dobre klime in
spodbudnega delovnega okolja, ne podpira nujno ciljev organizacije. Ne sme
postati samorastnik, usmerjati jo moramo in spodbujati.
29
From: "Tamara Valencic" <[email protected]>
Sent: Sunday, September 28, 2014 8:09 AM
Subject: Re: A follow up thought
Dear all,
I support all the thoughts mentioned in this correspondence. I think that already discussing
engagement at Managers’ congress is half way getting there. The top management is at the end of
the day the main driver of engagement. Even though it might come from bottom up (perfect!), it
has to be welcomed and appreciated, plus it has to be steered properly.
Our group came to some important conclusions. One of them is: not all of us are capable of »big
thinking«. So we need to know our employees and engage them where they feel they can
contribute. So we are back to getting to know our teams and have empathy. One of the most
important thing great leaders should have.
Thank you for opening the topic at the congress and to give me the chance to be a part of it.
Tamara
30
MODERATORKA
VOZLIŠČ
MARJETA TIČ VESEL
Pristop
Ne gre za izbiro: ali spodbujamo poslovno uspešnost ali zavzetost zaposlenih. Ta
dva cilja namreč nista izključujoča, temveč vzajemno povezana. Visoko učinkoviti
vodje počnejo oboje hkrati: razvijajo osebne odnose s sodelavci in se hkrati
fokusirajo na učinkovitost.
31
From: Marjeta Tič Vesel [mailto:[email protected]]
Sent: Sunday, September 28, 2014 7:48 AM
Subject: A follow up thought
Dear all,
I would like to believe that that Friday 26 Sept and Tuesday 30 Sept (organized by PR society of
Slovenija and HR society of Slovenia) will be remembered as a start of a wonderful journey to
inside of ourselves. As I have already written in a few of my articles I strongly believe that inside
there is a potential waiting to be awakened. And that goes on all levels (macro - nation, micro –
company and indvididual). In my professional life as a consultant I am daily confronted with
situations in which organizations (ie. managers) seek for solutions only and too much from
outside instead of inside (eg. searching for ambassadors among customers only and not also
among employees, customers engagement not accompanied by employee engagement, external
communication of organizational changes not complemented strongly enough by internal
communication). Because really what happens outside is a consequence (not a cause).
I believe what we do is really already a start of a wonderful awareness campaign among the
cricital profiles that can help grow this awareness further to the measurable impact: managers,
HRmanagers and communication managers. The PR&HR working group that I am a part of
(connecting PR profession and HR professionals) sees these three as the key ambassadors of
employee engagement and has started this journey one year ago. On our Tuesday event we will
also discuss a psychological insight of engagement. I believe this profession should also be
engaged in this journey to help unlock the trust and positive attitude for life and work on
individual level. Maybe the next step should be to join forces: representatives of Managers
association to meet representatives of PR&HR working group. I look forward to this next
stepJ Let us break this obstacle of »15 % engaged« in Slovenia (by Gallup).
I thank the organizers of the congress to have included the topic of engagement in their
programme. And of course to Mr. Marciano to provide a helpful RESPECT mentality to help us on
our journey. I wish us all to remember and be guided by a beautiful saying:
“A bird sitting on a tree is never afraid of the branch breaking, because her trust is not on the
branch but on it’s own wings. Always believe in yourself” – Unknown
Best regards,
Meta
32
MODERATOR
VOZLIŠČ
TADEJ PETEK
Develor
Zavzetost zaposlenih ima neposreden vpliv na produktivnost. Zato
je pomembno, da vodje razumejo dejavnike ki prispevajo k
zavzetosti in ovire, ki jo dušijo.
33
From: Tadej Petek [mailto:[email protected]]
Sent: Friday, September 26, 2014 9:53 PM
Subject: Poročilo 10. vozlišča Tadej Petek, Develor
‘Engagement is psychological state and behaviour outcomes that lead to better performance.’
Which are behaviour changes leaders should do to get engaged themselves and to make
employees engaged?
In our group (vozlišče) we found actual and relevant behaviour changes for companies in Slovenia;
1. Role model leadership – leaders should do their homework first
2. Operational strategy – employees should be included in strategy creation and regular evaluation
3. Appraisal system – every team member knows if she goes towards or away from set goals.
This links nicely to Gallup study 2011-2012 that our 15% engaged employees in Slovenia data came
from as well as:
Aon Hewitt employee Engagement model* that defines two sets of drivers for engagement:
1.
Foundation:
1.
The work: collaboration, empowerment/autonomy, tasks
2.
The basics: benefits, job security, safety, work environment, work/life balance
3.
Company practices: communication, customer focus, talent and staffing
2.
Differentiators
4.
Brand: reputation, corporate responsibility
5.
Performance: Career opportunities, Learning & development, rewards &
recognition…
6.
Leadership: Senior leadership, Business unit leadership
Next to Gallup engagement categories**:
 engaged: employees work with passion and feel connected to company
 not engaged: employees are checked out
 actively disengaged: employees are busy acting out their unhappiness
Aon Hewitt defines engagement outcomes as:

