{"id":39576,"date":"2019-10-31T22:36:07","date_gmt":"2019-10-31T19:36:07","guid":{"rendered":"https:\/\/prohoster.info\/blog\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat\/"},"modified":"2019-10-31T22:36:07","modified_gmt":"2019-10-31T19:36:07","slug":"neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","status":"publish","type":"post","link":"https:\/\/prohoster.info\/cs\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","title":{"rendered":"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit\" src=\"\/wp-content\/uploads\/2019\/10\/53399d5e89b5572f541af360df85f853.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nP\u0159ed mnoha lety jsem nastoupil jako v\u00fdvoj\u00e1\u0159 do jedn\u00e9 firmy a brzy jsem byl sv\u011bdkem neobvykl\u00e9 sc\u00e9ny. Team lead vedlej\u0161\u00edho odd\u011blen\u00ed zavolal sv\u00e9ho pod\u0159\u00edzen\u00e9ho uprost\u0159ed pracovn\u00edho dne a docela nahlas a bez z\u00e1bran mu \u0159ekl: \u201eHele, tady m\u00e1\u0161 pen\u00edze. Zajdi do obchodu, kup whisky a ob\u010derstven\u00ed.\u201c\u00a0<\/p>\n<p>Pomyslel jsem si: \u201eNo tak! To je podivn\u00e9...\u201c. Ale situace se opakovala je\u0161t\u011b n\u011bkolikr\u00e1t. Po n\u011bjak\u00e9 dob\u011b str\u00e1ven\u00e9 ve firm\u011b jsem pochopil, \u017ee takov\u00e9 chov\u00e1n\u00ed tam bylo norm\u00e1ln\u00ed. N\u011bkter\u00e9 t\u00fdmy si navz\u00e1jem fandily proti jin\u00fdm, a ve firm\u011b p\u0159evl\u00e1dala intrika\u0159en\u00ed, zat\u00edmco vrcholov\u00fd management na to naprosto nereagoval. Ode\u0161el jsem odtud, i kdy\u017e \u00fakoly byly zaj\u00edmav\u00e9 a podm\u00ednky slu\u0161n\u00e9. Ale mor\u00e1ln\u00ed klima bylo nesnesiteln\u00e9.\u00a0<\/p>\n<p>Toto si nemyslel jen j\u00e1: te\u010f u\u017e tato firma neexistuje. V tu chv\u00edli jsem pochopil, jak d\u016fle\u017eit\u00e9 je pracovat s neform\u00e1ln\u00edmi vztahy a jak\u00fd mohou m\u00edt z\u00e1sadn\u00ed vliv na podnik\u00e1n\u00ed jako celek. A s nimi by m\u011bli pracovat p\u0159edev\u0161\u00edm liniov\u00ed vedouc\u00ed, nikoliv HR mana\u017ee\u0159i nebo person\u00e1ln\u00ed psychologov\u00e9, proto\u017ee vedouc\u00ed jsou v ka\u017edodenn\u00edm kontaktu se sv\u00fdmi pod\u0159\u00edzen\u00fdmi.\u00a0<\/p>\n<p>Ale team lead\u0159i v IT oboru \u010dasto vyrostli sami z v\u00fdvoj\u00e1\u0159\u016f, in\u017een\u00fdr\u016f a nemaj\u00ed specializovan\u00e9 vzd\u011bl\u00e1n\u00ed v oblastech psychologie a managementu. Z tohoto d\u016fvodu \u010dasto mana\u017ee\u0159i ch\u00e1pou sv\u00e9 \u00fakoly pom\u011brn\u011b \u00fazce: \u0159e\u0161it probl\u00e9my podnik\u00e1n\u00ed, plnit pl\u00e1n atd. A pro\u010d si hr\u00e1t s dosp\u011bl\u00fdmi lidmi, to jim nen\u00ed jasn\u00e9.\u00a0<\/p>\n<p>V posledn\u00edch deseti letech se zab\u00fdv\u00e1m veden\u00edm v\u00fdvojov\u00fdch t\u00fdm\u016f, ze kter\u00fdch sedm je v Badoo. Tento \u010dl\u00e1nek byl naps\u00e1n na z\u00e1klad\u011b m\u00e9ho vystoupen\u00ed na <noindex><a rel=\"nofollow\" href=\"https:\/\/teamleadconf.ru\/spb\/2019\">Saint TeamLead Conf 2019<\/a><\/noindex>: v n\u011bm se pokus\u00edm vysv\u011btlit, jak a pro\u010d je d\u016fle\u017eit\u00e9 pracovat na neform\u00e1ln\u00edch vztaz\u00edch v kolektivu.\u00a0<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Probl\u00e9my s neform\u00e1ln\u00edmi vztahy<\/h2>\n<p>\nJak zjistit, \u017ee se s neform\u00e1ln\u00edmi vztahy v t\u00fdmu d\u011bje n\u011bco \u0161patn\u00e9ho? Existuje n\u011bkolik marker\u016f.<\/p>\n<h3>Nov\u00e1\u010dci se nezdr\u017euj\u00ed<\/h3>\n<p>\nJsem si jist\u00fd, \u017ee pro v\u011bt\u0161inu lid\u00ed je zm\u011bna pr\u00e1ce stresuj\u00edc\u00ed. Nov\u00e1\u010dek se nach\u00e1z\u00ed v mimo\u0159\u00e1dn\u011b nepohodln\u00e9, nestabiln\u00ed situaci, \u010d\u00e1ste\u010dn\u011b proto, \u017ee jeho zku\u0161enosti a dovednosti v nov\u00e9m kolektivu nejsou potvrzeny. P\u0159itom mohl b\u00fdt v\u00fdznamnou a respektovanou osobou na p\u0159edchoz\u00edm pracovi\u0161ti. V takov\u00e9m p\u0159\u00edpad\u011b bude kontrast je\u0161t\u011b v\u00fdrazn\u011bj\u0161\u00ed a zp\u016fsob\u00ed je\u0161t\u011b v\u011bt\u0161\u00ed nepohodl\u00ed.<\/p>\n<p>Co d\u011bl\u00e1 \u010dlov\u011bk, aby se zviditelnil? Projevuje iniciativu. Ale iniciativa nov\u00fdch zam\u011bstnanc\u016f je \u010dasto zd\u016frazn\u011bn\u011b odm\u00edt\u00e1na: \u201eCo sem leze\u0161? Bez tebe v\u00edme, jak to tu funguje!\u201c.