{"id":3968,"date":"2024-01-31T12:29:29","date_gmt":"2024-01-31T17:29:29","guid":{"rendered":"https:\/\/balmert.com\/?p=3968"},"modified":"2024-01-31T12:39:22","modified_gmt":"2024-01-31T17:39:22","slug":"responsibility","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2024\/01\/31\/responsibility\/","title":{"rendered":"Responsabilidade"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"3968\" class=\"elementor elementor-3968\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-091a9dc elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"091a9dc\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-94e3ae6\" data-id=\"94e3ae6\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-58983ff elementor-widget elementor-widget-text-editor\" data-id=\"58983ff\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<div style=\"text-align: center;\">\u201c<em>A posi\u00e7\u00e3o n\u00e3o\u2026 d\u00e1 poder,<\/em><br \/><em>imp\u00f5e responsabilidade.\u201d\u00a0<\/em><\/div><div>\u00a0<\/div><div style=\"text-align: right;\">\u00a0 \u00a0 \u00a0~ Peter Drucker<\/div><div>\u00a0<\/div><div>\u00a0<\/div>\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<section class=\"elementor-section elementor-top-section elementor-element elementor-element-5faa2f1 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"5faa2f1\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-c858404\" data-id=\"c858404\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-b1f8009 elementor-widget elementor-widget-text-editor\" data-id=\"b1f8009\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>\u00c9 o mais fundamental dos princ\u00edpios de gest\u00e3o: um supervisor \u00e9 respons\u00e1vel pelo trabalho dos outros. Um princ\u00edpio t\u00e3o b\u00e1sico que parece que todo mundo pensa que \u00e9 desnecess\u00e1rio dizer \u2013 ou escrever. Quando foi a \u00faltima vez que voc\u00ea leu alguma coisa sobre essa parte da gest\u00e3o?\u00a0<br \/>\u00a0<br \/>Compre on-line e voc\u00ea encontrar\u00e1 muitos livros de neg\u00f3cios e gerenciamento mais vendidos sobre falta de queijo, gerenciamento de restri\u00e7\u00f5es, intelig\u00eancia emocional, opera\u00e7\u00f5es militares, s\u00f3 para citar alguns. H\u00e1 muitas biografias e autobiografias de l\u00edderes empresariais de sucesso, caso voc\u00ea queira ser como Mike \u2013 ou Jack. O que todos eles t\u00eam em comum? Eles s\u00e3o interessantes.\u00a0<br \/>\u00a0<br \/>Supervisionar o trabalho realizado por terceiros? Tedioso. Al\u00e9m disso, todo mundo sabe fazer isso.\u00a0<br \/>\u00a0<br \/>Fundamentos enfadonhos parecem redundantes. Em casa, quando seus filhos querem jogar videogame em vez de fazer a li\u00e7\u00e3o de matem\u00e1tica, para ser honesto, voc\u00ea deve admitir que isso \u00e9 algo que voc\u00ea entende perfeitamente. \u201cDiga ao seu professor de matem\u00e1tica para parar de desperdi\u00e7ar seu valioso tempo com equa\u00e7\u00f5es. Ningu\u00e9m faz mais matem\u00e1tica. \u00c9 para isso que servem os computadores.\u201d<br \/>\u00a0<br \/>No escrit\u00f3rio, o trabalho operacional detalhado realizado por terceiros tamb\u00e9m n\u00e3o parece importar muito para a administra\u00e7\u00e3o. Quando foi a \u00faltima vez que voc\u00ea recebeu um e-mail de algu\u00e9m da su\u00edte executiva: \u201cQuero uma apresenta\u00e7\u00e3o em power point de uma hora sobre como inspecionamos nossos produtos em processo na etapa 27 do processo de montagem\u201d?<br \/>\u00a0<br \/>Exceto quando um cliente encontrou um grande problema que escapou da detec\u00e7\u00e3o na etapa 25, nunca.\u00a0<br \/>\u00a0<br \/>Essa \u00e9 a quest\u00e3o do trabalho operacional. Quando algu\u00e9m o faz mal \u2013 ou n\u00e3o o faz \u2013 e o problema tem repercuss\u00f5es fora da esfera de controlo do supervisor imediato, pode despertar todo o tipo de interesse no que \u00e9 agora<em>\u00a0importante<\/em>\u00a0detalhes \u2013 sobre o neg\u00f3cio!