Unreasonable hospitality - parte II

""All it takes for something extraordinary to happen is one person with enthusiasm."

...

Let your energy impact the people you're talking to, as opposed to the other way around."

O trecho que se segue fez-me lembrar alguns empresários de PMEs que aprenderam esta lição há uns anos:

"Randy also instilled in us a sense of ownership by finding ways to demonstrate his faith in our judgment.

"You okay if I get out of here a little early?" he'd ask, tossing me the keys to the front door. As a twenty-two-year-old, I was thrilled to be left in charge. If the boss was gone, then I was the boss-which is why I worked harder when Randy was gone than when he was there.

More important, I never forgot how much his trust meant to me, which is why developing a sense of ownership in the people who worked for me would become a priority for me as soon as I was the one tossing the keys."

Um momento de silêncio pelas PMEs que este estudo revela:

"a "cult" is what people who work for companies that haven't invested enough in their cultures tend to call the companies that have."

Paro aqui porque a próxima citação merece um postal isolado. 

Trechos retirados de "Unreasonable hospitality: the remarkable power of giving people more than they expect" de Will Guidara.

Parte I.

Os efeitos da liberdade e do empowerment

"In most organizations, the decision-making freedoms of frontline employees are highly circumscribed. Sales reps, call center staff, office managers, and assembly line workers are usually trussed up in tangle of top-down policies, “best practices,” and standard operating procedures. Yet it’s impossible to build a highly adaptable organization without first expanding the scope of employee freedom. To create an organization that’s adaptable and innovative, people need the freedom to challenge precedent, to “waste” time, to go outside of channels, to experiment, to take risks and to follow their passions."
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Aconselho a leitura deste artigo sobre a experiência realizada pelo Bank of New Zealand.
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Por exemplo, como é que o controlo central poderia gerar esta acomodação às necessidades dos clientes?
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"In Takapuna, a tiny Auckland suburb, BNZ became the first bank to open on Sunday mornings. This allowed the store to serve the thousands of customers who flocked in to the local farmers’ market. In South Island ski towns, store managers opted to stay open until late in the evening, so skiers could attend to their banking needs after a full day on the slopes. Within city centers, many store managers chose to synchronize their schedules with nearby retailers, rather than to keep bankers’ hours. Within 6 months, nearly 95% of BNZ’s 180 stores had altered their opening hours in some way"
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"“It’s amazing,” says Blair. “If you get head office out of the way and give people accurate data about their performance, they quickly figure out that its good to be open when there’s money to be made!”
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Reparem na conjugação dos três parâmetros: incentivos, liberdade/autonomia e dados!!!
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"At BNZ, store employees have the incentives, the data, and the freedom that are typical of a small business owner. As a result, most regard themselves as more than mere clock-punchers; they’re folks who have a real stake in a real business—and they run it as if it was their own."
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