{"id":18923,"date":"2026-01-15T09:00:37","date_gmt":"2026-01-15T06:00:37","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=18923"},"modified":"2026-01-15T14:43:11","modified_gmt":"2026-01-15T11:43:11","slug":"liderligin-sessiz-hatasi-asiri-uyum","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/liderligin-sessiz-hatasi-asiri-uyum\/","title":{"rendered":"Liderli\u011fin sessiz hatas\u0131: A\u015f\u0131r\u0131 uyum"},"content":{"rendered":"

Liderlik pek \u00e7ok konuda dengede olmay\u0131 gerektiyor. Her zaman kar\u015f\u0131 \u00e7\u0131kan ya da onaylayan bir \u00e7izgide olmak en b\u00fcy\u00fck risklerden biri… \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, etkin lider olabilmeniz i\u00e7in nas\u0131l bir strateji belirlemeniz gerekti\u011fini bu yaz\u0131s\u0131nda payla\u015f\u0131yor.<\/strong><\/p>\n

“Ben senin y\u00f6neticinim!”<\/p>\n

Bu c\u00fcmleyi bir tart\u0131\u015fmada s\u00f6yledi\u011finiz an, o tart\u0131\u015fmay\u0131 zaten kaybetmi\u015fsinizdir.<\/p>\n

Peki ya tam tersi? Hi\u00e7bir zaman “Ben senin y\u00f6neticinim” demeyenler, her karar\u0131 uzla\u015fmayla alanlar, kimseyi k\u0131rmamak i\u00e7in kendi fikirlerinden vazge\u00e7enler… Onlar ne kadar etkili liderler?<\/p>\n

Ara\u015ft\u0131rmalar \u015fa\u015f\u0131rt\u0131c\u0131 bir \u015fey s\u00f6yl\u00fcyor: Etkili liderler zamanlar\u0131n\u0131n yakla\u015f\u0131k y\u00fczde onunda “uyumsuz” davran\u0131yor. Ne her zaman sert, ne her zaman yumu\u015fak, ama o kritik y\u00fczde onu biliyorlar.<\/p>\n

Bu durum size tan\u0131d\u0131k geliyor mu?<\/p>\n

Ekibinizde bir performans sorunu var. Herkes biliyor, siz de biliyorsunuz, ama o ki\u015fiyle “zor konu\u015fmay\u0131” yapmak yerine, durumun kendili\u011finden d\u00fczelmesini bekliyorsunuz. Haftalar ge\u00e7iyor, sorun b\u00fcy\u00fcyor, di\u011fer ekip \u00fcyeleri m\u0131r\u0131ldanmaya ba\u015fl\u0131yor: “Y\u00f6neticimiz neden bir \u015fey yapm\u0131yor?”<\/p>\n

Ya da \u015fu senaryo: Toplant\u0131da bir karar al\u0131nmas\u0131 gerekiyor. \u0130ki farkl\u0131 g\u00f6r\u00fc\u015f var. Siz hangi yolun do\u011fru oldu\u011funu biliyorsunuz ama “herkesin mutlu olmas\u0131” i\u00e7in orta yol ar\u0131yorsunuz. Sonu\u00e7ta ne bir taraf ne di\u011fer taraf memnun, \u00fcstelik al\u0131nan karar da optimal olmuyor.<\/p>\n

GE Healthcare’de sat\u0131\u015f y\u00f6neticili\u011fi yapt\u0131\u011f\u0131m d\u00f6nemde bu tuza\u011fa defalarca d\u00fc\u015ft\u00fcm. Bir keresinde bir karma\u015f\u0131k projede \u201cher payda\u015f\u201d mutlu olacak diye aylarca u\u011fra\u015ft\u0131\u011f\u0131m\u0131 ve sonunda projeyi kaybetti\u011fimizi hat\u0131rl\u0131yorum. Sonu\u00e7? Hem kimse memnun olmad\u0131, hem de ben o \u201cmemnun etme delisi\u201d karakterimi doyuramad\u0131m. O zaman \u015funu \u00f6\u011frenmi\u015ftim: Bazen en “anlay\u0131\u015fl\u0131” davran\u0131\u015f, do\u011fruyu s\u00f6ylemek olabilir. \u0130nsanlar\u0131 rahats\u0131z etmekten ka\u00e7\u0131nmak, onlara iyilik yapmak olmayabilir.<\/p>\n