<br \/>\u00a0<br \/>Quanto ao evento precipitante, poderia ser algo pequeno, como colocar pneus errados no carro de um cliente em uma loja de pneus. Pode ser enorme, como n\u00e3o fixar corretamente o espa\u00e7o da porta de um avi\u00e3o comercial $100 milh\u00f5es. N\u00e3o pense que isso nunca poderia acontecer.\u00a0<br \/>\u00a0<br \/>Pneus, rebites, qual a diferen\u00e7a? Em muitos casos, apenas o n\u00famero de pessoas envolvidas no fracasso.<br \/>\u00a0<br \/>A boa not\u00edcia \u00e9 que, na economia atual, os problemas de qualidade dos produtos e de servi\u00e7os s\u00e3o a exce\u00e7\u00e3o. Por outro lado, raramente voc\u00ea ouve falar de defeitos que n\u00e3o aparecem como eventos, ou de quase acidentes que facilmente poderiam ter sido um deles.\u00a0<br \/>\u00a0<br \/>Ent\u00e3o, talvez da pr\u00f3xima vez que voc\u00ea levar seu carro \u00e0 loja para comprar pneus novos, voc\u00ea queira verificar cada pneu, comparando o n\u00famero de s\u00e9rie do produto com o pedido da loja.<br \/>\u00a0<br \/>Mas quem tem tempo para fazer isso? Al\u00e9m disso, esse \u00e9 o trabalho do supervisor.<\/p><p><strong>Sendo respons\u00e1vel<\/strong><br \/>\u00a0<br \/>Como respons\u00e1vel pelo trabalho dos outros, segue-se naturalmente que o supervisor \u00e9 respons\u00e1vel pelo trabalho realizado com seguran\u00e7a. Esse \u00e9 o primeiro dever de todo supervisor. Surpreendentemente, em teoria, essa parte do trabalho deveria ser f\u00e1cil.<br \/>\u00a0<br \/>Por qu\u00ea ent\u00e3o? Todo supervisor deseja que todos por quem s\u00e3o respons\u00e1veis estejam seguros. Mais especificamente, ningu\u00e9m que faz o trabalho pretende voltar para casa pelo hospital. O que significa que, em mat\u00e9ria de seguran\u00e7a, existe um acordo perfeito em toda a organiza\u00e7\u00e3o. N\u00e3o h\u00e1 necessidade de ler um best-seller de neg\u00f3cios sobre alinhamento de vis\u00e3o estrat\u00e9gica para ajudar nisso.<br \/>\u00a0<br \/>O trabalho que precisa ser feito n\u00e3o \u00e9 intencional. Como dizia minha m\u00e3e: \u201cO caminho para o Inferno est\u00e1 cheio de boas inten\u00e7\u00f5es\u201d. O cerne do desafio \u00e9 este: trabalhar com seguran\u00e7a exige que as pessoas fa\u00e7am coisas \u2013 muitas coisas \u2013 e as fa\u00e7am consistentemente bem. Como seguir todas as regras, o tempo todo. E n\u00e3o fazer outras coisas tentadoras, como pegar atalhos quando ningu\u00e9m est\u00e1 olhando.\u00a0<br \/>\u00a0<br \/>Quanto ao enquadramento do supervisor nesse processo, \u201cser respons\u00e1vel\u201d significa que o supervisor deve explicar quando as coisas n\u00e3o acontecem como deveriam? Ou ser\u00e1 que \u201cser respons\u00e1vel\u201d exige que o supervisor tome medidas para garantir que as coisas certas sejam feitas \u2013 e as coisas erradas n\u00e3o sejam?\u00a0<br \/>\u00a0<br \/>Sim \u00e9 a resposta \u00f3bvia para ambas as perguntas. Espera-se que o supervisor fa\u00e7a com que o trabalho seja realizado com seguran\u00e7a e ser\u00e1 chamado a explicar o porqu\u00ea, quando isso n\u00e3o aconteceu.\u00a0<br \/>\u00a0<br \/>Se o t\u00e9cnico da loja de pneus instalar os pneus errados no carro, o supervisor n\u00e3o poder\u00e1 dizer ao cliente: \u201cBem, n\u00e3o me culpe. N\u00e3o fui eu quem fez isso.\u201d Voc\u00ea pode pensar que nenhum supervisor diria isso, mas alguns supervisores me disseram diretamente que se um de seus seguidores se machucasse por n\u00e3o ter sido devidamente treinado, isso seria culpa do Departamento de Treinamento. \u201cEles s\u00e3o respons\u00e1veis pelo treinamento, n\u00e3o eu.