Film de exceptie: Sapte suflete (Seven Pounds)

E adanc, e cu mesaj (mergeti sa-l vedeti pentru a afla mesajul :-)), e jucat bine. A fost printre putinele filme la care, la final, oamenii au plecat din sala de cinema in liniste. Unii stergandu-si pe furis cate o lacrima, altii incercand sa para relaxati desi se vedea pe fata lor ca erau ingandurati.

Daca aveti nevoie de o „meditatie” despre „a darui”, filmul e o ocazie excelenta.

Calificare ratata sau altceva?

Dupa al doilea meci al nationalei de fotbal, mi s-a confirmat raspunsul la intrebarea: de ce joaca atat de prost ai nostri?
E simplu: nationala noastra arata cum suntem noi acum ca natie.
Adica:

  • Haosul din teren imi arata lipsa de identitate nationala (va place sau nu, dar dupa 20 de ani noi inca nu avem o identitate)
  • Acelasi antrenor de 10 ani, contestat si demonstrand ca nu mai produce rezultate imi arata un corespondent intr-o clasa politica neschimbata, fara dorinta de a produce performanta si incercand sa justifice incompetenta in loc sa gaseasca solutii
  • Baza echipei este din aceiasi jucatori cu nume, odinioara foarte buni dar acum obositi sau imbatraniti se vede la nivel de executiv, unde avem in actualul guvern unii dintre fostii ministri care nu au confirmat atunci ca sunt competenti si nu am motive sa cred ca acum ar fi altfel
  • Stategia de calificare din ultimele meciuri era bazata in mare parte pe jocul altora (sa vedem ce fac ceilalti, poate ne dau sanse mai multe), cu sperante pana in ultimul minut. Imi suna cunosctut in termeni de tipar cultural romanesc: „las ca merge si asa”, „platim impozitele pe ultima suta de metri”, „ne uitam la altii sa vedem ce fac ei in loc de ne uitam la noi cum putem fi mai buni”

In esenta, nationala de acum arata ca Romania de acum: pe marginea prapastiei. Piturca are sanse sa nu fie schimbat, atata vreme cat Mircea Sandu este acolo. La fel, in clasa politica avem cam aceiasi politicieni care decit pentru mediul de afaceri: oameni care au avut putina expunere la mediul de business sau au facut afaceri dubioase decid despre care sunt regulile jocului in mediul de business unde managerii sunt obisnuiti cu alte principii.

Cel mai socant este sa vad ca oameni banuiti de coruptie, care au avut afaceri suspicioase sau au facut bani aproape peste noapte sunt in pozitia de a decide despre cum sa faca afaceri manageri pentru care conteaza principiile sanatoase de business (si care nu le sunt cunoscute unora dintre actualii decidenti). Cum sa iasa lucruri bune din mintea unui om care nu a avut in viata lui o firma sau nu a fost manager? Cum sa inteleaga el ce e aia performanta si satisfactie? Pur si simplu aceste notiuni nu intra in mintea lui. Prin urmare, nici sistemele pe care el le va grea – ca membru al legislativului sau executivului – nu vor ingloba asemenea principii.

Revenind la nationala/natia noastra, convingerea mea este ca la fotbal e nevoie de o schimbare totala: un antrenor nou (poate debutant ca antrenor de echipa nationala) si o echipa noua, fara vedetele deja obisnuite. Dar… inainte de a se apuca de lucru, ar trebui sa decida cine vrea sa fie nationala respectiva. Pentru ce vrea ea sa fie cunoscuta in lumea fotbalului. Dincolo de obiective, de calificari etc.

Similar, intrebarea cheie in acest moment mi se pare a fi: care vrem sa fie identitatea noastra? Cine vrem noi sa fim? Pentru ce vrem sa fim cunoscuti in lume? Ce vrem sa se spuna despre romani? Revolutia ne-a dat ocazia sa stergem cu buretele peste minima identitate creata sub comunism insa nu am pus nimic in loc. Am lasat loc haosului si nimeni, nici un politician nu a avut curajul sa provoace recrearea identitatii nationale, pentru un simplu motiv: avea nevoie sa isi asigure banii de trait dupa ce lasa mandatul altora. Prin urmare, foarte multi politicieni si guvernanti lucrau intr-un cadru de referinta pe termen scurt: sa fac bani pentru mine in acest mandat, ca cine stie ce se intampla dupa…

