{"id":1451,"date":"2005-01-03T13:42:16","date_gmt":"2005-01-03T18:42:16","guid":{"rendered":"https:\/\/balmert.com\/?p=1451"},"modified":"2019-02-18T13:49:20","modified_gmt":"2019-02-18T18:49:20","slug":"biggest-mistake-number-10","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2005\/01\/03\/biggest-mistake-number-10\/","title":{"rendered":"Maior erro n\u00famero 10"},"content":{"rendered":"
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Maior erro n\u00famero 10:
Contando com a esperan\u00e7a como m\u00e9todo<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\u00a0\u201cA esperan\u00e7a n\u00e3o \u00e9 um m\u00e9todo\u201d<\/p>

~ General Gordon Sullivan<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Muito poucos de n\u00f3s come\u00e7amos nossas carreiras profissionais como gerentes: trabalhamos para chegar ao trabalho. Quando terminamos nossos estudos, encontramos nosso primeiro emprego no ramo. Fosse esse trabalho como aprendiz, operador, desenhista, engenheiro ou no escrit\u00f3rio, a \u00fanica pessoa que administramos nos primeiros anos de nossa carreira era n\u00f3s mesmos.<\/p>

N\u00e3o que aprender um novo emprego e iniciar uma carreira n\u00e3o apresentasse seus pr\u00f3prios problemas, mas, como aprendemos mais tarde, gerenciar pessoas apresenta um conjunto de desafios que poucos de n\u00f3s est\u00e3o totalmente preparados para enfrentar.<\/p>

Conforme nossas carreiras progrediam, descobrimos que gost\u00e1vamos do que faz\u00edamos e \u00e9ramos bons no trabalho que faz\u00edamos. Ser bom nisso, fazer nosso trabalho n\u00e3o parecia t\u00e3o dif\u00edcil. N\u00e3o demorou muito para come\u00e7armos a ser reconhecidos por nossas habilidades - e potencial.<\/p>

Ent\u00e3o, um dia, algu\u00e9m nos ofereceu a oportunidade de gerenciar outras pessoas - fosse o que quer\u00edamos fazer o tempo todo ou n\u00e3o. Claro, aceitamos a promo\u00e7\u00e3o.<\/p>

De todas as novas atribui\u00e7\u00f5es que encontramos ao longo de nossa carreira, nenhuma \u00e9 maior do que a mudan\u00e7a de administrar a si mesmo para administrar os outros. Quando nossa nova atribui\u00e7\u00e3o e responsabilidades foram descritas, fomos lembrados de que "voc\u00ea tamb\u00e9m \u00e9 respons\u00e1vel pela seguran\u00e7a daqueles que lhe foram atribu\u00eddos". Na ind\u00fastria, os gerentes s\u00e3o respons\u00e1veis pela seguran\u00e7a daqueles que se reportam a eles.<\/p>

Claro, n\u00f3s sab\u00edamos disso. Todos n\u00f3s entendemos que ser respons\u00e1vel pela seguran\u00e7a dos outros faz parte do trabalho.<\/p>

N\u00f3s realmente compreendemos o que isso significa? Percebemos plenamente que nos tornamos respons\u00e1veis pelo comportamento de outras pessoas - quer estiv\u00e9ssemos ao lado delas ou n\u00e3o? Que essa responsabilidade pode pesar tanto sobre n\u00f3s enquanto est\u00e1vamos com a fam\u00edlia de um trabalhador ferido, sem certeza se ele sobreviveria ao ferimento? Que essa responsabilidade nos for\u00e7aria a lidar com as pessoas com quem trabalhamos de maneira que nem sempre ficariam felizes em nos ver?<\/p>

A verdade acabou sendo que gerenciar o desempenho da seguran\u00e7a foi provavelmente a parte mais dif\u00edcil de nosso trabalho como gerente e para a qual t\u00ednhamos menos prepara\u00e7\u00e3o.<\/p>

Imagine isso:<\/p>

Voc\u00ea est\u00e1 procurando um bom atleta dentro de sua for\u00e7a de trabalho para uma oportunidade de neg\u00f3cio muito especial. Voc\u00ea gostaria de encontrar algu\u00e9m com \u00f3tima coordena\u00e7\u00e3o motora e um hist\u00f3rico de sucesso em esportes competitivos.<\/p>

Felizmente, h\u00e1 muitos candidatos para escolher. Voc\u00ea recebe uma lista de candidatos: ex-zagueiros do ensino m\u00e9dio, guardas do time de basquete, jogadores de v\u00f4lei, arremessadores de beisebol e at\u00e9 mesmo um jogador de t\u00eanis.<\/p>

