TED@BCG San Francisco
Roselinde Torres: What it takes to be a great leader
Roselinde Torres: Što je potrebno da bi bili dobar vođa
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Danas postoji mnogo programa za razvoj umijeća vođenja, od jednodnevnih radionica do treninga u poduzećima. Velike su šanse da su oni beskorisni. U ovom jasnom i otvorenom govoru Roselinde Torres opisuje kako je tijekom 25 godina analizirala velike vođe u praksi i izdvaja tri jednostavna, a važna pitanja koja svatko tko želi biti na čelu neke organizacije mora postaviti sebi ako želi uspjeti.
Roselinde Torres - Leadership expert
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
Double-click the English transcript below to play the video.
00:13
What makes a great leader today?
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Što čini dobrog vođu danas?
00:17
Many of us carry this image
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Mnogi od nas u glavi imaju sliku
00:19
of this all-knowing superhero
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sveznajućeg super heroja
00:23
who stands and commands
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koji stoji, zapovijeda
00:25
and protects his followers.
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i štiti svoje sljedbenike.
00:29
But that's kind of an image from another time,
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To je slika iz davnih vremena,
00:33
and what's also outdated
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a ono što je također zastarjelo
00:35
are the leadership development programs
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su i programi za
razvoj rukovoditelja i vođa
razvoj rukovoditelja i vođa
00:38
that are based on success models
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zasnovani na modelu uspjeha
00:40
for a world that was, not a world that is
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u svijetu koji je nekad postojao, a
ne u svijetu
ne u svijetu
00:44
or that is coming.
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kakav je danas ili kakav će postati.
00:46
We conducted a study of 4,000 companies,
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Ispitivali smo 4.000 poduzeća
00:51
and we asked them, let's see the effectiveness
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i proučavali učinkovitost
00:54
of your leadership development programs.
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njihovih programa za razvoj
rukovoditelja.
rukovoditelja.
00:56
Fifty-eight percent of the companies
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58% poduzeća navelo je da imaju
00:59
cited significant talent gaps
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velik manjak ljudi
01:01
for critical leadership roles.
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sposobnih za kritične rukovoditeljske
funkcije.
funkcije.
01:03
That means that despite
corporate training programs,
corporate training programs,
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To znači da, usprkos treninzima u
poduzećima,
poduzećima,
01:07
off-sites, assessments, coaching, all of these things,
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na terenu, procjenama, podukama,
svemu tome,
svemu tome,
01:11
more than half the companies
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više od polovice poduzeća
01:13
had failed to grow enough great leaders.
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nije uspjelo stvoriti dovoljan broj dobrih
rukovoditelja.
rukovoditelja.
01:18
You may be asking yourself,
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I vi sebi možete postaviti pitanje:
01:20
is my company helping me to prepare
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Priprema li me moje poduzeće za
01:23
to be a great 21st-century leader?
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velikog rukovoditelja 21. stoljeća?
01:26
The odds are, probably not.
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Velike su šanse da ne priprema.
01:29
Now, I've spent 25 years of my professional life
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Provela sam 25 godina profesionalnog
života
života
01:34
observing what makes great leaders.
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proučavajući što čini dobrog
rukovoditelja?
rukovoditelja?
01:37
I've worked inside Fortune 500 companies,
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Radila sam s poduzećima s Fortune 500
liste
liste
01:39
I've advised over 200 CEOs,
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savjetovala sam više od 200 CEO-a
01:42
and I've cultivated more leadership pipelines
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i radila na više procesa za stvaranje
novih rukovoditelja
novih rukovoditelja
01:44
than you can imagine.
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nego možete zamisliti.
01:47
But a few years ago, I noticed a disturbing trend
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Međutim, prije nekoliko sam godina
primijetila zabrinjavajući trend
primijetila zabrinjavajući trend
01:51
in leadership preparation.
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u pripremanju rukovoditelja.
01:54
I noticed that, despite all the efforts,
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Primijetila sam da bez obzira na sav trud,
01:58
there were familiar stories that kept resurfacing
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postoje priče o pojedincima koje
02:01
about individuals.
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su se stalno ponavljale.
02:03
One story was about Chris,
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Jedna je bila o Chrisu,
02:06
a high-potential, superstar leader
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omiljenom rukovoditelju velikog
potencijala,
potencijala,
02:09
who moves to a new unit and fails,
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koji je prešao u drugi odjel i podbacio,
02:12
destroying unrecoverable value.
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nepovratno uništivši ugled.