\u201d\u00a0<br \/>\u00a0<br \/>Essa linha de pensamento n\u00e3o se limita \u00e0 linha de frente. No rescaldo de um fracasso de grande repercuss\u00e3o, n\u00e3o \u00e9 invulgar que um alto executivo aponte para fun\u00e7\u00f5es inferiores na sua cadeia de comando \u2013 vendedores, fornecedores, empreiteiros, engenharia, constru\u00e7\u00e3o, contabilidade \u2013 como se dissesse: \u201cN\u00e3o culpe eu: n\u00e3o fui eu quem fez isso.\u201d<br \/>\u00a0<br \/>A estrat\u00e9gia inteligente seria um supervisor fazer tudo o que estiver ao seu alcance para garantir que aqueles por quem \u00e9 respons\u00e1vel fa\u00e7am bem o seu trabalho. Dessa forma, n\u00e3o haver\u00e1 problemas a serem explicados.\u00a0<br \/>\u00a0<br \/>Nesse ponto, realmente n\u00e3o importa qual seja a posi\u00e7\u00e3o do supervisor.<br \/>\u00a0<br \/><strong>A esperan\u00e7a n\u00e3o \u00e9 um m\u00e9todo<\/strong><br \/>\u00a0<br \/>Quanto a fazer com que os seguidores trabalhem com seguran\u00e7a, h\u00e1 uma longa lista de desafios a serem enfrentados. \u00c9 familiar a todo supervisor, sendo: atitude, consci\u00eancia, comportamento, conformidade, complac\u00eancia, comunica\u00e7\u00e3o, cultura, distra\u00e7\u00f5es, equipamentos, ambiente, press\u00e3o do neg\u00f3cio, press\u00e3o dos pares, resist\u00eancia \u00e0 mudan\u00e7a, treinamento, rotatividade\u2026<br \/>\u00a0<br \/>J\u00e1 que voc\u00ea sabe disso, considere o seguinte: quando algu\u00e9m se machuca e um supervisor explica ao chefe por que isso aconteceu, quais s\u00e3o as chances de os motivos n\u00e3o serem encontrados nesta lista?\u00a0<br \/>\u00a0<br \/>Muito baixo.\u00a0<br \/>\u00a0<br \/>Se o chefe descobrisse isso, sempre que houvesse uma les\u00e3o, ele sempre perguntaria ao supervisor \u2013 o respons\u00e1vel direto pelo trabalho dos outros \u2013 \u201cO que voc\u00ea tem feito para lidar com essa causa totalmente previs\u00edvel? N\u00e3o \u00e9 como se voc\u00ea n\u00e3o tivesse previsto isso.<br \/>\u00a0<br \/>Se voc\u00ea receber essa pergunta, por favor, n\u00e3o reclame. Deve ser perguntado rotineiramente.<br \/>\u00a0<br \/>Apreciar isso deve indicar a cada supervisor a dire\u00e7\u00e3o do trabalho que precisa ser feito para lidar com o desafio. A menos que um supervisor esteja disposto a esperar o melhor, \u00e9 necess\u00e1rio que haja um plano. O que voc\u00ea faz? Como voc\u00ea faz isso? Por que fazer assim e n\u00e3o de outra maneira? Como voc\u00ea mede o progresso?<br \/>\u00a0<br \/>Um exemplo pode servir para ilustrar. Considere o desafio de superar a resist\u00eancia \u00e0 mudan\u00e7a para um novo procedimento de seguran\u00e7a, que n\u00e3o \u00e9 popular. Um desafio bem conhecido de todos os supervisores.\u00a0<br \/>\u00a0<br \/>Para quem abre, qual \u00e9 o objetivo?\u00a0<br \/>\u00a0<br \/>\u201cComunica\u00e7\u00e3o\u201d n\u00e3o \u00e9 uma boa resposta. Isso \u00e9 apenas ler as palavras. O objetivo \u00e9 alcan\u00e7ar compreens\u00e3o, aceita\u00e7\u00e3o \u2013 e execu\u00e7\u00e3o. Em linguagem simples, como resultado, aqueles que fazem o trabalho seguem a nova pol\u00edtica, o tempo todo, exatamente como est\u00e1 escrita.<br \/>\u00a0<br \/>Qual \u00e9 o processo para conseguir isso? Como \u00e9 o m\u00e9todo, passo a passo? \u201cExplicar\u201d tamb\u00e9m n\u00e3o \u00e9 uma resposta particularmente boa. Diga a eles exatamente o que? Em que ordem?\u00a0<br \/>\u00a0<br \/>Quando surge a resist\u00eancia \u00e0 mudan\u00e7a, qual a melhor forma de lidar com ela? Se algu\u00e9m aponta um problema que a mudan\u00e7a cria, isso \u00e9 mesmo resist\u00eancia? \u00c9 uma boa pr\u00e1tica o supervisor partilhar a sua opini\u00e3o pessoal quanto \u00e0 conveni\u00eancia da mudan\u00e7a? Como ser\u00e1 medida a execu\u00e7\u00e3o da mudan\u00e7a?