O país está em transformação.
O governo quer que o país assuma e mantenha essa transformação.
Ontem, ouvi isto da boca do primeiro ministro:
"Até agora não faltou nada [no SNS] e não é previsível que venha a faltar", diz Costa https://t.co/JJshXojF2Q pic.twitter.com/zfP1PRSIpa— Jornal de Notícias (@JornalNoticias) March 23, 2020
No passado Domingo li este artigo na MIT Sloan Management Review, "A Noble Purpose Alone Won’t Transform Your Company".
Reparem, o propósito não chega para motivar à transformação. Qual é o patamar inicial que os autores propõe? A Confiança.
Será que a confiança assenta em mentiras, em esconder a verdade?
9000 testes
4000 testes
30000 testes
2 milhões de máscaras guardadas no baú.
Pensar em abrir as escolas a 9 de Abril, quando prevêem que o pico ocorra a 14 de Abril...
"How can you establish and nurture high levels of collaboration and engagement in your company? It’s a tiered process: First, you lay a strong foundation by identifying, adopting, and rewarding leadership behaviors that enhance psychological safety and trust. [Moi ici: Recordar a importância de um safe space] That is a necessary, but not sufficient, condition.
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Once trust is established, you must instill a sense of purpose — the conviction that the work being done has meaning and impact. And once purpose is established, you must generate energy — a day-to-day enthusiasm within the workforce.
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Trust encourages and enables people to take risks and collaborate in pursuit of aspirational goals. Without trust, people hold back. With it, their reservations dissipate and information flows freely. People openly discuss possibilities, willingly offer their ideas, and help others.
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Leaders can make it easier for employees to trust them and one another by establishing psychological safety — the feeling that people can offer constructive criticism or a new idea in a group setting without risking disapproval or rejection.
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For instance, although leaders are usually advised to “walk the talk,” when it comes to trust, they also must “talk the walk.” That’s because nurturing benevolence- and integrity-based trust requires communicating who they are and the intent of their actions in clear, unambiguous ways. When leaders walk without the talk, they leave employees guessing, and in work situations those guesses often take a negative cast. “People have so many different ways they can misinterpret what I am doing or make inferences about my intent,” a manager at a pharmaceutical company told us. “If they just have a slightly better sense of who I am and where I am coming from, this kind of frenzy is less common.”
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Once people have a sense of trust, it is much easier for leaders to widen the aperture and show employees how the work they do matters to the organization and the outside world. [Moi ici: Recordar daqui - "Some teams do not even know what value they are creating from a customer point of view: the workers have never seen a real customer"] Leaders accomplish this not only by giving people inherently meaningful tasks (which isn’t always possible) but also by creating a context for meaningful collaboration.
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Once the tiers of trust and purpose are in place, leaders can turn their attention to energizing employees. This is the process of motivating others to bring their best selves to work and fully engage with colleagues. Research shows that energy is a key stimulator of high-quality work connections and collaboration.
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Energizers provide the jolt needed to quickly produce novel outcomes and speed the transfer of knowledge. This makes them highly effective change agents. But that jolt can be delivered in a strategic manner only if organizations recognize their energizers and deploy their special skills.
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Leaders often underestimate the power of energizing behaviors. But throughout our study of energizers, we’ve found that their success is driven not by their ability to make things happen but by their ability to attract ideas, opportunities, and talented people."
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