HR jargon makes me crazy. We have to have all these stupid acronyms that describe things that nobody understands: OKRs and PIPs. I think we can run our businesses by just talking to each other like regular human beings. We might actually get more done.
Žargon ljudskih resursa me izluđuje. Moramo imati sve ove glupe akronime koji opisuju stvari koje nitko ne razumije: OKR-ovi i PIP-ovi. Mislim da možemo voditi naše poslove da samo razgovaramo jedni s drugima kao obična ljudska bića. Zapravo bismo mogli postići više.
[The Way We Work]
[Način na koji radimo]
I really always wanted to be an HR professional, I wanted to be able to speak the language of management. And you know what I've learned after all this time? I don't think any of it matters. There's all kinds of things that we call "best practices" that aren't best practices at all. How do we know it's best? We don't measure this stuff. In fact, I've learned that "best practices" usually means copying what everybody else does. Our world is changing and evolving all the time. Here are some lessons to help you adapt.
Stvarno sam uvijek htjela biti profesionalac ljudskih resursa. Htjela sam moći govoriti jezikom menadžmenta. I znate li što sam naučila nakon toliko vremena? Mislim da ništa od toga nije važno. Postoje svakojake stvari koje zovemo "najbolje prakse", koje uopće nisu najbolje prakse. Kako znamo da je najbolja? Ne mjerimo ove stvari. Zapravo, naučila sam da "najbolje prakse" obično znači kopiranje onoga što svi ostali rade. Naš svijet se mijenja i razvija cijelo vrijeme. Evo nekih lekcija koje će vam pomoći da se prilagodite.
Lesson one: Your employees are adults. You know, we've created so many layers and so many processes and so many guidelines to keep those employees in place that we've ended up with systems that treat people like they're children. And they're not. Fully formed adults walk in the door every single day. They have rent payments, they have obligations, they're members of society, they want to create a difference in the world. So if we start with the assumption that everybody comes to work to do an amazing job, you'd be surprised what you get.
Prva lekcija: Vaši zaposlenici odrasle su osobe. Znate, stvorili smo toliko slojeva i toliko procesa i toliko smjernica da zadržimo te zaposlenike na mjestu da bismo završili sa sustavima koji tretiraju ljude kao djecu. A nisu. Potpuno obilkovane odrasle osobe uđu kroz vrata svaki dan. Moraju platiti najamninu, imaju obaveze, članovi su društva, žele promijeniti nešto u svijetu. Pa ako započnemo s pretpostavkom da svi dolaze na posao napraviti odličan posao, iznenadili biste se što biste dobili.
Lesson two: The job of management isn't to control people, it's to build great teams. When managers build great teams, here's how you know it. They've done amazing stuff. Customers are really happy. Those are the metrics that really matter. Not the metrics of: "Do you come to work on time?" "Did you take your vacation?" "Did you follow the rules?" "Did you ask for permission?"
Druga lekcija: Posao menadžmenta nije kontrolirati ljude, nego stvoriti sjajne timove. Kad menadžeri stvaraju sjajne timove, evo kako to znate. Uradili su nevjerojatne stvari. Potrošači su uistinu sretni. To su mjere koje su zapravo bitne. Ne mjerni podaci o: "Dolazite li na vrijeme na posao?" "Jeste li koristili svoj odmor?" "Jeste li slijedili pravila?" "Jeste li tražili dopuštenje?"
Lesson three: People want to do work that means something. After they do it, they should be free to move on. Careers are journeys. Nobody's going to want to do the same thing for 60 years. So the idea of keeping people for the sake of keeping them really hurts both of us. Instead, what if we created companies that were great places to be from? And everyone who leaves you becomes an ambassador for not only your product, but who you are and how you operate. And when you spread that kind of excitement throughout the world, then we make all of our companies better.
Treća lekcija: Ljudi žele obavljati posao koji znači nešto. Nakon što ga obave, trebali bi slobodno ići dalje. Karijere su putovanja. Nitko neće htjeti raditi istu stvar 60 godina. Dakle ideja o zadržavanju ljudi samo radi njihovog zadržavanja zapravo škodi i nama i njima. Umjesto toga, što ako stvorimo tvrtke koje bi bile sjajna polazna mjesta? I svi koji vas napuste postanu ambasadori ne samo za vaš proizvod, nego za to tko ste vi i kako djelujete. I kad svijetom proširite tu vrstu uzbuđenja, tada činimo sve naše tvrtke boljima.
Lesson four: Everyone in your company should understand the business. Now, based on the assumption that we've got smart adults here, the most important thing we can teach them is how our business works. When I look at companies that are moving fast, that are really innovative and that are doing amazing things with agility and speed, it's because they're collaborative. The best thing that we can do is constantly teach each other what we do, what matters to us, what we measure, what goodness looks like, so that we can all drive towards achieving the same thing.
