{"id":7397,"date":"2018-06-29T11:06:51","date_gmt":"2018-06-29T08:06:51","guid":{"rendered":"http:\/\/www.kariyer.net\/ik-blog\/?p=7397"},"modified":"2018-07-01T17:09:46","modified_gmt":"2018-07-01T14:09:46","slug":"ust-duzey-yonetici-oldugunuzda-ustesinden-gelmeniz-gereken-3-davranis","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/ust-duzey-yonetici-oldugunuzda-ustesinden-gelmeniz-gereken-3-davranis\/","title":{"rendered":"\u00dcst d\u00fczey y\u00f6netici oldu\u011funuzda \u00fcstesinden gelmeniz gereken 3 davran\u0131\u015f\u00a0"},"content":{"rendered":"

<\/b>\u00dcst d\u00fczey y\u00f6netici olma yolunda ba\u015far\u0131y\u0131 getiren pek \u00e7ok farkl\u0131 dinamik var. \u00c7al\u0131\u015fan motivasyonu, verimlilik ve huzurlu bir i\u015f ortam\u0131 yaratamayan y\u00f6neticilerin s\u0131kl\u0131kla ba\u015far\u0131s\u0131zl\u0131kla y\u00fczle\u015fti\u011fi i\u015f d\u00fcnyas\u0131nda, bir di\u011fer \u00f6nemli ba\u015far\u0131s\u0131zl\u0131k nedeni de \u00fcstesinden gelinmesi gereken baz\u0131 duygusal tuzaklar…<\/b>\u00a0<\/span><\/p>\n

Farz edelim ki o g\u00fcn geldi ve arzu etti\u011finiz pozisyonda \u00fcst d\u00fczey y\u00f6netici oldunuz ya da daha da fazlas\u0131 ger\u00e7ekle\u015fti ve \u015firketin ba\u015f\u0131na CEO olarak ge\u00e7tiniz. Ancak ba\u015far\u0131n\u0131z\u0131n keyfine uzun uzun varabilece\u011finiz bir zaman\u0131n\u0131z yok. \u0130\u015f d\u00fcnyas\u0131 o kadar h\u0131zl\u0131 ilerler ve de\u011fi\u015fir ki, bir an \u00f6nce i\u015fin ba\u015f\u0131na ge\u00e7erek sorumluluk almamak dengeleri \u00e7ok h\u0131zl\u0131 de\u011fi\u015ftirebilir.\u00a0<\/span><\/p>\n

\u0130\u015fletmenizin ba\u015far\u0131s\u0131n\u0131 tan\u0131mlaman\u0131za yard\u0131mc\u0131 olan fakt\u00f6rleri her zaman kontrol edemeseniz\u00a0de,\u00a0liderlik \u00f6zelliklerinizi kontrol edebilirsiniz. T\u00fcm fark\u0131 yaratan asl\u0131nda budur. Do\u011fru \u00f6zelliklere sahip olman\u0131z, \u00e7al\u0131\u015fanlar\u0131n\u0131z\u0131n motivasyonunu ve \u00fcretkenli\u011fini art\u0131rabilmeniz ad\u0131na sizi donan\u0131ml\u0131 k\u0131lar.\u00a0<\/span><\/p>\n

T\u00fcm bunlara ra\u011fmen hedefe ula\u015fmak, ancak baz\u0131 davran\u0131\u015flar\u0131 a\u015farak, baz\u0131 duygusal tuzaklara d\u00fc\u015fmeyerek m\u00fcmk\u00fcn. \u0130\u015fte \u00fcst d\u00fczey y\u00f6netici<\/a> olma yolunda ka\u00e7\u0131n\u0131lmas\u0131 gereken baz\u0131 davran\u0131\u015flar:\u00a0<\/span><\/p>\n

Gurur<\/b>\u00a0<\/span><\/h2>\n

\u00dcst d\u00fczey y\u00f6netici olma yolunda gururu mutlaka a\u015fmak gerekiyor. Bu t\u00fcr bir pozisyona ula\u015fmak elbette ki\u015fiye gurur verir. Ama bu duygunun b\u00fcy\u00fcs\u00fcne fazla kap\u0131lmamak \u00e7ok \u00f6nemlidir. Kontrol edilemeyen gurur, art\u0131k \u00f6\u011frenme ve b\u00fcy\u00fcme f\u0131rsatlar\u0131 araman\u0131za gerek olmad\u0131\u011f\u0131 alg\u0131s\u0131na neden olabilir. Bu durum d\u00fc\u015f\u00fcncelerimize meydan okuyanlar\u0131 reddetmemize, bunun yerine etraf\u0131m\u0131z\u0131 \u201cevet\u00e7ilerle\u201d \u00e7evrelemeyi tercih etmemize neden olabilir.\u00a0\u00a0<\/span><\/p>\n