\u00a0<\/p>\n<p>Krom\u011b toho nov\u00e1\u010dky \u010dasto nezapojuj\u00ed do neform\u00e1ln\u00ed komunikace. Jdou na ob\u011bd \u2014 nov\u00e1\u010dka nezvali. Oslavuj\u00ed n\u011b\u010d\u00ed narozeniny \u2014 nov\u00e1\u010dka nepozvali. U\u017e tak m\u00e1 stres z pracovn\u00edch z\u00e1le\u017eitost\u00ed, a je\u0161t\u011b nem\u00e1 s k\u00fdm o tom mluvit. Dvojn\u00e1sobn\u011b t\u011b\u017ek\u00e9.\u00a0<\/p>\n<p>V t\u011bchto podm\u00ednk\u00e1ch se mnoz\u00ed rozhodnou odej\u00edt do jin\u00e9 spole\u010dnosti.\u00a0<\/p>\n<h3>Nezn\u00e1m\u00ed kolegov\u00e9<\/h3>\n<p>\nDal\u0161\u00edm probl\u00e9mem je neznalost koleg\u016f. \u010cast\u011bji se to st\u00e1v\u00e1 na hranici odd\u011blen\u00ed, nikoli uvnit\u0159 jednoho pododd\u011blen\u00ed. Prov\u00e1d\u011bj\u00edc\u00ed neznaj\u00ed sv\u00e9 vnit\u0159n\u00ed zadavatele a naopak: nap\u0159\u00edklad produktov\u00fd t\u00fdm a t\u00fdm v\u00fdvoje se navz\u00e1jem neznaj\u00ed.\u00a0<\/p>\n<p>Nejhor\u0161\u00ed je, kdy\u017e vedouc\u00ed neznaj\u00ed sv\u00e9 pod\u0159\u00edzen\u00e9: neznaj\u00ed jejich skute\u010dn\u00e1 o\u010dek\u00e1v\u00e1n\u00ed, neum\u00ed je motivovat.\u00a0<\/p>\n<h3>Neform\u00e1ln\u00ed v\u016fdci v opozici k form\u00e1ln\u00ed moci<\/h3>\n<p>\nV ka\u017ed\u00e9m kolektivu existuj\u00ed neform\u00e1ln\u00ed v\u016fdci. Stejn\u011b jako ostatn\u00ed lid\u00e9 maj\u00ed sv\u00e9 c\u00edle. Zvl\u00e1\u0161tnost\u00ed neform\u00e1ln\u00edch v\u016fdc\u016f je, \u017ee um\u00ed zapojit ostatn\u00ed lidi do dosahov\u00e1n\u00ed sv\u00fdch c\u00edl\u016f. Pokud c\u00edl neform\u00e1ln\u00edho v\u016fdce le\u017e\u00ed mimo c\u00edle organizace, mohou se tito lid\u00e9 st\u00e1t velmi toxick\u00fdmi. A to nejhor\u0161\u00ed, co se m\u016f\u017ee st\u00e1t, je, \u017ee mohou odv\u00e9zt \u010d\u00e1st kolektivu do jin\u00e9 spole\u010dnosti.\u00a0<\/p>\n<h3>Rozd\u011blen\u00ed\u00a0<\/h3>\n<p>\nV\u0161echny probl\u00e9my, kter\u00e9 jsem uvedl \u2014 \u0161patn\u00e1 pr\u00e1ce s nov\u00e1\u010dky, nedostatek komunikace, neform\u00e1ln\u00ed v\u016fdci v opozici \u2014 vedou k rozd\u011blen\u00ed. V soukrom\u00e9m p\u0159\u00edpad\u011b to lze ilustrovat v\u00fdmluvn\u00fdm memem:\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit\" src=\"\/wp-content\/uploads\/2019\/10\/6c529b1d941ada9471f94a11ac2a7712.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nLid\u00e9 nev\u011bd\u00ed, \u010demu se jejich kolegov\u00e9 v\u011bnuj\u00ed. Proto si nev\u00e1\u017e\u00ed jejich p\u0159\u00ednosu pro spole\u010dnou v\u011bc. Rozd\u00edlnost vede k absenci t\u00fdmov\u00e9 pr\u00e1ce: \u010dlenov\u00e9 t\u00fdmu si navz\u00e1jem nepom\u00e1haj\u00ed, co\u017e zp\u016fsobuje neefektivn\u00ed \u0159e\u0161en\u00ed \u00fakol\u016f. Chyb\u00ed flexibilita, proto\u017ee komunikace nen\u00ed zaveden\u00e1. Vedouc\u00edm je obt\u00ed\u017en\u00e9 motivovat a rozv\u00edjet sv\u00e9 pod\u0159\u00edzen\u00e9. To v\u0161e vede k tomu, \u017ee lid\u00e9 odch\u00e1zej\u00ed.\u00a0<\/p>\n<p>A cht\u011bli bychom, aby to bylo dobr\u00e9, aby to bylo alespo\u0148 takto:<\/p>\n<p><img decoding=\"async\" alt=\"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit\" src=\"\/wp-content\/uploads\/2019\/10\/8a7d3d26d290b28bbdbb7624360167dc.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nA je\u0161t\u011b l\u00e9pe, kdy\u017e to bude takto:<\/p>\n<p><img decoding=\"async\" alt=\"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit\" src=\"\/wp-content\/uploads\/2019\/10\/16eaf9702b0f147e23452ce630e82e2d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>Co d\u011blat?<\/h2>\n<p>\nCo d\u011blat, aby neform\u00e1ln\u00ed vztahy ve va\u0161\u00ed firm\u011b byly \"spr\u00e1vn\u00e9\" a pracovaly ve prosp\u011bch byznysu? \u0158eknu v\u00e1m, co jsme d\u011blali a st\u00e1le d\u011bl\u00e1me u n\u00e1s v Badoo. Jsou to t\u0159i d\u016fle\u017eit\u00e9 komponenty:\u00a0<\/p>\n<ul>\n<li>kultura firmy;\n<\/li>\n<li>pravideln\u00e1 pr\u00e1ce na stmelen\u00ed t\u00fdmu;\n<\/li>\n<li>reakce na destruktivn\u00ed odchylky.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Kultura firmy<\/h3>\n<p>\nKultura firmy je soubor z\u00e1kladn\u00edch hodnot, kter\u00e9 tvo\u0159\u00ed zp\u016fsob my\u0161len\u00ed a normy chov\u00e1n\u00ed zam\u011bstnanc\u016f. To, co spojuje lidi v kolektivu, co odli\u0161uje firmu od ostatn\u00edch a umo\u017e\u0148uje na ni b\u00fdt hrd\u00fd. To jsou hodnoty, kter\u00e9 sd\u00edl\u00ed v\u011bt\u0161ina t\u00fdmu.