<\/a><\/noindex><\/p>\nM\u00eb n\u00eb fund, ata nuk ia dol\u00ebn dhe u p\u00ebrpoq\u00ebn t\u00eb m\u00eb frik\u00ebsojn\u00eb. Po, un\u00eb nuk b\u00ebj asgj\u00eb p\u00ebr projektin aktual. Sepse drejtori i projektit, i preferuari juaj, ia ka dal\u00eb mban\u00eb pun\u00ebs time p\u00ebr nj\u00eb muaj, \u00ebsht\u00eb p\u00ebrkulur para klientit dhe m\u00eb ka sabotuar. Po, un\u00eb rri gjith\u00eb dit\u00ebn, duke zgjedhur k\u00ebng\u00ebn tjet\u00ebr p\u00ebr t\u00eb d\u00ebgjuar n\u00eb Winamp. M\u00eb thirr\u00ebt, dhe that\u00eb se do m\u00eb shkarkoni n\u00ebse e shihni p\u00ebrs\u00ebri k\u00ebt\u00eb. Ha.<\/p>\n
Do ta shihni, dhe jo vet\u00ebm nj\u00ebher\u00eb. Thjesht sepse un\u00eb ju urrej. Dhe ju p\u00ebrbuz. Ju jeni budallenj. Ju vet\u00ebm vini dhe b\u00ebni at\u00eb q\u00eb ju urdh\u00ebrojn\u00eb. K\u00ebshtu b\u00ebni gjat\u00eb gjith\u00eb viteve. Nuk ndodhin asnj\u00eb ndryshim, as n\u00eb pozit\u00eb, as n\u00eb t\u00eb ardhura, as n\u00eb kompetenca. Ju jeni thjesht atribute t\u00eb sistemit ku ndodheni. Si tavolinat, krer\u00ebt, muret, cooler-i dhe mopa. Jeni aq t\u00eb mjer\u00eb dhe pa kuptim, sa q\u00eb as nuk mund ta kuptoni k\u00ebt\u00eb.<\/p>\n
Un\u00eb mund t\u00eb punoj m\u00eb shum\u00eb dhe m\u00eb mir\u00eb se ju. K\u00ebt\u00eb e kam provuar tashm\u00eb. Por nuk do t\u00eb t\u00ebrheq mbi vete t\u00eb gjith\u00eb kompanin\u00eb. Pse un\u00eb? Pse jo ju? M\u00eb mjafton Winamp-i im. Nuk kam nevoj\u00eb p\u00ebr asgj\u00eb tjet\u00ebr p\u00ebr t'ju urryer. Do t\u00eb rri ulur dhe do t'ju urrej gjith\u00eb dit\u00ebn, pa harruar t\u00eb b\u00ebj nj\u00eb pushim p\u00ebr drek\u00eb.<\/p>\n
Kur u m\u00ebsova me urrejtjen time, u largova. Ju u comportuat si karriget \u2013 m\u00ebsuat t\u00eb mos m\u00eb kushtoni v\u00ebmendje. \u00c7far\u00eb kuptimi ka at\u00ebher\u00eb t\u00eb ju urrej? Do t\u00eb shkoj n\u00eb nj\u00eb tjet\u00ebr firm\u00eb, do t\u00eb p\u00ebrballem atje.<\/p>\n
K\u00ebto l\u00ebkundje vazhduan p\u00ebr disa vjet. Urrejtja u z\u00ebvend\u00ebsua nga indiferenca. N\u00eb vend t\u00eb apatis\u00eb, erdhi sabotimi p\u00ebrvet\u00ebsues. N sometimes filloja aktivitete t\u00eb ashpra, n\u00ebse shefi ishte i rrept\u00eb. Duke p\u00ebrtypur konop\u00ebt, me urrejtje p\u00ebr gjith\u00eb bot\u00ebn, arrija rezultate. Dhe p\u00ebrs\u00ebri urreja, biena n\u00eb depresion, qeshja hapur ose trolloja t\u00eb gjith\u00eb ata q\u00eb mundja.
K\u00ebshtu vazhdoi, rreth vitit 2006 deri n\u00eb 2012. Nj\u00eb koh\u00eb e err\u00ebt. E kujtoj si nj\u00eb makth t\u00eb tmerrsh\u00ebm. E \u00e7uditshme q\u00eb at\u00ebher\u00eb nuk m\u00eb shkarkuan asnj\u00ebher\u00eb \u2013 gjithmon\u00eb ikja vet\u00eb. Kurr\u00eb nuk kam par\u00eb nj\u00eb bastard kaq t\u00eb ul\u00ebt si Ivan Belokamencev v.2006-2012.<\/p>\n
Dhe pastaj filloi nj\u00eb periudh\u00eb e \u00e7uditshme. \u00c7do gj\u00eb u ndryshua. Sakt\u00ebsisht, jo ashtu: \u00e7do gj\u00eb ndryshoi. Por un\u00eb nuk e vura re fare. Shtat\u00eb vjet kaluan aq shpejt sa nuk e kuptova. Gjat\u00eb k\u00ebtyre shtat\u00eb vjet\u00ebve, gjendja e djegies nuk ka ardhur asnj\u00ebher\u00eb m\u00eb gjat\u00eb se gjysm\u00eb dite. Por un\u00eb kurr\u00eb nuk mendoja se p\u00ebrse ndodhte k\u00ebshtu.<\/p>\n
M\u00eb ka shtyr\u00eb t\u00eb mendoj p\u00ebrse t\u00eb tjer\u00ebt nuk jan\u00eb ashtu. Temat rreth djegies p\u00ebrhapen gjithnj\u00eb e m\u00eb shum\u00eb. S\u00eb fundmi, po shikoja nj\u00eb list\u00eb t\u00eb referat\u00ebve p\u00ebr nj\u00eb konferenc\u00eb ku do t\u00eb flas s\u00eb shpejti dhe ndesha Maksim Dorofejev \u2013 edhe ai do t\u00eb fliste p\u00ebr djegien profesionale. Artikujt p\u00ebr k\u00ebt\u00eb tem\u00eb shpesh i has n\u00eb jet\u00eb.<\/p>\n
