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 da imamo sve te glupe akronime koji opisuju stvari koje niko ne razume, kao što su OKR i PIP. Misilm da možemo da vodimo poslove ako pričamo jedni sa drugima kao normalna živa bića. Možda ćemo zapravo i obaviti 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.
Oduvek sam zaista želela da budem stručnjak za ljudske resurse i da mogu da govorim jezikom menadžmenta. I znate šta sam naučila nakon sveg ovog vremena? Mislim da ništa od toga nije važno. Postoje razne stvari koje zovemo „najbolja praksa“, a koje uopšte to nisu. Kako znamo da je to najbolje? Mi ne merimo ove stvari. U stvari, naučila sam da „najbolja praksa“ uglavnom znači kopiranje onoga što svi ostali rade. Naš svet se stalno menja i evoluira. Evo nekih lekcija da vam pomognu u adaptaciji.
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 zaposleni su odrasli. Znate, stvorili smo toliko slojeva, toliko procesa i toliko uputstava kako bismo zauzdali zaposlene, da smo stigli do sistema koji tretira ljude kao da su deca. A nisu. Odrasle osobe nam dolaze na vrata svakog dana. Oni imaju stanarine, obaveze, članovi su društva, žele da naprave promene u društvu. Pa, ako pretpostavimo da svi dolaze na posao da bi ga sjajno obavljali, bili bismo iznenađeni rezultatima.
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 da kontroliše ljude, nego da stvori sjajne timove. Evo kako znate kada menadžeri naprave sjajne timove. Oni rade neverovatne stvari. Klijenti su stvarno srećni. To su pokazatelji koji su zaista važni. A ne: „Da li dolazite na posao na vreme?“ „Da li ste uzeli godišnji?“ „Da li ste pratili pravila?“ „Da li ste tražili dozvolu?“
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 da rade posao koji nešto znači. Nakon što ga obave, trebalo bi da nastave dalje. Karijere su putovanja. Niko neće želeti da radi istu stvar 60 godina. To što držimo ljude samo da bismo ih zadržali škodi i jednima i drugima. Umesto toga, šta ako bismo stvorili firme koje su bile sjajna bivša radna mesta? I svi koji vas napuste postanu ambasadori ne samo vašeg proizvoda, već i onoga ko ste i kako radite. A kada proširite takav entuzijazam svetom, onda će nam sve firme biti bolje.
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 u vašoj firmi treba da razumeju posao. Uz pretpostavku da ovde imamo pametne odrasle, najvažnija stvar kojom ih možemo naučiti je kako naš posao funkcioniše. Kada pogledam kompanije koje brzo napreduju, koje su zaista inovativne i koje spretno i brzo prave sjajne stvari, sve je to zato što sarađuju. Najbolja stvar koju možemo uraditi je da stalno učimo jedni druge šta radimo, šta nam je važno, šta merimo, kako kvalitet izgleda, kako bismo svi išli ka ostvarenju istog cilja.
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 u vašoj kompaniji bi trebalo da mogu da podnesu istinu. Znate zašto ljudi kažu da je teško dati povratnu informaciju? Zato što ne vežbaju. Hajde da napravimo godišnji pregled učinka. Šta još u čemu ste baš dobri radite u životu samo jednom godišnje? Evo šta sam saznala: ljudi mogu čuti sve što je istinito. Hajde da preispitamo šta je povratna informacija, i da treba ljudima da kažemo istinu, iskreno, o tome šta rade kako treba, a šta kako ne treba, u trenutku kada to rade. Ta dobra stvar koju si upravo uradio, uu! To je upravo ono o čemu govorim. Hajde to ponovo uradi. I ljudi će ponovo to uraditi, 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 kompanija mora da bude u skladu sa svojim vrednostima. Nedavno sam razgovarala sa direktorom jedne kompanije. On je imao problema jer je kompanija bila nestabilna, stvari se nisu završavale na vreme, i imao je osećaj da je sve aljkavo. Ovo je bio i čovek koji, kako sam primetila, nikada nije dolazio na sastanak na vreme. Nikada. Ako ste deo rukovodstva, najvažnija stvar koju možete da uradite da „očuvate svoje vrednosti“ je da živite u skladu sa njima. Ljudi ne mogu biti ono što ne vide. Kažemo: „Ovde smo zbog jednakosti,“ i onda se ponosno udaramo u grudi jer smo ostvarili 30 procenata zastupljenosti žena u izvršnom timu. E pa, to nije jednakost, već 30 procenata.
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 ideje za start-ap su glupe. Provela sam dosta vremena u start-ap kompanijama, a imam i mnogo prijatelja koji rade u većim, ostvarenijim kompanijama. Oni uvek omalovažavaju kompanije sa kojima ja radim. „To je tako glupa ideja.“ E pa, znate šta: sve start-ap ideje su glupe. Da su razumne, neko drugi bi ih već iskoristio.
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 kompanija mora da bude uzbuđena zbog promene. Čuvajte se nostalgije. Ako zateknete sebe kako govorite: „Sećate se kako je pre bilo?“ želim da promenite razmišljanje u: „Mislite o tome kako će da bude.“ Da imam kompaniju iz snova, pojavila bih se na vratima i rekla; „Sve se menja, ništa nije sigurno. Trčali smo najbrže moguće udesno, a sada ćemo naglo ulevo.“ I svi bi rekli: „To!" Svet je poprilično zanimljiv, i stalno se menja. Što više ga prihvatimo i oduševljavamo se njime, više ćemo se zabaviti.