02:15
And then there were stories like Sidney, the CEO,
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Bilo je i priča poput ove o Sidney, CEO,
02:19
who was so frustrated
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toliko frustriranoj
02:20
because her company is cited
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jer je njeno poduzeće glasilo za
02:22
as a best company for leaders,
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najbolje za razvoj rukovoditelja,
02:25
but only one of the top 50 leaders is equipped
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a samo je jedan od 50 najboljih sposoban
02:29
to lead their crucial initiatives.
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predvoditi njihove najvažnije inicijative.
02:31
And then there were stories
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Zatim imamo priče
02:33
like the senior leadership team
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o višem rukovoditeljskom timu
02:36
of a once-thriving business
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u nekada uspješnom poslovanju
02:38
that's surprised by a market shift,
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koji je, iznenađen promjenama na tržištu,
02:41
finds itself having to force the company
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doveo sebe u situaciju da odlučuje o
02:44
to reduce its size in half
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otpuštanju polovice radnika
02:46
or go out of business.
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ili prestanku poslovanja.
02:49
Now, these recurring stories
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Ove priče koje se stalno ponavljaju
02:52
cause me to ask two questions.
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navele su me da postavim dva pitanja.
02:54
Why are the leadership gaps widening
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Zašto su praznine u rukovođenju sve veće
02:57
when there's so much more investment
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kada se sve više ulaže
02:59
in leadership development?
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u njegov razvoj?
03:01
And what are the great leaders doing
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I, što veliki rukovoditelji rade drugačije,
03:04
distinctly different to thrive and grow?
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a zbog toga su sve uspješniji?
03:08
One of the things that I did,
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Jedna od stvari koje sam napravila je,
03:11
I was so consumed by these questions
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jer su me ova pitanja toliko mučila
03:13
and also frustrated by those stories,
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i ove priče me toliko frustrirale,
03:16
that I left my job
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da sam napustila posao,
03:19
so that I could study this full time,
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kako bih mogla svo vrijeme proučavati
problem.
problem.
03:21
and I took a year to travel
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Putovala sam godinu dana
03:24
to different parts of the world
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u razne dijelove svijeta
03:26
to learn about effective and ineffective
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i proučavala uspješne i neuspješne
03:28
leadership practices in companies,
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rukovoditeljske prakse u poduzećima,
03:31
countries and nonprofit organizations.
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državama i neprofitnim organizacijama.
03:34
And so I did things like travel to South Africa,
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tako sam npr. otputovala u Južnu Afriku,
03:38
where I had an opportunity to understand
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gdje sam imala priliku shvatiti kako je
03:41
how Nelson Mandela was ahead of his time
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Nelson Mendela bio ispred svog vremena
03:43
in anticipating and navigating
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u predviđanju i upravljanju svojim
03:45
his political, social and economic context.
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političkim, društvenim i ekonomskim
kontekstom.
kontekstom.
03:48
I also met a number of nonprofit leaders
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Također sam upoznala puno rukovoditelja
neprofitnih organizacija
neprofitnih organizacija
03:51
who, despite very limited financial resources,
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koji su, usprkos nedovoljnim sredstvima,
03:55
were making a huge impact in the world,
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imali veliki utjecaj u svijetu,
03:58
often bringing together seeming adversaries.
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često okupljajući naizgled ljute
protivnike.
protivnike.
04:02
And I spent countless hours in presidential libraries
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Provodila sam sate i sate u knjižnicama
04:07
trying to understand how the environment
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pokušavajući shvatiti koliko je sredina
04:10
had shaped the leaders,
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utjecala na rukovoditelje
04:11
the moves that they made,
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i njihove poteze
04:12
and then the impact of those moves
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a zatim i utjecaj tih poteza
04:14
beyond their tenure.
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izvan njihovih radnih mjesta.
04:17
And then, when I returned to work full time,
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A onda, kada sam ponovo počela raditi,
04:20
in this role, I joined with wonderful colleagues
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u ovoj ulozi, udružila sam se s divnim
suradnicima
suradnicima
04:23
who were also interested in these questions.
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koje je, također, zanimao ovaj problem.
04:27
Now, from all this, I distilled
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Iz svega ovoga, izdvojila sam
04:30
the characteristics of leaders who are thriving
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karakteristike uspješnih rukovoditelja,
04:34
and what they do differently,
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ono rade drugačije,
04:35
and then I also distilled
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kao i
04:38
the preparation practices that enable people
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prakse koje te ljude pripremaju i
04:41
to grow to their potential.
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omogućuju im nadogradnju potencijala.
04:43
I want to share some of those with you now.
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Podijelila bih nešto od toga sa vama.