I shikoj njer\u00ebzit dhe nuk mund t'i kuptoj. Jo, ata nuk e urrejn\u00eb pun\u00ebn si\u00e7 e b\u00ebja un\u00eb. Ata jan\u00eb thjesht indiferent\u00eb. T\u00eb djegur. Asgj\u00eb nuk i intereson. Do t\u00eb thon\u00eb \u2013 do t\u00eb b\u00ebjn\u00eb. Nuk do t\u00eb thon\u00eb \u2013 nuk do t\u00eb b\u00ebjn\u00eb.<\/p>\n
N\u00ebse u vendosin nj\u00eb plan, afat, norm\u00eb \u2013 do ta p\u00ebrfundojn\u00eb. Pak do ta tejkalojn\u00eb. Pa interes. Po, me respektimin e standardeve. T\u00eb zhvilluara gjithashtu, pa interes. Si makina.<\/p>\n
N\u00eb jet\u00eb, gjithsesi, ka shum\u00eb gj\u00ebra interesante. D\u00ebgjon ndonj\u00ebher\u00eb n\u00eb kuzhin\u00eb ose takon nj\u00eb koleg n\u00eb rrjetet sociale \u2013 jeta \u00ebsht\u00eb n\u00eb l\u00ebvizje. Nj\u00ebri \u2013 \u00ebsht\u00eb nj\u00eb adhurues i bicikletave. Tjetri \u2013 ka ngjitur t\u00eb gjitha malet e Uralit. Tret\u00eb \u2013 \u00ebsht\u00eb vullnetar. \u00c7donj\u00ebri ka di\u00e7ka p\u00ebr t\u00eb treguar.<\/p>\n
Por n\u00eb pun\u00eb, 8 or\u00eb jetese, 9 p\u00ebrfshir\u00eb drek\u00ebn, 10 me udh\u00ebtimin, t\u00eb gjith\u00eb jan\u00eb si zombi. Asnj\u00eb zjarr n\u00eb syt\u00eb, asnj\u00eb tension. Menaxherit nuk i intereson t\u00eb shes\u00eb m\u00eb shum\u00eb. Drejtuesit i \u00ebsht\u00eb indiferente p\u00ebrmir\u00ebsimi i treguesve t\u00eb departamentit. Programuesit nuk e ndjej\u00eb interesin t\u00eb zbulojn\u00eb pse gj\u00ebrat nuk funksionojn\u00eb. Edhe p\u00ebr nj\u00eb interes profesional. <\/p>\n
M\u00eb shum\u00eb se sa jetojn\u00eb dhe l\u00ebvizin ata, t\u00eb cil\u00ebt kan\u00eb nj\u00eb shef \u2013 budalla. Dhe madje m\u00eb mir\u00eb \u2013 nj\u00eb budalla i v\u00ebrtet\u00eb. P\u00ebrher\u00eb t\u00eb shtypur, ngre standardet, rrit normat, nuk i lejon t\u00eb qet\u00ebsohen. Si n\u00eb k\u00ebng\u00ebn e Vysotsky-t \u2013 i hidhur dhe i zem\u00ebruar, por gjen forc\u00eb t\u00eb vazhdoj\u00eb. Ata gjithashtu jan\u00eb t\u00eb shteruar, por gjithmon\u00eb i b\u00ebjn\u00eb defibrilim, dhe ndonj\u00ebher\u00eb arrijn\u00eb t\u00eb nxjerrin di\u00e7ka prej tyre. N\u00eb mbr\u00ebmje rigjenerohen, secili n\u00eb m\u00ebnyr\u00ebn e tij, pin\u00eb kafe n\u00eb m\u00ebngjes, dhe vazhdojn\u00eb.<\/p>\n
M\u00eb b\u00ebri t\u00eb mendoj, pse nuk \u00ebsht\u00eb ashtu p\u00ebr mua. M\u00eb sakt\u00eb, pse m\u00eb par\u00eb isha vazhdimisht i shteruar, nd\u00ebrsa tani \u2013 pothuajse kurr\u00eb.<\/p>\n
Tani jam 7 vjet q\u00eb shkoj n\u00eb pun\u00eb me g\u00ebzim, \u00e7do dit\u00eb. Gjat\u00eb k\u00ebsaj kohe kam nd\u00ebrruar 3 vende pune. N\u00eb pun\u00ebn time kam pasur dit\u00eb, jav\u00eb dhe muaj t\u00eb tmerrsh\u00ebm, sipas \u00e7do norme. M\u00eb jan\u00eb b\u00ebr\u00eb komplote, jan\u00eb p\u00ebrpjekur t\u00eb m\u00eb p\u00ebrjashtojn\u00eb, t\u00eb m\u00eb posht\u00ebrojn\u00eb, t\u00eb m\u00eb nxjerrin jasht\u00eb, t\u00eb m\u00eb mbushin me detyra dhe projekte, madje m\u00eb kan\u00eb akuzuar p\u00ebr paaft\u00ebsi, m\u00eb kan\u00eb ulur pag\u00ebn, m\u00eb kan\u00eb zbritur n\u00eb detyr\u00eb, madje m\u00eb kan\u00eb hequr nga puna. Por un\u00eb prap\u00eb shkoj n\u00eb pun\u00eb me g\u00ebzim, \u00e7do dit\u00eb. Edhe n\u00ebse dikush arrin t\u00eb m\u00eb prish\u00eb humorin dhe t\u00eb digjem, maksimumi pas disa or\u00ebsh ringjallem, si nj\u00eb zog Feniks.<\/p>\n
S\u00eb fundmi kuptova se \u00e7far\u00eb \u00ebsht\u00eb ndarja. Dy situata m\u00eb ndihmuan. E para \u2013 tani punoj shum\u00eb me t\u00eb rinjt\u00eb, ndodhi q\u00eb prej koh\u00ebsh nuk isha b\u00ebr\u00eb. E dyta \u2013 p\u00ebr her\u00eb t\u00eb par\u00eb n\u00eb jet\u00eb shkrova nj\u00eb let\u00ebr fal\u00ebnderimi. Nj\u00eb njeriu nga ajo vend pune, e cila ishte n\u00eb vitin 2012 dhe ndryshoi di\u00e7ka brenda meje. Duke p\u00ebrgatitur lavd\u00ebrime p\u00ebr t\u00eb, u p\u00ebrpoqa t\u00eb kuptoj se \u00e7far\u00eb ndodhi atje. Dhe munda ta kuptoj.<\/p>\n
