{"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\/ro\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","title":{"rendered":"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<p><img decoding=\"async\" alt=\"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi\" src=\"\/wp-content\/uploads\/2019\/10\/53399d5e89b5572f541af360df85f853.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nCu mul\u021bi ani \u00een urm\u0103, am venit pe postul de dezvoltator \u00eentr-o companie \u0219i cur\u00e2nd am fost martor la o scen\u0103 neobi\u0219nuit\u0103. Team lead-ul din departamentul vecin \u0219i-a chemat subordonatul \u00een mijlocul zilei de lucru \u0219i i-a spus destul de tare \u0219i relaxat: \u201eAscult\u0103, ia-\u021bi banii \u0103\u0219tia. Du-te la magazin, cump\u0103r\u0103 ni\u0219te whisky \u0219i gust\u0103ri\u201d.\u00a0<\/p>\n<p>M-am g\u00e2ndit: \u201eCe ciudat! Toate acestea sunt stranii\u2026\u201d. Dar situa\u021bia s-a repetat de c\u00e2teva ori. Dup\u0103 ce am lucrat \u00een companie o vreme, am realizat c\u0103 un astfel de comportament era norma. Unele echipe se \u00eemprieteniser\u0103 \u00eempotriva altora, intriga prospera, iar managementul de top nu reac\u021biona deloc la asta. Am plecat de acolo, \u00een ciuda faptului c\u0103 sarcinile erau interesante \u0219i condi\u021biile destul de bune. Dar climatul moral era insuportabil.\u00a0<\/p>\n<p>Nu eram singurul cu acest sentiment: acum compania respectiv\u0103 nu mai exist\u0103. Dar \u00een acel moment am realizat c\u00e2t de important este s\u0103 lucrezi cu rela\u021biile informale, c\u00e2t de mult impact pot avea asupra afacerii \u00een ansamblu. Trebuie s\u0103 se ocupe de acestea \u00een principal liderii de linie, nu managerii de resurse umane sau psihologii \u00een cadrul organiza\u021biei, pentru c\u0103 tocmai liderii sunt cei care interac\u021bioneaz\u0103 zilnic cu subordona\u021bii lor.\u00a0<\/p>\n<p>\u00cens\u0103 team lead-ii din domeniul IT, de obicei, au crescut din r\u00e2ndul dezvoltatorilor, inginerilor \u0219i nu au o preg\u0103tire special\u0103 \u00een domeniile psihologiei \u0219i metodologiei managementului. Din aceast\u0103 cauz\u0103, managerii \u00een\u021beleg adesea sarcinile lor \u00eentr-un mod destul de limitat: s\u0103 rezolve problemele afacerii, s\u0103 \u00eendeplineasc\u0103 planul etc. \u0218i de ce ar trebui s\u0103 se ocupe de adul\u021bi, nu-i este clar.\u00a0<\/p>\n<p>\u00cen ultimii zece ani, m-am ocupat cu conducerea echipelor de dezvoltare, \u0219apte dintre ele fiind \u00een Badoo. Acest articol este inspirat din prezentarea mea de la <noindex><a rel=\"nofollow\" href=\"https:\/\/teamleadconf.ru\/spb\/2019\">Saint TeamLead Conf 2019<\/a><\/noindex>: \u00een care voi \u00eencerca s\u0103 explic cum \u0219i de ce este necesar s\u0103 lucr\u0103m la rela\u021biile informale din echip\u0103.\u00a0<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<h2>Probleme cu rela\u021biile informale<\/h2>\n<p>\nCum putem determina c\u0103 \u00een echip\u0103 se \u00eent\u00e2mpl\u0103 ceva nepl\u0103cut \u00een ceea ce prive\u0219te rela\u021biile informale? Exist\u0103 c\u00e2\u021biva indicatori.<\/p>\n<h3>Nou-veni\u021bii nu r\u0103m\u00e2n<\/h3>\n<p>\nSunt sigur c\u0103 pentru majoritatea oamenilor, schimbarea locului de munc\u0103 este o surs\u0103 de stres. Un angajat nou se afl\u0103 \u00eentr-o situa\u021bie extrem de inconfortabil\u0103 \u0219i instabil\u0103, \u00een parte pentru c\u0103 experien\u021ba \u0219i abilit\u0103\u021bile sale \u00een noul colectiv nu sunt validate. De asemenea, el ar putea fi o persoan\u0103 important\u0103 \u0219i respectat\u0103 \u00een locul s\u0103u de munc\u0103 anterior. \u00cen aceast\u0103 situa\u021bie, contrastul va fi \u0219i mai acut \u0219i va provoca un disconfort \u0219i mai mare.<\/p>\n<p>Ce face o persoan\u0103 pentru a se afirma? \u00ce\u0219i arat\u0103 ini\u021biativa. Totu\u0219i, ini\u021biativa angaja\u021bilor noi este adesea subliniat\u0103 de respingere: \u201eCe cau\u021bi aici? \u0218tim noi cum func\u021bioneaz\u0103 totul f\u0103r\u0103 tine!\u201d.\u00a0<\/p>\n<p>Pe l\u00e2ng\u0103 asta, angaja\u021bii noi sunt adesea exclude\u021bi din comunicarea informal\u0103. Merg la pr\u00e2nz \u2014 nu l-au chemat pe nou venit. S\u0103rb\u0103toresc ziua cuiva \u2014 noul angajat nu este invitat. Are deja stres din cauza problemelor de munc\u0103, iar acum nu are cu cine s\u0103 discute despre asta. Este de dou\u0103 ori mai greu.\u00a0<\/p>\n<p>\u00cen aceste condi\u021bii, mul\u021bi decid pur \u0219i simplu s\u0103 plece la o alt\u0103 companie.\u00a0<\/p>\n<h3>Colegi necunoscu\u021bi<\/h3>\n<p>\nUrm\u0103toarea problem\u0103 este necunoa\u0219terea colegilor. De obicei, aceasta se \u00eent\u00e2mpl\u0103 la grani\u021ba departamentelor, nu \u00een cadrul aceluia\u0219i departament. Executorii nu \u00ee\u0219i cunosc clien\u021bii interni \u0219i viceversa: de exemplu, echipa de produs nu se cunoa\u0219te cu echipa de dezvoltare.\u00a0<\/p>\n<p>Cel mai trist este c\u00e2nd liderii nu \u00ee\u0219i cunosc subalternii: nu \u0219tiu care sunt a\u0219tept\u0103rile lor reale \u0219i nu \u0219tiu cum s\u0103 \u00eei motiveze.