Orta kademe y\u00f6neticiler \u00f6zellikle bu tuza\u011fa d\u00fc\u015f\u00fcyor. Bir tarafta \u00fcst y\u00f6netimin beklentileri, di\u011fer tarafta ekibin ihtiya\u00e7lar\u0131… \u0130ki taraf\u0131 da memnun etmeye \u00e7al\u0131\u015f\u0131rken, hi\u00e7bir taraf\u0131 ger\u00e7ekten memnun edemiyorsunuz. Pozitif Zeka’da buna “Pleaser” (memnun etme delisi)<\/strong> sabotajc\u0131s\u0131<\/strong> diyoruz. Herkesin onay\u0131n\u0131 almaya \u00e7al\u0131\u015fmak, asl\u0131nda hi\u00e7 kimsenin ger\u00e7ek sayg\u0131s\u0131n\u0131 kazanamamak demek.<\/p>\n

S\u00e9bastien Page, “The Psychology of Leadership” kitab\u0131nda Big Five ki\u015filik modelinden “agreeableness” (uyumluluk) \u00f6zelli\u011fini incelerken ilgin\u00e7 bir paradoksa dikkat \u00e7ekiyor: Uyumluluk genellikle olumlu bir \u00f6zellik olarak g\u00f6r\u00fcl\u00fcr, ama liderlikte a\u015f\u0131r\u0131 uyumluluk, etkisizli\u011fin re\u00e7etesi de olabilir ayn\u0131 zamanda\u2026.<\/p>\n

Page’in \u00f6nerisi net: Etkili liderler zamanlar\u0131n\u0131n yakla\u015f\u0131k y\u00fczde onunda bilin\u00e7li olarak “uyumsuz” davran\u0131r.<\/strong><\/p>\n

Bu y\u00fczde on, rastgele de\u011fil. Stratejik. Peki bu %10’u nas\u0131l kullanacaks\u0131n\u0131z?<\/p>\n

Sava\u015flar\u0131n\u0131z\u0131 se\u00e7in<\/strong><\/h2>\n

Her konuda uyumsuz olmak, hi\u00e7bir konuda uyumsuz olmamak kadar etkisiz olabilir. S\u00fcrekli k\u00fckreyen aslan, bir s\u00fcre sonra ciddiye al\u0131nmaz.<\/p>\n

Page, Game of Thrones dizisinden Joffrey Baratheon’u \u00f6rnek veriyor. S\u00fcrekli “Ben kral\u0131m!” diye ba\u011f\u0131ran Joffrey, asl\u0131nda en etkisiz y\u00f6neticiydi. Bilge dedesi Tywin Lannister’\u0131n s\u00f6z\u00fc \u00e7arp\u0131c\u0131: “Kim ‘Ben kral\u0131m’ demek zorunda kal\u0131yorsa, o ger\u00e7ek kral de\u011fildir.”<\/p>\n

Pratik ad\u0131m:<\/strong> Bu hafta, sadece ger\u00e7ekten \u00f6nemli olan bir konuda net duru\u015f sergileyin. Geri kalan\u0131nda esnek olun. Fark\u0131 g\u00f6r\u00fcn.<\/p>\n

\u00c7at\u0131\u015fmay\u0131 biriktirmeyin<\/strong><\/h2>\n

Uyumlu liderlerin en b\u00fcy\u00fck hatas\u0131, k\u00fc\u00e7\u00fck sorunlar\u0131 g\u00f6rmezden gelerek b\u00fcy\u00fcmelerini beklemek olabilir. Kitapta buna “\u00e7at\u0131\u015fman\u0131n irinle\u015fmesi” deniyor.<\/p>\n

K\u00fc\u00e7\u00fck ve s\u0131k d\u00fczeltmeler (bir fikir ayr\u0131l\u0131\u011f\u0131n\u0131 konu\u015fmak), b\u00fcy\u00fck ve nadir d\u00fczeltmelerden (kavga) daha az ac\u0131 vericidir; ancak hi\u00e7 d\u00fczeltme yap\u0131lmazsa da o sorun kanser gibi b\u00fcy\u00fcr.<\/p>\n