04:45
("What makes a great leader in the 21st century?")
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("Što čini dobrog rukovoditelja
21. stoljeća?")
21. stoljeća?")
04:47
In a 21st-century world, which is more global,
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U svijetu 21. stoljeća, koji je globalan,
04:51
digitally enabled and transparent,
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digitaliziran i transparentan,
04:53
with faster speeds of information
flow and innovation,
flow and innovation,
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s velikom brzinom protoka informacija
i inovacijama,
i inovacijama,
04:57
and where nothing big gets done
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gdje se ništa značajno ne može završiti
04:59
without some kind of a complex matrix,
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bez neke vrste složene matrice,
05:02
relying on traditional development practices
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oslanjanje na tradicionalne prakse razvoja
05:06
will stunt your growth as a leader.
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onemogućit će vaš rukovoditeljski napredak.
05:09
In fact, traditional assessments
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Zapravo, tradicionalne procjene,
05:11
like narrow 360 surveys or
outdated performance criteria
outdated performance criteria
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poput "360 stupnjeva"
ili zastarjeli kriteriji učinka,
ili zastarjeli kriteriji učinka,
05:16
will give you false positives,
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će vam dati lažne pozitivne rezultate,
05:18
lulling you into thinking that you are more prepared
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i vi ćete se opustiti, misleći da ste
05:21
than you really are.
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pripremljeniji nego zapravo jeste.
05:23
Leadership in the 21st century is defined
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Vodstvo u 21. stoljeću je definirano
05:27
and evidenced by three questions.
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i dokazano trima pitanjima.
05:30
Where are you looking
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Na koji način ćete
05:32
to anticipate the next change
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predvidjeti narednu promjenu
05:35
to your business model or your life?
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u svom poslovanju ili životu?
05:38
The answer to this question is on your calendar.
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Odgovor na ovo pitanje nalazi se u
vašem kalendaru.
vašem kalendaru.
05:43
Who are you spending time with? On what topics?
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S kim provodite vrijeme?
O kojim temama razgovarate?
O kojim temama razgovarate?
05:47
Where are you traveling? What are you reading?
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Gdje putujete? Što čitate?
05:50
And then how are you distilling this
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Na koji način proćišćavate informacije
05:51
into understanding potential discontinuities,
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i prepoznajete potencijalna odstupanja,
05:55
and then making a decision to do something
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i zatim donosite odluke da napravite nešto
05:57
right now so that you're prepared and ready?
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upravo sada i budete pripremljeni
i spremni?
i spremni?
06:02
There's a leadership team that does a practice
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Postoji tim rukovoditelja koji prakticira
06:05
where they bring together each member
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okupljati svoje članove kako bi
06:08
collecting, here are trends that impact me,
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predstavili trendove koji utječu na njih
06:10
here are trends that impact another team member,
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ili na ostale članove tima
06:13
and they share these,
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te tako dijele znanje
06:14
and then make decisions,
to course-correct a strategy
to course-correct a strategy
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i tada donose odluke kojima ispravljaju
postojeće strategije
postojeće strategije
06:17
or to anticipate a new move.
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ili predviđaju nove poteze.
06:20
Great leaders are not head-down.
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Veliki rukovoditelji hodaju uzdignute
glave.
glave.
06:23
They see around corners,
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Vide iza ugla,
06:26
shaping their future, not just reacting to it.
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oblikuju budućnost, umjesto da samo na
nju reagiraju.
nju reagiraju.
06:29
The second question is,
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Drugo pitanje je,
06:31
what is the diversity measure
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kolika je raznolikost
06:33
of your personal and professional
stakeholder network?
stakeholder network?
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vaših privatnih i poslovnih veza?
06:37
You know, we hear often about
good ol' boy networks
good ol' boy networks
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Znate, često slušamo o dobrim,
starim poslovnim vezama,
starim poslovnim vezama,
06:40
and they're certainly alive and
well in many institutions.
well in many institutions.
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one svakako još uvek postoje
u mnogim institucijama.
u mnogim institucijama.
06:44
But to some extent, we all have a network
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Iako, donekle, svatko od nas ima
poslovne veze
poslovne veze
06:46
of people that we're comfortable with.
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s osobama s kojima se o sjećamo ugodno.
06:48
So this question is about your capacity
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Pitanje se odnosi na vlastite sposobnosti
06:51
to develop relationships with people
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razvijanja veza s ljudima
06:54
that are very different than you.
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koji su različiti od nas.
