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Jim Bagnola – a leader, and now a friend.
I first met Madalina Barbu from HPDI a few months ago, when we invited her over to discuss a possible collaboration with OWL. Needless to say, we hit it off immediately and we started colliding on common subject matters. I must admit I was fascinated by the assertiveness she transmits only by sitting next to you, not to mention a very open and friendly approach.
After we discussed a bit about our goals and our previous activities, with the purpose, of course, of inviting her to hold a workshop with us, she looked at us, smiled and said: “You definitely need to meet Jim!”
“If you’re not getting what you want, you either have to change your goal or change your behavior. Which will it be?” Jim Bagnola
Jim delivers training materials and speeches on motivation and leadership for over 30 years in more than 92 countries and works on a regular basis with international clients such as NASA, US Secret Services, Shell Oil. In Romania, he works exclusively with HPDI and from what I understand, not only they work together, but they are one big family, as Jim is known as the Godfather of HPDI. He spent the last years of his life exploring how the thinking patterns influence our health, happiness, success and the capacity to lead.
Jim started his speech with a story, as all great speakers do.
He told us about the Japanese company Morinaga (the Japanese Hershey’s) and their success in the market in the last 115 years. In a discussion about Conscious Capitalism, the Chairman shared their three values for success:
• Be Just
• Be Socially Responsible
• Connect with Values-driven Consumers
With these three key-points in mind, Jim shifted his speech towards Leadership and, furthermore, Feminine Leadership, by touching the subject of honoring diversity and utilizing the power of feminine creativity and intelligence.
So what does it mean to be a leader? What does it take?
If you think you’re a leader and no one is following then you’re not leading, you’re just taking a walk.
There is no such thing as born leaders, unless you are the strong twin or triplet, Jim likes to joke. In fact, being a leader is all about having an internal locus of control – the mind-body connection – that translates into internal focus on values that bring creation and produce energy.
In fact, the question is really not “How do I become a leader?” but rather “How do I get people to follow me?”
So how do you get people to follow you?
Depending on who you’re asking, the answers can vary: you need empathy, you need to have credibility, you need to model, you need to communicate. Truth is, if you don’t coach well, you don’t have credibility. If you don’t provide facts, you don’t have credibility. In God we trust, for everything else, bring data. If you don’t model, people will not act in any different way – it’s all about what you model, tolerate and reinforce. If you lack empathy or communication skills, people will automatically back off, as everyone is striving for authenticity.
All these are given elements. In the end, however, it’s all about passion. Passion and energy. In fact, Jim pointed out that Leadership is one and the same with Energy Management: yours and the energy of the people who you want to follow you.
In order to commit to an idea, people need to feel motivated and inspired, they need to have a clear and thriving answer for “What’s in it for me?” As they strive for authenticity, an energetic and passionate leader is immediately spotted.
As Abraham Lincoln said, “Nobody is good enough to lead without consent”.
We are responsible for our own energy. We empower or dis-empower ourselves constantly, through each role-play we enroll in within our own minds. Studies show that an average person speaks around 5000 words daily with the others, while addressing 60.000 words to selves. 60.000! We talk to ourselves more than we even talk to anybody else, therefore isn’t it only logical that we need to have a good relationship with ourselves, first?
The Galvanic response experiment showed us how disabling messages we send daily to ourselves and others weaken us. We keep ourselves and the others down by blaming and criticizing and refusing to take responsibility and control over what we experience, with phrasing like “Why is this always happening to me?”, “There’s nothing I can do”, “I have to”, “Don’t you know better than that?”, “What’s your problem?”, “Why are you so far behind the others?”.
The Millennials, the generation born between 1982 and 2004, are adventurous, they need to be entertained. They’re nomadic, will quickly leave places, ideas and leaders to move towards improved ones, better ones, as they’re also practical and results oriented. As they are diverse, they need to be constantly engaged and challenged, they need to be energized in order to do everything they want to do. In terms of values, us, the Millennials are conscious, civic oriented, compassionate, pragmatic idealists, liberal and confident, therefore the leader followed must have aligned values.
Having aligned values not only gains trust, but also keeps it. Plus, think about it: if you value something and you compromise your values, you will not like yourself. Your brain will trigger the body with stress hormones, which have a negative impact over your health.