\u00a0<\/p>\n<h3>Lideri informali \u00een opozi\u021bie cu puterea formal\u0103<\/h3>\n<p>\n\u00cen orice colectiv exist\u0103 lideri informali. La fel ca \u0219i ceilal\u021bi oameni, ei au propriile scopuri. Caracteristica liderilor informali este c\u0103 \u0219tiu s\u0103 implice al\u021bi oameni \u00een atingerea obiectivelor lor. Dac\u0103 scopul liderului informal nu se aliniaz\u0103 cu obiectivele organiza\u021biei, ace\u0219ti oameni pot deveni destul de toxici. \u0218i cel mai r\u0103u lucru care se poate \u00eent\u00e2mpla este c\u0103 pot lua o parte din echip\u0103 la o alt\u0103 companie.\u00a0<\/p>\n<h3>Dispersie\u00a0<\/h3>\n<p>\nToate problemele pe care le-am men\u021bionat \u2014 management slab al noilor angaja\u021bi, lipsa comunic\u0103rii, lideri informali \u00een opozi\u021bie \u2014 duc la dispersie. \u00centr-un caz particular, aceasta poate fi ilustrat\u0103 printr-un meme sugestiv:\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi\" src=\"\/wp-content\/uploads\/2019\/10\/6c529b1d941ada9471f94a11ac2a7712.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nOamenii nu \u0219tiu ce fac colegii lor. Prin urmare, nu \u00ee\u0219i apreciaz\u0103 contribu\u021bia la cauza comun\u0103. Dispersia duce la lipsa muncii \u00een echip\u0103: membrii echipei nu se completeaz\u0103 reciproc, din acest motiv sarcinile sunt rezolvate ineficient. Lipsa de flexibilitate apare deoarece comunicarea nu este bine structurat\u0103. Managerii au dificult\u0103\u021bi \u00een a motiva \u0219i a dezvolta subordona\u021bii lor. Toate acestea duc la plecarea oamenilor.\u00a0<\/p>\n<p>Dar ar fi bine s\u0103 fie a\u0219a, s\u0103 fie m\u0103car a\u0219a:<\/p>\n<p><img decoding=\"async\" alt=\"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi\" src=\"\/wp-content\/uploads\/2019\/10\/8a7d3d26d290b28bbdbb7624360167dc.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\n\u0218i chiar mai bine, dac\u0103 ar fi a\u0219a:<\/p>\n<p><img decoding=\"async\" alt=\"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi\" src=\"\/wp-content\/uploads\/2019\/10\/16eaf9702b0f147e23452ce630e82e2d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<\/p>\n<h2>Ce ar trebui s\u0103 facem?<\/h2>\n<p>\nCe s\u0103 faci pentru ca rela\u021biile informale din compania ta s\u0103 fie \u201ecorecte\u201d \u0219i s\u0103 func\u021bioneze \u00een beneficiul afacerii? Voi vorbi despre ce am f\u0103cut \u0219i continu\u0103m s\u0103 facem la Badoo. Acestea sunt trei componente importante:\u00a0<\/p>\n<ul>\n<li>cultura companiei;\n<\/li>\n<li>munca regulat\u0103 de consolidare a echipei;\n<\/li>\n<li>reac\u021bia la devia\u021biile distructive.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Cultura companiei<\/h3>\n<p>\nCultura companiei este un set de valori de baz\u0103 care formeaz\u0103 modul de g\u00e2ndire \u0219i normele de comportament ale angaja\u021bilor. Aceasta este ceea ce \u00eei une\u0219te pe oameni \u00een echip\u0103, ceea ce face ca firma s\u0103 se disting\u0103 de altele \u0219i permite m\u00e2ndria. Acestea sunt valorile pe care le \u00eemp\u0103rt\u0103\u0219e\u0219te cea mai mare parte a echipei.\u00a0<\/p>\n<p>Valorile de baz\u0103 nu sunt o constant\u0103. Ele pot varia, complet\u00e2ndu-se \u00een func\u021bie de schimbarea strategiei companiei. Nu trebuie s\u0103 le inventezi sau s\u0103 copiezi orbeste valorile altor firme. De asemenea, nu trebuie s\u0103 atragi exper\u021bi externi, av\u00e2nd \u00een vedere c\u0103 ace\u0219tia vor crea aceste valori pentru tine: valorile trebuie s\u0103 se nasc\u0103 \u00een interiorul companiei.\u00a0<\/p>\n<p>Cu mult timp \u00een urm\u0103, am lucrat ca programator \u00eentr-o companie de marketing de re\u021bea. Acolo exista un cult al \u0219efului: portretele \u0219i citatele lui erau expuse \u00een birouri. To\u021bi angaja\u021bii trebuiau s\u0103 fie pasiona\u021bi, s\u0103 fac\u0103 lumea mai bun\u0103. \u00cen loc de saluturi obi\u0219nuite, era folosit un slogan: \"100 de miliarde - este destinul nostru!\". Acum pare amuzant, dar atunci nu era foarte distractiv. Acesta este un exemplu de cum nu trebuie s\u0103 faci, un exemplu de pseudo-cultur\u0103.\u00a0<\/p>\n<p>S\u0103 ne \u00eentoarcem la Badoo. La un moment dat, ne-am adunat, am f\u0103cut un brainstorming \u0219i am creat o list\u0103 a valorilor noastre de baz\u0103.\u00a0<\/p>\n<p><img decoding=\"async\" alt=\"Rela\u021bii informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestionezi\" src=\"\/wp-content\/uploads\/2019\/10\/704fa5e3311c8c0c4d5e1bf623d7229d.jpeg\" style=\"display:block;margin: 0 auto;\" \/><br \/>\n<br \/>\nDar nu lista \u00een sine este important\u0103, ci modul \u00een care o folosim.<\/p>\n<p>\u00cen primul r\u00e2nd, \u00eel folosim atunci c\u00e2nd angaj\u0103m: \u00eencerc\u0103m s\u0103 \u00een\u021belegem dac\u0103 candida\u021bii sunt dispu\u0219i s\u0103 \u00eemp\u0103rt\u0103\u0219easc\u0103 valorile noastre fundamentale. \u00cen al doilea r\u00e2nd, \u00eel folosim pentru evaluarea angaja\u021bilor: \u00een perioada de prob\u0103, \u00een revizuirea trimestrial\u0103 \u0219i semestrial\u0103.