E gjith\u00eb \u00e7\u00ebshtja \u00ebsht\u00eb e thjesht\u00eb: gjithmon\u00eb kam nj\u00eb q\u00ebllim n\u00eb kuad\u00ebr t\u00eb sistemit.<\/p>\n
Kjo nuk \u00ebsht\u00eb vet\u00eb ndihm\u00eb, sugjestioni i vet\u00eb apo ndonj\u00eb praktik\u00eb ezoterike, por nj\u00eb qasje krejt\u00ebsisht pragmatike.<\/p>\n
Pjesa e par\u00eb ka t\u00eb b\u00ebj\u00eb me qasjen ndaj \u00e7do pune si nj\u00eb mund\u00ebsi. M\u00eb par\u00eb, un\u00eb veproja k\u00ebshtu: shkoja n\u00eb nj\u00eb kompani, shikoja p\u00ebrreth dhe jepja nj\u00eb vler\u00ebsim. N\u00ebse m\u00eb p\u00eblqente \u2013 mir\u00eb, q\u00ebndroja dhe punoja. N\u00ebse nuk m\u00eb p\u00eblqente \u2013 q\u00ebndroja dhe digjesha. Gjith\u00e7ka duket e keqe, gjith\u00e7ka \u00ebsht\u00eb e gabuar, t\u00eb gjith\u00eb jan\u00eb idiots dhe merren me gj\u00ebra t\u00eb kota.<\/p>\n
Tani un\u00eb nuk e jap vler\u00ebsimin n\u00eb terma \u00abm\u00eb p\u00eblqen\u00bb \/ \u00abs'm\u00eb p\u00eblqen\u00bb. Thjesht shikoj at\u00eb q\u00eb ekziston dhe p\u00ebrcaktoj cilat mund\u00ebsi ofron ky sistem dhe si i utilizoj ato. Kur k\u00ebrkon mund\u00ebsi pa vler\u00ebsim, at\u00ebher\u00eb gjen pik\u00ebrisht mund\u00ebsi dhe jo mang\u00ebsi.<\/p>\n
\u00cbsht\u00eb si t\u00eb jesh n\u00eb nj\u00eb ishull t\u00eb pabanuar. Mund t\u00eb shtrihesh dhe t\u00eb qash mbi fatin t\u00ebnd deri sa t\u00eb shuhet. Por mund t\u00eb shkosh dhe, t\u00eb pakt\u00ebn, t\u00eb shoh\u00ebsh ishullin. T\u00eb gjesh uj\u00eb, ushqim, strehim, t\u00eb p\u00ebrcaktosh pranin\u00eb e grabitqar\u00ebve, burimeve t\u00eb rrezikut etj. N\u00eb fund t\u00eb fundit, ti je k\u00ebtu, p\u00ebrse t\u00eb ankohet? N\u00eb fillim \u2013 mbijeto. Pastaj \u2013 vendos veten n\u00eb komoditet. Dhe, s\u00eb fundmi, zhvillohu. Sigurisht q\u00eb nuk do t\u00eb jet\u00eb m\u00eb keq.<\/p>\n
P\u00ebrdor gjithashtu nj\u00eb analogji: puna \u00ebsht\u00eb nj\u00eb projekt. Para se t\u00eb regjistrohesh n\u00eb k\u00ebt\u00eb projekt, zgjidh, analizo, krahaso, dhe jep vler\u00ebsime. Por, kur je p\u00ebrfshir\u00eb tashm\u00eb, \u00ebsht\u00eb von\u00eb p\u00ebr t\u00eb ankuar \u2013 duhet t\u00eb shfryt\u00ebzosh maksimalisht p\u00ebrfitimin. N\u00eb projektet e zakonshme, ku t\u00eb gjith\u00eb marrin pjes\u00eb, k\u00ebshtu veprojm\u00eb. Rrall\u00eb ndokush largohet nga ekipi i projektit n\u00ebse di\u00e7ka nuk i p\u00eblqen (p\u00ebrve\u00e7 rasteve kur gabon r\u00ebnd\u00eb n\u00eb vler\u00ebsimin fillestar).<\/p>\n
K\u00ebrkimi i q\u00ebllimsh\u00ebm i mund\u00ebsive sjell nj\u00eb efekt t\u00eb \u00e7uditsh\u00ebm \u2013 ti i gjen ato. Jo ato standarde, t\u00eb tilla si t\u00eb kryesh detyra dhe t\u00eb merrni para p\u00ebr to. Ky \u00ebsht\u00eb fasada e sistemit, p\u00ebr t\u00eb cilin e fillove k\u00ebt\u00eb pun\u00eb. Por brenda, n\u00ebse e shikon mir\u00ebsisht, do t\u00eb gjesh nj\u00eb mori mund\u00ebsish, q\u00eb nuk jan\u00eb t\u00eb dukshme nga jasht\u00eb. Dhe, p\u00ebr m\u00eb tep\u00ebr, jan\u00eb krejt\u00ebsisht t\u00eb braktisura, sepse pak kush u kushton v\u00ebmendje \u2013 t\u00eb gjith\u00eb jan\u00eb t\u00eb z\u00ebn\u00eb me zgjidhjen e detyrave dhe marrjen e parave p\u00ebr to.<\/p>\n