<br \/>\u00a0<br \/>Voc\u00ea pode estar pensando: \u201cEssas s\u00e3o muitas perguntas sobre um pequeno aspecto das responsabilidades de um supervisor\u201d. Sim, de fato. Mas que quest\u00f5es n\u00e3o s\u00e3o importantes para o processo? Para aqueles que s\u00e3o, qu\u00e3o boas s\u00e3o suas respostas?<br \/>\u00a0<br \/>A alternativa \u00e9 esperar que eles mudem, simplesmente porque voc\u00ea mandou.<br \/>\u00a0<br \/><strong>Liderando \u2013 e gerenciando<\/strong><br \/>\u00a0<br \/>H\u00e1 outro tema popular que circula nos c\u00edrculos de gest\u00e3o: \u201cPrecisamos de l\u00edderes, n\u00e3o de gestores\u201d. Voc\u00ea provavelmente j\u00e1 ouviu falar; existe desde a d\u00e9cada de 70. Tudo come\u00e7ou com um artigo na Harvard Business Review. Isso deveria torn\u00e1-lo um evangelho.\u00a0<br \/>\u00a0<br \/>Poucos discordariam: \u201cVoc\u00ea lidera pessoas\u201d. Justo; sendo respons\u00e1vel pelo trabalho dos outros, voc\u00ea n\u00e3o pode contornar essa verdade simples. E seguran\u00e7a tem tudo a ver com pessoas.<br \/>\u00a0<br \/>Mas ser\u00e1 que \u201cliderar\u201d \u00e9 suficiente? As pessoas designadas para fazer o trabalho da empresa podem faz\u00ea-lo bem \u2013 e com seguran\u00e7a \u2013 sem metas, processos, sistemas, tecnologia, organiza\u00e7\u00e3o, treinamento e meios para medir o desempenho?<br \/>\u00a0<br \/>Claro que n\u00e3o.\u00a0<br \/>\u00a0<br \/>Planejar, organizar e medir s\u00e3o exemplos de fun\u00e7\u00f5es de gerenciamento. Eles contam menos que a lideran\u00e7a? N\u00e3o foi assim que W. Edwards Deming viu as coisas. \u201c95% da variabilidade de desempenho de um sistema \u00e9 causada pelo pr\u00f3prio sistema; apenas 5% \u00e9 causado pelas pessoas.\u201d\u00a0<br \/>\u00a0<br \/>Se Deming tivesse trabalhado no Departamento de Seguran\u00e7a em vez de no Departamento de Qualidade, provavelmente n\u00e3o teria visto o desempenho dessa maneira: muitos casos de comportamento sendo completamente humanos. Mas n\u00e3o importa quais sejam as propor\u00e7\u00f5es, ser respons\u00e1vel pelo trabalho dos outros exige que um supervisor se concentre nas pessoas e nos processos.\u00a0<br \/>\u00a0<br \/>Todo supervisor deve liderar \u2013 e gerenciar. \u00c9 realmente muito simples.<br \/>\u00a0<br \/>Ao supervisionar o trabalho de terceiros, a seguran\u00e7a \u00e9 sua primeira responsabilidade. Ent\u00e3o, qual \u00e9 o seu plano? Seu processo?<br \/>\u00a0<br \/>\u00a0<br \/>\u00a0<br \/>Paul Balmert<br \/>Janeiro de 2024<\/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":"<p>Este m\u00eas, Paulo examina as responsabilidades dos l\u00edderes, especialmente quando o objetivo \u00e9 garantir que todos voltem para casa vivos e bem ao final de cada turno. Ele explora os desafios de fazer com que todos trabalhem com seguran\u00e7a e a responsabilidade do supervisor em garantir que isso aconte\u00e7a. <\/p>","protected":false},"author":1,"featured_media":3981,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","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":"","adv-header-id-meta":"","stick-header-meta":"","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 center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"episode_type":"","audio_file":"","podmotor_file_id":"","podmotor_episode_id":"","cover_image":"","cover_image_id":"","duration":"","filesize":"","filesize_raw":"","date_recorded":"","explicit":"","block":"","itunes_episode_number":"","itunes_title":"","itunes_season_number":"","itunes_episode_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[1365],"tags":[],"class_list":["post-3968","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-leadership"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - 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