\u00a0<\/p>\n<p>Cum evalu\u0103m candida\u021bii \u00een interviuri? Punem anumite \u00eentreb\u0103ri. De exemplu, despre gre\u0219elile anterioare; afl\u0103m atitudinea fa\u021b\u0103 de ele, pentru a \u00een\u021belege c\u00e2t de con\u0219tient este omul, c\u00e2t de autocritic este \u0219i c\u00e2t de capabil este s\u0103 \u00eenve\u021be din gre\u0219elile sale.\u00a0<\/p>\n<p>Ne uit\u0103m la reac\u021bia la \u00eentreb\u0103rile ale c\u0103ror r\u0103spunsuri candidatul nu le \u0219tie. Mul\u021bi \u00eencep s\u0103 evite subiectul, s\u0103 abordeze discu\u021bia \u00een alt\u0103 direc\u021bie sau pur \u0219i simplu se predau. Noi apreciem c\u00e2nd o persoan\u0103 \u00eencearc\u0103 s\u0103 ajung\u0103 logic la r\u0103spunsul corect \u0219i, ajung\u00e2nd la o limit\u0103, spune sincer c\u0103 nu \u0219tie. \u00cen acest caz, vedem c\u0103 persoana este capabil\u0103 s\u0103 recunoasc\u0103 c\u0103 nu \u00een\u021belege ceva, \u0219i este \u00een regul\u0103.\u00a0<\/p>\n<p>\u00centreb\u0103m dac\u0103 exist\u0103 persoane c\u0103rora candidatul le-a ajutat \u00een carier\u0103 \u0219i \u00een dezvoltare, cum le-a ajutat. Acesta este un semn c\u0103 persoana este deschis\u0103 spre lume, preg\u0103tit\u0103 s\u0103 ajute pe al\u021bii.\u00a0<\/p>\n<p>Suntem interesa\u021bi dac\u0103 exist\u0103 persoane de la care candidatul a \u00eenv\u0103\u021bat recent ceva. Acest lucru indic\u0103 indirect c\u00e2t de mult \u00eel pasioneaz\u0103 \u00eenv\u0103\u021barea, \u0219i, \u00een al doilea r\u00e2nd, c\u00e2t de recunosc\u0103tor este fa\u021b\u0103 de oamenii care \u00eel \u00eenconjoar\u0103 \u0219i care sunt dispu\u0219i s\u0103-i ofere ceva nou.\u00a0<\/p>\n<p>Este interesant s\u0103 afl\u0103m \u0219i despre circumstan\u021bele plec\u0103rii de la locul de munc\u0103 anterior. Aici ne intereseaz\u0103 nu at\u00e2t motivul demisiei, c\u00e2t modul \u00een care persoana \u0219i-a transmis responsabilit\u0103\u021bile: a preg\u0103tit totul sau a abandonat \u2014 \u0219i s\u0103 ard\u0103 \u00een fl\u0103c\u0103rii albastre? Acest lucru spune ceva despre responsabilitate.\u00a0<\/p>\n<p>Adesea, oamenii la interviuri spun c\u0103 vor s\u0103 se dezvolte \u0219i de aceea au plecat din compania anterioar\u0103. Este interesant s\u0103 afl\u0103m: ce i-a \u00eempiedicat s\u0103 se dezvolte acolo? R\u0103spunz\u00e2nd la aceast\u0103 \u00eentrebare, candida\u021bii \u00eencearc\u0103 uneori s\u0103 caute vinova\u021bi, spun\u00e2nd c\u0103 \u0219eful era defect \u0219i c\u0103 colegii erau pro\u0219ti etc. A\u0219a verific\u0103m c\u00e2t de proactiv este omul, c\u00e2t de mult este dispus s\u0103 recunoasc\u0103 problema sa \u0219i s\u0103 fac\u0103 ceva pentru a o rezolva.\u00a0<\/p>\n<h3>Lucru regulat pentru consolidarea echipei<\/h3>\n<p>\nOdat\u0103 ce am realizat \u0219i formulat cultura companiei, trebuie s\u0103 lucr\u0103m la consolidarea echipei. Am \u00eemp\u0103r\u021bit asta \u00een mai multe direc\u021bii:\u00a0<\/p>\n<ul>\n<li>lucrul cu liderii informali;\n<\/li>\n<li>lucrul cu noii angaja\u021bi;\n<\/li>\n<li>lucrul cu angaja\u021bii dificili;\n<\/li>\n<li>\u00eent\u00e2lniri corecte unu-la-unu;\n<\/li>\n<li>considerarea circumstan\u021belor personale;\n<\/li>\n<li>eliminarea dezbin\u0103rii.\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Lideri informali<\/h3>\n<p>\nLiderii informali sunt un instrument eficient \u00een m\u00e2inile liderului de echip\u0103. Prin ei, putem proiecta obiectivele companiei asupra celorlal\u021bi membri ai colectivului.\u00a0<\/p>\n<p><b>Nu for\u021ba, ci vinde\u00a0<\/b><\/p>\n<p>Cel mai important \u00een colaborarea cu un lider informal este \u00eencrederea. Nu trebuie s\u0103 ac\u021bionezi directiv, spun\u00e2ndu-i ce s\u0103 fac\u0103 \u0219i cum. Trebuie s\u0103-l convingi c\u0103 sarcina este important\u0103, iar rezolvarea ei va face compania mai bun\u0103. Sau po\u021bi s\u0103 te adresezi lui ca expert \u0219i s\u0103 \u00eentrebi: \u201eUite, avem o problem\u0103. Ce p\u0103rere ai, cum ar fi mai bine s\u0103 o rezolv\u0103m?\u201d. Acest lucru confirm\u0103 autoritatea liderului, care este principalul s\u0103u instrument \u0219i arm\u0103.\u00a0<\/p>\n<p><b>L\u0103uda\u021bi, aprecia\u021bi<\/b>\u00a0<\/p>\n<p>L\u0103uda\u021bi \u00een timp util liderul informal. Acest sfat se aplic\u0103 oric\u0103rui angajat, dar \u00een cazul liderului informal, lauda este \u0219i mai important\u0103.\u00a0<\/p>\n<p><b>Nu atenta\u021bi la autoritate<\/b><\/p>\n<p>Nu pune\u021bi la \u00eendoial\u0103 autoritatea liderului informal, nu-l critica\u021bi \u00een public \u0219i nu r\u00e2de\u021bi de el. Pentru voi, el nu este un rival: liderul formal \u0219i liderul informal joac\u0103 pe terenuri diferite. Primul are o mul\u021bime de instrumente pentru a influen\u021ba colectivul, \u00een timp ce al doilea, \u00een mare parte, are doar influen\u021ba \u0219i autoritatea sa.\u00a0<\/p>\n<p><b>Accepta\u021bi feedback-ul<\/b><\/p>\n<p>Asculta\u021bi feedback-ul de la liderii informali (cu privire la al\u021bi angaja\u021bi, procese) - ei apreciaz\u0103 asta. Faptul c\u0103 asculta\u021bi confirm\u0103, de asemenea, autoritatea liderului informal.