N\u00eb shumic\u00ebn e rasteve, ne punojm\u00eb n\u00eb nj\u00eb biznes t\u00eb caktuar. Na lejuan t\u00eb hyjm\u00eb n\u00eb k\u00ebt\u00eb biznes si nj\u00eb dhi n\u00eb nj\u00eb kopsh t\u00eb mbjell\u00eb. Nj\u00eb njeri nga rruga nuk mund t\u00eb hyj\u00eb n\u00eb zyr\u00ebn tuaj, t\u00eb ulet n\u00eb nj\u00eb vend t\u00eb lir\u00eb, t\u00eb filloj\u00eb t\u00eb zgjidh\u00eb probleme, t\u00eb marr\u00eb pag\u00ebn tuaj, t\u00eb pij\u00eb kafe nga filxhani dhe t\u00eb ngjitet n\u00eb karrier\u00eb? Jo, puna juaj \u00ebsht\u00eb nj\u00eb klub privat.<\/p>\n
Ju u dha nj\u00eb abonim n\u00eb k\u00ebt\u00eb klub privat. Mund t\u00eb vini \u00e7do dit\u00eb, madje edhe n\u00eb fundjav\u00eb, dhe t\u00eb punoni p\u00ebr 8 ose 24 or\u00eb n\u00eb dit\u00eb. Pak kush ka mund\u00ebsin\u00eb t\u00eb punoj\u00eb n\u00eb pun\u00ebn tuaj. Ju u dha kjo mund\u00ebsi, tani mbetet ta shfryt\u00ebzoni. Ajo \u00ebsht\u00eb rreth k\u00ebsaj.<\/p>\n
Pjesa e dyt\u00eb, dhe kryesore e qasjes \u00ebsht\u00eb q\u00ebllimi juaj. Do ta filloj me nj\u00eb shembull.<\/p>\n
Un\u00eb, n\u00eb komunikimin me programuesit dhe drejtuesit e projekteve, kisha nj\u00eb ndarje t\u00eb gjat\u00eb kuptimi. T\u00eb gjith\u00eb thoshin \u2013 ja, ne kemi k\u00ebto detyra, ka shum\u00eb nga to, dhe na dhan\u00eb projekte, klient\u00ebt k\u00ebrkojn\u00eb, s'mund t\u00eb bisedosh me ta, gjith\u00e7ka \u00ebsht\u00eb e ashp\u00ebr, askush nuk na d\u00ebgjon dhe s'kan\u00eb p\u00ebr t'u d\u00ebgjuar.<\/p>\n
I responded, saying \u2013 come on, guys, this task is nonsense, why are you doing it? Why not focus on this or that instead? It would be more interesting and beneficial for you and the business. But the guys replied \u2013 hey, what are you talking about, how can we work on something that wasn't assigned to us? We carry out tasks and implement projects that were put in our plan.<\/p>\n
When I worked as an IT director at a factory, paradoxically, I initiated more than half of the projects and tasks myself. Not because there were few requirements from the clients \u2013 there were plenty. It's just more interesting to solve my own projects and tasks. That's why I set my own tasks. Even if I knew for sure that soon the client would come running with the same task.<\/p>\n
There are two important points here. The first one \u2013 the early bird gets the worm. Simply put, whoever initiates the project will manage it. Why would I want a supply automation project led by the head of supply? I can handle it perfectly well myself. When I lead the project, it's interesting to me. The head of supply will be a consultant and executor of part of the tasks.<\/p>\n
Moment i dyt\u00eb \u2013 kush paguan vajz\u00ebn, ai dhe k\u00ebrcen. Ai q\u00eb ka iniciuar projektin dhe e drejton at\u00eb, p\u00ebrcakton se \u00e7far\u00eb do t\u00eb b\u00ebhet n\u00eb k\u00ebt\u00eb projekt. Q\u00ebllimi p\u00ebrfundimtar n\u00eb t\u00eb dy rastet \u00ebsht\u00eb pak a shum\u00eb i nj\u00ebjt\u00eb, por, n\u00ebse projekti drejtohet nga nj\u00eb person i fush\u00ebs, at\u00ebher\u00eb del nj\u00eb gj\u00eb e \u00e7uditshme \u2013 ai fillon t\u00eb shkruaj\u00eb T\u00eb Dh\u00ebna teknike, p\u00ebrpiqet t\u00eb kaloj\u00eb mendimet e tij n\u00eb terminologji teknike, p\u00ebrballet me rezistenc\u00ebn e IT-s\u00eb (naturisht), dhe rezultati del t\u00eb jet\u00eb nj\u00eb gj\u00eb e paqart\u00eb. Nd\u00ebrsa kur projekti drejtohet nga nj\u00eb drejtor IT, del shum\u00eb m\u00eb mir\u00eb \u2013 ai kupton edhe q\u00ebllimet e biznesit, dhe mund t'i p\u00ebrkthej\u00eb ato n\u00eb gjuh\u00ebn e teknik\u00ebs.<\/p>\n
N\u00eb fillim, kjo shkaktoi nj\u00eb rezistenc\u00eb t\u00eb fort\u00eb, por m\u00eb pas njer\u00ebzit pan\u00eb rezultatin dhe kuptuan se k\u00ebshtu ishte m\u00eb mir\u00eb \u2013 pasi ata merrnin m\u00eb shum\u00eb, se sa kur k\u00ebrkonin \"m\u00eb b\u00ebj k\u00ebtu nj\u00eb buton, dhe k\u00ebtu nj\u00eb formular\". Nd\u00ebrsa p\u00ebr mua \u2013 \u00ebsht\u00eb interesante, sepse projekti \u00ebsht\u00eb i imi.<\/p>\n