\u00a0<\/p>\n<p>Z\u00e1kladn\u00ed hodnoty nejsou konstantn\u00ed. Mohou se m\u011bnit, dopl\u0148ovat v z\u00e1vislosti na zm\u011bn\u011b strategie firmy. Nen\u00ed dobr\u00e9 je vym\u00fd\u0161let nebo slep\u011b kop\u00edrovat hodnoty jin\u00fdch firem. Tak\u00e9 nen\u00ed dobr\u00e9 p\u0159itahovat extern\u00ed odborn\u00edky s t\u00edm, \u017ee vytvo\u0159\u00ed tyto hodnoty za v\u00e1s: hodnoty by m\u011bly vyr\u016fst uvnit\u0159 spole\u010dnosti.\u00a0<\/p>\n<p>Kdysi d\u00e1vno jsem pracoval jako program\u00e1tor ve firm\u011b zab\u00fdvaj\u00edc\u00ed se s\u00ed\u0165ov\u00fdm marketingem. Tam panoval kult \u0161\u00e9fa: jeho portr\u00e9ty a cit\u00e1ty visely v kancel\u00e1\u0159\u00edch. V\u0161ichni zam\u011bstnanci m\u011bli b\u00fdt pasion\u00e1\u0159i, d\u011blat sv\u011bt lep\u0161\u00edm. M\u00edsto b\u011b\u017en\u00e9ho pozdravu se pou\u017e\u00edvala takov\u00e1 pok\u0159ik: \"100 miliard \u2014 n\u00e1\u0161 osud!\". Te\u010f se to zd\u00e1 sm\u011b\u0161n\u00e9, ale tehdy to nebylo moc vesel\u00e9. To je p\u0159\u00edklad toho, jak se to nem\u00e1 d\u011blat, p\u0159\u00edklad pseudokultury.\u00a0<\/p>\n<p>Vra\u0165me se k Badoo. V ur\u010dit\u00e9m okam\u017eiku jsme se se\u0161li, spole\u010dn\u011b brainstormovali a vytvo\u0159ili seznam na\u0161ich z\u00e1kladn\u00edch hodnot.\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Neform\u00e1ln\u00ed vztahy v t\u00fdmu: pro\u010d a jak je \u0159\u00eddit\" src=\"\/wp-content\/uploads\/2019\/10\/704fa5e3311c8c0c4d5e1bf623d7229d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nAle d\u016fle\u017eit\u00fd nen\u00ed samotn\u00fd seznam, ale to, jak ho pou\u017e\u00edv\u00e1me.<\/p>\n<p>Za prv\u00e9, pou\u017e\u00edv\u00e1me to p\u0159i n\u00e1boru: sna\u017e\u00edme se pochopit, zda jsou kandid\u00e1ti ochotni sd\u00edlet na\u0161e z\u00e1kladn\u00ed hodnoty. Za druh\u00e9, pou\u017e\u00edv\u00e1me to pro hodnocen\u00ed zam\u011bstnanc\u016f: b\u011bhem zku\u0161ebn\u00ed doby, \u010dtvrtletn\u00edch a pololetn\u00edch recenz\u00ed.\u00a0<\/p>\n<p>Jak hodnot\u00edme kandid\u00e1ty na pohovorech? Pokl\u00e1d\u00e1me ur\u010dit\u00e9 ot\u00e1zky. Nap\u0159\u00edklad o minul\u00fdch chyb\u00e1ch; zji\u0161\u0165ujeme postoj k nim, abychom pochopili, jak moc je \u010dlov\u011bk sebereflexivn\u00ed a schopn\u00fd u\u010dit se ze sv\u00fdch omyl\u016f.\u00a0<\/p>\n<p>Sledujeme reakci na ot\u00e1zky, na kter\u00e9 kandid\u00e1t nezn\u00e1 odpov\u011b\u010f. Mnoz\u00ed za\u010d\u00ednaj\u00ed kli\u010dkovat, odv\u00e1d\u011bj\u00ed rozhovor jin\u00fdm sm\u011brem nebo se hned vzd\u00e1vaj\u00ed. My v\u0161ak m\u00e1me r\u00e1di, kdy\u017e se \u010dlov\u011bk sna\u017e\u00ed logicky dosp\u011bt k spr\u00e1vn\u00e9 odpov\u011bdi a pak up\u0159\u00edmn\u011b \u0159\u00edk\u00e1, \u017ee n\u011bco nev\u00ed. V takov\u00e9m p\u0159\u00edpad\u011b vid\u00edme, \u017ee je schopen p\u0159iznat si, \u017ee n\u011b\u010demu nerozum\u00ed, a to je v po\u0159\u00e1dku.\u00a0<\/p>\n<p>Pt\u00e1me se, jestli jsou lid\u00e9, kter\u00fdm uchaze\u010d pomohl v kari\u00e9\u0159e a rozvoji, a jak jim pomohl. To je zn\u00e1mka toho, \u017ee je \u010dlov\u011bk otev\u0159en\u00fd sv\u011btu a p\u0159ipraven pom\u00e1hat ostatn\u00edm.\u00a0<\/p>\n<p>Zaj\u00edm\u00e1me se, jestli jsou lid\u00e9, od kter\u00fdch se kandid\u00e1t v posledn\u00ed dob\u011b n\u011bco nau\u010dil. To nep\u0159\u00edmo nazna\u010duje, jak moc m\u00e1 \u010dlov\u011bk r\u00e1d u\u010den\u00ed, a zda si v\u00e1\u017e\u00ed lid\u00ed kolem sebe, kte\u0159\u00ed mu cht\u011bj\u00ed nab\u00eddnout n\u011bco nov\u00e9ho.\u00a0<\/p>\n<p>Zaj\u00edmav\u00e9 je tak\u00e9 zjistit okolnosti odchodu z p\u0159edchoz\u00edho zam\u011bstn\u00e1n\u00ed. Zde n\u00e1s zaj\u00edm\u00e1 nejen d\u016fvod v\u00fdpov\u011bdi, ale tak\u00e9 jak uchaze\u010d p\u0159edal sv\u00e9 povinnosti: zda v\u0161echno p\u0159ipravil, nebo to vzdal a nechal to sho\u0159et. To nazna\u010duje odpov\u011bdnost.\u00a0<\/p>\n<p>\u010casto lid\u00e9 na pohovoru \u0159\u00edkaj\u00ed, \u017ee cht\u011bj\u00ed r\u016fst, a proto ode\u0161li z p\u0159edchoz\u00ed firmy. Zaj\u00edm\u00e1 n\u00e1s: co jim tam br\u00e1nilo se rozv\u00edjet? Odpov\u00edd\u00e1n\u00edm na tuto ot\u00e1zku kandid\u00e1ti n\u011bkdy za\u010d\u00ednaj\u00ed hledat vin\u00edky, \u0159\u00edkaj\u00ed, \u017ee \u0161\u00e9f byl n\u011bjak\u00fd takov\u00fd, kolegov\u00e9 byli hloup\u00ed atd. Takto ov\u011b\u0159ujeme, jak moc je \u010dlov\u011bk proaktivn\u00ed, jak ochotn\u00fd si p\u0159iznat sv\u016fj probl\u00e9m a n\u011bco ud\u011blat pro jeho \u0159e\u0161en\u00ed.