Did you know that the biggest stress diseased illnesses are heart attacks and cancer? Most heart attacks are registered on Monday morning, between 6 and 9 am. Least, on Friday. Seems only logical, nobody wants to die before the weekend…
It goes the same for the internal dialogue we have with ourselves daily – we can choose every time to treat ourselves with growing, energizing dopamine or with destructive, health-eating stress hormones, by the mental models we embrace and build.
“It’s better to trust and be disappointed once in a while than to distrust and be miserable all the time”. A. Lincoln. Actually, Jim Bagnola quoting Abe Lincoln.
The current generation is looking to learn, we don’t need a leader for something we know how to do. We want to take risks with who we are and our ideas. We want mentor-ship, appreciation, recognition, challenge and motivation. We are and we want professional problem solvers and we are looking for intelligence, creativity and energy in order to continue to be.
We are the generation that realizes that change is happening and the real question is not how to dodge it or to fight it, but how do you deal with it?
The number one Leadership Rule is that Leaders have willing, voluntary followers.
Engaged employees, the followers of leaders, are constantly invested in their work and committed to the organization as well as take less sick days than the not engaged ones, the subordinates, or the actively disengaged, the insubordinates.
The natural way of Millennials mental model is “You should teach me how to be great at what I do, otherwise I won’t follow you”. Millennials shifted the meaning of power and success towards building strong relationships, alliances, rather than competing, combat-mode, as the alliance brings energy and motivates while combat triggers stress elements, and the Millenials are naturally built to seek to optimize everything, including their own well-state.
The second Leadership Rule is that Leaders rely on influence beyond authority.
It’s all about problem solving – you either have the ability and a good idea to solve a problem, or you are in good relationships with people who do. Being a leader and being a follower it’s about having good relationships with people you share your ideas with. And you cannot be a leader at the appropriate time if you cannot be a follower at the appropriate time as well.
You do NOT need a title to lead.
The 8 Critical Management skills show that a leader does not desire to lead and take control, but to serve and help.
The third Leadership Rule is that Leadership is a field of interaction between Leader and Follower. A partnership.
In a partnership people succeed because they are collaborative, the members trust each other and have roughly equal voices, they are sensitive to one anothers’ emotions and needs and discuss openly without fear of retribution, which builds psychological safety. Achieving a state of psychological safety allows us to focus on solving problems and achieving goals, offers a clearer view as a noise in the background stopped humming.
In a partnership each party holds and acknowledges its own responsibility. “I didn’t mislead, you misfollowed” and “I don’t want to look stupid, so let’s just be stupid” are two of the patterns that leader-follower relationship aims to break. Everything we want in a leader we want in a follower, thus each one of us need to constantly ask ourselves “What is my role in this problem?” and “What do I have to do for this to work?”.
We share a 50/50 rule and we are equal in our success and our responsibilities.
Leadership is the base for Productivity and it relies on Followership, which builds from Relationship, which emerges from Trust. At the end of the day, you need to lead, follow or get out of the way.
Amongst the best practices of Conscious Capitalism we can find two more queues: Learn about other cultures – honor diversity and Utilize the power of Female Creativity and Intelligence.
The Leader Test gives 3 questions to be answered by the followers:
• Is s/he competent?
• Does s/he care about you as a person?
• Do you trust her/him?
If any of the answers is NO, the test is failed.
Studies have shown that women already have a kick-start in the Trust area, as they communicate more (speak more words per day than men) and more efficient (they feel comfortable sharing information) and pick up easily non-verbal cues. Also, they score better in emotional sensitivity, empathy and patience. These skills offer a gift for networking and negotiations, as they value linking workers rather than ranking them and have a preference for equality based teams. Women value an interactive and collaborative leadership style along with fruitful collaborations, which helps achieving psychological safety.
Women honor intuition as well as rationality, which doubles their chances in finding the best approach in terms of win-win. They see redistribution of power as a victory, not as a surrender as they are inherently flexible. And due to the fact they’re emphatic, they appreciate discovering and understanding cultural diversity, another key point for success.
Women have a kick start in the road towards leadership due to all these skills and all we need to do is to grow our competence.
In today’s society, assertive men are labeled as macho while assertive women are labeled as aggressive. Truth is, being assertive is not different for the genders, it has the same meaning for all human beings: I don’t step on your line but I sure won’t step on mine either. It’s about acknowledgement, reciprocity and respect. Consent – Trust – Integrity.
