Os gestores do futuro estão a ser forjados hoje

Durante a leitura do livro "The Innovator's Solution", de Christensen e Raynor, deparei com uma teoria muito interessante sobre os recursos humanos.
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Volta e meia deparo-me com empresas e com situações que parecem corroborar essa teoria. E quando somos tentados a seguir a onda fácil de criticar os "empresários", penso duas vezes nesta teoria.
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A teoria é a da "escola da experiência" da autoria de Morgan McCall.
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De acordo com esta teoria os gestores são mais feitos do que gerados. Feitos, moldados pela experiência, temperados pelas situações que viveram.
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Assim, os gestores terão tanto mais probabilidades de sucesso, ao lidar com os problemas com que se vão debater num desafio futuro, quanto mais tenham lidado com problemas semelhantes no passado, quanto mais tenham frequentado uma escola da experiência que os tenha posto em contacto com as disciplinas, com os circuitos, com os desafios relevantes.
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Se esta teoria tiver uma aderência à realidade, então, estamos agora a forjar, nestes tempos de crise e de transição, a massa crítica de futuros gestores que estará mais preparada para o mundo económico de amanhã.
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Não estamos a falar de algo que se aprenda na escola...
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"Experiences that create lasting change are rarely the product of routine daily fare or of minor turns in an otherwise straight road. The experiences that changed executives were hairpin curves or stomach-turning drops that forced them to look at themselves and their context through a different lens. Transformational experiences almost always forced people to face something different from what they had faced before. In a real sense, the challenge lay in what they weren't already good at, not in what they had already mastered. The harder the test, the deeper the eventual learning, even though for a time afterward, the full significance of the experience might be unclear.
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Experiences that have a strong personal impact are almost always loaded with adversity. Because people often prefer to avoid adversity, many of the most developmental experiences happened as a result of fate rather than volition; still others were more or less forced on people by a boss or the organization. Of the experiences entered into wilingly, even eagerly, executives sometimes had to admit in retrospect that they hadn't realized what they ere getting into - they might not have done it had they known, although having survived it, the experience was invaluable.
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Experiences that teach are like that."
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Trecho retirado de "High Flyers - Developing the Next Generation of Leaders" de Morgan McCall.