{"id":5537,"date":"2016-11-29T16:27:26","date_gmt":"2016-11-29T13:27:26","guid":{"rendered":"http:\/\/www.kariyer.net\/ik-blog\/?p=5537"},"modified":"2017-06-12T12:17:19","modified_gmt":"2017-06-12T09:17:19","slug":"liderlik-yapi-taslari-1","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/liderlik-yapi-taslari-1\/","title":{"rendered":"Liderlik yap\u0131 ta\u015flar\u0131 1"},"content":{"rendered":"

\u0130\u015f sahibi olmak ya da y\u00f6neticilik yapmak daha \u00f6nce hi\u00e7 ihtiya\u00e7 duyulmam\u0131\u015f baz\u0131 becerileri \u00f6\u011frenmeyi gerektiriyor<\/strong>. Bu becerilerden en \u00f6nemlisi ise elbette liderlik.<\/strong><\/p>\n

\"liderlik1\"<\/p>\n

\u0130\u015fveren ya da y\u00f6netici olmak liderlik misyonunu da beraberinde getiriyor. Bu durum pek \u00e7ok ki\u015fi i\u00e7in \u00fcrk\u00fct\u00fcc\u00fc olsa da, asl\u0131nda bu deneyimi sadece i\u015f de\u011fil ki\u015fisel geli\u015fim i\u00e7in de bir \u00e7e\u015fit \u00f6d\u00fcl gibi g\u00f6rmekte fayda var. Uzmanlar olmazsa olmaz baz\u0131 liderlik yap\u0131ta\u015flar\u0131n\u0131n<\/a><\/strong> \u00f6zellikle \u00fcst\u00fcnde duruyor. Bu \u00f6zelliklerin bir arada olmas\u0131 ya da geli\u015ftirilmesi durumunda ba\u015far\u0131 ka\u00e7\u0131n\u0131lmaz.<\/p>\n

\u0130\u015fte uzmanlara g\u00f6re \u00f6ne \u00e7\u0131kan liderlik yap\u0131ta\u015flar\u0131:<\/p>\n

Sab\u0131r erdemdir<\/strong><\/h2>\n

T\u00fcm y\u00f6neticilerin<\/a><\/strong>\u00a0\u00f6\u011frenmesi gereken tek bir ders varsa o da sab\u0131rla ilgili. Uzmanlara g\u00f6re giri\u015fimci, y\u00f6netici ve i\u015fverenlerin \u00f6ne \u00e7\u0131kan en \u00f6nemli ortak \u00f6zelli\u011fi kontrol delisi olmalar\u0131. Bu da ki\u015fiyi ge\u00e7mi\u015fe ba\u011fl\u0131, saplant\u0131l\u0131 ve sab\u0131rs\u0131z yapabiliyor. Oysa gelece\u011fe odaklanmak ve i\u015fleri b\u00fcy\u00fctmek i\u00e7in yap\u0131lacak en \u00f6nemli \u015fey her a\u015famada sab\u0131rl\u0131 olmak.<\/p>\n

Anahtar kelime diren\u00e7<\/strong><\/h2>\n

\u0130\u015fverenlerin<\/a><\/strong> m\u00fccadeleci ve diren\u00e7li olmalar\u0131 da i\u015fin s\u00fcrd\u00fcr\u00fclebilir olmas\u0131 a\u00e7\u0131s\u0131ndan \u015fart. Uzmanlar i\u015flerin pek \u00e7ok zaman k\u00f6t\u00fc gidebildi\u011fini \u00f6nemli olan\u0131n bu k\u00f6t\u00fc zamanlar\u0131 atlatabilecek dirence sahip olmak oldu\u011funu s\u00f6yl\u00fcyor.<\/p>\n

Hay\u0131r kelimesini ki\u015fisel almamak<\/strong><\/h2>\n

\u0130\u015f d\u00fcnyas\u0131nda ba\u015far\u0131l\u0131 olmak, s\u00fcrekli yol almak ve sa\u011flam bir denge kurmak ad\u0131na yap\u0131lacak en \u00f6nemli \u015feylerden biri de hay\u0131r kelimesini ki\u015fisel alg\u0131lamamak. \u0130\u015f hayat\u0131 s\u00fcresince hi\u00e7 “hay\u0131r” cevab\u0131 almam\u0131\u015f, y\u00fcz\u00fcne kap\u0131lar kapanmam\u0131\u015f, s\u0131k s\u0131k reddedilmemi\u015f bir \u00e7al\u0131\u015fan \u00f6rne\u011fi hemen hemen yok. \u00d6nemli olan bunu gurur meselesi haline getirmemek ve ki\u015fisel geli\u015fim<\/a><\/strong> i\u00e7in bir avantaja \u00e7evirebilmek.<\/p>\n

Ne zaman b\u0131rakaca\u011f\u0131n\u0131 bilmek<\/strong><\/h2>\n

Ne zaman devam etmek gerekti\u011fini bilmek kadar, ne zaman b\u0131rakaca\u011f\u0131n\u0131 bilmek de \u00e7ok \u00f6nemli. Olmayacak i\u015fler i\u00e7in gereksiz efor sarf etmenin ya da olas\u0131 bir i\u015f i\u00e7in hi\u00e7 \u00e7aba vermemenin zararlar\u0131 hemen hemen ayn\u0131.<\/p>\n

