{"id":4660,"date":"2025-11-21T15:31:37","date_gmt":"2025-11-21T20:31:37","guid":{"rendered":"https:\/\/balmert.com\/?p=4660"},"modified":"2025-11-21T15:34:34","modified_gmt":"2025-11-21T20:34:34","slug":"accountability","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2025\/11\/21\/accountability\/","title":{"rendered":"Responsabilidade"},"content":{"rendered":"
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\u201cResponsabilidade \u00e9 igual a propriedade, e um senso de propriedade \u00e9 a coisa mais poderosa que uma equipe ou organiza\u00e7\u00e3o pode ter.\u201d<\/em><\/div>
\u00a0 \u00a0 \u00a0<\/div>
~Pat Summit<\/span><\/div>
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Foi uma daquelas reuni\u00f5es das quais voc\u00ea se lembra. Hoje eu a conhe\u00e7o como um Momento de Alta Influ\u00eancia. Houve um quase acidente significativo quando uma linha de processo n\u00e3o foi devidamente isolada antes de ser aberta. A isso chamamos de \u201cincidente de vida\u201d. O evento foi relatado por toda a cadeia de comando; a investiga\u00e7\u00e3o foi conclu\u00edda, e agora era hora de o l\u00edder da unidade se envolver.\u00a0<\/div>

Ele era uma pessoa com quem eu trabalhava muito pr\u00f3ximo e que conhecia muito bem; um l\u00edder muito inteligente que sabia como usar o poder de sua posi\u00e7\u00e3o. Ele convidou o gerente da unidade de neg\u00f3cios que gerenciava a \u00e1rea para uma reuni\u00e3o e me convidou para participar, pois eu desempenhava um papel de apoio na \u00e1rea de seguran\u00e7a e meio ambiente.\u00a0<\/p>

Ent\u00e3o, l\u00e1 est\u00e1vamos n\u00f3s tr\u00eas sentados na sala de confer\u00eancias, bem perto do escrit\u00f3rio do l\u00edder da unidade. A primeira coisa que ele disse foi: \u201cObrigado por serem honestos sobre esse evento\u201d. Em seguida, foram feitas perguntas, mas n\u00e3o de forma intimidadora ou culpada. N\u00e3o fiquei nem um pouco surpreso.<\/p>

  • \u201cPor favor, explique, o que deu errado?\u201d<\/li>
  • \u201cNa sua opini\u00e3o, quais foram as poss\u00edveis consequ\u00eancias do que aconteceu?\u201d<\/li>
  • \u201cO que voc\u00ea acha que poderia ser feito para garantir que algo como isso n\u00e3o aconte\u00e7a novamente?\u201d<\/li><\/ul>

    Tudo isso aconteceu h\u00e1 uma d\u00e9cada, em uma \u00e9poca em que eu estava aprendendo a pr\u00e1tica e o processo de gerenciamento da responsabilidade encontrados no Alive and Well. Eu n\u00e3o estava apenas aprendendo, eu estava vivendo isso. Observei a linguagem corporal dos dois l\u00edderes, o tom e a atmosfera da reuni\u00e3o.<\/p>

    Agora, quando me vejo ensinando aos l\u00edderes as pr\u00e1ticas recomendadas de lideran\u00e7a em seguran\u00e7a, olho para tr\u00e1s e aprecio esse caso como o exemplo perfeito de um l\u00edder que responsabiliza algu\u00e9m.\u00a0<\/p>

    Minha experi\u00eancia<\/strong>

    Passei meus quarenta anos de carreira trabalhando para grandes empresas do setor de papel e celulose. Embora alguns l\u00edderes tenham me dado um grande apre\u00e7o pela pr\u00e1tica de responsabilizar as pessoas, posso dizer que a maioria dos l\u00edderes para quem trabalhei nunca usou essa pr\u00e1tica. Na primeira empresa em que trabalhei, o gerenciamento da responsabilidade n\u00e3o fazia parte da cultura da empresa, mas sim a atribui\u00e7\u00e3o de culpa. Olhando para tr\u00e1s, quando se tratava de gerenciar a responsabilidade, posso ver meus erros no desenvolvimento das pessoas que trabalhavam para mim.

    O gerenciamento da responsabilidade est\u00e1 entre o processo relativamente simples de corre\u00e7\u00e3o de comportamento e a a\u00e7\u00e3o corretiva formal. Digo processo relativamente simples de corre\u00e7\u00e3o de comportamento porque h\u00e1 muito mais para corrigir e treinar o comportamento do que apenas dizer a algu\u00e9m para \u201cColocar seu EPI!\u201d Para aqueles que simplesmente n\u00e3o querem usar seus EPIs, h\u00e1 o que \u00e9 conhecido como a\u00e7\u00e3o corretiva, como advert\u00eancias verbais e cartas em arquivos.\u00a0

    Responsabilizar as pessoas \u00e9 uma das coisas mais importantes que os l\u00edderes podem fazer para liderar e gerenciar o desempenho da seguran\u00e7a.

    O processo<\/strong>

    Quando algo d\u00e1 errado, atribuir a culpa pode fazer com que algu\u00e9m n\u00e3o cometa o mesmo erro novamente. Mas eles s\u00e3o motivados principalmente pelo medo, e pelo medo do l\u00edder. Gerenciar a responsabilidade \u00e9 muito mais um processo de aprendizado: o l\u00edder est\u00e1, de certa forma, desempenhando o papel de professor, aumentando a capacidade do seguidor de entender, mudar e fazer as coisas de forma diferente. A responsabilidade cria a ades\u00e3o quanto ao modo como algo precisa ser feito corretamente.