\u00a0<\/p>\n<h3>Pravideln\u00e1 pr\u00e1ce na soudr\u017enosti t\u00fdmu<\/h3>\n<p>\nAbychom si uv\u011bdomili a formulovali firemn\u00ed kulturu, mus\u00edme pracovat na soudr\u017enosti t\u00fdmu. Rozd\u011blil jsem to do n\u011bkolika sm\u011br\u016f:\u00a0<\/p>\n<ul>\n<li>pr\u00e1ce s neform\u00e1ln\u00edmi v\u016fdci;\n<\/li>\n<li>pr\u00e1ce s nov\u00e1\u010dky;\n<\/li>\n<li>pr\u00e1ce s obt\u00ed\u017en\u00fdmi zam\u011bstnanci;\n<\/li>\n<li>spr\u00e1vn\u00e9 osobn\u00ed sch\u016fzky;\n<\/li>\n<li>zohledn\u011bn\u00ed osobn\u00edch okolnost\u00ed;\n<\/li>\n<li>odstran\u011bn\u00ed rozd\u011blen\u00ed.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Neform\u00e1ln\u00ed l\u00edd\u0159i<\/h3>\n<p>\nNeform\u00e1ln\u00ed l\u00edd\u0159i jsou \u00fa\u010dinn\u00fdm n\u00e1strojem v rukou t\u00fdmov\u00e9ho vedouc\u00edho. Skrze n\u011b m\u016f\u017eeme p\u0159en\u00e1\u0161et c\u00edle spole\u010dnosti na ostatn\u00ed \u010dleny t\u00fdmu.\u00a0<\/p>\n<p><b>Neprosazovat, ale prod\u00e1vat\u00a0<\/b><\/p>\n<p>Hlavn\u00ed v pr\u00e1ci s neform\u00e1ln\u00edm l\u00eddrem je d\u016fv\u011bra. Nen\u00ed dobr\u00e9 jednat direktivn\u011b, \u0159\u00edkat mu, co m\u00e1 d\u011blat a jak. Je t\u0159eba ho p\u0159esv\u011bd\u010dit, \u017ee \u00fakol je d\u016fle\u017eit\u00fd, jeho vy\u0159e\u0161en\u00ed zlep\u0161\u00ed spole\u010dnost. Nebo se na n\u011bj obr\u00e1tit jako na experta a zeptat se: \u201ePod\u00edvej, m\u00e1me tento probl\u00e9m. Jak mysl\u00ed\u0161, \u017ee bychom ho m\u011bli nejl\u00e9pe vy\u0159e\u0161it?\u201c. To potvrzuje autoritu l\u00eddra, a ta je jeho hlavn\u00edm n\u00e1strojem a zbran\u00ed.\u00a0<\/p>\n<p><b>Chv\u00e1lit, ocenit<\/b>\u00a0<\/p>\n<p>V\u010das chvalte neform\u00e1ln\u00edho l\u00eddra. Tato rada plat\u00ed pro interakci s jak\u00fdmkoli zam\u011bstnancem, ale v p\u0159\u00edpad\u011b neform\u00e1ln\u00edho l\u00eddra je chv\u00e1la je\u0161t\u011b d\u016fle\u017eit\u011bj\u0161\u00ed.\u00a0<\/p>\n<p><b>Nepochybovat o autorit\u011b<\/b><\/p>\n<p>Nepodce\u0148ujte autoritu neform\u00e1ln\u00edho l\u00eddra, nekritizujte jej ve\u0159ejn\u011b a nepo\u0161kozujte jeho pov\u011bst. Pro v\u00e1s nen\u00ed sout\u011b\u017e\u00edc\u00edm: form\u00e1ln\u00ed vedouc\u00ed a neform\u00e1ln\u00ed l\u00eddr hraj\u00ed na r\u016fzn\u00fdch poli. Ten prvn\u00ed m\u00e1 spoustu n\u00e1stroj\u016f k ovl\u00e1d\u00e1n\u00ed kolektivu, druh\u00fd m\u00e1 v podstat\u011b pouze sv\u016fj vliv a autoritu.\u00a0<\/p>\n<p><b>P\u0159ij\u00edmat zp\u011btnou vazbu<\/b><\/p>\n<p>Poslouchejte zp\u011btnou vazbu od neform\u00e1ln\u00edch l\u00eddr\u016f (o ostatn\u00edch zam\u011bstnanc\u00edch, procesech) - toho si v\u00e1\u017e\u00ed. Skute\u010dnost, \u017ee naslouch\u00e1te, tak\u00e9 potvrzuje autoritu neform\u00e1ln\u00edho l\u00eddra.\u00a0<\/p>\n<p><b>Pov\u011b\u0159it form\u00e1ln\u00ed odpov\u011bdnost\u00ed<\/b><\/p>\n<p>Pokud mo\u017eno, m\u011bli byste sv\u011b\u0159it neform\u00e1ln\u00edmu l\u00eddrovi form\u00e1ln\u00ed odpov\u011bdnost. V budoucnosti to zni\u010d\u00ed motivaci postavit se na odpor a tak\u00e9 uspokoj\u00ed v\u016fdcovsk\u00e9 ambice neform\u00e1ln\u00edho l\u00eddra.\u00a0<\/p>\n<h3>Pr\u00e1ce se za\u010d\u00e1te\u010dn\u00edky<\/h3>\n<p>\nNa jedn\u00e9 stran\u011b za\u010d\u00e1te\u010dn\u00edci jsou lid\u00e9, kte\u0159\u00ed p\u0159in\u00e1\u0161ej\u00ed v\u0161e nov\u00e9, zaj\u00edmav\u00e9 a efektivn\u00ed, o \u010dem jste mo\u017en\u00e1 nev\u011bd\u011bli. Na druh\u00e9 stran\u011b jsou to lid\u00e9, kte\u0159\u00ed potenci\u00e1ln\u011b mohou \"rozm\u011blnit\" kulturu spole\u010dnosti.\u00a0<\/p>\n<p>Co d\u011bl\u00e1me v Badoo?\u00a0<\/p>\n<p><b>\u201eN\u011b\u017en\u00fd\u201c onboarding <\/b><\/p>\n<p>Od prvn\u00edho dne p\u0159i\u0159azujeme nov\u00e9mu zam\u011bstnanci mentora. M\u016f\u017ee to b\u00fdt vedouc\u00ed nebo jak\u00fdkoli zku\u0161en\u00fd pracovn\u00edk, kter\u00fd je ochoten kdykoli odpov\u011bd\u011bt na ot\u00e1zky nov\u00e9ho zam\u011bstnance. Nov\u00e9ho zam\u011bstnance okam\u017eit\u011b nezapoj\u00edme do \u0159e\u0161en\u00ed 'bojov\u00fdch' \u00fakol\u016f a ne\u017e\u00e1d\u00e1me po n\u011bm p\u0159\u00edli\u0161. Prvn\u00edch n\u011bkolik t\u00fddn\u016f se nov\u00e1\u010dek seznamuje s prac\u00ed v \u00fazk\u00e9m kontaktu s mentorem.