\u00a0<\/p>\n<p><b>Atribui\u021bi responsabilitatea formal\u0103<\/b><\/p>\n<p>Dac\u0103 este posibil, ar trebui s\u0103 \u00eencredin\u021ba\u021bi liderului informal o responsabilitate formal\u0103. Pe termen lung, acest lucru va distruge motiva\u021bia de a se pozi\u021biona \u00eempotriv\u0103 \u0219i va satisface ambi\u021biile de lider ale liderului informal.\u00a0<\/p>\n<h3>Lucrul cu \u00eencep\u0103torii<\/h3>\n<p>\nPe de o parte, \u00eencep\u0103torii sunt acei oameni care aduc cu ei tot ce este nou, interesant \u0219i eficient, despre care poate nu \u0219tia\u021bi. Pe de alt\u0103 parte, sunt acei oameni care pot \u201edilua\u201d poten\u021bial cultura companiei.\u00a0<\/p>\n<p>Ce facem noi \u00een Badoo?\u00a0<\/p>\n<p><b>onboarding \u201ebl\u00e2nd\u201d <\/b><\/p>\n<p>\u00cenc\u0103 de la prima zi, desemn\u0103m un mentor pentru nou-venit. Acesta poate fi un lider sau orice angajat experimentat, care este preg\u0103tit s\u0103 r\u0103spund\u0103 la \u00eentreb\u0103rile nou-venitului \u00een orice moment. Nu l\u0103s\u0103m noul angajat s\u0103 se confrunte imediat cu sarcini \"de lucru\" \u0219i nu cerem multe de la el. \u00centre primele s\u0103pt\u0103m\u00e2ni, nou-venitul se familiarizeaz\u0103 cu situa\u021bia \u00een str\u00e2ns\u0103 colaborare cu mentorul.<\/p>\n<p><b>Feedback regulat<\/b><\/p>\n<p>La \u00eenceput, nou-ven\u021bii a\u0219teapt\u0103 foarte mult acest lucru, deoarece, \u00een esen\u021b\u0103, feedback-ul este singurul lor ghid \u0219i indicator al corectitudinii ac\u021biunilor lor. La Badoo, \u00een primele dou\u0103 luni, managerul se \u00eent\u00e2lne\u0219te s\u0103pt\u0103m\u00e2nal cu nou-venitul, discut\u00e2nd toate \u00eentreb\u0103rile ap\u0103rute. Este extrem de important s\u0103 abord\u0103m cu foarte mult\u0103 precau\u021bie critica \u00een aceast\u0103 perioad\u0103. Dimpotriv\u0103, ar trebui s\u0103 subliniem c\u0103 a face gre\u0219eli este normal, mai ales la \u00eenceput. Este util s\u0103 implic\u0103m un specialist HR, astfel \u00eenc\u00e2t nou-venitul s\u0103 poat\u0103 oferi feedback managerului s\u0103u: ceea ce nu poate spune fa\u021b\u0103 \u00een fa\u021b\u0103, el va putea transmite managerului HR.\u00a0<\/p>\n<p><b>Implicarea \u00een comunicarea informal\u0103<\/b><\/p>\n<p>Nu trebuie s\u0103 l\u0103s\u0103m nou-ven\u021bii \u00een afara comunic\u0103rii informale. C\u00e2nd pleca\u021bi la pr\u00e2nz cu echipa, invita\u021bi-l pe nou-venit. Dac\u0103 celebreaz\u0103 cineva ziua de na\u0219tere, invita\u021bi-l pe nou-venit. El poate refuza, dar dup\u0103 un timp, cu siguran\u021b\u0103 va accepta. Principalul este s\u0103-i transmite\u021bi c\u0103 nu este un outsider, ci un membru cu drepturi depline al echipei.\u00a0<\/p>\n<p><b>Ini\u021biative<\/b><\/p>\n<p>Este extrem de important s\u0103 lucr\u0103m cu ini\u021biativele cu mult\u0103 grij\u0103. Nu \u00eenseamn\u0103 c\u0103 trebuie s\u0103 facem tot ceea ce propune nou-venitul. Povara de a dovedi utilitatea, schimbarea status quo-ului \u00een companie, revine celui care propune, adic\u0103 noului angajat. Dac\u0103 ini\u021biativa sa, din diverse motive, nu se potrive\u0219te, \u00eencerca\u021bi s\u0103 discuta\u021bi argumentat, ca cu un profesionist, de ce aceasta nu este adecvat\u0103.\u00a0<\/p>\n<p><b>Ajutor<\/b><\/p>\n<p>La \u00eenceput, ajutorul pentru \u00eencep\u0103tori este foarte important. Cu to\u021bii ne dorim ca noul angajat s\u0103 se adapteze c\u00e2t mai repede \u0219i s\u0103 \u00eenceap\u0103 s\u0103 rezolve sarcini practice. Adesea, \u00eencep\u0103torii se tem s\u0103 cear\u0103 ajutor, crez\u00e2nd c\u0103 \u00eentreb\u0103rile lor sunt stupide. Ast\u0103zi a mai venit o dat\u0103: dac\u0103 va mai veni o dat\u0103, probabil vor g\u00e2ndi c\u0103 nu este profesionist. Explic\u0103m c\u0103 nu este nimic r\u0103u \u00een asta: trebuie s\u0103 te apropii de coleg atunci c\u00e2nd te-ai \u201e\u00eempotmolit\u201d \u00een problem\u0103. Ai \u00eencercat s\u0103 \u00een\u021belegi timp de treizeci de minute sau o or\u0103, dar nu reu\u0219e\u0219ti? Apropie-te, altfel vei face lucrurile \u0219i mai r\u0103u pentru toat\u0103 lumea.\u00a0<\/p>\n<h3>Lucrul cu angaja\u021bii dificili<\/h3>\n<p>\nAngaja\u021bii dificili sunt acei oameni care lucreaz\u0103 \u00eempotriva culturii companiei, \u00eempotriva valorilor fundamentale ale acesteia. Acestea sunt persoanele care fac constant comentarii lipsit\u0103 de respect, \u00eencearc\u0103 s\u0103 submineze autoritatea conducerii etc. Cum s\u0103 lucr\u0103m cu ei?<\/p>\n<p><b>\u00cen\u021belegerea motivelor reale ale rezisten\u021bei <\/b><\/p>\n<p>Acestea pot fi resentimente de care nu a\u021bi observat, sau poate fi o atitudine \u00een via\u021b\u0103: sunt \u00eempotriv\u0103, \u0219i at\u00e2t. Pute\u021bi \u00eencerca s\u0103 \u00eentreba\u021bi direct despre asta. Dac\u0103 nu reu\u0219i\u021bi s\u0103 descoperi\u021bi care este problema \u0219i persoana se retrage \u00eentr-o ap\u0103rare total\u0103, pute\u021bi \u00eencerca s\u0103 vorbi\u021bi cu oamenii cu care are leg\u0103turi str\u00e2nse. Poate c\u0103 ei vor putea s\u0103 aduc\u0103 claritate asupra motiva\u021biilor.