say: employees speak positively about the organisation to co-workers and customers

stay: employees have intense sense of belonging and desire to be a part of organisation

strive: they are motivated and exert effort towards success in one's job and for the
company
That all links to business outcomes:
1.
talent: retention, absenteeism, wellness
2.
Operational: Productivity, safety
3.
Customer: Satisfaction, Net Promoter Score, Retention and finally
4.
Financial: Revenue growth, Operational income margin, total shareholder return, profit
That’s how we link engagement to profit we want to (start) think and talk about. We want to
improve it!
34
JOSE ANTONIO MORALES
MODERATOR
VOZLIŠČ
Fear and Fail Conference
When was the last time you have been thinking about your deepest fears? Do
you believe your fears are blocking your personal growth? In your office, do
you believe your team's performance can be affected by collective
unresolved fears?
35
From: Jose Antonio Morales [mailto:[email protected]]
Sent: Sunday, September 28, 2014 9:42 AM
Subject: Re: A follow up thought
Good morning,
Based on my experience Engagement is a consequence, as it is ownership and innovation. Which
are the conditions for teams or entire organizations to thrive?
I specially agree with Tamara, Empathy is essential. Let me share with you a slide I showed to my
group:
Together with my team, we are pretty amazed with the interest of global corporations on 'finding
a path to transformation'. I believe this is the time where a new system is required for businesses
to operate at top performance.
I would like to add something else, I believe engaging is not the same than motivating, probably is
much closer to inspiring.
Jose Antonio Morales
36
Dolžan ni samo kar veleva mu stan, kar more, to mož je storiti dolžan!
Simon Gregorčič
AMBICIJA: 63 % ZAVZETIH.
Pametni ljudje pišejo. Mi smo se na kongresu pogovarjali,
izmenjevali ideje, poglede in potem napisali knjigo. O tem, kar se
nam zdi pomembno. O poteh, ki nas bodo vodile k boljšim
rezultatom, na pravi način.
O okoliščinah, ki jih bomo ustvarjali, da se bodo talenti razvijali. Da bodo sodelavcem sijale iskrice
v očeh, ker jim bomo prisluhnili. Njihovim idejam. Ko se bodo te uresničevale, bo nastajala nova
energija. Energija zavzetosti. In ta bo vodila k višji produktivnosti, višjemu dobičku, ki je gorivo za
razvoj. In rasti dodane vrednosti.
Naš cilj je ambiciozen. 63 % zavzetih sodelavk in sodelavcev. Ker to je zavzetost, ki jo dosegajo
najboljši na svetu. Je kakšen razlog, da ne bi bili med njimi?!
Da se. Kako jim je uspelo ustvariti 100.000 evrov dodane vrednosti, smo vprašali Managerja leta
2014, Branka Rožiča, direktorja Količevo Kartona. Odgovor je bil preprost: z odnosi med nami.
Kar se izmeri, se naredi. Zaposleni nam preko vprašalnika Zlata nit, največje in edinstvene
raziskave v Evropi o kakovosti odnosa (´slovenski Gallup´, jo je poimenovala kolegica Marjeta),
vsako povedo, ali jih pohvalimo. Ali jim dajemo povratne informacije. Ali prepoznamo njihove
sposobnosti. Ali pa so za nas samo številka. Ocene so zgovorne in razkrivajo, v čem smo dobri in
kje imamo prostor za napredek.
Knjiga je orožje, vzemite jo v svoje roke. Močno energijo uspeha ima.
Mag. Edita Krajnović, Mediade
Povezovalka vozlišč
P.S. Kongresu je na pobudo članice Združenja Manager sledila Konferenca o zavzetosti v
organizaciji Slovenske kadrovske zveze in Slovenske kadrovske zveze. Oktobra se na pobudo
druge članice Združenja Manager, v soorganizaciji Sekcije managerk in Zlate niti dobimo na
srečanju Biti boljši. Kampanja za zavzetost (str. 23) je stekla.
37
Čar vozlišč je
DRUŽENJE Z RAZLOGOM,
ki mu rečemo: biti boljši vodja!
Združenje Manager
www.zdruzenje-manager.si
[email protected]