<\/p>\n<p><b>Pravideln\u00e1 zp\u011btn\u00e1 vazba<\/b><\/p>\n<p>Zpo\u010d\u00e1tku nov\u00e1\u010dci velmi o\u010dek\u00e1vaj\u00ed tuto zp\u011btnou vazbu, proto\u017ee pro n\u011b je to v z\u00e1sad\u011b jedin\u00fdm orienta\u010dn\u00edm bodem a ukazatelem, zda v\u0161e d\u011blaj\u00ed spr\u00e1vn\u011b. V Badoo se mana\u017eer v prvn\u00edch dvou m\u011bs\u00edc\u00edch ka\u017ed\u00fd t\u00fdden setk\u00e1v\u00e1 s nov\u00fdm zam\u011bstnancem individu\u00e1ln\u011b a prob\u00edr\u00e1 s n\u00edm v\u0161echny vznikl\u00e9 ot\u00e1zky. Je z\u00e1sadn\u00ed pracovat s kritikou v tomto obdob\u00ed velmi opatrn\u011b. Naopak je d\u016fle\u017eit\u00e9 \u0159\u00edkat, \u017ee chybov\u00e1n\u00ed je norm\u00e1ln\u00ed, zejm\u00e9na na za\u010d\u00e1tku. Je vhodn\u00e9 zapojit HR specialistu, aby nov\u00e1\u010dek mohl poskytnout zp\u011btnou vazbu sv\u00e9mu mana\u017eerovi: to, co nem\u016f\u017ee \u0159\u00edct osobn\u011b, sd\u011bl\u00ed HR mana\u017eerovi.\u00a0<\/p>\n<p><b>Zapojuj\u00edc\u00ed neform\u00e1ln\u00ed komunikace<\/b><\/p>\n<p>Nen\u00ed t\u0159eba nech\u00e1vat nov\u00e1\u010dky mimo neform\u00e1ln\u00ed komunikaci. Kdy\u017e jdete na ob\u011bd s t\u00fdmem \u2013 pozv\u011bte nov\u00e1\u010dka. Kdy\u017e slav\u00edte narozeniny n\u011bkoho \u2013 pozv\u011bte nov\u00e1\u010dka. M\u016f\u017ee odm\u00edtnout, ale po n\u011bjak\u00e9 dob\u011b ur\u010dit\u011b souhlas\u00ed. Hlavn\u00ed je d\u00e1t mu najevo, \u017ee nen\u00ed nepot\u0159ebn\u00fd, ale plnohodnotn\u00fdm \u010dlenem kolektivu.\u00a0<\/p>\n<p><b>Iniciativy<\/b><\/p>\n<p>Na iniciativ\u00e1ch je tak\u00e9 velmi d\u016fle\u017eit\u00e9 pracovat s opatrnost\u00ed. Neznamen\u00e1 to, \u017ee mus\u00edte ud\u011blat v\u0161e, co nov\u00e1\u010dek navrhne. Z\u00e1t\u011b\u017e prokazov\u00e1n\u00ed u\u017eite\u010dnosti a zm\u011bna ust\u00e1len\u00e9ho status quo ve firm\u011b le\u017e\u00ed na navrhovateli, tedy v tomto p\u0159\u00edpad\u011b na nov\u00e9m zam\u011bstnanci. Pokud jeho iniciativa z n\u011bjak\u00e9ho d\u016fvodu nevyhovuje, sna\u017ete se argumentovan\u011b, jako s profesion\u00e1lem, probrat, pro\u010d tomu tak je.\u00a0<\/p>\n<p><b>Pomoc<\/b><\/p>\n<p>Na za\u010d\u00e1tku je pomoc pro nov\u00e1\u010dky velmi d\u016fle\u017eit\u00e1. V\u0161ichni m\u00e1me z\u00e1jem o to, aby se nov\u00fd zam\u011bstnanec co nejrychleji p\u0159izp\u016fsobil a za\u010dal \u0159e\u0161it opravdov\u00e9 \u00fakoly. Nov\u00e1\u010dci se \u010dasto boj\u00ed po\u017e\u00e1dat o pomoc, proto\u017ee pova\u017euj\u00ed sv\u00e9 ot\u00e1zky za hloup\u00e9. Dnes u\u017e ke mn\u011b p\u0159i\u0161el jednou: pokud p\u0159ijde znovu, asi si budou myslet, \u017ee nen\u00ed profesion\u00e1ln\u00ed. Vysv\u011btlujeme, \u017ee na tom nen\u00ed nic \u0161patn\u00e9ho: je pot\u0159eba obr\u00e1tit se na kolegu, jakmile naraz\u00ed\u0161 na probl\u00e9m. Zkou\u0161el jsi to p\u016fl hodiny a\u017e hodinu a nic nefunguje? P\u0159ij\u010f, jinak to bude pro v\u0161echny jen hor\u0161\u00ed.\u00a0<\/p>\n<h3>Pr\u00e1ce se slo\u017eit\u00fdmi zam\u011bstnanci<\/h3>\n<p>\nSlo\u017eit\u00ed zam\u011bstnanci jsou lid\u00e9, kte\u0159\u00ed pracuj\u00ed proti kultu\u0159e spole\u010dnosti, proti jej\u00edm z\u00e1kladn\u00edm hodnot\u00e1m. Jsou to zam\u011bstnanci, kte\u0159\u00ed systematicky pron\u00e1\u0161ej\u00ed ne\u00factiv\u00e9 pozn\u00e1mky, pokou\u0161ej\u00ed se podkopat autoritu vedouc\u00edho atd. Jak s nimi pracovat?<\/p>\n<p><b>Pochopit skute\u010dn\u00e9 d\u016fvody odporu <\/b><\/p>\n<p>M\u016f\u017ee to b\u00fdt uk\u0159ivd\u011bn\u00ed, kter\u00e9 jsi si nev\u0161iml, nebo to m\u016f\u017ee b\u00fdt prost\u011b \u017eivotn\u00ed postoj: jsem proti a te\u010dka. M\u016f\u017ee\u0161 se to pokusit zjistit p\u0159\u00edmo. Pokud se ti nepoda\u0159\u00ed zjistit, v \u010dem je probl\u00e9m, a \u010dlov\u011bk se uch\u00fdl\u00ed do defensivn\u00ed pozice, m\u016f\u017ee\u0161 zkusit promluvit s lidmi, se kter\u00fdmi \u00fazce komunikuje. Mo\u017en\u00e1 ti osv\u011btl\u00ed jeho motivy.\u00a0<\/p>\n<p><b>Pokud jsou motivy jasn\u00e9, pokusit se dohodnout <\/b><\/p>\n<p>Mo\u017en\u00e1 bude nutn\u00e9 ud\u011blat n\u011bkde kompromis. Pokud se v\u0161ak s zam\u011bstnancem p\u0159\u00edmo dohodnout neda\u0159\u00ed, m\u016f\u017ee\u0161 zkusit zapojit takzvan\u00e9ho zprost\u0159edkovatele, nap\u0159\u00edklad zku\u0161en\u00e9ho HR specialistu, kter\u00fd si promluv\u00ed osobn\u011b se zam\u011bstnancem, pak se pod\u00edv\u00e1 na tebe, ud\u011bl\u00e1 z\u00e1v\u011bry a poskytne cenn\u00e9 rady ob\u011bma stran\u00e1m. <\/p>\n<p><b>Odd\u00e1lit zam\u011bstnance: nap\u0159\u00edklad p\u0159e\u0159adit do jin\u00e9ho t\u00fdmu<\/b><\/p>\n<p>N\u011bkdy doch\u00e1z\u00ed ke konfliktu na osobn\u00ed \u00farovni: lid\u00e9 se zkr\u00e1tka nemaj\u00ed