\u00a0<\/p>\n<p><b>Dac\u0103 motivele sunt clare, \u00eencerca\u021bi s\u0103 ajunge\u021bi la o \u00een\u021belegere <\/b><\/p>\n<p>Poate c\u0103 va trebui s\u0103 face\u021bi un compromis undeva. Dac\u0103 nu reu\u0219i\u021bi s\u0103 ajunge\u021bi la o \u00een\u021belegere direct\u0103 cu angajatul, pute\u021bi \u00eencerca s\u0103 implica\u021bi a\u0219a-numitul mediator, de exemplu, un specialist HR experimentat care va vorbi pe r\u00e2nd cu angajatul, va discuta cu voi \u00een privat, va trasa concluzii \u0219i va da sfaturi valoroase ambelor p\u0103r\u021bi. <\/p>\n<p><b>\u00cendep\u0103rtarea angajatului: de exemplu, transferul \u00eentr-o alt\u0103 echip\u0103<\/b><\/p>\n<p>Uneori, conflictul este la nivel personal: oamenii pur \u0219i simplu nu se plac. \u00cen acest caz, pute\u021bi \u00eencerca s\u0103 transfera\u021bi persoana \u00een alt departament, pentru a nu pierde un angajat valoros. <\/p>\n<p><b>Ignorarea<\/b><\/p>\n<p>Dac\u0103 m\u0103surile descrise mai sus nu ajut\u0103, pute\u021bi \u00eencerca s\u0103 exclude\u021bi persoana din procesele \u00een care se consider\u0103 important. Aceasta va afecta autoritatea sa \u0219i, poate, \u00eel va face s\u0103 se r\u0103zg\u00e2ndeasc\u0103. <\/p>\n<p><b>Desfacerea contractului<\/b><\/p>\n<p>Dac\u0103 aceasta nu func\u021bioneaz\u0103, atunci r\u0103m\u00e2ne o singur\u0103 op\u021biune - s\u0103 te despar\u021bi de angajatul problematic, deoarece conflictele constante cu el afecteaz\u0103 negativ autoritatea liderului.\u00a0<\/p>\n<h3>\u00cent\u00e2lniri corecte unul la unul<\/h3>\n<p>\nReamintesc c\u0103 vorbim doar despre rela\u021bii informale. Consider c\u0103 \u00eent\u00e2lnirile regulate unul la unul cu angaja\u021bii sunt un format excelent pentru a construi rela\u021bii de \u00eencredere \u00eentre lider \u0219i subordona\u021bi. \u00cen \u00eent\u00e2lnirile 1:1, pe l\u00e2ng\u0103 chestiunile de munc\u0103, ar trebui s\u0103 ne concentr\u0103m \u0219i pe \u00eentreb\u0103ri conexe muncii.\u00a0<\/p>\n<ul>\n<li>Oferi\u021bi primul cuv\u00e2nt subordonatului dvs. Este posibil s\u0103 aib\u0103 multe de spus \u0219i s\u0103 fie preg\u0103tit. Nu-l \u00eentrerupe\u021bi: l\u0103sa\u021bi-l s\u0103 se exprime.\u00a0\n<\/li>\n<li>Discuta\u021bi dificult\u0103\u021bile. At\u00e2t cele de lucru, c\u00e2t \u0219i cele personale, care ar putea afecta procesele de munc\u0103.\u00a0\n<\/li>\n<li>Discuta\u021bi rela\u021biile cu colegii: sunt toate \u00een regul\u0103? Dac\u0103 a\u021bi aflat c\u0103 exist\u0103 anumite probleme, oferi\u021bi-v\u0103 ajutorul, adic\u0103 \u00eentreba\u021bi cum pute\u021bi ajuta ca lider. Cel mai important este s\u0103 nu uita\u021bi s\u0103 ajuta\u021bi cu adev\u0103rat, dac\u0103 angajatul v\u0103 cere acest lucru.\u00a0\n<\/li>\n<li>Un sfat pe care l-am citit \u00een cartea lui Maxim Batyrev \u201e45 de tatuaje ale managerului\u201d. La sf\u00e2r\u0219itul \u00eent\u00e2lnirii, c\u00e2nd pare c\u0103 s-a discutat despre toate, pune\u021bi \u00eentrebarea: \u201eCe altceva ar trebui s\u0103 discut\u0103m?\u201d Unele persoane tocmai \u00een acel moment dau cele mai interesante informa\u021bii.\u00a0\n<\/li>\n<\/ul>\n<p><\/p>\n<h3>Considerarea circumstan\u021belor personale<\/h3>\n<p>\nDac\u0103 liderul \u0219i subordonatul au dezvoltat rela\u021bii de \u00eencredere, atunci subordonatul poate s\u0103 v\u0103 informeze f\u0103r\u0103 dificultate despre anumite circumstan\u021be personale: na\u0219terea unui copil, probleme de s\u0103n\u0103tate, ipotec\u0103, divor\u021b etc. To\u021bi suntem oameni, \u0219i orice se poate \u00eent\u00e2mpla.\u00a0<\/p>\n<p>Ce va face un lider competent \u00een acest caz?<\/p>\n<ul>\n<li>Va oferi o pauz\u0103. Va muta persoana de la proiecte complicate \u0219i critice la sarcini cu prioritate sc\u0103zut\u0103.\u00a0\n<\/li>\n<li>O va trimite \u00een concediu.\u00a0\n<\/li>\n<li>Va revizui schema de motivare. Dac\u0103 persoana a luat o ipotec\u0103, problema financiar\u0103 devine prioritar\u0103. A\u0219adar, poate s\u0103-i ofere un bonus, dac\u0103 exist\u0103 motive (\u00een loc de o diplom\u0103).\u00a0\n<\/li>\n<li>Va modifica programul de lucru. De exemplu, dac\u0103 persoana are copii care au \u00eenceput gr\u0103dini\u021ba, se poate ajusta ora de \u00eenceput a zilei de munc\u0103. De ce nu?\u00a0\n<\/li>\n<\/ul>\n<p>\nC\u00e2nd un lider ascult\u0103 oamenii \u0219i ia \u00een considerare circumstan\u021bele lor personale, acest lucru este apreciat. \u0218i invers: c\u00e2nd o persoan\u0103 \u0219tie c\u0103 liderul este con\u0219tient de problemele sale \u0219i nu le ia \u00een calcul, aceasta genereaz\u0103 resentimente.\u00a0<\/p>\n<h3>Eliminarea dezbin\u0103rii<\/h3>\n<p>\nVoi povesti despre cum lupt\u0103m \u00eempotriva dezbin\u0103rii \u00een Badoo.\u00a0<\/p>\n<p><b>Pr\u00e2nzuri comune <\/b><\/p>\n<p>Am fost surprins s\u0103 aud c\u0103 \u00een multe companii angaja\u021bii merg la pr\u00e2nz singuri sau \u00een perechi. Acest lucru este extrem de ineficient! Deoarece, \u00een timp ce a\u0219tept\u0103m chelnerul, putem discuta o mul\u021bime de lucruri, s\u0103 afl\u0103m ceva nou despre colegii cu care lucr\u0103m. Dac\u0103 dimensiunile biroului permit, putem organiza o cantin\u0103, a\u0219a cum am f\u0103cut noi. \u00cen orele de pr\u00e2nz, oameni din diferite departamente stau um\u0103r la um\u0103r \u0219i discut\u0103 despre cele mai diverse subiecte: func\u021bioneaz\u0103 foarte bine pentru coeziunea echipei. <\/p>\n<p><b>Teambuildinguri, petreceri corporative cu familiile<\/b> <\/p>\n<p>\u00cen cazul nostru, teambuildingurile sunt ie\u0219iri regulate (la fiecare trei luni) \u00een diverse locuri: laser tag, bowling, biliard, doar o ie\u0219ire la bar. Participarea la aceste evenimente este voluntar\u0103. Se alege o zi convenabil\u0103 pentru majoritate, iar pe nou-veni\u021bi \u00eei lu\u0103m \u00een considerare \u00een primul r\u00e2nd, \u00eencerc\u00e2nd s\u0103 \u00eei implic\u0103m c\u00e2t mai mult.