So, dear Millennial, what did you choose today? Will you empower or dis-empower yourself and others? Will you take action within an energizing mental model? Will you lead, follow or get out of the way?
My Japanese business partner Yoshihiko Fujii-san in the Global Leadership Coaching organization and I were having dinner with, Gota Morinaga-san Chairman and CEO of one the most successful candy companies in Japan; Morinaga and Co. I ask him how old the company was and he replied 115 years old. Why have you been so successful for so long, I ask? He said, Justice; Justice for employees, justice for the customer, and justice for our partners. Using the key concept of Bushido the way of the warrior. He said that business is like waging war but with Bushido your weapons are loyalty, justice, personal honor, devotion to duty, and courage. This is part of Morinaga-san’s strategy.
All those who are leading organizations want to know the secret to longevity and success in business. What can sustain our success and competitiveness over many, many years? What can give us the edge and advantage we need?
Traditionally we would talk about marketing, sales, finance, and technology, but I want to break with tradition because most organizations aren’t failing because of these traditional foundations nor are they getting an advantage over competition by just implementing the basics well.
Future sustainability will require that “Leading becomes everyone’s business” in the organization.” It is a simple concept but is challenging to implement. If you want to be a leading organization in your arena, the majority of your people have to be leaders. How do we create an environment where employees can give us maximum creativity and energy, producing maximum results? In other words how do we create an environment where everyone has the opportunity to lead?
In the discipline of leadership there is a continuum. On the one extreme we have an Egalitarian style of leadership where the best manager/boss is a facilitator among equals. The organization tends to be flatter and communication often skips hierarchical lines. It is all right to disagree with the boss even in public. It is possible for associates to move on a project without getting the boss’s approval. It is acceptable to e-mail associates above you and below you. The order of seating in a meeting is not structured according to status or position.
On the other end of the continuum is the Hierarchical style where the manager/boss is strong and leads from the front. Status is important and the organization has many layers. Communication often follows fixed lines. Associates defer to the boss’s opinion especially in public. Approval before moving on a project is usually required. You may be seated and spoken to in order of your status and position.
Japan is on the far right of this continuum as strongly hierarchical. Not far behind Japan are Korea, India and China as strong in hierarchal leadership. The United States is to the left of center towards the Egalitarian style.
In Romania where I am a partner in the organization, Human Performance Development International, (HPDI), training and consulting firm, the leadership style is in the Center of the continuum. Why, because in 1990 they moved out of the communist era and into democracy. They adopted English as a second, third and even fourth language. They like the Dutch speak not only excellent English but many other languages as well. Many multi-nationals are located in Romania and the global business language is used to communicate to Austrians, Germans, Italians, French, American, British, Hungarian and many others. Their style of managing and leading is eclectic.
For a more thorough picture the most egalitarian countries are Denmark, The Netherlands, Sweden, Israel and Australia.
Between the extremes of Egalitarian and Hierarchical styles of leadership we have some major options including:
– Autocratic Leadership
– Bureaucratic Leadership
– Charismatic Leadership
– Democratic Leadership/Participative Leadership
– Laissez-faire Leadership
– People-oriented Leadership/Relations Oriented Leadership
– Servant Leadership
– Task-oriented Leadership
– Transactional Leadership
– Transformational Leadership
– Leading is Everybody’s Business
“Leading is Everybody’s Business,” indicates that the style that I am proposing leans towards the Egalitarian style but may include elements of several of the styles listed above. If we are to imagine that the Japanese culture would adopt this concept we would have to find a way to respect the cultural values but adjust slightly to the new world requirements. How do we create an Egalitarian leadership structure in this culture?
Our first challenge is to adopt a new understanding of leading and leadership. What is the science of leading? Remember a science has to be transferrable over multiple cultures and remain accurate across the board. In your mind answer this question, what is the one asset that a person needs to be a leader without which they cannot lead?
Answer: A follower or followers. A person attempting to lead another person or group who has no one following is not referred to as a leader. One who has the ability to gain followership is a leader. This is the first scientific premise. The most important question then is not how do I become a great leader? The most important question is how do I get others to follow me? Anyone can get followers we just need to become more skilled at doing it.
Premise number two is revealed by answering the following question; what do people actually follow the title or the person?
