{"id":964,"date":"2018-01-01T20:00:53","date_gmt":"2018-01-01T20:00:53","guid":{"rendered":"https:\/\/balmertcom.com\/?p=964"},"modified":"2019-01-22T19:44:10","modified_gmt":"2019-01-23T00:44:10","slug":"the-danger-zone","status":"publish","type":"post","link":"https:\/\/balmert.com\/pt\/2018\/01\/01\/the-danger-zone\/","title":{"rendered":"A zona de perigo"},"content":{"rendered":"
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\u201cS\u00f3 os paran\u00f3icos sobrevivem<\/em>"<\/em><\/p>

~ Andy Grove
Fundador e CEO da Intel<\/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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Bem-vindo ao novo ano! O momento perfeito para verificar sua lista de verifica\u00e7\u00e3o de desafios de seguran\u00e7a dif\u00edceis, de A a Z. Voc\u00ea sabe: atitude, consci\u00eancia, comportamento, aceita\u00e7\u00e3o, mudan\u00e7a, comunica\u00e7\u00e3o, conformidade, complac\u00eancia, cultura, decis\u00f5es, ambiente, equipamento, foco \u2026\u2026\u2026 etc \u2026\u2026. Todo o caminho at\u00e9 o Zero. Ninguem se machuca; todos v\u00e3o para casa vivos e bem no final do dia.<\/span><\/p>

Esses desafios s\u00e3o simples: eles s\u00e3o simplesmente uma ou duas palavras, familiares a todos os l\u00edderes do planeta.<\/span><\/p>

Eles tamb\u00e9m s\u00e3o de vital import\u00e2ncia: deixar de cuidar bem desses desafios, mais cedo ou mais tarde, algu\u00e9m vai se machucar. Mas n\u00e3o \u00e9 f\u00e1cil: se os desafios fossem f\u00e1ceis, j\u00e1 teriam sido corrigidos de uma vez por todas.<\/span><\/p>

Essa \u00e9 a outra coisa sobre esses desafios: eles nunca s\u00e3o realmente consertados. A corre\u00e7\u00e3o \u00e9 uma solu\u00e7\u00e3o definitiva para um problema. Desafios como conformidade, cultura e equipamentos est\u00e3o em constante estado de degrada\u00e7\u00e3o: sem o investimento de energia, eles n\u00e3o se manter\u00e3o no n\u00edvel necess\u00e1rio para atingir o dano zero. \u00c9 assim que \u00e9. N\u00e3o faz sentido se enganar pensando o contr\u00e1rio.<\/span><\/p>

O que nos leva ao desafio da complac\u00eancia. \u00c9 um desafio que vem e vai. \u00c9 o desafio que um l\u00edder ganha como recompensa por fazer um \u00f3timo trabalho no gerenciamento do desempenho de seguran\u00e7a.<\/span><\/p>

Mas ent\u00e3o, nenhuma boa a\u00e7\u00e3o fica impune.<\/span><\/p>

Um Estado de esp\u00edrito<\/b><\/span><\/p>

Com as viagens que tenho feito nas \u00faltimas duas d\u00e9cadas, encontrando-me com l\u00edderes de todo o mundo, um desafio que enfrento regularmente \u00e9 a linguagem: certificar-se de que estamos operando a partir de um entendimento comum das palavras. O desafio do idioma n\u00e3o se limita a ir e vir entre o ingl\u00eas e outro idioma: como algu\u00e9m sabiamente observou, a Inglaterra e os Estados Unidos s\u00e3o dois pa\u00edses divididos por um idioma comum.<\/span><\/p>

Mais perto de casa, da pr\u00f3xima vez que estiver almo\u00e7ando com seus colegas de trabalho, pe\u00e7a a eles que definam "cultura". Provavelmente, voc\u00ea receber\u00e1 tantas respostas diferentes quanto o n\u00famero de pessoas sentadas \u00e0 mesa. Eu ou\u00e7o isso o tempo todo - na sede mundial. N\u00e3o importa onde o HQ do mundo esteja sentado.<\/span><\/p>

Complac\u00eancia \u00e9 um desses tipos de palavras. N\u00f3s usamos isso o tempo todo. Mas pressionado para definir exatamente o que \u00e9 complac\u00eancia \u2026\u2026\u2026 .er \u2026\u2026 hum\u2026. bem, voc\u00ea sabe quando v\u00ea, certo?<\/span><\/p>