Hesaplanm\u0131\u015f riskler almak<\/strong><\/h2>\n

\u0130\u015f d\u00fcnyas\u0131nda \u00f6zellikle finansal risk almak son derece kritik bir konu. Ger\u00e7ek\u00e7i olmak gerekirse bazen sadece fikrin para kazand\u0131raca\u011f\u0131na olan b\u00fcy\u00fck inan\u00e7la, \u00e7ok da fazla haz\u0131rl\u0131k yapmadan i\u015fe ba\u015flan\u0131yor ve i\u015fler istendi\u011fi gibi gitmeyebiliyor. Risk almadan i\u015f yapmak \u00e7ok zor. Bu durumda en do\u011fru hareket ara\u015ft\u0131rma yap\u0131larak sonu\u00e7lar\u0131 az \u00e7ok tahmin edilebilen, hesaplanm\u0131\u015f riskler almak ve b\u00fcy\u00fck s\u00fcrprizlere haz\u0131rl\u0131k olmak.<\/p>\n

\u0130yinin ve\u00a0k\u00f6t\u00fcn\u00fcn arkas\u0131nda olmak<\/strong><\/h2>\n

Liderli\u011fin en hassas noktalar\u0131ndan biri de bu madde. \u0130\u015fler k\u00f6t\u00fcye gitti\u011finde de mutlaka o i\u015fin arkas\u0131nda durmak, durumu kabul etmek ve yersiz gururdan uzak durmak gerekiyor. Hatas\u0131n\u0131 kabul eden \u015firketler daha \u00e7abuk kendini toparl\u0131yor, uzun vadede \u00e7ok daha fazla g\u00fc\u00e7leniyor.<\/p>\n

\u00d6nce\u00a0birey<\/strong><\/h2>\n

\u0130\u015fteki geli\u015fimle ki\u015fisel geli\u015fimin neden el ele ilerledi\u011fi asl\u0131nda \u00e7ok a\u00e7\u0131k. Ki\u015fisel olarak – ak\u0131l, ruh, fiziksel a\u00e7\u0131dan – sa\u011fl\u0131kl\u0131 olan liderin<\/a><\/strong> i\u015finde de ba\u015far\u0131l\u0131 olmas\u0131 ka\u00e7\u0131n\u0131lmaz.<\/p>\n

Fark\u0131ndal\u0131k<\/strong><\/h2>\n

Ki\u015fi duygular\u0131n\u0131n, d\u00fc\u015f\u00fcncelerinin ve aksiyonlar\u0131n\u0131n ne kadar fark\u0131ndaysa i\u015finde de o kadar ba\u015far\u0131l\u0131 oluyor. Bu t\u00fcr bir referans kendinden emin ve risk almaya haz\u0131r bir lider<\/a><\/strong> anlam\u0131na geliyor. Uzmanlara g\u00f6re ki\u015fisel hayat\u0131n\u0131 kontrol etmekte s\u0131k\u0131nt\u0131 ya\u015fayan liderler, i\u015f hayat\u0131nda fazlas\u0131yla kontrol ba\u011f\u0131ml\u0131s\u0131 oluyor, \u00e7al\u0131\u015fanlar\u0131n\u0131n yeteneklerini g\u00f6rme ve inanma noktas\u0131nda da sorun ya\u015f\u0131yorlar.<\/p>\n

Temsilci olabilmek<\/strong><\/h2>\n

\u0130yi liderlerin \u00f6nemli bir \u00f6zelli\u011fi de her \u015feyi tek ba\u015f\u0131na yapamayacaklar\u0131n\u0131 bilmeleri. Bu nedenle do\u011fru ki\u015fileri tak\u0131ma kat\u0131yor ve onlar\u0131 her alanda temsil ediyorlar. Bu \u015fekilde lider hem yarat\u0131c\u0131<\/a><\/strong> s\u00fcrecine daha \u00e7ok odaklanma \u015fans\u0131 elde eder hem de y\u00f6netirken keyif al\u0131r.<\/p>\n

Hay\u0131r demeyi \u00f6\u011frenmek<\/strong><\/h2>\n

Bir lider olarak bazen i\u015flerin iyi gitmesini sa\u011flamak ve uzun vadede sa\u011fl\u0131kl\u0131 kararlar alabilmek i\u00e7in “hay\u0131r” demek \u015fart. \u00d6zellikle ilk zamanlarda her t\u00fcrl\u00fc projede<\/a><\/strong> yer almak isteyen liderler, bu nedenle hay\u0131r demekte zorlanabilir. Oysa s\u00fcre\u00e7 i\u00e7erisinde markaya ve ekibe ger\u00e7ekten de\u011fer katacak i\u015flerin i\u00e7inde olmak gerekiyor. S\u00fcrekli evet demenin yorucu ve bazen can s\u0131k\u0131c\u0131 olabilece\u011fini unutmamak \u00f6nemli.<\/p>\n

Kendine inanmak<\/strong><\/h2>\n

Kendine inanmayan ki\u015fi lider olamaz. \u0130ster k\u00fc\u00e7\u00fck ister b\u00fcy\u00fck kararlar s\u00f6z konusu olsun, sa\u011flam ad\u0131mlar atmak i\u00e7in liderin kendisine ve ataca\u011f\u0131 ad\u0131mlara inanmas\u0131 \u00e7ok \u00f6nemli.<\/p>\n\n

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\u0130\u015f sahibi olmak ya da y\u00f6neticilik yapmak daha \u00f6nce hi\u00e7 ihtiya\u00e7 duyulmam\u0131\u015f baz\u0131 becerileri \u00f6\u011frenmeyi gerektiriyor. Bu becerilerden en \u00f6nemlisi ise elbette liderlik. \u0130\u015fveren ya da y\u00f6netici olmak liderlik misyonunu da beraberinde getiriyor. Bu durum pek \u00e7ok ki\u015fi i\u00e7in \u00fcrk\u00fct\u00fcc\u00fc olsa da, asl\u0131nda bu deneyimi sadece i\u015f de\u011fil ki\u015fisel geli\u015fim i\u00e7in de bir \u00e7e\u015fit \u00f6d\u00fcl […]<\/p>\n\n

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