Answer: They follow the person. People don’t follow titles. They can respect titles but they don’t follow them. Titles do not guarantee that people will follow. Titles do not confer leadership. What creates followers? One needs to have great relationship building skills. One has to be creative enough to generate ideas that solve problems that a group is faced with. I will potentially follow a teammate that has followed me in the past when I had a good idea. Generally when the person we are considering to follow happens to be our boss we need three factors. We require that person be competent, caring and trust worthy before we follow or give them consent to lead.
Premise number three: Leadership is not just the group of executives sitting a top of an organization. When we analyze the science of it we find that leadership is a field of interaction between the leader and followers. Leadership is not the leader alone. The leader can do nothing without the followers. Another word for leadership then is partnership. Leadership is a partnership between leader and followers. Both take the responsibility to accomplish the project before them.
Adopting these three premises or laws sets the stage for the multiplication of leadership throughout the organization. You met Morinaga-san at the beginning of this article. He is a fantastic leader at the top of the organization steering the successful Candy leader of Japan.
I would like you to meet Sachiko Fukushima who is an administrative assistant with BYK Japan, Altana Instruments and Additives; She is in a position where she is leading admirably. She organized our recent training room, all of the support for the day of presentation, she was the photographer, facilitated the party after the session, and followed up by sending me the CD of the session and all photos. During the session and at the party she was attentive, gracious and extremely pleasant to work with. She led from her position in the organization. She is a fantastic Public Relations representative for the company. I am a follower. It is as important for her to lead in her projects as the CEO of her organization to lead from his.
This dual responsibility to lead from top to the so-called bottom of an organization is called the fifty/fifty rule. It is often thought that management has the bulk of the responsibility for producing the results, products, or services for the organization. This style of leadership system places equal responsibility on both management and non-management associates. Resulting in the 50/50 rule. During one of my sessions with the military a Lt. Colonel Jack O’Connell ask me if he could tell the group how he learned this rule. He was a fighter pilot in the first Iraqi war flying missions off of an aircraft carrier. I of course invited him to tell his story.
“I looked up at the clock to see it was time to brief for a flight. The briefing was over and I began to suit up. After doing my usual preflight inspection, I climbed the ladder and walked around the back of the aircraft to do a visual inspection. I then got seated and ready and reached for the canopy handle. The canopy lowered smoothly, but instead of sliding forward and sealing, it slid slightly forward and stopped. I repeated the cycle twice, with the same result. Knowing that the canopy of the F-14 has only a few cycles I stopped and made a call for assistance.
I noticed young third-class petty officer Brady, who worked for me running out to the flight line. As he ran toward my aircraft from my left, I looked around the cockpit and in my peripheral vision; an object caught my eye along the canopy rail. It was a screwdriver! As Brady neared the aircraft, I grabbed the screwdriver and waited for Brady to climb the ladder to my cockpit. As Brady’s head popped up over the canopy rail, I held the screwdriver up and asked, “Looking for this?” I immediately saw a look of angst on his face, and he started to apologize. I told Brady somewhat tersely that we would discuss it when I returned. Brady descended, secured the ladder, and I closed the canopy.
The mission was flown uneventfully. After the mission I reflected on the events and I was perturbed with Brady leaving the screwdriver on the canopy rail. Everyone in the aviation business knows the dangers of foreign object damage to an aircraft – it can cause catastrophic damage to an aircraft engine resulting in millions of dollars of damage or even worse, fatalities. Our maintenance troops are trained to maintain control over all their tools and do an accountability check before leaving an aircraft. Brady had obviously failed to execute this last safety step. But even more troubling than Brady’s misstep, was the realization that I had done a hurried preflight inspection and missed seeing the screwdriver. I sent for Brady.