Q\u00ebllimi im vepron si nj\u00eb injeksion, nj\u00eb modifikim gjenetik p\u00ebr pun\u00ebn. \u00c7do detyr\u00eb q\u00eb m\u00eb jepet, un\u00eb e shpunoj me q\u00ebllimin tim, dhe detyra b\u00ebhet \"ime\". Dhe detyr\u00ebn time e b\u00ebj me k\u00ebnaq\u00ebsi.<\/p>\n
Ka nj\u00eb milion shembuj.<\/p>\n
M\u00eb vendosin, n\u00eb terma t\u00eb thjesht\u00eb, nj\u00eb plan p\u00ebr muajin p\u00ebr zgjidhjen e problemeve. Dhe un\u00eb, n\u00ebse e mbani mend, jam nj\u00eb fanatik i p\u00ebrshpejtimit t\u00eb pun\u00ebs \u2013 kjo \u00ebsht\u00eb nj\u00eb nga q\u00ebllimet e mia. Prandaj b\u00ebj nj\u00eb injeksion, apo, me leht\u00ebsin\u00eb e ndonj\u00eb komentuesi, \"pickimi i Belokamencev\" \u2013 dhe, duke aplikuar teknika t\u00eb thjeshta, arrij 250% t\u00eb planit. Jo sepse paguhen m\u00eb shum\u00eb p\u00ebr k\u00ebt\u00eb, ose sepse do t\u00eb m\u00eb japin ndonj\u00eb grad\u00eb \u2013 thjesht sepse kjo \u00ebsht\u00eb q\u00ebllimi im. Pasojat nuk vonojn\u00eb t\u00eb shfaqen.<\/p>\n
Ose drejatori i ri m\u00eb thot\u00eb se do vet\u00ebm sh\u00ebrbim IT cil\u00ebsor. I them \u2013 hej, shoku, por un\u00eb di edhe k\u00ebt\u00eb dhe k\u00ebt\u00eb. Jo, thot\u00eb ai, vet\u00ebm sh\u00ebrbim cil\u00ebsor, nd\u00ebrsa t\u00eb gjitha \"aft\u00ebsit\u00eb\" e mia i fut n\u00eb fundin t\u00ebnd. Mir\u00eb, b\u00ebj nj\u00eb injeksion dhe krijoj nj\u00eb sh\u00ebrbim me parametra t\u00eb matsh\u00ebm q\u00eb e kalojn\u00eb pritshm\u00ebrin\u00eb e tij me 4 her\u00eb. Pasojat nuk vonojn\u00eb t\u00eb shfaqen.<\/p>\n
Drejtori k\u00ebrkon t\u00eb shfaq\u00eb n\u00eb ekran treguesit e aktivitetit t\u00eb kompanis\u00eb. E di q\u00eb do t\u00eb luaj\u00eb me k\u00ebt\u00eb dhe do ta braktis\u00eb pas nj\u00eb jav\u00eb \u2013 nuk \u00ebsht\u00eb ai lloji i personit. Po b\u00ebj nj\u00eb injeksion, duke shtuar nj\u00eb nga q\u00ebllimet e mia afatgjata \u2013 krijimin e mjeteve universale me p\u00ebrdorim t\u00eb gjer\u00eb. Pas nj\u00eb jave, drejtori u dor\u00ebhoq, dhe e gjith\u00eb kompania ra n\u00eb depresion. Pas k\u00ebsaj, e shkrova nga e para dhe tani po shes me sukses.<\/p>\n
K\u00ebshtu ndodh me \u00e7do detyr\u00eb. Kudo mund t\u00eb gjesh ose t\u00eb shtosh di\u00e7ka t\u00eb dobishme ose interesante p\u00ebr veten. Jo t\u00eb mos b\u00ebsh, e pastaj t\u00eb k\u00ebrkosh \"\u00e7far\u00eb m\u00ebsuam n\u00eb mbledhjen e sotme\", por t\u00eb planifikosh paraprakisht, me nj\u00eb q\u00ebllim t\u00eb qart\u00eb p\u00ebr veten. Megjithat\u00eb, sigurisht, ndodhin edhe rezultate t\u00eb papritura q\u00eb nuk i kishe planifikuar. Por kjo \u00ebsht\u00eb nj\u00eb tem\u00eb tjet\u00ebr.<\/p>\n
P\u00ebr shembull, ky tekst. N\u00eb shkrimin e tij, un\u00eb synoj disa q\u00ebllime menj\u00ebher\u00eb. Mos u p\u00ebrpiqni t\u00eb kuptoni se cilat jan\u00eb ato. Megjithat\u00eb, nj\u00eb do ta parashikoni leht\u00ebsisht \u2013 plusi q\u00eb keni vendosur do t\u00eb ndihmoj\u00eb n\u00eb arritjen e q\u00ebllimit sekondar \"t\u00eb fitoj pak para p\u00ebr tekstin\". Por, megjithat\u00eb, ajo \u00ebsht\u00eb nj\u00eb q\u00ebllim sekondar \u2013 shikoni vet\u00eb rendit\u00eb e artikujve t\u00eb mi, atje \u00ebsht\u00eb nj\u00eb sinusoid\u00eb e till\u00eb.<\/p>\n
Mendoj se kuptimi \u00ebsht\u00eb i qart\u00eb \u2013 duhet t\u00eb shtosh di\u00e7ka t\u00eb vetin\u00eb, nj\u00eb pjes\u00eb t\u00eb q\u00ebllimit n\u00eb \u00e7do detyr\u00eb, projekt, ose p\u00ebrgjegj\u00ebsi t\u00eb zakonshme, duke kombinuar vektor\u00ebt dhe duke sjell\u00eb dobi p\u00ebr sa m\u00eb shum\u00eb p\u00ebrfitues \u2013 p\u00ebr veten, biznesin, klientin, koleg\u00ebt, shefat etj. Kjo loj\u00eb me vektor\u00ebt \u00ebsht\u00eb vet\u00eb mjaft t\u00ebrheq\u00ebse dhe nuk do t\u00eb t\u00eb l\u00ebr\u00eb t\u00eb djegur ose t\u00eb m\u00ebrzitur.<\/p>\n