\u00a0<\/p>\n<p>Petrecerile corporative, \u00een cazul nostru, sunt evenimente cu adev\u0103rat grandioase, cum ar fi ie\u0219irile de var\u0103 pe trei zile. Anul acesta am fost la Sochi. Plec\u0103m cu familiile, dar \u0219tiu c\u0103 acesta este un punct controversat. Da, exist\u0103 minusuri: bine\u00een\u021beles, costurile, dar \u0219i faptul c\u0103 familiile diminueaz\u0103 \"caracterul de teambuilding\" al evenimentului. Exist\u0103 oameni care prefer\u0103 s\u0103 petreac\u0103 timp cu familia dec\u00e2t cu colegii. Dar am \u00eencercat diferite formate \u0219i ne-am oprit la acesta. \u00cen primul r\u00e2nd, este mult mai u\u0219or s\u0103 convingi o persoan\u0103 c\u0103s\u0103torit\u0103 s\u0103 participe la un eveniment de trei zile cu familia dec\u00e2t pe una singur\u0103, iar majoritatea dintre noi sunt cupluri. \u00cen al doilea r\u00e2nd, ob\u021binem o persoan\u0103 loial\u0103 din partea cealalt\u0103 - so\u021bul sau so\u021bia. \u0218i adesea se \u00eent\u00e2mpl\u0103 ca familiile, dup\u0103 ce s-au cunoscut la petrecere, s\u0103 \u00ee\u0219i continue rela\u021biile de prietenie \u00een via\u021ba de zi cu zi.\u00a0<\/p>\n<p><b>Sport, drume\u021bii, rafting<\/b> <\/p>\n<p>Aceasta este o metod\u0103 foarte simpl\u0103 \u0219i de asemenea eficient\u0103 de consolidare a echipei. Avem echipe de alergare, triatlon \u0219i tenis de mas\u0103. \u00cen fiecare an mergem la rafting. Consider c\u0103 este unul dintre cele mai puternice moduri de a uni echipa, deoarece \u00een condi\u021bii neobi\u0219nuite, adesea legate de extreme, oamenii descoper\u0103 lucruri absolut noi despre ei \u00een\u0219i\u0219i \u0219i despre cei din jur. <\/p>\n<p><b>Cluburi de interese <\/b><\/p>\n<p>Cei care nu iubesc sportul pot fi atra\u0219i de jocuri de dame, \u0219ah sau \u201eCe? Unde? C\u00e2nd?\u201d. Aproape acum trei ani, colegii no\u0219tri au creat un grup muzical. Ce este interesant, mul\u021bi dintre participan\u021bii s\u0103i, la acel moment, fie nu \u0219tiau deloc s\u0103 c\u00e2nte la instrumente muzicale, fie o f\u0103ceau cu mult\u0103 nesiguran\u021b\u0103. Foarte recent, au sus\u021binut un nou concert \u00een birou \u0219i a fost minunat! \u00cemi amintesc cu m\u00e2ndrie de oamenii cu care lucrez. <\/p>\n<p><b>Hackathoane <\/b><\/p>\n<p>O alt\u0103 modalitate destul de simpl\u0103. Oamenii din diferite departamente se adun\u0103 pentru a rezolva o problem\u0103 interesant\u0103, nu neap\u0103rat legat\u0103 de munc\u0103. Pizza, bere, s-au adunat \u0219i au creat ceva \u00eempreun\u0103, \u0219i \u00een acela\u0219i timp au aflat multe lucruri noi unii despre al\u021bii \u2014 lucruri care nu pot fi descoperite \u00een rutina de zi cu zi.\u00a0<\/p>\n<h2>Reac\u021bia\u00a0<\/h2>\n<p>\nUltimul bloc \u2014 despre reac\u021bia la diverse fenomene disruptive care ac\u021bioneaz\u0103 \u00eempotriva valorilor de baz\u0103 ale companiei, \u0219i, prin urmare, au un impact negativ asupra climatului moral din echip\u0103.<\/p>\n<p><b>Camaraderia<\/b><\/p>\n<p>C\u00e2nd \u0219eful \u0219i subordonatul sunt prea implica\u021bi \u00een comunicarea prietenoas\u0103, ei risc\u0103 s\u0103 dep\u0103\u0219easc\u0103 limitele. \u00cen acest caz, managerul trebuie s\u0103-\u0219i aminteasc\u0103 mereu c\u0103 este manager (chiar \u0219i \u00een timpul petrecerilor comune) \u0219i s\u0103 opreasc\u0103 ferm orice dep\u0103\u0219ire a limitei pe care el \u00eensu\u0219i ar trebui s\u0103 o defineasc\u0103. <\/p>\n<p><b>Declara\u021bii \u0219i ac\u021biuni lipsit\u0103 de respect <\/b><\/p>\n<p>Este inacceptabil \u0219i extrem de d\u0103un\u0103tor. Acesta este ceea ce toxic\u0103 atmosfera \u00een echip\u0103. Interven\u021bia trebuie s\u0103 fie f\u0103cut\u0103 de \u00eendat\u0103 ce auzi\u021bi\/v\u0103d ceva. \u0218i nu uita\u021bi s\u0103 analiza\u021bi cauza dup\u0103 aceea. Trebuie s\u0103 \u00een\u021belegem dac\u0103 un comportament de acest tip ascunde o antipatie personal\u0103 sau un conflict de munc\u0103. Trebuie s\u0103 descoperim acest lucru pentru a preveni repetarea unor astfel de situa\u021bii. De exemplu, se \u00eent\u00e2mpl\u0103 ca oamenii s\u0103 \u00ee\u0219i ascund\u0103 propriile gre\u0219eli \u00een spatele erorilor altora sau ale departamentelor. Dezvoltatorii \u00eei blameaz\u0103 pe testerii, testerii \u00eei blameaz\u0103 pe dezvoltatori. De multe ori, acest lucru se \u00eent\u00e2mpl\u0103 pentru c\u0103 oamenii pur \u0219i simplu nu \u0219tiu ce face departamentul vecin, nu pre\u021buiesc contribu\u021bia lui la cauza comun\u0103. Ar fi util s\u0103 lucr\u0103m asupra acestui aspect, de exemplu, prin crearea de canale pentru informarea despre succesele subunit\u0103\u021bilor, astfel \u00eenc\u00e2t angaja\u021bii s\u0103 \u00een\u021beleag\u0103 cine ce face \u00een companie \u0219i care este contribu\u021bia lor.