r\u00e1di. V takov\u00e9m p\u0159\u00edpad\u011b m\u016f\u017ee\u0161 zkusit p\u0159e\u0159adit \u010dlov\u011bka do jin\u00e9ho odd\u011blen\u00ed, abys neztratil cenn\u00e9ho zam\u011bstnance. <\/p>\n<p><b>Ignorovat<\/b><\/p>\n<p>Pokud v\u00fd\u0161e uveden\u00e9 opat\u0159en\u00ed nepom\u00e1h\u00e1, m\u016f\u017ee\u0161 zkusit vylou\u010dit osobu z proces\u016f, v nich\u017e se pova\u017euje za v\u00fdznamnou. To zas\u00e1hne jeho autoritu a mo\u017en\u00e1 ho p\u0159ivede k rozumu. <\/p>\n<p><b>Propustit<\/b><\/p>\n<p>Pokud ani to nefunguje, z\u016fst\u00e1v\u00e1 jen jedna mo\u017enost \u2014 rozlou\u010dit se se slo\u017eit\u00fdm zam\u011bstnancem, proto\u017ee neust\u00e1l\u00e9 konflikty s n\u00edm maj\u00ed neblah\u00fd dopad na autoritu vedouc\u00edho.\u00a0<\/p>\n<h3>Spr\u00e1vn\u00e9 sch\u016fzky jeden na jednoho<\/h3>\n<p>\nP\u0159ipom\u00edn\u00e1m, \u017ee se nyn\u00ed bav\u00edme pouze o neform\u00e1ln\u00edch vztaz\u00edch. Pova\u017euji pravideln\u00e9 sch\u016fzky jeden na jednoho se zam\u011bstnanci za skv\u011bl\u00fd form\u00e1t pro vybudov\u00e1n\u00ed d\u016fv\u011bry mezi vedouc\u00edm a pod\u0159\u00edzen\u00fdmi. Na 1:1, krom\u011b pracovn\u00edch z\u00e1le\u017eitost\u00ed, bychom m\u011bli v\u011bnovat pozornost i pracovn\u00edm ot\u00e1zk\u00e1m.\u00a0<\/p>\n<ul>\n<li>Dejte prvn\u00ed slovo sv\u00e9mu pod\u0159\u00edzen\u00e9mu. Mo\u017en\u00e1 se mu toho hodn\u011b nahromadilo a byl na to p\u0159ipraven. Nen\u00ed t\u0159eba ho p\u0159eru\u0161ovat: a\u0165 se vyj\u00e1d\u0159\u00ed.\u00a0\n<\/li>\n<li>Proberte obt\u00ed\u017ee. Jak pracovn\u00ed, tak i nepracovn\u00ed, kter\u00e9 mohou ovlivnit pracovn\u00ed procesy.\u00a0\n<\/li>\n<li>Proberte vztahy s kolegy: je v\u0161e v po\u0159\u00e1dku? Pokud zjist\u00edte, \u017ee jsou n\u011bjak\u00e9 probl\u00e9my, nab\u00eddn\u011bte svou pomoc, p\u0159esn\u011bji, zeptejte se, jak m\u016f\u017eete jako vedouc\u00ed pomoci. Hlavn\u00ed je nezapomenout skute\u010dn\u011b pomoci, pokud o to zam\u011bstnanec po\u017e\u00e1d\u00e1.\u00a0\n<\/li>\n<li>Rada, kterou jsem na\u0161el v knize Maxima Batyrieva \u201e45 tetov\u00e1n\u00ed mana\u017eera\u201c. Na konci sch\u016fzky, kdy\u017e se zd\u00e1, \u017ee je v\u0161e u\u017e probr\u00e1no, se zeptejte: \u201eCo je\u0161t\u011b bychom m\u011bli probrat?\u201c N\u011bkte\u0159\u00ed lid\u00e9 v tomto okam\u017eiku vyklop\u00ed to nejzaj\u00edmav\u011bj\u0161\u00ed.\u00a0\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Zohledn\u011bn\u00ed osobn\u00edch okolnost\u00ed<\/h3>\n<p>\nPokud mezi vedouc\u00edm a pod\u0159\u00edzen\u00fdm panuj\u00ed d\u016fv\u011brn\u00e9 vztahy, m\u016f\u017ee pod\u0159\u00edzen\u00fd zcela bez obav informovat o n\u011bjak\u00fdch osobn\u00edch okolnostech: narozen\u00ed d\u00edt\u011bte, zdravotn\u00edch probl\u00e9mech, hypot\u00e9ce, rozvodu atd. V\u0161ichni jsme lid\u00e9 a m\u016f\u017ee se st\u00e1t cokoliv.\u00a0<\/p>\n<p>Co v takov\u00e9m p\u0159\u00edpad\u011b ud\u011bl\u00e1 kompetentn\u00ed vedouc\u00ed?<\/p>\n<ul>\n<li>D\u00e1 oddech. P\u0159esune z n\u00e1ro\u010dn\u00fdch, kritick\u00fdch projekt\u016f na n\u00edzkoprioritn\u00ed \u00fakoly.\u00a0\n<\/li>\n<li>Po\u0161le na dovolenou.\u00a0\n<\/li>\n<li>P\u0159epracuje syst\u00e9m motivace. Pokud si \u010dlov\u011bk vzal hypot\u00e9ku, finan\u010dn\u00ed ot\u00e1zka se dost\u00e1v\u00e1 na prvn\u00ed m\u00edsto. M\u016f\u017ee mu tedy p\u0159id\u011blit pr\u00e9mii, pokud je za co (m\u00edsto stejn\u00e9ho osv\u011bd\u010den\u00ed).\u00a0\n<\/li>\n<li>Zm\u011bn\u00ed pracovn\u00ed rozvrh. Nap\u0159\u00edklad, pokud d\u011bti dan\u00e9ho \u010dlov\u011bka za\u010daly chodit do \u0161kolky, lze upravit \u010das za\u010d\u00e1tku pracovn\u00edho dne. Pro\u010d ne?\u00a0\n<\/li>\n<\/ul>\n<p>\nKdy\u017e vedouc\u00ed sly\u0161\u00ed lidi a bere v \u00favahu jejich osobn\u00ed okolnosti, je to ocen\u011bno. A naopak: kdy\u017e v\u00ed, \u017ee vedouc\u00ed je si v\u011bdom jeho probl\u00e9m\u016f a nezohled\u0148uje je, vyvol\u00e1v\u00e1 to pocit k\u0159ivdy.\u00a0<\/p>\n<h3>Odstran\u011bn\u00ed rozd\u011blenosti<\/h3>\n<p>\nPov\u00edm v\u00e1m, jak bojujeme s rozd\u011blenost\u00ed v Badoo.