I sent for Brady and he reported to my office. Brady was one of the best young troops in my division. I asked him what happened this morning and he offered no excuses and quickly admitted that he “just screwed up.” I then asked him what he thought I should do. He said that I should do whatever I thought appropriate. What I said to Brady next took him by surprise. “You made a mistake, which could have had terrible consequences,” I said, “but so did I – had I been completely focused on my preflight inspection I would have seen the screwdriver sooner than I did.” “I don’t plan on making this mistake again,” I continued, “do you?” Brady quickly and emphatically replied that he would not. I told him that as far as I was concerned, the matter was closed. “
Colonel O’Connell’s experience describes the egalitarianism that Leading is Everybody’s Business brings. The cultural shift must begin with the Managers in a culture. Managers are those who have been given authority and title by the organization and are in charge of developing their direct reports. They are the designated coaches. The manager becomes a leader only when they get the consent of the followers to be lead by them. Managing is position to position whereas leading is person to person. When employees give a Manager permission to lead the direct report becomes a follower or engaged employee. The engaged employee is far more productive than a disengaged employee or non-follower. Herein lies the secret of creating the leader/follower dynamic that we have been describing:
Productivity is based on Leadership, Leadership is based on Followership, Followership is based on Relationship, and Relationship is based on Trust.
Over 25 years of research tells us how to energize a workforce. Our course on Leading is Everybody’s Business uses our research to change cultures.
In order to make this concept work in today’s workplace new strategies are required. Here are the ones we recommend:
1-Learn to Increase Capacity: The Individual must upgrade their hardware (Brain physiology) and their software (being a continuous learner-learning faster than competition) Learn the Transcendental Meditation program to increase capacity. (Read Yoshihiko Fuji’s book on the topic)
2-Create a healthy organization: High Energy, Minimal Confusion/Maximum Clarity, Low turnover of valuable employees, high retention of customers, and very little politics.
3-Individual associates must make health their priority (Read Becoming a Professional Human Being by the author of this article translated in the Japanese language.)
4- Take the Course entitled “Leading is Everybody’s Business through the Global Leadership Coaching Organization: Create leaders at every level of the organization.
5-We are moving into the age of Relationship workers, side by side with Knowledge workers. Peter Drucker identified and ushered in the age of the Knowledge worker however going forward Artificial Intelligence will do much of the work we used to do as knowledge workers. AI will never will replace relationship building: Learn to build alliances and partnerships.
6-Become Global: Honor the diversity of cultures. In addition engage female creativity and intelligence and promote them to positions of responsibility.
7-Make upward feedback a regular part of the feedback/communication system; the managers receive anonymous feedback from direct reports so that they can course correct according to their needs.
8- Please learn English. It may seem that I am being biased by stating this because I speak English but I only suggest that if you want to be a global leader, the English have made the global, business language “English” through colonization. In a way, I was lucky to be colonized.
Jim Bagnola: Ca sa fiu cat mai sugestiv, as asemana mediul de afaceri din Romania cu un vulcan gata sa erupa. Nu atat datorita oportunitatilor de aici (oportunitati exista peste tot in lume), cat mai ales faptului ca romanii au o abilitate naturala de a stabili usor relatii inter-umane. Stiu sa se faca placuti, iar pentru o afacere, aceasta abilitate este vitala. Sa nu uitam ca definitia afacerilor chiar asa suna: atingerea anumitor scopuri in timp ce construiesti relatii cu alte persoane. Asta e cheia.
Reporter: Optimismul dvs. se refera la afacerile mici sau la cele mari?
Jim Bagnola: In primul rand, la cele mici. Ca o paranteza, cei mai multi oameni nu stiu ca economia S.U.A. este sustinuta de afacerile mici, nu de cele mari. Afacerile mici sunt baza unei economii si, din cate cunosc, la fel stau lucrurile si in Romania.
Reporter: Multi se plang ca e foarte greu sa pui pe picioare o afacere, chiar si una de dimensiuni reduse…
Jim Bagnola: Usor nu are cum sa fie. Inceputul e intotdeauna o etapa dificila, dar iti dai seama ca esti pe drumul cel bun atunci cand oamenii te cauta, telefonul suna. Nu vezi inca rezultate spectaculoase, dar simti ca iti recuperezi investitia initiala, ca te apropii de “break even point”, adica de acel punct dincolo de care afacerea incepe sa aduca profit. Ca drumul pana la acest punct dureaza sase luni, un an sau doi depinde de specificul afacerii, dar important este sa nu renunti prea repede. Trebuie sa ai rabdare cu tine insuti si sa nu te astepti ca totul sa mearga struna de la inceput.
Reporter: Care este cea mai frecventa greseala pe care o face, de obicei, un intreprinzator aflat la inceput?