Cred ca un prim pas in recrearea identitatii noastre este sa eliminam gandirea pe termen scurt, foarte gaunoasa si care nu produce decat gunoaie. Uitati-va in Bucuresti la majoritatea soferilor care demonstreaza din plin gandirea pe termen scurt: intr-o intersectie, invariabil, orice sofer va avansa pana aproape de bara masinii din fata, fara sa se gandeasca la faptul ca astfel blocheaza accesul altora. Pentru el nu exista decat acel minim prezent de a castiga lupta cu el insusi: am mai avansat un metru, sunt la coada, nu s-a bagat nimeni in fata. Restul nu conteaza. Asta cred ca e acum cea mai mare problema culturala, izvorata evident din tendinta hipercompetitiva dezvoltata in spatiul mioritic postrevolutionar si eliberat de orice constrangeri si reguli.

Oameni buni, hadeti sa schimbam ceva in tara asta, ca ne ducem dracului toti.

Vorba lui Vadim Vîjeu: „Speranta moare ultima, dar nationala a murit inaintea sperantei”.

Atlas de mitocanie urbana

Exceptionala campania Radio Guerilla cu numele de mai sus. Sustin campania si va invit sa ascultati descrierile aici: www.radioguerrilla.ro/antimitocanie/atlas.php

17 martie: Human Invest a implinit 10 ani

Ma bucur, desi acum 10 ani nu eram in firma. Ma bucur de parca as fi fost unul dintre fondatori. Ma bucur de parca Human Invest ar fi parte din mine, desi voi implini luna viitoare doar 6 ani de apartenenta la firma. Cel mai mult insa ma bucura faptul ca cei 10 ani nu au trecut intr-o doara. Am reusit sa facem business, am reusit sa ne facem un nume, sa fim recunoscuti ca una dintre primele 5 firme de training din Romania. Si anul aceasta am fost si premiati pentru unul dintre programele noastre.

Coincidenta sau nu, tot in 17 martie este si sarbatoarea nationala a Irlandei: St. Patrick’s Day. Si ce poti face in aceasta zi, de bucurie? Sa bei un Guiness. Asadar, in cinstea tuturor colegilor mei, care au muncit de le-au sarit capacele si in cinstea tuturor irlandezilor care astazi se bucura sa ziua lor: La multi ani! sau, cum ar zice irlandezii, La-breithe mhaith agat!

Mesaj despre criza, de la un prieten si mentor: Alain Cardon

Dear friends
I usually send a newsletter to tell you about me.  This one is to share a few observations and reflections.  I hope you will find it useful food for thought.

About the crisis in Romania
On this trip to Romania, I have been struck by the number of times I have heard leaders and managers pronounce the word “crisis” to describe the present economic situation.  Indeed, it seems almost socially fashionable for the whole Romanian population to have long discouraged discussions on the subject.

Note that along with the use of this word comes a commonly accepted frame of reference: the present situation is perceived as temporary.  When it will be over, all will come back to normal, that is to say: to what life was before the crash.
 
Consequently, a large number of people are bracing to wait out the crisis, hoping it will be short. Some self appointed futurologists are reinforcing this idea by announcing probable dates, such as 2010, maybe early 2011.
 
For organizations to survive through this period, the main fatalistic financial strategy is very logically first to cut all expenses that are not perceived as productive, second to downsize production.  When times are good, spend in marketing and hire personnel.  When times are hard, cut all unnecessary expenses and fire. To be sure and for lack of real leadership, that must be the pinnacle of current strategy.

This is not a crisis but an adjustment
Imagine, however, that the business environment in Romania will not shortly return to what it was.  Consider that the presently perceived temporary crisis is really a permanent adjustment to the larger European and global economic environment. Envision that all the market segments that have grown by over 20% yearly to rapidly boost Romania towards consumer maturity will never again develop in the same exceptional proportions.

This alternative frame of reference may drive individuals and organizations to radically reconsider their present strategy consisting in cutting costs and just waiting it out, hoping for the best.
 
If one chooses to believe that things will never be the same again and that the future will be completely different, then it is urgent to make courageous decisions and take action without delay.

Consequences for leaders and managers
Preparing for a deeper transition in the present economic situation calls for a completely different type of leadership and management style.  When the market grows by double or triple digits yearly, basic management decisions are the rule.  Invest heavily in every possible direction to occupy the terrain, develop visibility through intensive marketing and pacify your personnel with lavish spending.  Indeed, employees will be reasonably happy if they can personally benefit from the booming economy with a regular substantial increase in their personal lifestyle.