Megjithat\u00eb, ka edhe nj\u00eb t\u00eb keqe. Prania e q\u00ebllimeve t\u00eb veta \u00ebsht\u00eb aq e dukshme saq\u00eb bie n\u00eb sy. Prandaj, un\u00eb her\u00eb pas here p\u00ebrball\u00ebm me v\u00ebshtir\u00ebsi n\u00eb pun\u00eb me shefat dhe koleg\u00ebt. Ata shohin se un\u00eb vazhdimisht luaj ndonj\u00eb loj\u00eb, por nuk kuptojn\u00eb kuptimin e saj dhe mendojn\u00eb se kam ndonj\u00eb q\u00ebllim t\u00eb keq.<\/p>\n
Kur m\u00eb n\u00eb fund vendosin dhe pyesin, un\u00eb p\u00ebrpiqem t\u00eb tregoj sinqerisht. Por ata nuk besojn\u00eb, sepse shpjegimi ting\u00ebllon p\u00ebr ta shum\u00eb i \u00e7uditsh\u00ebm. Ata jan\u00eb m\u00ebsuar me punonj\u00ebs q\u00eb \u00abthjesht punojn\u00eb\u00bb, ndersa k\u00ebtu \u2013 ka metoda, teori, q\u00ebllime, eksperimentime.<\/p>\n
Ata ndihen sikur nuk punoj p\u00ebr biznesin, por biznesi punon p\u00ebr mua. Dhe ata kan\u00eb t\u00eb drejt\u00eb, por vet\u00ebm gjysm\u00eb. Un\u00eb punoj p\u00ebr biznesin, dhe, m\u00eb falni, biznesi punon p\u00ebr mua. Jo sepse un\u00eb jam nj\u00eb keqb\u00ebr\u00ebs, por sepse \u00ebsht\u00eb normale dhe ndihmuese p\u00ebr t\u00eb dyja pal\u00ebt. Thjesht \u00ebsht\u00eb e pazakont\u00eb, dhe kjo shkakton nj\u00eb ndjesi t\u00eb keqe.<\/p>\n
T\u00eb gjith\u00eb duan rend, qart\u00ebsi dhe standardizim. Q\u00eb nj\u00eb njeri t\u00eb vij\u00eb, t\u00eb ulet, t\u00eb b\u00ebj\u00eb kok\u00ebn posht\u00eb dhe t\u00eb punoj\u00eb fort, duke arritur q\u00ebllimet e kompanis\u00eb. B\u00ebjn\u00eb nj\u00eb z\u00ebvend\u00ebsim, duke mbuluar q\u00ebllimet e kompanis\u00eb dhe i paraqesin ato si q\u00ebllimet e individit. Duket sikur, arritja e q\u00ebllimeve tona do t\u00eb thot\u00eb t\u00eb arrish edhe t\u00eb tuat. Por, fatkeq\u00ebsisht, kjo \u00ebsht\u00eb nj\u00eb g\u00ebnjesht\u00ebr. Mund ta provoni me shembullin tuaj.<\/p>\n
Nuk mund t\u00eb mb\u00ebshtetemi vet\u00ebm n\u00eb q\u00ebllimet e kompanis\u00eb. Ato jan\u00eb pothuajse gjithmon\u00eb t\u00eb nj\u00ebjta \u2013 fitim, rritje n\u00eb thell\u00ebsi dhe gjer\u00ebsi, tregje, produkte, konkurrenc\u00eb dhe, m\u00eb e r\u00ebnd\u00ebsishmja, stabilitet. Pjes\u00eb p\u00ebrb\u00ebr\u00ebse \u00ebsht\u00eb edhe stabiliteti i rritjes.<\/p>\n
N\u00ebse mb\u00ebshteteni vet\u00ebm n\u00eb objektivat e kompanis\u00eb, nuk do t\u00eb arrini asgj\u00eb. N\u00eb kuptimin e vet, sepse k\u00ebto objektiva jan\u00eb shkruar p\u00ebr biznesin vet, nuk ka asgj\u00eb p\u00ebr punonj\u00ebsit. E pra, sigurisht, ka, por p\u00ebr nj\u00eb fare p\u00ebrjashtimi. Si\u00e7 \u00ebsht\u00eb \"eh le t\u00eb themi se \u00ebsht\u00eb prestizh t\u00eb punosh k\u00ebtu!\" ose \"po ne kemi detyra interesante\", ose \"k\u00ebtu b\u00ebhen profesionist\u00eb shpejt\". Dhe, natyrisht, \u00e7aj, biskota, dhe \"\u00e7far\u00eb tjet\u00ebr u nevojitet atyre, m\u00eb falni\u2026 nj\u00eb makin\u00eb kafeje, ndoshta?\".<\/p>\n
Sikur njer\u00ebzit t\u00eb bien n\u00eb djegie, ndoshta. Nuk ka q\u00ebllim t\u00eb tyre, nd\u00ebrsa t\u00eb tjer\u00ebt, n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme ose n\u00ebnnd\u00ebrgjegj\u00eb fiken shpejt.<\/p>\n
Mjaft koh\u00eb m\u00eb par\u00eb kuptova se ky teknik\u00eb duhet t\u00eb p\u00ebrdoret n\u00eb pun\u00ebn me n\u00ebnkryetar\u00ebt \u2013 le t\u00eb jen\u00eb ata po ashtu Feniks\u00eb. Fatkeq\u00ebsisht, k\u00ebtu do t\u00eb duhet t\u00eb v\u00ebzhgoni shum\u00eb, t\u00eb mendoni, t\u00eb flisni me njer\u00ebzit dhe t\u00eb merrni parasysh interesat dhe objektivat e tyre. Fillimisht \u2013 t'i njohim ato q\u00ebllime.<\/p>\n