\u201cNosso povo n\u00e3o est\u00e1 pensando. Ou checando, como deveriam. \u201d<\/span><\/p>

Isso n\u00e3o est\u00e1 totalmente errado; mas est\u00e1 longe de ser exatamente correto e pode at\u00e9 ser um pouco enganador. \u00c9 hora de uma ajudinha de seu consultor de gest\u00e3o. Complac\u00eancia \u00e9 um estado de esp\u00edrito: pensar que n\u00e3o h\u00e1 perigo; n\u00e3o h\u00e1 nada com o que se preocupar; nada vai dar errado. O medo e a d\u00favida foram expulsos - do pensamento.<\/span><\/p>

Caso em quest\u00e3o: em janeiro de 2018, havia muitos investidores pensando exatamente assim sobre suas carteiras. Talvez n\u00e3o haja nada com que se preocupar. E talvez seu patrim\u00f4nio l\u00edquido esteja em risco, porque h\u00e1 muito com que se preocupar.<\/span><\/p>

Mas isso \u00e9 apenas dinheiro.<\/span><\/p>

Complac\u00eancia - e seguran\u00e7a<\/b><\/span><\/p>

Encha uma sala com l\u00edderes, a complac\u00eancia \u00e9 garantida como um de seus desafios de seguran\u00e7a mais dif\u00edceis. Por um bom motivo: quando seus seguidores exibem o estado de esp\u00edrito caracterizado como complac\u00eancia, eles n\u00e3o se preocupam. Eles n\u00e3o precisam ser, porque nada vai dar errado. N\u00e3o h\u00e1 necessidade de se concentrar na tarefa em quest\u00e3o; n\u00e3o h\u00e1 necessidade de prestar muita aten\u00e7\u00e3o aos detalhes e condi\u00e7\u00f5es; n\u00e3o h\u00e1 necessidade de verificar e verificar novamente.<\/span><\/p>

Deixando-os livres para pensar sobre as coisas em que realmente querem pensar. O que eles v\u00e3o fazer no fim de semana; o que eles fizeram durante as f\u00e9rias. N\u00e3o \u00e9 que eles \u201cn\u00e3o estejam pensando\u201d. Eles simplesmente n\u00e3o est\u00e3o pensando sobre o que est\u00e3o fazendo, no momento em que est\u00e3o fazendo isso. Nada disso \u00e9 minimamente favor\u00e1vel para trabalhar com seguran\u00e7a.<\/span><\/p>

Claro, a maneira mais r\u00e1pida de interromper a complac\u00eancia seria ter algum tipo de incidente grande e feio. Isso deixar\u00e1 todos preocupados, com medo - e cuidadosos. Mas essa n\u00e3o \u00e9 a melhor maneira, como tem sido demonstrado por in\u00fameros bons l\u00edderes que conseguem manter seus seguidores alertas sem o benef\u00edcio de um fracasso.<\/span><\/p>

\u00c9 assim que se parece a \u201ccomplac\u00eancia do seguidor\u201d. Voc\u00ea conhece bem. E quanto \u00e0 \u201ccomplac\u00eancia do l\u00edder?\u201d Os l\u00edderes ficam complacentes? E se o fizerem, com o que isso se parece?<\/span><\/p>

Claro que sim: os l\u00edderes tamb\u00e9m s\u00e3o seres humanos normais. Bem, a maioria deles \u00e9.<\/span><\/p>

Assim, assim como seus seguidores, os l\u00edderes enfrentam sua pr\u00f3pria forma de complac\u00eancia. Em termos absolutos, a complac\u00eancia do l\u00edder \u00e9 um problema ainda maior do que a complac\u00eancia do seguidor: a magnitude das consequ\u00eancias de um l\u00edder complacente \u00e9 muito maior. Mas a complac\u00eancia do l\u00edder parece diferente: sua apar\u00eancia costuma ser algo diferente do que a maioria dos l\u00edderes tende a pensar que \u00e9.<\/span><\/p>

Claro, existe a linha de pensamento do l\u00edder \u201cBom \u00e9 bom o suficiente\u201d. O desempenho de seguran\u00e7a, medido em rela\u00e7\u00e3o aos pares, est\u00e1 na metade superior (fa\u00e7a sua escolha), metade, terceiro, quartil, decil: isso \u00e9 bom o suficiente para satisfazer (fa\u00e7a sua escolha) o chefe, a empresa, o Conselho. O CEO da Alcoa, Paul O'Neill, enfrentou esse tipo de complac\u00eancia no primeiro dia de sua administra\u00e7\u00e3o. De algum vice-presidente s\u00eanior, que n\u00e3o gostou muito de um cara novo aparecendo de fora, sugerindo que n\u00e3o est\u00e1vamos no topo do nosso jogo.<\/span><\/p>