Jim Bagnola: Principalul lucru pe care un intreprinzator trebuie sa il aiba in vedere este sa mentina cheltuielile cat mai scazute. Se intampla adesea ca oameni cu idei bune sa ramana mult prea repede fara bani. Iar aici, in Romania, am remarcat ca cei care incep o afacere vor imediat sa aiba un birou luxos, sa fie imbracati bine, sa conduca masini scumpe, sa para ca au un succes deplin cand, de fapt, nu il au. Este un interes major pentru a-i impresiona pe ceilalti. Dar daca pierzi bani cautand sa faci impresie, va fi foarte greu sa obtii o infuzie de capital atunci cand vei avea nevoie.
Reporter: Ati vorbit de “oameni cu idei bune”. Cum se poate identifica o buna idee de afaceri ?
Jim Bagnola: Toti intreprinzatorii care fac afaceri fac, de fapt, aceeasi afacere: rezolva probleme ale clientilor lor. Nu conteaza domeniul, reteta e universala. Trebuie doar sa te gandesti: “Ce ma deranjeaza? De ce anume as avea nevoie?” Si astfel identifici o problema care, cu siguranta, nu e numai problema ta, apoi cauti o cale sa o rezolvi.
Creativitatea oamenilor in a rezolva probleme este incredibila si, de multe ori, solutiile nici nu sunt grele. Cineva a observat, de exemplu, ca e foarte incomod sa apuci si sa tragi afara servetelele umede dintr-o cutie atunci cand ajungi la fundul cutiei, asa ca a inventat o cutie al carei fund se ridica automat pe masura ce servetelele se consuma. Uneori, nu trebuie nici macar sa inventezi, ci doar sa inovezi. Iei ceva de aici, ceva de dincolo, pui totul la un loc si gata! – ai un produs nou.
Reporter: Ati identificat, in Romania, o oportunitate de afaceri pe care ar putea-o exploata un mic intreprinzator?
Jim Bagnola: Da, cred ca da. De exemplu, pe mine, personal, ma deranjeaza in Romania numarul mare de fumatori. Eu nu sunt fumator si chiar am probleme cand merg in locuri publice si aerul e aproape irespirabil din cauza fumului de tigara (si nu cred ca e doar problema mea). Ei bine, o companie americana produce un “purificator personal de aer”, un dispozitiv pe care ti-l pui la gat si care purifica aerul aflat imediat in fata ta, pe care il inspiri. Cred ca un astfel de produs ar putea fi importat si comercializat in Romania.
Apoi, iata o alta problema: am vazut in parc un gratar unde se frigeau rulouri din carne (mititei, n.r.) si oameni stand la coada, asteptand zece minute si apoi plecand pentru ca dura prea mult. Cum e posibil asa ceva? Un intreprinzator american ar fi adus imediat inca unul sau doua gratare ca sa nu piarda clientii…
Reporter: Credeti ca franchisingul, ca sursa de idei deja verificate pe alte piete, este oportun in Romania?
Jim Bagnola: Franchisingul functioneaza bine atunci cand nivelul de trai al populatiei este ridicat. Franchisingul merge atunci cand oamenii au bani. Iar din punctul de vedere al intreprinzatorului, este bun atunci cand stii deja sa conduci o afacere, ai experienta ca om de afaceri stii ce inseamna a scoate un produs sau serviciu pe piata, dar nu ai ideea.
Altcineva are o idee buna si esti dispus sa platesti ca sa afli cum foloseste respectivul acea idee pentru a scoate bani cu ea, care este sistemul prin care o face sa functioneze. Dar nu cumpara o franciza daca nu esti un intreprinzator cu experienta. Chiar daca ti se arata cum se face, asta nu inseamna automat ca si tu vei putea sa faci.
Reporter: V-ati referit pana acum la calitatile personale ale intreprinzatorului. Exista insa vreun alt element de care depinde in mod esential succesul in afaceri?
Jim Bagnola: Da, concurenta. Wal-Mart, de exemplu, este cel mai mare retailer din lume, dar acolo unde vine Wal-Mart micile afaceri dispar (din acest motiv, in Germania nici nu a fost lasat sa patrunda). Nu se poate concura cu Wal-Mart: practica preturi mici si isi permite acest lucru deoarece achizitioneaza cantitati foarte mari de marfa de la furnizori.