BDE\u00a0Ventures\u00a0CEO’su\u00a0Brian\u00a0D.\u00a0Evans\u00a0durumu \u015f\u00f6yle \u00f6zetliyor: “Kendi ba\u015far\u0131lar\u0131n\u0131zla gurur duyman\u0131n elbette yanl\u0131\u015f bir yan\u0131 yoktur, ancak bu duygunun kontrols\u00fczce liderlik anlay\u0131\u015f\u0131n\u0131za yay\u0131lmas\u0131na izin veremezsiniz. Sekt\u00f6rdeki de\u011fi\u015fimleri ve ba\u015fka fikirleri a\u00e7\u0131k\u00e7a reddetmek, Kodak veya\u00a0Blockbuster\u00a0gibi \u015firketlere art\u0131k sahip olmamam\u0131z\u0131n en b\u00fcy\u00fck sebebi. CEO<\/a> olarak al\u00e7akg\u00f6n\u00fcll\u00fcl\u00fc\u011f\u00fcn\u00fcz\u00fc muhafaza etmelisiniz.” Gururu bir kenara b\u0131rak\u0131p ekibin di\u011fer \u00fcyelerine kap\u0131y\u0131\u00a0a\u00e7mak,\u00a0hem yeni d\u00fc\u015f\u00fcncelere a\u00e7\u0131k olmay\u0131 hem de \u00e7al\u0131\u015fanlar\u0131n motivasyonunun artmas\u0131n\u0131 sa\u011flar.\u00a0<\/span><\/p>\n

Temkinlilik<\/b>\u00a0<\/span><\/h2>\n

Temkin ilk bak\u0131\u015fta negatif bir tutum gibi g\u00f6r\u00fcnmeyebilir. Ancak Dean\u00a0Stamoulis’in\u00a0Harvard Business\u00a0Review’deki\u00a0yaz\u0131s\u0131nda da belirtti\u011fi gibi bu genelde CEO’dan beklenen bir \u00f6zellik de\u011fildir. “\u00dcst d\u00fczey y\u00f6neticilerin her zaman baz\u0131 riskleri ve zorlu f\u0131rsatlar\u0131 harekete ge\u00e7irme kabiliyeti olmal\u0131d\u0131r.”\u00a0<\/span><\/p>\n

CEO’nun bilin\u00e7li karar vermeyi garantilemek i\u00e7in sahip oldu\u011fu kaynaklar\u0131 ve bilgiyi kullanmas\u0131 gerekti\u011fi do\u011frudur. Ancak \u00e7ok fazla ba\u015far\u0131s\u0131zl\u0131k korkusu risk almas\u0131n\u0131 engeller. Bu da onlar\u0131n ge\u00e7mi\u015f ideallere uymay\u0131 tercih etmesine neden olur.\u00a0<\/span><\/p>\n

T\u00fcm risklerin y\u00fcksek getirisi olmaz. Ancak, baz\u0131 risklerin \u015firketin b\u00fcy\u00fcmesine<\/a> yard\u0131mc\u0131 yeni bilgiler getirece\u011fini bilmek gerekir. \u00d6te yandan kay\u0131ts\u0131zl\u0131k, sadece geride kalmaya sebep olur.\u00a0<\/span><\/p>\n

K\u00e2r oda\u011f\u0131<\/b>\u00a0<\/span><\/h2>\n

Elbette \u015firketin amac\u0131 k\u00e2r etmek, b\u00fcy\u00fcmek ve kal\u0131c\u0131 olmakt\u0131r. Ama CEO’nun tek oda\u011f\u0131n\u0131n k\u00e2r oldu\u011fu bir sistem uzun vadede i\u015flevselli\u011fini yitirebilir. Sadece k\u00e2ra odaklanan bir\u00a0hikaye\u00a0s\u0131kl\u0131kla k\u00f6t\u00fc biter. M\u00fc\u015fteri beklentilerinden uzakla\u015f\u0131p para kazanmaya y\u00f6nelik daha maliyetsiz ara\u00e7lar ve sistemler kullanma e\u011filimi genellikle m\u00fc\u015fteriler taraf\u0131ndan fark edilir. \u00dcnl\u00fc Ford\u00a0Pinto\u00a0fiyaskosu, faydadan ziyade k\u00e2ra odaklanman\u0131n bir sonucu olarak meydana gelmi\u015ftir.\u00a0<\/span><\/p>\n

Bu nedenle, hedef<\/a> kitlenizin neye ihtiyac\u0131 oldu\u011funu veya endi\u015felerini anlamak\u00a0i\u00e7in \u00e7al\u0131\u015fanlar\u0131n\u0131z\u0131n\u00a0bilgilerine ba\u015fvurabilirsiniz. \u00dcr\u00fcn veya hizmetlerinizi m\u00fc\u015fterilerinizin beklentilerine uygun olacak \u015fekilde s\u00fcrekli olarak geli\u015ftirmeye \u00e7al\u0131\u015fmal\u0131, kal\u0131c\u0131 ba\u015far\u0131 i\u00e7in markan\u0131z\u0131n gereksinimlerini takip ederek sadakat yaratmal\u0131s\u0131n\u0131z.\u00a0<\/span><\/p>\n\n

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\u00dcst d\u00fczey y\u00f6netici olma yolunda ba\u015far\u0131y\u0131 getiren pek \u00e7ok farkl\u0131 dinamik var. \u00c7al\u0131\u015fan motivasyonu, verimlilik ve huzurlu bir i\u015f ortam\u0131 yaratamayan y\u00f6neticilerin s\u0131kl\u0131kla ba\u015far\u0131s\u0131zl\u0131kla y\u00fczle\u015fti\u011fi i\u015f d\u00fcnyas\u0131nda, bir di\u011fer \u00f6nemli ba\u015far\u0131s\u0131zl\u0131k nedeni de \u00fcstesinden gelinmesi gereken baz\u0131 duygusal tuzaklar…\u00a0 Farz edelim ki o g\u00fcn geldi ve arzu etti\u011finiz pozisyonda \u00fcst d\u00fczey y\u00f6netici oldunuz ya da […]<\/p>\n\n

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