Voc\u00ea come\u00e7a a entrevistar os candidatos, procurando aquele com o potencial certo para esta tarefa especial. Voc\u00ea se concentra naqueles que permaneceram em forma e mantiveram suas habilidades. Por fim, voc\u00ea encontra o candidato perfeito: um funcion\u00e1rio que trabalha para voc\u00ea h\u00e1 dez anos; um ex-lan\u00e7ador de beisebol, que agora compete em triatlos.<\/p>

Voc\u00ea oferece o emprego a ele e ele aceita. A prop\u00f3sito, sua nova miss\u00e3o \u00e9 jogar golfe com Tiger Woods na pr\u00f3xima segunda-feira de manh\u00e3 em frente a uma galeria composta pelo presidente de sua empresa e centenas de seus amigos. N\u00e3o importa se o candidato que voc\u00ea selecionou nunca teve um clube de golfe nas m\u00e3os em sua vida.<\/p>

Parece loucura?<\/p>

Claro que \u00e9. Mas, em certo sentido, n\u00e3o foi exatamente isso o que aconteceu quando fomos promovidos \u00e0 administra\u00e7\u00e3o? Recebemos a responsabilidade de gerenciar a seguran\u00e7a de outras pessoas - embora n\u00e3o tiv\u00e9ssemos experi\u00eancia em gerenciamento. Algu\u00e9m com potencial para aprender um novo conjunto de habilidades - habilidades de gerenciamento - \u00e9 colocado em uma situa\u00e7\u00e3o em que se espera que seja capaz de executar imediatamente essas novas habilidades e execut\u00e1-las com sucesso para que ningu\u00e9m v\u00e1 para casa ferido e todos os que est\u00e3o assistindo o desempenho deles fica impressionado com sua profici\u00eancia.<\/p>

N\u00e3o enviar\u00edamos um maquinista para solucionar um problema com o painel el\u00e9trico. Pelo menos n\u00e3o sem treinamento e alguma garantia sobre suas qualifica\u00e7\u00f5es el\u00e9tricas. Promoveremos esse mesmo maquinista a supervisor e esperamos que ele seja capaz de gerenciar o desempenho e o comportamento de seguran\u00e7a de sua equipe. \u201cEle vai se sair muito bem\u201d \u00e9 o que todos n\u00f3s dissemos, provavelmente porque foi exatamente isso que aconteceu conosco, e conseguimos sobreviver \u00e0 experi\u00eancia.<\/p>

Grande erro.<\/p>

\u201cA esperan\u00e7a n\u00e3o \u00e9 um m\u00e9todo.\u201d Ainda assim, quando se trata do papel mais importante que desempenhamos como gerentes na ind\u00fastria, mandar as pessoas para casa em seguran\u00e7a no final do dia, a esperan\u00e7a \u00e9 o m\u00e9todo de escolha para preparar os gerentes para a atribui\u00e7\u00e3o.<\/p>

Foi assim que iniciamos nossas carreiras em gest\u00e3o. E, demos meia-volta e retribu\u00edmos o favor sobre nossas carreiras fazendo exatamente a mesma coisa para os outros: pegando pessoas com grande potencial como supervisores e gerentes; confiando-lhes a cust\u00f3dia de sua tripula\u00e7\u00e3o; ainda assim, falhando em dar-lhes o tipo de apoio e treinamento para funcionar com efic\u00e1cia.<\/p>

\u00c9 incr\u00edvel que n\u00e3o tenha havido mais falhas quando passamos para a gest\u00e3o. Pelo menos apoi\u00e1-los, t\u00ednhamos equipes experientes trabalhando para n\u00f3s, e as pessoas para quem trabalhamos pareciam ser capazes de encontrar tempo para nos ajudar e treinar.<\/p>

Qual \u00e9 a situa\u00e7\u00e3o hoje? Qual \u00e9 o n\u00edvel de experi\u00eancia de execu\u00e7\u00e3o do trabalho em nossas organiza\u00e7\u00f5es agora? Quanto tempo os gerentes seniores t\u00eam para gastar com seus novos supervisores e gerentes, fornecendo o treinamento e o desenvolvimento de que precisam?<\/p>

Confiar na esperan\u00e7a como m\u00e9todo para ensinar os supervisores e gerentes a gerenciar o desempenho da seguran\u00e7a \u00e9 um dos maiores erros que os gerentes cometem.<\/p>

Conselhos que valem a pena ser ouvidos por aqueles de n\u00f3s que cometeram o erro mais de uma vez.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

De todas as novas atribui\u00e7\u00f5es que encontramos no decorrer de nossa carreira, ningu\u00e9m \u00e9 maior que a mudan\u00e7a de gerenciar a si mesmo para gerenciar os outros. Quando nossa nova designa\u00e7\u00e3o e responsabilidades foram descritas, fomos lembrados "voc\u00ea tamb\u00e9m \u00e9 respons\u00e1vel pela seguran\u00e7a das pessoas designadas a voc\u00ea". <\/p>","protected":false},"author":1,"featured_media":1454,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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