Au o politica foarte dura de negociere – merg la furnizori si spun: “Iti oferim atat. Daca iti convine, bine, daca nu, ne ducem la concurenta.” Imi place Wal-Mart ca angajeaza multi oameni, dar nu imi place ca elimina afacerile mici. Companiile mari sunt cu numele, cu imaginea, dar mai putin la vedere sunt afacerile mici si ele fac in realitate economia sa mearga.
(Afla mai multe din secretele detinute de Jim Bagnola, in cadrul evenimentului Leading Teams.)
Autor: Mihai Balescu
Articol preluat de pe manager.ro
Un manager este un leader. Sau cel putin, asa ar trebui sa fie. De ce? Pentru ca oamenii nu mai accepta frica ci isi doresc motivare, succes, un om pe care sa il urmeze de buna voie. Urmatorul pas , odata ce ai oameni care te urmeaza, este sa le transmiti si lor din abilitatile tale. Sa ii inveti sa se dezvolte. Pe scurt, sa fii coach.
Meseria de “antrenor” al propriei echipe este, pe cat de placuta, pe atat de sensibila. Si ca in orice meserie care implica oameni, exista legi nescrise care fac diferenta intre a fi manager si a fi leader-coach.
1.Nu este suficient sa conduci fara sa le transmiti si celorlalti cunostintele si abilitatile tale.
2.Nu exista leaderi innascuti. Aceasta abilitate poate fi invata de orice persoana care isi doreste sa conduca o echipa prin dezvoltarea celor care o compun.
3.Un leader trebuie sa imbine preocuparea pentru soarta celorlalti cu competenta profesionala. Aceste doua caracteristici ii vor conferi increderea oamenilor sai.
4.Influenta coach-ului nu se limiteaza doar la anumite skill-uri profesionale ci actioneaza asupra intregii activitati a membrilor echipei.
5.Spre diferenta de un antrenor din sport, coach-ul poate si trebuie sa intre in teren cu proprii oameni atunci cand situatia o cere.
6.Un coach identifica acele lucruri care ii fac pe oameni sa lucreze cu placere. El ii ajuta sa isi valorifice propriile abilitati.
7.Nu este suficient sa oferi feedback. Este foarte important sa il si ceri in mod frecvent pentru a intelege cum sunt intelese si interpretate actiunile tale.
8.Motivarea oamenilor sta , in cea mai mare parte, in reusitele pe care le au alaturi de leaderul lor.
9.Un leader-coach intelege ca imparte cu propria echipa, meritul si responsabilitatea succeselor respectiv a esecurilor.
10.Un coach este mai mult decat un manager. Este un profesor care isi ghideaza elevii pas cu pas.
Acestea sunt doar cateva dintre ideile pe care Jim Bagnola le va aborda pe 6 iunie, la Hotel Athenee Palace din Bucuresti, in Masterclass-ul “Leader as a Coach”. Pentru inscrieri sau mai multe detalii, accesati: http://www.jimbagnola.ro/evenimente/bucuresti/
Sintagma poate suna oarecum straniu. Aceasta pentru ca suntem obisnuiti sa asociem profesionalismul (care presupune existenta unor scopuri si obiective, a unei metode, a unei directii clare si a unei viziuni, toate intr-un cadru organizat, pragmatic orientat) cu meseria, postul sau vocatia avute.
Ceea ce ne propune insa Jim Bagnola este o extindere a folosirii conceptului si, totodata, o pledoarie pentru un alt fel de a vedea conditia umana. Astfel, in perspectiva lui, aceasta nu este un simplu dat, o inzestrare rigida, primita “de-a gata”, care ne defineste punctual pe fiecare dintre noi cu particularitatile sale – aceleasi – de-a lungul vietii.
Umanitatea este, dimpotriva, un proces de constructie; fiecare dintre noi isi (re)creeaza propria conditie in mod autonom, asumat, prin transformari si repozitionari fata de propriile experiente. Raportul cu propria persoana si cu evenimentele vietii noastre este unul dinamic de permanenta evolutie, slefuire, redefinire prin investitie in noi insine, autodescoperire si adaptare.
A deveni o fiinta umana profesionista presupune, asadar, o pozitionare activa fata de noi insine. Am putea spune ca ne devenim proiect, ne asumam viata si propria persoana ca scopuri bine definite.