06:55
And those differences can be biological,
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Te različitosti mogu biti biološke,
06:58
physical, functional, political,
cultural, socioeconomic.
cultural, socioeconomic.
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fizičke, funkcionalne, političke,
kulturne, ekonomske.
kulturne, ekonomske.
07:03
And yet, despite all these differences,
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Pa ipak, usprkos svim tim razlikama
07:07
they connect with you
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oni su povezani s nama
07:08
and they trust you enough
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i vjeruju nam dovoljno
07:10
to cooperate with you
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da surađuju s nama
07:11
in achieving a shared goal.
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u postizanju zajedničkog cilja.
07:14
Great leaders understand
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Veliki rukovoditelji razumiju
07:16
that having a more diverse network
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da je postojanje različitosti u mreži
07:19
is a source of pattern identification
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izvor za prepoznavanje obrazaca
07:23
at greater levels and also of solutions,
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na višim razinama, kao i rješenja
07:26
because you have people that are thinking
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jer imaju ljude koji misle
07:27
differently than you are.
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drugačije od njih.
07:30
Third question: are you courageous enough
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Treće pitanje: jeste li dovoljno hrabri
07:33
to abandon a practice that has
made you successful in the past?
made you successful in the past?
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da odbacite postupke koji su vas učinili
uspješnima u prošlosti?
uspješnima u prošlosti?
07:39
There's an expression: Go along to get along.
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Postoji izreka: Budi dobar sa svima.
07:43
But if you follow this advice,
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Međutim, ako poslušate ovaj savjet
07:46
chances are as a leader,
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šanse su da ćete, kao rukovoditelj,
07:49
you're going to keep doing
what's familiar and comfortable.
what's familiar and comfortable.
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i dalje raditi ono što stvara ugodu
i što vam je poznato.
i što vam je poznato.
07:53
Great leaders dare to be different.
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Veliki rukovoditelji se usude biti
drugačiji.
drugačiji.
07:56
They don't just talk about risk-taking,
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Osim što pričaju o preuzimanju
rizika
rizika
07:58
they actually do it.
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oni i preuzimaju rizik.
08:00
And one of the leaders shared with me the fact that
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Jedan od rukovoditelja mi je rekao
08:03
the most impactful development comes
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da najznačajniji razvoj dolazi onda
08:05
when you are able to build the emotional stamina
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kad postaneš emotivno jak da možeš
08:08
to withstand people telling you that your new idea
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podnijeti kad ti ljudi kažu da je
tvoja nova ideja
tvoja nova ideja
08:13
is naïve or reckless or just plain stupid.
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naivna, traljava ili jednostavno glupa.
08:17
Now interestingly, the people who will join you
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Ono što je zanimljivo je
da su ljudi koji će biti na vašoj strani
da su ljudi koji će biti na vašoj strani
08:21
are not your usual suspects in your network.
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obično oni od kojih to najmanje očekujete.
08:25
They're often people that think differently
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To su vrlo često ljudi koji razmišljaju
drugačije
drugačije
08:28
and therefore are willing to join you
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i zbog toga su vam se i spremni pridružiti
08:31
in taking a courageous leap.
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u skoku sa litice.
08:33
And it's a leap, not a step.
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A to je skok, a ne korak.
08:37
More than traditional leadership programs,
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Više nego tradicionalni programi razvoja
rukovoditelja
rukovoditelja
08:40
answering these three questions
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odgovori na ova pitanja
08:42
will determine your effectiveness
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će utvrditi jeste li sposobni
08:43
as a 21st-century leader.
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biti rukovoditelj 21. stoljeća.
08:46
So what makes a great leader in the 21st century?
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Dakle, što čini dobrog rukovoditelja u
21. stoljeću?
21. stoljeću?
08:51
I've met many, and they stand out.
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Upoznala sam mnoge i svi su iznimni.
08:54
They are women and men
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To su žene i muškarci
08:56
who are preparing themselves
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koji se pripremaju
08:58
not for the comfortable predictability of yesterday
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ne za ono što je poznato od jučer
09:01
but also for the realities of today
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već za realnost sadašnjosti
09:05
and all of those unknown possibilities of tomorrow.
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i sve one nepoznanice koje donosi sutra.
09:09
Thank you.
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Hvala vam.
09:11
(Applause)
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(Pljesak)
ABOUT THE SPEAKER
Roselinde Torres - Leadership expertBCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills.
Why you should listen
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s "people and organization" practice area, she is also the company's resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, "what innovative methods can help prepare the next generation of leaders?" and "how do we enable leaders to unlearn past modes and habits of success?"
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
Roselinde Torres | Speaker | TED.com