<\/p>\n<p><b>Zvonuri<\/b><\/p>\n<p>Apari\u021bia zvonurilor este \u00eentotdeauna o consecin\u021b\u0103 a lipsei de informa\u021bie. Lipsa de informa\u021bie este un fel de vid care se umple cu minciuni. Atunci c\u00e2nd afl\u0103 despre existen\u021ba unui zvon, managerul trebuie s\u0103 explice c\u00e2t mai fidel se pot \u00eent\u00e2mpla lucrurile \u00een realitate, iar dup\u0103 aceea s\u0103 se g\u00e2ndeasc\u0103 la crea\u021bia unor canale normale pentru transmiterea acestui tip de informa\u021bii: buletine informative, mese rotunde, seminarii regulate etc.<\/p>\n<p>Nu cu mult timp \u00een urm\u0103, am avut o situa\u021bie similar\u0103 la Badoo. Compania a luat decizia de a muta o parte a dezvolt\u0103rii din Moscova \u00een Londra \u2014 o cerin\u021b\u0103 normal\u0103 de afaceri, justificat\u0103 de timp. Dar acest lucru a generat zvonuri c\u0103 biroul din Moscova se \u00eenchide. Aceast\u0103 idee s-a \u00eentip\u0103rit at\u00e2t de ad\u00e2nc \u00een min\u021bile multor angaja\u021bi, \u00eenc\u00e2t a trebuit s\u0103 depunem eforturi considerabile pentru a risipi zvonul. Doar imagina\u021bi-v\u0103 motiva\u021bia celor care au crezut \u00een asta: \u201eDe ce s\u0103 construim planuri dac\u0103 oricum ne vor \u00eenchide \u00een cur\u00e2nd?\u201d\u00a0\u00a0<\/p>\n<h2>Conclusions<\/h2>\n<p>\nCum putem face ca rela\u021biile informale s\u0103 lucreze \u00een favoarea afacerii?<\/p>\n<ol>\n<li>Con\u0219tientiza\u021bi \u0219i forma\u021bi cultura companiei. Angaja\u021bi oameni care \u00eemp\u0103rt\u0103\u0219esc valorile dumneavoastr\u0103. Sc\u0103pa\u021bi de cei care ac\u021bioneaz\u0103 \u00eempotriva lor.\u00a0\n<\/li>\n<li>Lucra\u021bi regulat la coeziunea echipei. Crea\u021bi \u0219i dezvolta\u021bi formate \u00een care oamenii pot \u00eenfiin\u021ba rela\u021bii informale.\u00a0\n<\/li>\n<li>Reac\u021biona\u021bi la abaterile distrug\u0103toare. Aminti\u021bi-v\u0103 c\u0103 sunte\u021bi manager \u0219i, prin urmare, p\u0103str\u0103torul culturii companiei dumneavoastr\u0103.\u00a0\n<\/li>\n<\/ol>\n<p>\n\u0218i cel mai important: cunoa\u0219te\u021bi-v\u0103 oamenii! \u00cempleti\u021bi cu aten\u021bie rela\u021biile informale \u00een munc\u0103. Acest lucru v\u0103 va oferi o imagine de ansamblu complet\u0103, care, la r\u00e2ndul ei, v\u0103 va permite s\u0103 lua\u021bi decizii mai bine fundamentate.\u00a0<br \/>\n<br \/>Sursa: <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 \u0441\u043e\u0441\u0435\u0434\u043d\u0435\u0433\u043e \u043e\u0442\u0434\u0435\u043b\u0430 \u043f\u043e\u0434\u043e\u0437\u0432\u0430\u043b \u0441\u0432\u043e\u0435\u0433\u043e \u043f\u043e\u0434\u0447\u0438\u043d\u0451\u043d\u043d\u043e\u0433\u043e \u043f\u043e\u0441\u0440\u0435\u0434\u0438 \u0440\u0430\u0431\u043e\u0447\u0435\u0433\u043e \u0434\u043d\u044f \u0438 \u0434\u043e\u0432\u043e\u043b\u044c\u043d\u043e \u0433\u0440\u043e\u043c\u043a\u043e \u0438 \u0440\u0430\u0437\u0432\u044f\u0437\u043d\u043e \u0441\u043a\u0430\u0437\u0430\u043b \u0435\u043c\u0443: \u00ab\u0421\u043b\u044b\u0448\u044c, \u043d\u0430 \u0432\u043e\u0442 \u0442\u0435\u0431\u0435 \u0434\u0435\u043d\u0435\u0433. \u0421\u0433\u043e\u043d\u044f\u0439 \u0432 \u043c\u0430\u0433\u0430\u0437\u0438\u043d, \u043a\u0443\u043f\u0438 \u0432\u0438\u0441\u043a\u0430\u0440\u044f \u0438 \u0437\u0430\u043a\u0443\u0441\u043a\u0438\u00bb.\u00a0 \u042f \u043f\u043e\u0434\u0443\u043c\u0430\u043b: \u00ab\u0414\u0430 \u043b\u0430\u0434\u043d\u043e! \u0421\u0442\u0440\u0430\u043d\u043d\u043e \u0432\u0441\u0451 \u044d\u0442\u043e&#8230;\u00bb. \u041d\u043e \u0441\u0438\u0442\u0443\u0430\u0446\u0438\u044f \u043f\u043e\u0432\u0442\u043e\u0440\u044f\u043b\u0430\u0441\u044c [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":39577,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-39576","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.2.1 - aioseo.com -->\n\t<meta name=\"description\" content=\"\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"Yuri Gagarin\"\/>\n\t<link rel=\"canonical\" href=\"https:\/\/prohoster.info\/ro\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat\" \/>\n\t<meta name=\"generator\" content=\"All in One SEO (AIOSEO) 5.0.2.1\" \/>\n\t\t<meta property=\"og:locale\" content=\"ro_RO\" \/>\n\t\t<meta property=\"og:site_name\" content=\"ProHoster | \u041a\u0443\u043f\u0438\u0442\u044c \u043d\u0430\u0434\u0435\u0436\u043d\u044b\u0439 \u0445\u043e\u0441\u0442\u0438\u043d\u0433 \u0434\u043b\u044f \u0441\u0430\u0439\u0442\u043e\u0432 \u0441 \u0437\u0430\u0449\u0438\u0442\u043e\u0439 \u043e\u0442 DDoS, VPS VDS \u0441\u0435\u0440\u0432\u0435\u0440\u044b\" \/>\n\t\t<meta property=\"og:type\" content=\"article\" \/>\n\t\t<meta property=\"og:title\" content=\"\ud83e\udd47\u041d\u0435\u0444\u043e\u0440\u043c\u0430\u043b\u044c\u043d\u044b\u0435 \u043e\u0442\u043d\u043e\u0448\u0435\u043d\u0438\u044f \u0432 \u043a\u043e\u043c\u0430\u043d\u0434\u0435: \u0437\u0430\u0447\u0435\u043c \u0438 \u043a\u0430\u043a \u0438\u043c\u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u044f\u0442\u044c | ProHoster\" \/>\n\t\t<meta property=\"og:description\" content=\"\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430.