Tamb\u00e9m conhecido como resist\u00eancia.<\/span><\/p>

Isso pode - e tem - acontecido. Mas na maioria dos lugares que vou, o \u201cBom nunca \u00e9 bom o suficiente\u201d caracteriza o pensamento sobre seguran\u00e7a. \u00c9 chamado de melhoria cont\u00ednua. Objetivo deste ano: 10% inferior ao real do ano passado. Supondo que o ano passado foi um bom ano.<\/span><\/p>

Essa linha de pensamento n\u00e3o produzir\u00e1 complac\u00eancia - contanto que voc\u00ea seja o l\u00edder que precisa definir o plano de melhoria - e ent\u00e3o entregar o desempenho. Preocupa\u00e7\u00e3o, ansiedade e at\u00e9 medo s\u00e3o mais prov\u00e1veis.<\/span><\/p>

Mas suponha que voc\u00ea esteja saindo de um ano sem danos. Ou esteve em uma corrida de anos de zeros: zero, zero, zero\u2026 Ou saindo do melhor ano de todos os tempos. \u00c9 a\u00ed que o problema da complac\u00eancia pode surgir: "Agora que consertamos a seguran\u00e7a ..." ou "J\u00e1 que o desempenho da seguran\u00e7a est\u00e1 sob controle ..." Em seguida: ________ (preencha o espa\u00e7o em branco)<\/span><\/p>

Isso \u00e9 exatamente o que parece a complac\u00eancia do l\u00edder - direto da boca de l\u00edderes complacentes. Se voc\u00ea j\u00e1 esteve l\u00e1, disse isso, n\u00e3o se sinta prejudicado. Voc\u00ea tem muita companhia.<\/span><\/p>

O que sugere a natureza do problema.<\/span><\/p>

Esta \u00e9 a zona de perigo<\/b><\/span><\/p>

O fracasso produz muitas coisas, mas a complac\u00eancia n\u00e3o \u00e9 uma delas. Nesse sentido, o sucesso \u00e9 um indicador de alerta precoce de complac\u00eancia. N\u00e3o \u00e9 uma garantia de complac\u00eancia, mas a tenta\u00e7\u00e3o est\u00e1 sempre l\u00e1. Sempre h\u00e1 demandas conflitantes sobre o tempo e a aten\u00e7\u00e3o de cada l\u00edder; quando algum aspecto do desempenho do neg\u00f3cio est\u00e1 funcionando bem, \u00e9 natural que um l\u00edder se concentre na quest\u00e3o urgente do dia ... semana ... m\u00eas ... ano.<\/span><\/p>

A verdade \u00e9 que os l\u00edderes est\u00e3o programados para buscar problemas e corrigi-los. Se a seguran\u00e7a n\u00e3o for um problema, sempre h\u00e1 outras coisas a serem trabalhadas que s\u00e3o empolgantes, desafiadoras - e n\u00e3o entediantes.<\/span><\/p>

Ent\u00e3o, se voc\u00ea est\u00e1 vindo de um \u00f3timo ano de desempenho em seguran\u00e7a, parab\u00e9ns pelo jo<\/span>b bem feito! E saiba bem que agora voc\u00ea est\u00e1 na Zona de Perigo. Pensar nisso o motivar\u00e1 a fazer as coisas certas para evitar esse perigo, a complac\u00eancia.<\/span><\/p>

Por outro lado, se voc\u00ea est\u00e1 saindo de um daqueles anos ruins, arquive esta edi\u00e7\u00e3o e leia-a quando estiver por cima. Isso pode apenas ajud\u00e1-lo a ficar l\u00e1 - e ficar fora da Zona de Perigo.<\/span><\/p>

Paul Balmert
<\/span>Janeiro de 2018<\/span><\/p>

<\/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":"

Nas not\u00edcias deste m\u00eas sobre Gerenciamento de desempenho de seguran\u00e7a, Paul come\u00e7a o Ano Novo examinando os desafios da lideran\u00e7a e analisando como a complac\u00eancia contribui para o objetivo de enviar todos para casa, no final de cada turno, vivos e bem.<\/p>","protected":false},"author":1,"featured_media":970,"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 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