\u00a0<\/p>\n<p><b>Spole\u010dn\u00e9 ob\u011bdy <\/b><\/p>\n<p>S \u00fadivem jsem sly\u0161el, \u017ee v mnoha firm\u00e1ch zam\u011bstnanci chod\u00ed na ob\u011bd sami nebo ve dvojic\u00edch. To je velmi neefektivn\u00ed! Kdy\u017e toti\u017e \u010dek\u00e1me na \u010d\u00ed\u0161n\u00edka, m\u016f\u017eeme probrat spoustu v\u011bc\u00ed, dozv\u011bd\u011bt se n\u011bco nov\u00e9ho o lidech, se kter\u00fdmi pracujeme. Pokud velikost kancel\u00e1\u0159e dovoluje, m\u016f\u017eeme zorganizovat j\u00eddelnu, jak to ud\u011blali my. V ob\u011bdov\u00fdch hodin\u00e1ch sed\u00ed lid\u00e9 z r\u016fzn\u00fdch odd\u011blen\u00ed vedle sebe a diskutuj\u00ed o nejr\u016fzn\u011bj\u0161\u00edch t\u00e9matech: velmi dob\u0159e to funguje na sbli\u017eov\u00e1n\u00ed kolektivu. <\/p>\n<p><b>Teambuildingov\u00e9 akce a firemn\u00ed akce s rodinami<\/b> <\/p>\n<p>V na\u0161em p\u0159\u00edpad\u011b jsou teambuildingy pravideln\u00e9 (jednou za t\u0159i m\u011bs\u00edce) v\u00fdlety kamkoliv: laser tag, bowling, billiard nebo jen oby\u010dejn\u00e1 n\u00e1v\u0161t\u011bva baru. \u00da\u010dast na t\u011bchto akc\u00edch je dobrovoln\u00e1. Vybere se den, kter\u00fd vyhovuje v\u011bt\u0161in\u011b, a nov\u00e1\u010dky zohled\u0148ujeme p\u0159edev\u0161\u00edm, sna\u017e\u00edme se je co nejv\u00edce zapojit.\u00a0<\/p>\n<p>Firemn\u00ed akce jsou pro n\u00e1s opravdu velkolep\u00e9 ud\u00e1losti, nap\u0159\u00edklad v\u00edkendov\u00e9 v\u00fdlety na t\u0159i dny b\u011bhem l\u00e9ta. Letos jsme byli v Krasn\u00e9 Poljan\u011b. Vyr\u00e1\u017e\u00edme s rodinami, ale v\u00edm, \u017ee to je sporn\u00fd bod. Ano, jsou tak\u00e9 nev\u00fdhody: samoz\u0159ejm\u011b n\u00e1klady a to, \u017ee rodiny sni\u017euj\u00ed \u201eteambuildingovost\u201c akce. Jsou lid\u00e9, kte\u0159\u00ed rad\u011bji tr\u00e1v\u00ed \u010das s rodinou ne\u017e s kolegy. Ale vyzkou\u0161eli jsme r\u016fzn\u00e9 form\u00e1ty a zastavili se u tohoto. Zaprv\u00e9 je mnohem jednodu\u0161\u0161\u00ed p\u0159im\u011bt rodinnou osobu, aby se z\u00fa\u010dastnila t\u0159\u00eddenn\u00ed akce s rodinou, ne\u017e n\u011bkoho samotn\u00e9ho, a v\u011bt\u0161ina z n\u00e1s je rodinn\u00fdch typ\u016f. Zadruh\u00e9 z\u00edsk\u00e1v\u00e1me loaj\u00e1ln\u00ed osobu z vn\u011bj\u0161\u00ed strany \u2014 man\u017eela nebo man\u017eelku. A \u010dasto se st\u00e1v\u00e1, \u017ee se rodiny, kter\u00e9 se na firemn\u00edm ve\u010d\u00edrku poznaj\u00ed, pak d\u00e1l kamar\u00e1d\u00ed v b\u011b\u017en\u00e9m \u017eivot\u011b.\u00a0<\/p>\n<p><b>Sport, v\u00fdlety, rafting<\/b> <\/p>\n<p>Toto je velmi jednoduch\u00e1 a stejn\u011b tak \u00fa\u010dinn\u00e1 metoda soudr\u017enosti t\u00fdmu. M\u00e1me b\u011b\u017eeck\u00e9, triatlonov\u00e9 a stoln\u011btenisov\u00e9 t\u00fdmy. Ka\u017ed\u00fd rok podnik\u00e1me splavy. Pova\u017euji to za jeden z nejmocn\u011bj\u0161\u00edch zp\u016fsob\u016f, jak t\u00fdm stmelit, proto\u017ee v nezvykl\u00fdch podm\u00ednk\u00e1ch, \u010dasto spojen\u00fdch s extr\u00e9mem, se lid\u00e9 dozv\u00eddaj\u00ed nov\u00e9 v\u011bci o sob\u011b a o ostatn\u00edch. <\/p>\n<p><b>Kluby podle z\u00e1jm\u016f <\/b><\/p>\n<p>Ty, kdo nemaj\u00ed r\u00e1di sport, lze zaujmout hrou v d\u00e1my, \u0161achy nebo \"Co? Kde? Kdy?\". P\u0159ed t\u0159emi lety na\u0161i kolegov\u00e9 zalo\u017eili hudebn\u00ed skupinu. Co je zaj\u00edmav\u00e9, mnoz\u00ed z jej\u00edch \u010dlen\u016f tehdy bu\u010f v\u016fbec neum\u011bli hr\u00e1t na hudebn\u00ed n\u00e1stroje, nebo to d\u011blali velmi nejist\u011b. Ned\u00e1vno dali koncert v kancel\u00e1\u0159i a bylo to skv\u011bl\u00e9! Pamatuji se, jakou hrdost jsem c\u00edtil, \u017ee pracuji s takov\u00fdmi lidmi. <\/p>\n<p><b>Hackathony <\/b><\/p>\n<p>Tak\u00e9 docela jednoduch\u00fd zp\u016fsob. Lid\u00e9 z r\u016fzn\u00fdch odd\u011blen\u00ed se sch\u00e1zej\u00ed, aby vy\u0159e\u0161ili n\u011bjak\u00fd zaj\u00edmav\u00fd \u00fakol, kter\u00fd nemus\u00ed b\u00fdt pracovn\u00ed. Pizzu, pivo, sch\u00e1z\u00edme se a n\u011bco spole\u010dn\u011b vytvo\u0159\u00edme, z\u00e1rove\u0148 se dozv\u011bd\u00edme o sob\u011b hodn\u011b nov\u00e9ho \u2013 to, co se v r\u00e1mci pracovn\u00edho procesu ned\u00e1 zjistit.\u00a0<\/p>\n<h2>Reakce\u00a0<\/h2>\n<p>\nPosledn\u00ed blok \u2013 o reakci na r\u016fzn\u00e9 destruktivn\u00ed jevy, kter\u00e9 p\u016fsob\u00ed proti z\u00e1kladn\u00edm hodnot\u00e1m spole\u010dnosti, a t\u00edm \u0161kodliv\u011b ovliv\u0148uj\u00ed mor\u00e1ln\u00ed klima v t\u00fdmu.