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Jelena Šribar: Zablude u karijeri

Jelena Šribar, HR direktorka, Mercator-S

Poziv da napišem ovaj tekst podsetio me je da se karijerom teorijski i praktično bavim tačno 18 godina, karijera i ja slavimo punoletstvo! Podeliću svoja razmišljanja ne samo iz iskustava na svojoj koži, već i brojnih primera koleginica i kolega sa kojima sam, bivajući u HRu, imala čast da radim zajedno. Trudila sam se da, prateći čitalačku publiku ovog časopisa, malo i isprovociram.

Zabluda 1: Zauvek ovde  

Dostigli smo poziciju koju smo želeli i sad da se opustimo. Jedino gore od toga da si u timu nekoga ko planira da je tu gde je zauvek – jeste biti sama ta osoba. Zar nije divno poznavati sve aspekte posla, tim uigran, sve ide po planu – opustimo se i uživajmo? Jeste, ali nikad ne traje zauvek. Jednom davno mi je jedan kolega kazao „Ne razumem gde to ljudi žure u karijeri, pa mi treba da radimo do penzije više godina nego što do sad imamo godina života, neće nam ništa pobeći“.

Autor fotografije: Ivana Smiljanić
Autor fotografije: Ivana Smiljanić

Ovde bih se fokusirala na suprotan fenomen: na menadžere koji sami sebe „ušećere“ i svoje najproduktivnije godine (a to su godine čitavog našeg odraslog doba!) provode grčevito se držeći svojih pozicija. Pa gde bih uopšte, ovde su mi dobri uslovi, drugde bi mi bilo još gore i slični argumenti. Od lidera se očekuje da su inspirativni, najinspirativniji ljudi koje sam upoznala prihvatali su da ništa nije zauvek. Ako nas dozivaju neki naši unutrašnji pozivi probajmo da ih ne ućutkujemo navikom i strahovima. Oštrica koja se ne brusi tupi, ako mi toga baš i nismo svesni – okolina će svakako biti.

 

Savet: Kao što su nas raznorazne promene i srećne okolnosti dovele baš tu gde smo (odvojmo koji minut da se prisetimo koje su to prilike bile baš u našem konkretnom slučaju) za očekivati je da će nas neke nove plime opet izmestiti u nepoznato – nemojmo se skrivati, otvorimo im se.

 

 

Zabluda 2: Zauvek u napadu  

 

Napreduju ljudi koji su prodorni, uviđaju šta nije dobro i ne boje se da svoje kritike i predloge iznesu menadžmentu. Promene ne pokreće samo snaga argumentacije, već i borben stav. Na juniorskim i pozicijama srednjeg menadžmenta taj kritizerski, “cocky”, prpošan stav, posebno kod godinama mladih ljudi često se izjednačava sa potencijalom za dalje napredovanje – često ispravno. Na seniorskim, top menadžerskim pozicijama neophodno je nešto novo: ne biti više neko ko stalno napada način rada kompanije, već preći u njenu odbranu. Kad dođeš na vrh nema se više ko napadati, realnost zavisi od tebe. Frustrirani top menadžeri često su frustrirani upravo time, pa nastavljaju sa napadima i iznalaženjem razloga za nezadovoljstvo, napadi se usmeravaju na druge direktore ili se takmiče sa članovima svog sopstvenog tima. To znači da  ne prepoznaju da su sada u redovima od kojih se primarno očekuje da su podrška, da organizaciji i njenim ljudima pružaju osećaj sigurnosti i optimizam, da donose harmoniju. Kao lideri i treba da iniciramo promene – to je apsolutno tačno i za to smo najčešće i plaćeni, ali način na koji te promene pokrećemo mora evoluirati kako evoluira i naša karijera.

 

Savet: Nastavimo da budemo prodorni – samo tu prodornost okrenimo na drugu stranu i iz pozadine propustimo u prve redove borbe “neke nove klince”, perjanice novih napada.

 

 

Zabluda 3: Zauvek jaki   

 

Doći do rukovodećih pozicija nikada nije lako, iziskuje ne samo talenat i naporan rad, već i hrabrost da se nosimo sa sve većom i većom odgovornošću. Na tom putu se i ogrubi. Potrebna je posebna vrsta hrabrosti da se usput ne izgubimo, da ostanemo autentični i u miru sami sa sobom. Biti u miru sa sobom znači da prihvatamo i ono što sebi zameramo i ne sviđa nam se, naše raznorazne slabosti. I deca znaju da niko nije uvek jak, superheroji se vole zbog mana i problema koje imaju, pa zašto da sebe i svoje koleginice i kolege pokušavamo da u tako nešto ubedimo, kad smo svi odrasli ljudi? Izuzetno mi je drago što se poslednjih godina priča o važnosti vulnerabilnosti (npr. Brene Brown), o življenju sa nesigurnošću, sa prihvatanjem rizika da neće ispasti onako kako želimo, sa mogućnošću da nam se neće vratiti ono što damo. Plaše me i odbijaju ljudi koji se trude da uvek izgledaju neustrašivo, u životu, a posebno u poslu. Mislim da je to zato što je u osnovi svih naših odnosa, i radnih, sposobnost saosećanja sa drugom stranom. Za hladnu silu teško je imati saosećanje. Još važnije je što da bismo mogli saosećati sa drugim ljudskim bićima moramo prvo saosećati sa samim sobom, a kada potiskujemo sopstvene nesigurnosti, strahove i slabosti – to nije moguće.

 

Savet: Bez slabosti nema ni snage, prigrlimo obe ove strane, i kod sebe i kod drugih.

 

Nema sumnje da bismo mogli nabrajati još jako puno zabluda u karijeri. Zato što im nema kraja i što će se sa našim ličnim i profesionalnim razvojem i promenama sveta rada menjati i one, zato je najvažnije pratiti svoje misli, osećanja i ponašanja. U toj samosvesti je sva mudrost i naša glavna snaga kroz karijeru i život.

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