\" \/>\n\t\t<meta property=\"og:url\" content=\"https:\/\/prohoster.info\/ro\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat\" \/>\n\t\t<meta property=\"og:image\" content=\"https:\/\/prohoster.info\/wp-content\/uploads\/2021\/11\/logo-350.jpg\" \/>\n\t\t<meta property=\"og:image:secure_url\" content=\"https:\/\/prohoster.info\/wp-content\/uploads\/2021\/11\/logo-350.jpg\" \/>\n\t\t<meta property=\"og:image:width\" content=\"350\" \/>\n\t\t<meta property=\"og:image:height\" content=\"350\" \/>\n\t\t<meta property=\"article:published_time\" content=\"2019-10-31T19:36:07+00:00\" \/>\n\t\t<meta property=\"article:modified_time\" content=\"2019-10-31T19:36:07+00:00\" \/>\n\t\t<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/prohoster\" \/>\n\t\t<meta property=\"article:author\" content=\"https:\/\/www.facebook.com\/prohoster\" \/>\n\t\t<!-- All in One SEO -->\n\n","aioseo_head_json":{"title":"\ud83e\udd47Rela\u021biile informale \u00een echip\u0103: de ce \u0219i cum s\u0103 le gestiona\u021bi | ProHoster","description":"Acum mul\u021bi ani am venit la.","canonical_url":"https:\/\/prohoster.info\/ro\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","robots":"max-image-preview:large","keywords":"","webmasterTools":{"miscellaneous":""},"schema":null,"og:locale":"ro_RO","og:site_name":"ProHoster | \u041a\u0443\u043f\u0438\u0442\u044c \u043d\u0430\u0434\u0435\u0436\u043d\u044b\u0439 \u0445\u043e\u0441\u0442\u0438\u043d\u0433 \u0434\u043b\u044f \u0441\u0430\u0439\u0442\u043e\u0432 \u0441 \u0437\u0430\u0449\u0438\u0442\u043e\u0439 \u043e\u0442 DDoS, VPS VDS \u0441\u0435\u0440\u0432\u0435\u0440\u044b","og:type":"article","og:title":"\ud83e\udd47\u041d\u0435\u0444\u043e\u0440\u043c\u0430\u043b\u044c\u043d\u044b\u0435 \u043e\u0442\u043d\u043e\u0448\u0435\u043d\u0438\u044f \u0432 \u043a\u043e\u043c\u0430\u043d\u0434\u0435: \u0437\u0430\u0447\u0435\u043c \u0438 \u043a\u0430\u043a \u0438\u043c\u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u044f\u0442\u044c | ProHoster","og:description":"\u041c\u043d\u043e\u0433\u043e \u043b\u0435\u0442 \u043d\u0430\u0437\u0430\u0434 \u044f \u043f\u0440\u0438\u0448\u0451\u043b \u043d\u0430.","og:url":"https:\/\/prohoster.info\/ro\/blog\/news\/neformalnye-otnosheniya-v-komande-zachem-i-kak-imi-upravlyat","og:image":"https:\/\/prohoster.info\/wp-content\/uploads\/2021\/11\/logo-350.jpg","og:image:secure_url":"https:\/\/prohoster.info\/wp-content\/uploads\/2021\/11\/logo-350.jpg","og:image:width":350,"og:image:height":350,"article:published_time":"2019-10-31T19:36:07+00:00","article:modified_time":"2019-10-31T19:36:07+00:00","article:publisher":"https:\/\/www.facebook.com\/prohoster","article:author":"https:\/\/www.facebook.com\/prohoster"},"aioseo_meta_data":{"post_id":"39576","title":null,"description":null,"keywords":null,"keyphrases":null,"primary_term":null,"canonical_url":null,"og_title":null,"og_description":null,"og_object_type":"default","og_image_type":"default","og_image_url":null,"og_image_width":null,"og_image_height":null,"og_image_custom_url":null,"og_image_custom_fields":null,"og_video":null,"og_custom_url":null,"og_article_section":null,"og_article_tags":null,"twitter_use_og":false,"twitter_card":"default","twitter_image_type":"default","twitter_image_url":null,"twitter_image_custom_url":null,"twitter_image_custom_fields":null,"twitter_title":null,"twitter_description":null,"schema":{"blockGraphs":[],"customGraphs":[],"default":{"data":{"Article":[],"Course":[],"Dataset":[],"FAQPage":[],"Movie":[],"Person":[],"Product":[],"ProductReview":[],"Car":[],"Recipe":[],"Service":[],"SoftwareApplication":[],"WebPage":[]},"graphName":"","isEnabled":true},"graphs":[]},"schema_type":null,"schema_type_options":null,"pillar_content":false,"robots_default":true,"robots_noindex":false,"robots_noarchive":false,"robots_nosnippet":false,"robots_nofollow":false,"robots_noimageindex":false,"robots_noodp":false,"robots_notranslate":false,"robots_max_snippet":null,"robots_max_videopreview":null,"robots_max_imagepreview":"large","priority":null,"frequency":null,"local_seo":null,"seo_analyzer_scan_date":"2026-01-24 02:19:21","breadcrumb_settings":null,"limit_modified_date":false,"reviewed_by":null,"ai":null,"created":"2021-03-01 00:47:25","updated":"2026-01-24 02:19:21","focus_keyword":null,"additional_keywords":null,"truseo_locale":null},"gt_translate_keys":[{"key":"link","format":"url"}],"_links":{"self":[{"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/posts\/39576","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/comments?post=39576"}],"version-history":[{"count":0,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/posts\/39576\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/media\/39577"}],"wp:attachment":[{"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/media?parent=39576"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/categories?post=39576"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/prohoster.info\/ro\/wp-json\/wp\/v2\/tags?post=39576"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}