<\/p>\n<p><b>P\u0159\u00e1telstv\u00ed<\/b><\/p>\n<p>Kdy\u017e se vedouc\u00ed a pod\u0159\u00edzen\u00fd p\u0159\u00edli\u0161 odd\u00e1vaj\u00ed sv\u00e9mu p\u0159\u00e1telsk\u00e9mu chov\u00e1n\u00ed, hroz\u00ed jim, \u017ee p\u0159ekro\u010d\u00ed hranice. V takov\u00e9m p\u0159\u00edpad\u011b by si m\u011bl mana\u017eer v\u017edy pamatovat, \u017ee je mana\u017eerem (i na spole\u010dn\u00fdch ve\u010d\u00edrc\u00edch a z\u00e1bav\u00e1ch) a d\u016frazn\u011b zarazit p\u0159ekro\u010den\u00ed hranice, kterou si s\u00e1m mus\u00ed vymezit. <\/p>\n<p><b>Neuctiv\u00e9 v\u00fdroky a jedn\u00e1n\u00ed <\/b><\/p>\n<p>To je nep\u0159ijateln\u00e9 a krajn\u011b destruktivn\u00ed. To je to, co otr\u00e1v\u00ed atmosf\u00e9ru ve skupin\u011b. Takov\u00e9 chov\u00e1n\u00ed eliminujte, jakmile ho usly\u0161\u00edte\/uvid\u00edte. A nezapome\u0148te se pot\u00e9 pod\u00edvat na p\u0159\u00ed\u010dinu. Je t\u0159eba pochopit, zda za t\u00edmto chov\u00e1n\u00edm stoj\u00ed osobn\u00ed nevole nebo pracovn\u00ed konflikt. Je t\u0159eba to rozpl\u00e9st, aby se p\u0159ede\u0161lo opakov\u00e1n\u00ed takov\u00fdch situac\u00ed. Nap\u0159\u00edklad se st\u00e1v\u00e1, \u017ee lid\u00e9 zakr\u00fdvaj\u00ed vlastn\u00ed chyby chybami jin\u00fdch osob nebo odd\u011blen\u00ed. V\u00fdvoj\u00e1\u0159i obvi\u0148uj\u00ed testery, teste\u0159i - v\u00fdvoj\u00e1\u0159e. \u010casto k tomu doch\u00e1z\u00ed, proto\u017ee lid\u00e9 prost\u011b nev\u011bd\u00ed, \u010demu se v\u011bnuje vedlej\u0161\u00ed odd\u011blen\u00ed, a neoce\u0148uj\u00ed jeho p\u0159\u00edsp\u011bvek k celku. M\u016f\u017eete s t\u00edm pracovat, nap\u0159\u00edklad vytvo\u0159en\u00edm kan\u00e1l\u016f pro informov\u00e1n\u00ed o \u00fasp\u011b\u0161\u00edch jednotliv\u00fdch odd\u011blen\u00ed, aby zam\u011bstnanci rozum\u011bli tomu, kdo se \u010d\u00edm v spole\u010dnosti zab\u00fdv\u00e1 a v \u010dem spo\u010d\u00edv\u00e1 jejich p\u0159\u00ednos.<\/p>\n<p><b>Rumory<\/b><\/p>\n<p>Objeven\u00ed se rumor\u016f je v\u017edy d\u016fsledkem nedostate\u010dn\u00fdch informac\u00ed. Nedostatek informac\u00ed je ur\u010dit\u00fd vakuum, kter\u00e9 je zapln\u011bno ne\u010distotami. Kdy\u017e se mana\u017eer dozv\u00ed o n\u011bjak\u00e9m rumoru, m\u011bl by co nejv\u011brn\u011bji vysv\u011btlit, jak se situace m\u00e1 ve skute\u010dnosti, a pot\u00e9 p\u0159em\u00fd\u0161let o vytvo\u0159en\u00ed norm\u00e1ln\u00edch kan\u00e1l\u016f pro sd\u011blov\u00e1n\u00ed takov\u00e9ho druhu informac\u00ed: newslettery, souhrny, pravideln\u00e9 semin\u00e1\u0159e atd.<\/p>\n<p>Ned\u00e1vno se u n\u00e1s v Badoo odehr\u00e1la podobn\u00e1 situace. Bylo rozhodnuto p\u0159esunout \u010d\u00e1st v\u00fdvoje z Moskvy do Lond\u00fdna - b\u011b\u017en\u00e1 obchodn\u00ed nutnost, kter\u00e1 se v \u010dase uk\u00e1zala jako opr\u00e1vn\u011bn\u00e1. Ale to vyvolalo rumor, \u017ee moskevsk\u00e1 kancel\u00e1\u0159 se uzav\u00edr\u00e1. Tato my\u0161lenka se tak pevn\u011b usadila v hlav\u00e1ch mnoha zam\u011bstnanc\u016f, \u017ee jsme museli vynalo\u017eit velk\u00e9 \u00fasil\u00ed, abychom rumor vyvr\u00e1tili. P\u0159edstavte si motivaci lid\u00ed, kte\u0159\u00ed tomu v\u011b\u0159ili: \"Pro\u010d bychom m\u011bli pl\u00e1novat, kdy\u017e n\u00e1s brzy stejn\u011b zav\u0159ou?\"\u00a0\u00a0<\/p>\n<h2>Z\u00e1v\u011bry<\/h2>\n<p>\nJak zajistit, aby neform\u00e1ln\u00ed vztahy pracovaly ve prosp\u011bch byznysu?<\/p>\n<ol>\n<li>Uv\u011bdomte si a formujte firemn\u00ed kulturu. Naj\u00edmejte lidi, kte\u0159\u00ed sd\u00edlej\u00ed va\u0161e hodnoty. zbavte se t\u011bch, kte\u0159\u00ed jednaj\u00ed proti nim.\u00a0\n<\/li>\n<li>Pravideln\u011b pracujte na stmelen\u00ed kolektivu. Vytv\u00e1\u0159ejte a rozv\u00edjejte form\u00e1ty, ve kter\u00fdch lid\u00e9 mohou navazovat neform\u00e1ln\u00ed vztahy.\u00a0\n<\/li>\n<li>Reagujte na destruktivn\u00ed odchylky. Pamatujte, \u017ee jste mana\u017eer, a tud\u00ed\u017e str\u00e1\u017ece kultury va\u0161\u00ed spole\u010dnosti.\u00a0\n<\/li>\n<\/ol>\n<p>\nA hlavn\u011b: starejte se o sv\u00e9 lidi! Rozumn\u011b propl\u00e9tajte neform\u00e1ln\u00ed vztahy do pr\u00e1ce. To v\u00e1m poskytne \u00fapln\u00fd obraz, kter\u00fd v\u00e1m umo\u017en\u00ed \u010dinit lep\u0161\u00ed rozhodnut\u00ed.\u00a0<br \/>\n<br \/>Zdroj: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/company\/badoo\/blog\/473060\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430 \u0434\u043e\u043b\u0436\u043d\u043e\u0441\u0442\u044c \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u0447\u0438\u043a\u0430 \u0432 \u043e\u0434\u043d\u0443 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u044e \u0438 \u0432\u0441\u043a\u043e\u0440\u0435 \u0441\u0442\u0430\u043b \u0441\u0432\u0438\u0434\u0435\u0442\u0435\u043b\u0435\u043c \u043d\u0435\u043e\u0431\u044b\u0447\u043d\u043e\u0439 \u0441\u0446\u0435\u043d\u044b. \u0422\u0438\u043c\u043b\u0438\u0434 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