Exceptional growth in recent years has permitted a large number of quick promotions, a huge surge in per capita income and the creation of a consequential middle and upper class.  Anyone with reasonable expertise is now enjoying a managerial or executive position.  This miracle has been achieved within a decade thanks to the booming Romanian economy.

Note however, that a large number of people holding relatively important leadership and managerial positions have achieved professional success by simply surfing on the market and not making too many mistakes.  If nine percent growth has placed Romania in the first ranks of western developing countries, it has also lulled a large number of leaders and managers to believe their behavior was responsible for their organization’s success in the market’s natural expansion.
 
Reinforced by these relatively extraoerdinary results, numerous are the leaders who have developed a very satisfied, individualist, sometime autocratic and oftentimes arrogant management style.  They may sometimes rather be perceived as having developed an attitude.

Organization culture consequences
The consequence in terms of management culture can be observed in numerous companies today.  In the recent past, the best way to get an easy promotion was to develop personal career-oriented strategies: Always agree with your leaders and show evident signs that you admire them, never propose contradiction, avoid taking any original and successful initiative that may be interpreted as a threat to your environment, don’t take risks, hide mistakes and do not communicate bad news.  In other words, lay low and reinforce management and executive egos.

As a result, numerous Romanian executive teams and top management have lost contact with what their employees really think.  Worse, they often don’t even care.  In numerous Romanian and multinational companies, one can perceive a deep schism separating upper management from their employees.  This state of affairs may in fact be the real present crisis.

Urgent solutions
Leadership and top management urgently need to re-establish communication channels with their personnel to reinstate their company’s social contract.  To do this, executives must rapidly develop their people skills.  They need to learn to work together rather than agains each other.  They need to develop respect for each other, for their managers and for all their employees to start tapping the unused, dormant potential within their organizations.
 
Today, it is no longer possible to display an attitude resting on the illusion that organizational success is the sole result of financial decisions made by a CEO.  The whole organization needs to be collaborating and re-geared to ensure future collective success.

Executives first and then their managers also must start to really listen to their people.  That means they have to stop pretending they have all the solutions and alone know what needs to be done to face a very uncertain present and a radically different future.  Developing basic communication skills and the capacity to establish respectful relationships with the personnel is an urgent necessity.

If we believe that we are not going through a temporary crisis but that we must permanently adjust to a new global reality, then urgent operational decisions must be made and precise action must be implemented.  The focus cannot only be financial and this calls for new priorities and competencies in the decision-making process of executive teams.

All HR strategies previously geared to spending money to pacify personnel and middle management must be redirected to helping them focus on increasing quality, developing effectiveness and delivering measurable results.  Management must also learn new competencies.  Rather than favor individual career-oriented relational strategies, it needs to develop more performing teamwork and collective performance focused on achieving measurable results.  Beyond reinforcing individualistic strategies, learning how to manage and develop teams is the key to success on the future markets.

Training and coaching
Presently, the training profession is also going through a very difficult period.  Lavish leadership roll-out programs focused on delivering leader-chic principles are being cancelled.  It seems they are suddenly perceived as unnecessary expenses that have created very little measurable added value.  Probably, training needs to be redesigned to very practically help develop everyday individual and collective behavior aimed at increasing operational results.

Interestingly, in this transition period, there is one profession that appears to be booming.  Coaches who are well trained in accompanying individual and collective clients towards making the necessary urgent decisions to achieve measurable results are suddenly in excessive demand.  Some of them are even fully booked. 

That may be an indication that some have understood that the current situation signals a coming fundamental shift in the Romanian economic environment if not in the society as a whole.

I do hope that this transition is good news for you.
Alain

 

Check out one of his websites, depending on the language you prefer.

ALAIN CARDON, MCC
Master Certified Coach (ICF)
Executive & Team Coaching
alain.cardon@gmail.com
www.metasysteme.fr   (francais)
www.metasysteme.eu  (English)
www.metasysteme-coaching.ro  (Romanian)
 

Va fi sau nu va fi mai rau in primavara lui 2009?

De la Eugen Ovidiu Chirovici citire, care printre altele este si Marele Maestru al Marii Loji Masonice Romane, un articol interesant in Bloombiz.

Iarna demografica

E trist, oameni buni, e trist…