Bunu ili\u015fkilerde de d\u00fc\u015f\u00fcn\u00fcn: E\u015finize her k\u00fc\u00e7\u00fck \u015feyi s\u00f6ylerseniz, “\u00e7ok titiz” olursunuz, ama hi\u00e7bir \u015fey s\u00f6ylemezseniz, birikir ve patlar. Dengeyi tutturmak \u00f6nemli bir liderlik kas\u0131d\u0131r.<\/p>\n

Pratik ad\u0131m:<\/strong> Erteledi\u011finiz “zor konu\u015fma<\/a>” var m\u0131? Bu hafta i\u00e7inde yap\u0131n. K\u00fc\u00e7\u00fckken \u00e7\u00f6z\u00fcn.<\/p>\n

Fikir sen de\u011filsin<\/strong><\/h2>\n

Page’in meslekta\u015f\u0131 Jim Tzitzouris’in g\u00fczel bir s\u00f6z\u00fc var: “Fikrin sen de\u011filsin.”<\/p>\n

Uyumlu liderler, fikirlerine yap\u0131lan ele\u015ftirileri ki\u015fisel sald\u0131r\u0131 olarak alg\u0131l\u0131yor. Bu y\u00fczden ya kendi fikirlerini savunam\u0131yorlar ya da ba\u015fkalar\u0131n\u0131n fikirlerini ele\u015ftirmekten ka\u00e7\u0131n\u0131yorlar.<\/p>\n

Stephen Covey’in dedi\u011fi gibi: “\u00d6nce anlamaya \u00e7al\u0131\u015f, sonra anla\u015f\u0131lmaya.” Ama Covey’in kitab\u0131nda yazmayan bir \u015fey var: Bazen anla\u015f\u0131lmak i\u00e7in \u0131srar etmek gerekir. Dinlemek yetmez, konu\u015fmak da laz\u0131m.<\/p>\n

Pratik ad\u0131m:<\/strong> Bir sonraki toplant\u0131da, kat\u0131lmad\u0131\u011f\u0131n\u0131z bir fikre sayg\u0131l\u0131 ama net bir \u015fekilde itiraz edin. “Farkl\u0131 d\u00fc\u015f\u00fcn\u00fcyorum, \u00e7\u00fcnk\u00fc…” diye ba\u015flay\u0131n.<\/p>\n

Sonraki ad\u0131mlar<\/strong><\/h3>\n

Kendinize d\u00fcr\u00fcst\u00e7e sorun: Son bir ayda ka\u00e7 kez ger\u00e7ekten inand\u0131\u011f\u0131n\u0131z bir \u015feyi, “ortam\u0131 bozmamak” i\u00e7in s\u00f6ylemediniz?<\/p>\n

Etkili liderlik, herkesin sizi sevmesi de\u011fil, etkili liderlik, do\u011fru zamanda do\u011fru \u015feyi s\u00f6yleyebilmekten ge\u00e7iyor. Bu bazen insanlar\u0131 rahats\u0131z edebilir, ama paradoks \u015fu ki insanlar size bu y\u00fczden daha \u00e7ok sayg\u0131 duyar.<\/p>\n

Bir d\u00fc\u015f\u00fcn\u00fcn: Hayat\u0131n\u0131zda size en \u00e7ok \u015fey \u00f6\u011freten ki\u015filer, her s\u00f6yledi\u011finize “evet” diyenler miydi? Yoksa sizi zorlayan, bazen rahats\u0131z eden, ama her zaman d\u00fcr\u00fcst olanlar m\u0131?<\/p>\n

Cevab\u0131 biliyorsunuz.<\/p>\n\n

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Liderlik pek \u00e7ok konuda dengede olmay\u0131 gerektiyor. Her zaman kar\u015f\u0131 \u00e7\u0131kan ya da onaylayan bir \u00e7izgide olmak en b\u00fcy\u00fck risklerden biri… \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i, etkin lider olabilmeniz i\u00e7in nas\u0131l bir strateji belirlemeniz gerekti\u011fini bu yaz\u0131s\u0131nda payla\u015f\u0131yor. “Ben senin y\u00f6neticinim!” Bu c\u00fcmleyi bir tart\u0131\u015fmada s\u00f6yledi\u011finiz an, o tart\u0131\u015fmay\u0131 zaten kaybetmi\u015fsinizdir. Peki ya tam tersi? […]<\/p>\n\n

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