Merrni t\u00eb pakt\u00ebn para. Po, e di, shum\u00eb shprehen se parat\u00eb nuk jan\u00eb nj\u00eb q\u00ebllim. N\u00ebse keni nj\u00eb pag\u00eb prej 500k n\u00eb Rusi, ndoshta p\u00ebr ju parat\u00eb nuk jan\u00eb m\u00eb shum\u00eb interesante. Por n\u00ebse merrni 30, 50, madje edhe 90 mij\u00eb rubla, pas vitit 2014, pa dyshim q\u00eb ndiheni jo shum\u00eb rehat, sidomos n\u00ebse keni nj\u00eb familje. Pra, parat\u00eb jan\u00eb nj\u00eb q\u00ebllim i shk\u00eblqyer. Mos e d\u00ebgjoni ata q\u00eb kan\u00eb 500k - nj\u00eb i ngopur nuk e kupton nj\u00eb t\u00eb uritur. Dhe shprehjen 'parat\u00eb nuk mund t\u00eb jen\u00eb nj\u00eb q\u00ebllim' e shpik\u00ebn pun\u00ebdh\u00ebn\u00ebsit, q\u00eb njer\u00ebzit t\u00eb k\u00ebnaqeshin me biskota.<\/p>\n
T\u00eb flas\u00ebsh me punonj\u00ebsit p\u00ebr para \u00ebsht\u00eb e rrezikshme. M\u00eb leht\u00eb \u00ebsht\u00eb t\u00eb hesht\u00ebsh delikat, t\u00eb mos l\u00ebviz\u00ebsh anijen. Kur t\u00eb vijn\u00eb vet\u00eb p\u00ebr t\u00eb k\u00ebrkuar - mund t\u00eb shmangesh. Kur t\u00eb vijn\u00eb p\u00ebr t\u00eb k\u00ebrkuar - mund t\u00eb leht\u00ebsohesh pak. E k\u00ebshtu me radh\u00eb, e dini si ndodh kjo.<\/p>\n
Mua m\u00eb p\u00eblqen t\u00eb flas me njer\u00ebzit p\u00ebr para. Dhe, p\u00ebr t\u00eb qen\u00eb t\u00eb sinqert\u00eb, nuk kam par\u00eb asnj\u00eb njeri q\u00eb t\u00eb thot\u00eb 'ah, mua nuk m\u00eb duhen parat\u00eb'. Po g\u00ebnjej, kam par\u00eb nj\u00eb - Artyom, p\u00ebrsh\u00ebndetje. T\u00eb gjith\u00eb t\u00eb tjer\u00ebt donin para, por nuk dinin me k\u00eb t\u00eb flisnin p\u00ebr k\u00ebt\u00eb tem\u00eb.<\/p>\n
N\u00eb k\u00ebt\u00eb rast, thjesht b\u00ebn theks mbi parat\u00eb, nj\u00eb \"injeksion parash\" n\u00eb \u00e7do detyr\u00eb ose projekt. \u00c7do kompani ka nj\u00eb skem\u00eb p\u00ebr rritjen e t\u00eb ardhurave, qoft\u00eb ajo e qart\u00eb ose e paqart\u00eb. Nuk do t\u00eb ndalem shum\u00eb k\u00ebtu, ka disa artikuj n\u00eb \"Steroide Karrier\u00eb\". Por ka nj\u00eb zjarr n\u00eb syt\u00eb e njer\u00ebzve.<\/p>\n
Shpesh ndodhet si q\u00ebllim rritja e aft\u00ebsive. Ndonj\u00ebher\u00eb \u00ebsht\u00eb nj\u00eb q\u00ebllim i qart\u00eb, me nj\u00eb fush\u00eb t\u00eb caktuar. Nj\u00eb person d\u00ebshiron t\u00eb studioj\u00eb nj\u00eb teknologji, nj\u00eb framework, nj\u00eb fush\u00eb t\u00eb caktuar ose sektorin e klient\u00ebve, etj. Kjo \u00ebsht\u00eb shk\u00eblqyese, sepse mund t'i ngarkosh atij t\u00eb gjitha detyrat n\u00eb tem\u00ebn e zgjedhur, madje edhe ato m\u00eb idiote - do t'i p\u00eblqejn\u00eb. Sigurisht, pa teprim, p\u00ebrndryshe do t'i jap\u00ebsh fund dashuris\u00eb p\u00ebr q\u00ebllimin, do marr\u00ebsh nj\u00eb minus n\u00eb karma.<\/p>\n
Shum\u00eb njer\u00ebz interesohen p\u00ebr p\u00ebrparimin n\u00eb karrier\u00eb - ose n\u00eb drejtimin profesional, ose n\u00eb karrier\u00ebn e p\u00ebrgjithshme, ose madje p\u00ebr t'u kaluar n\u00eb nj\u00eb fush\u00eb tjet\u00ebr, p\u00ebr shembull - nga programues n\u00eb menaxher\u00eb. Nuk \u00ebsht\u00eb problem - mjafton t\u00eb shtosh n\u00eb \u00e7do detyr\u00eb ose projekt nj\u00eb \"sous\" t\u00eb q\u00ebllimit p\u00ebrkat\u00ebs, dhe personi nuk do t\u00eb digjet.<\/p>\n
Dhe k\u00ebshtu me radh\u00eb. Takohen edhe variante ekzotike, si\u00e7 \u00ebsht\u00eb t\u00eb largohet krejt\u00ebsisht nga profesioni, t\u00eb blej\u00eb nj\u00eb sht\u00ebpi n\u00eb fshat dhe t\u00eb transferohet atje me gjith\u00eb familjen. Un\u00eb kam par\u00eb t\u00eb till\u00eb dy. E marrim dhe e kthejm\u00eb pun\u00ebn aktuale n\u00eb nj\u00eb drejtim p\u00ebr q\u00ebllimin e individit - ai duhet t\u00eb akumuloj\u00eb nj\u00eb shum\u00eb t\u00eb caktuar, mjaft t\u00eb madhe parash, dhe m\u00eb n\u00eb fund t\u00eb largohet nga qyteti. Mjaft, injeksioni \u00ebsht\u00eb b\u00ebr\u00eb. \u00c7do detyr\u00eb \u00ebsht\u00eb jo thjesht nj\u00eb detyr\u00eb, por nj\u00eb dru nga sht\u00ebpia e tij n\u00eb fshat, ose gjysma e nj\u00eb derri, ose dy lopata t\u00eb mira.<\/p>\n