    Responsabilizar os seguidores n\u00e3o \u00e9 algo que os l\u00edderes estejam naturalmente inclinados a fazer. \u00c9 preciso aprendizado, motiva\u00e7\u00e3o e autodisciplina para colocar em pr\u00e1tica algo novo e diferente. \u00c9 preciso um investimento maior de tempo por parte do l\u00edder. E \u00e9 uma conversa de m\u00e3o dupla.

    Ainda assim, mesmo os l\u00edderes que sabem como gerenciar a responsabilidade nem sempre a praticam. A cultura torna isso dif\u00edcil. Gerenciar a responsabilidade exige que o l\u00edder saia de sua zona de conforto, mude e fa\u00e7a as coisas de forma diferente. Se n\u00e3o houver expectativas definidas ou refor\u00e7o de seus l\u00edderes, \u00e9 pouco prov\u00e1vel que eles fa\u00e7am algo que n\u00e3o seja f\u00e1cil.\u00a0

    Ent\u00e3o, voltemos \u00e0 culpa, que \u00e9 f\u00e1cil.

    Aprendendo o processo<\/strong>

    O gerenciamento da responsabilidade come\u00e7a com o aprendizado do processo. N\u00e3o \u00e9 um processo dif\u00edcil de aprender, mas a defini\u00e7\u00e3o do termo requer algumas explica\u00e7\u00f5es, principalmente para os alunos cujo ingl\u00eas n\u00e3o \u00e9 seu primeiro idioma. Meu ensino \u00e9 realizado principalmente na Am\u00e9rica do Sul, e esse \u00e9 geralmente o caso.
    \u00a0
    Os dicion\u00e1rios traduzem o termo \u201caccountability\u201d como \u201cresponsabilidade\u201d. Como sabemos, em ingl\u00eas h\u00e1 uma diferen\u00e7a significativa entre essas palavras, e \u201cresponsibility\u201d n\u00e3o \u00e9 a palavra que explica a ess\u00eancia de responsabilizar algu\u00e9m. Portanto, traduzi o termo para o portugu\u00eas \u201cprestar contas\u201d, que se alinha melhor com a forma como o processo funciona na pr\u00e1tica, significando \u201cprestar contas\u201d.\u201d\u00a0

    Isso faz sentido e, quando dou aulas, vejo a linguagem corporal me dizendo que os l\u00edderes entendem o processo. Eles tamb\u00e9m concordam que \u00e9 importante, e que h\u00e1 um grande espa\u00e7o entre a corre\u00e7\u00e3o do comportamento e a a\u00e7\u00e3o corretiva que precisa ser gerenciado pela responsabilidade.

    Os alunos sempre me dizem duas coisas. Primeiro, eles concordam totalmente com a ideia de responsabilizar as pessoas. Depois, dizem: \u201cEu gostaria de fazer isso, mas n\u00e3o tenho tempo para faz\u00ea-lo\u201d. De fato, leva tempo. Mas, considerando todos os problemas que isso pode resolver, responsabilizar as pessoas \u00e9 um uso muito valioso do tempo.\u00a0

    Ensinar o processo aos l\u00edderes e dar-lhes a chance de pratic\u00e1-lo em sala de aula pode fazer uma grande diferen\u00e7a no uso do processo pelo l\u00edder.

    Onde o processo come\u00e7a<\/strong>

    Por fim, h\u00e1 mais um aspecto muito importante que torna essa pr\u00e1tica um desafio dif\u00edcil para o l\u00edder: a necessidade de entender completamente o que deu errado antes de responsabilizar um seguidor. N\u00e3o \u00e9 poss\u00edvel responsabilizar uma pessoa se voc\u00ea n\u00e3o sabe o que ela fez ou deixou de fazer. Para descobrir isso, \u00e9 necess\u00e1rio um processo diferente: investiga\u00e7\u00e3o.

    Sim, isso \u00e9 \u00f3bvio. Mas pense nas implica\u00e7\u00f5es dessa simples afirma\u00e7\u00e3o. A presta\u00e7\u00e3o de contas deve ser praticada somente quando houver uma investiga\u00e7\u00e3o formal e um relat\u00f3rio escrito?\u00a0

    Isso nos leva de volta \u00e0quela reuni\u00e3o da qual participei, h\u00e1 uma d\u00e9cada. O gerente da unidade analisou o que deu errado, encontrou problemas, inclusive alguns de sua autoria, e os levou ao conhecimento de seu chefe. Foi isso que levou \u00e0 reuni\u00e3o.

    O que levaria um l\u00edder a fazer algo assim?\u00a0

    Vejo isso como um exemplo de um importante princ\u00edpio de lideran\u00e7a em seguran\u00e7a: o que gostamos de chamar de Princ\u00edpio do Di\u00e1logo Honesto: l\u00edderes e seguidores devem ser honestos uns com os outros em rela\u00e7\u00e3o \u00e0 seguran\u00e7a.
    \u00a0
    Newton Scavone
    Novembro de 2025<\/p><\/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<\/div>","protected":false},"excerpt":{"rendered":"

    Este m\u00eas, temos o prazer de apresentar um artigo de Newton Scavone, um dos membros mais experientes da equipe de professores da Balmert, baseado em S\u00e3o Paulo. Newton come\u00e7ou como cliente aprendendo e usando as ferramentas de MSP, depois se tornou um dos l\u00edderes desenvolvidos para ministrar o curso em sua empresa. Nos \u00faltimos seis anos, muitos de voc\u00eas o conhecem como professor da Balmert Consulting. Ele traz uma profunda credibilidade operacional e uma compreens\u00e3o clara do que \u00e9 necess\u00e1rio para fazer com que essas ferramentas funcionem no mundo real.<\/p>","protected":false},"author":1,"featured_media":4681,"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":"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":"set","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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