Un alt ingredient esential este si asumarea unei viziuni holiste despre minte (ganduri, emotii), corporalitate (sanatate) si activitate (inclusiv viata profesionala). Cele trei sunt, sustine Jim Bagnola, strans interconectate si ceea ce se intampla intr-una din aceste trei sfere le afecteaza – pozitiv sau negativ – si pe celelalte. Astfel ca trebuie sa le privim si sa le tratam ca pe un intreg.
Iar, dintre acestea trei, cea care are cea mai mare putere de influenta este mintea noastra. Jim Bagnola se aliniaza perspectivei potrivit careia schimbarea tiparelor noastre de gandire determina transformari si la nivelul starii noastre fizice sau al actiunilor noastre.
Invitatia la antrenament pentru a deveni fiinte umane profesioniste merge, astfel, mana in mana cu indemnul de a ne juca constructiv cu gandurile si trairile noastre, de a le provoca, de a le schimba unghiurile si perspectivele.
Tocmai pentru ca “atunci cand schimbam felul in care gandim despre lucruri, lucrurile despre care gandim se schimba la randul lor”.
Evenimente cu Jim Bagnola:
Cluj-Napoca is the city that always makes me want to come back. And when my friends from Transylvania College are our guest, I just can’t rezist the temptation of goinng back there. We had a good time in this awesome city and a great event about Change Management. Hope to see you soon Cluj.
Flattered by how many people came to my book launch in Arad. Carturesti really makes me feel like i’m in my home library. Good atmosphere, tea and nice people. Lots of thanks to Ascent Group, our partners from Arad.
We had a very good session with our friends from Celestica, in Timisoara. The weather was great so we had the chance to admire this beautifull city.
Arad, 5 Aprilie, ora 19.30, Libraria Carturesti
“De profesie,OM” este editia in limba romana a cartii lui Jim Bagnola, “Becoming a Professional Human Being” si vizeaza dezvoltarea personala pe axa minte-corp-munca.
Esti pregatit? Aceasta carte te va inspira si te va provoca sa faci un salt evolutiv urias si sa devii un Om profesionist. In loc sa ne acceptăm numai status quo-ul, avem cu totii potentialul de a trai fiecare clipa din viata la maxim. O cale rapida pentru crestere accelerata in fiecare aspect al vietii noastre este iti este disponibila.
Conceptul conform caruia cariera, mintea si trupurile noastre exista ca entitati separate este fals si ne limiteaza experienta de viata. Locurile de munca, gandurile si sanatatea fizica nu sunt compartimente izolate, ci expresii diferite ale unitatii pe care o numim „sine”. Fiecare interactioneaza cu celelalte si le afecteaza profund. Prin urmare, nu putem fi pe deplin eficienti la locul de munca daca nu suntem sanatoși si fericiti. Slujbele noastre ar trebui sa fie instrumente care sa ne vindece pe noi si sa vindece lumea. Vitalitatea adevărata este imposibila daca nu ne simtim pasionati de vocatiile si relatiile noastre. Recompensele interioare si exterioare pe care viata le are de oferit sunt aceleasi.
Jim Bagnola defineste clar modul in care Omul profesionist gandeste, actioneaza si isi aduce contributia la societate. In plus, in acest volum, el furnizeaza idei practice de actiune pentru a transforma informatiile si cunostintele in strategii de imbunatatire a propriului statut.
Jim Bagnola este speaker international si executive coach. Este expert in domeniul leadershipului si in “Body-Mind Management”, cu accent pe influenta modelelor de gandire asupra sanatatii, fericirii, succesului si capacitatii de a conduce.
We thank to our friends and clients, MTC, Brinel, Deloitte, Budusan, Berindean si Asociatii, Rocast, Friesland, SunRise, Nasticom, Exl Service Romania, Ecolab and to the International School for housing.
We thank to our friends an clients: Continental, Huf Romania, Qalta Solutions, Loolish and Boavista Hotel for housing.
We thank to our clients: Vodafone, Metro, RINF, Acorns, Unicredit, ING, Petrom as well as to our participants and speakers.
We thank to our friends and clients: MTC, Brinel, Dumas, CMC Meyer, Compexit, Ambient, Bdusan, Berindeam and associates, AutoWorld, Rondocarton, Copii Fericiti Foundation, Casa cu Flori and Subaru.