Gradualisht rreth tij mblidhet nj\u00eb komunitet i till\u00eb individualist\u00ebsh. \u00c7do individ ka q\u00ebllimin e tij. \u00c7do individ ka zjarr n\u00eb syt\u00eb. \u00c7do kush vjen n\u00eb pun\u00eb me g\u00ebzim, sepse e di p\u00ebrse - p\u00ebr t\u00eb arritur q\u00ebllimin e tij. \u00c7do kush \u00ebsht\u00eb i gatsh\u00ebm t\u00eb eksperimentoj\u00eb, t\u00eb p\u00ebrdor\u00eb metoda t\u00eb reja pune, t\u00eb k\u00ebrkoj\u00eb dhe t\u00eb zbatoj\u00eb mund\u00ebsi, t\u00eb zhvilloj\u00eb kompetenca, madje edhe aventura. Sepse e di p\u00ebrse, ku do t\u00eb q\u00ebndroj\u00eb \u00e7do tull\u00eb e detyr\u00ebs s\u00eb zgjidhur n\u00eb sht\u00ebpin\u00eb e madhe q\u00eb po e nd\u00ebrton.<\/p>\n
Por n\u00ebse ndodhi ndonj\u00eb e keqe - si mund t\u00eb mos ndodh, at\u00ebher\u00eb njeriu do t\u00eb ndiej\u00eb trishtim p\u00ebr nj\u00eb or\u00eb, ndoshta dy, ndonj\u00ebher\u00eb edhe nj\u00eb dit\u00eb, por n\u00eb m\u00ebngjes gjithmon\u00eb rikthehet si nj\u00eb zog Phoenix. Dhe ashtu si mund t\u00eb b\u00ebsh di\u00e7ka me k\u00ebt\u00eb.habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"\u041a\u0430\u043a \u044f \u0432\u0441\u0451 \u044d\u0442\u043e \u043d\u0435\u043d\u0430\u0432\u0438\u0436\u0443. \u0420\u0430\u0431\u043e\u0442\u0443, \u043d\u0430\u0447\u0430\u043b\u044c\u043d\u0438\u043a\u0430, \u043f\u0440\u043e\u0433\u0440\u0430\u043c\u043c\u0438\u0440\u043e\u0432\u0430\u043d\u0438\u0435, \u0441\u0440\u0435\u0434\u0443 \u0440\u0430\u0437\u0440\u0430\u0431\u043e\u0442\u043a\u0438, \u0437\u0430\u0434\u0430\u0447\u0438, \u0441\u0438\u0441\u0442\u0435\u043c\u0443, \u0432 \u043a\u043e\u0442\u043e\u0440\u0443\u044e \u043e\u043d\u0438 \u0437\u0430\u043f\u0438\u0441\u0430\u043d\u044b, \u043f\u043e\u0434\u0447\u0438\u043d\u0435\u043d\u043d\u044b\u0445 \u0441 \u0438\u0445 \u0441\u043e\u043f\u043b\u044f\u043c\u0438, \u0446\u0435\u043b\u0438, \u044d\u043b\u0435\u043a\u0442\u0440\u043e\u043d\u043d\u0443\u044e \u043f\u043e\u0447\u0442\u0443, \u0438\u043d\u0442\u0435\u0440\u043d\u0435\u0442, \u0441\u043e\u0446\u0438\u0430\u043b\u044c\u043d\u044b\u0435 \u0441\u0435\u0442\u0438, \u0433\u0434\u0435 \u0432\u0441\u0435 \u043f\u043e\u0440\u0430\u0437\u0438\u0442\u0435\u043b\u044c\u043d\u043e \u0443\u0441\u043f\u0435\u0448\u043d\u044b, \u043f\u043e\u043a\u0430\u0437\u0443\u0448\u043d\u0443\u044e \u043b\u044e\u0431\u043e\u0432\u044c \u043a \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, \u043b\u043e\u0437\u0443\u043d\u0433\u0438, \u0441\u043e\u0431\u0440\u0430\u043d\u0438\u044f, \u043a\u043e\u0440\u0438\u0434\u043e\u0440\u044b, \u0442\u0443\u0430\u043b\u0435\u0442\u044b, \u043b\u0438\u0446\u0430, \u0440\u043e\u0436\u0438, \u0434\u0440\u0435\u0441\u0441-\u043a\u043e\u0434, \u043f\u043b\u0430\u043d\u0438\u0440\u043e\u0432\u0430\u043d\u0438\u0435. \u042f \u043d\u0435\u043d\u0430\u0432\u0438\u0436\u0443 \u0432\u0441\u0451, \u0447\u0442\u043e \u043f\u0440\u043e\u0438\u0441\u0445\u043e\u0434\u0438\u0442 \u043d\u0430 \u0440\u0430\u0431\u043e\u0442\u0435. \u042f \u0432\u044b\u0433\u043e\u0440\u0435\u043b. \u0414\u0430\u0432\u043d\u043e. \u0415\u0449\u0435 \u0442\u043e\u043b\u043a\u043e\u043c \u043d\u0435 […]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-37208","post","type-post","status-publish","format-standard","hentry","category-novosti-interneta"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t