Četvrta lekcija: Svi bi u vašoj tvrtki trebali razumijeti poslovanje. Sad, na temelju pretpostavke da ovdje imamo pametne odrasle osobe, najvažnije što ih možemo naučiti je kako naše poslovanje funkcionira. Kad pogledam tvrtke koje se brzo kreću, koje su doista inovativne i koje rade nevjerojatne stvari spretno i brzo, to je zato što surađuju. Najbolja stvar koju možemo učiniti je da stalno podučavamo jedni druge o tome što radimo, o tome što je nama važno, što mjerimo, kako dobrota izgleda, tako da svi možemo ići u smjeru postizanja iste stvari.
Lesson five: Everyone in your company should be able to handle the truth. You know why people say giving feedback is so hard? They don't practice. Let's take the annual performance review. What else do you do in your whole life that you're really good at that you only do once a year? Here's what I found: humans can hear anything if it's true. So let's rethink the word "feedback," and think about it as telling people the truth, the honest truth, about what they're doing right and what they're doing wrong, in the moment when they're doing it. That good thing you just did, whoo! That's exactly what I'm talking about. Go do that again. And people will do that again, today, three more times.
Peta lekcija: Svi bi se u vašoj tvrtki trebali znati nositi s istinom. Znate li zašto ljudi kažu da je davanje povratnih informacija tako teško? Ne vježbaju. Uzmimo godišnji pregled uspješnosti. Što još radite cijelog života da ste stvarno dobri u tome a da to radite samo jednom godišnje? Evo što sam otkrila: Ljudska bića mogu čuti bilo što ako je to istina. Dakle da ponovno razmislimo o riječima "povratne informacije," i razmislite o tome da ljudima kažete istinu, živu istinu, o tome što dobro rade i o tome što krivo rade, u trenutku kad to rade. Ta dobra stvar što si sad napravio, uu! To je to o čemu govorim. Učini to opet. I ljudi će to opet učiniti, danas, još tri puta.
Lesson six: Your company needs to live out its values. I was talking to a company not long ago, to the CEO. He was having trouble because the company was rocky and things weren't getting done on time, and he felt like things were sloppy. This also was a man who, I observed, never showed up to any meeting on time. Ever. If you're part of a leadership team, the most important thing that you can do to "uphold your values" is to live them. People can't be what they can't see. We say, "Yes, we're here for equality," and then we proudly pound our chest because we'd achieved 30 percent representation of women on an executive team. Well that's not equal, that's 30 percent.
Šesta lekcija: Vaša tvrtka treba živjeti svoje vrijednosti. Razgovarala sam s tvrtkom nedavno, s glavnim izvršnim direktorom. Imao je problema jer je tvrtka bila klimava i stvari se nisu obavljale na vrijeme i osjećao je kao da su stvari traljave. Ovo je isto bio čovjek koji, kako sam primijetila, nikad nije došao niti na jedan sastanak na vrijeme. Ikad. Ako ste dio rukovoditeljskog tima, najvažnija stvar koju možete učiniti da "podržite svoje vrijednosti" je da živite po njima. Ljudi ne mogu biti ono što ne vide. Mi kažemo, "Da, tu smo za ravnopravnost," i onda se ponosno potapšamo po prsima jer smo dostigli 30-postotnu zastupljenost žena u našem izvršnom timu. Pa to nije jednako, to je 30 posto.
Lesson seven: All start-up ideas are stupid. I spend a lot of time with start-ups, and I have a lot of friends that work in larger, more established companies. They are always pooh-poohing the companies that I work with. "That is such a stupid idea." Well, guess what: all start-up ideas are stupid. If they were reasonable, somebody else would have already been doing them.
Sedma lekcija: Sve startup ideje su glupe. Provodim dosta vremena sa startupima i imam puno prijatelja koji rade u većim, uhodanijim tvrtkama. Uvijek ismijavaju tvrtke s kojima surađujem. "To je tako glupa ideja." Pa, pogodite što: sve startup ideje jesu glupe. Da su razumne, netko drugi bi ih već ostvario.
Lesson eight: Every company needs to be excited for change. Beware of the smoke of nostalgia. If you find yourself saying, "Remember the way it used to be?" I want you to shift your thinking to say, "Think about the way it's going to be." If I had a dream company, I would walk in the door and I would say, "Everything's changed, all bets are off. We were running as fast as we can to the right, and now we'll take a hard left." And everybody would go "Yes!" It's a pretty exciting world out there, and it's changing all the time. The more we embrace it and get excited about it, the more fun we're going to have.
Osma lekcija: Svaka tvrtka bi trebala biti uzbuđena zbog promjene. Čuvajte se dima nostalgije. Ako se uhvatite da kažete, "Sjećate li se kako je nekada bilo?" Želim da preusmjerite vaše razmišljanje i da kažete, "Razmislite o tome kako će to biti." Da imam tvrtku iz snova, ušla bih kroz vrata i rekla, "Sve se promijenilo, sve pada u vodu. Trčali smo što smo brže mogli udesno i sad ćemo skrenuti naglo ulijevo." I svi bi rekli "Da!". Vani se nalazi prilično uzbudljiv svijet i cijelo vrijeme se mijenja. Što ga više prigrlimo i budemo oduševljeni time, više ćemo se zabavljati.