<\/a><\/noindex><\/p>\nM\u00eb n\u00eb fund, ata nuk e p\u00ebrballuan dhe p\u00ebrpiqeshin t\u00eb m\u00eb frik\u00ebsojn\u00eb. Po, un\u00eb nuk b\u00ebj asgj\u00eb p\u00ebr projektin aktual. Sepse menaxheri i projektit, i preferuari juaj, e ka n\u00ebnshtruar pun\u00ebn time p\u00ebr nj\u00eb muaj, u tjet\u00ebrsua p\u00ebr klientin dhe m\u00eb la mua posht\u00eb. 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 m\u00eb that\u00eb se do m\u00eb pushoni nga puna, n\u00ebse ndonj\u00ebher\u00eb prap\u00eb shihni nj\u00eb gj\u00eb t\u00eb till\u00eb. Haha.<\/p>\n
Do ta shihni, dhe jo vet\u00ebm nj\u00eb her\u00eb. Thjesht p\u00ebr faktin se un\u00eb ju urrej. Dhe ju p\u00ebrbuz. Ju jeni t\u00eb paaft\u00eb. Thjesht vini dhe b\u00ebni at\u00eb q\u00eb ju urdh\u00ebrojn\u00eb. K\u00ebt\u00eb keni b\u00ebr\u00eb p\u00ebr aq shum\u00eb vite. Nuk keni asnj\u00eb ndryshim, as n\u00eb pozita, as n\u00eb t\u00eb ardhura, as n\u00eb kompetenca. Ju jeni vet\u00ebm atribute t\u00eb sistemit ku ndodheni. Si tavolinat, karriget, muret, freskuesi dhe metra. Jeni kaq t\u00eb varf\u00ebr dhe t\u00eb pavler\u00eb, saq\u00eb as nuk do t\u00eb jeni n\u00eb gjendje ta kuptoni k\u00ebt\u00eb.<\/p>\n
Mund t\u00eb punoj m\u00eb shum\u00eb e m\u00eb mir\u00eb se ju. K\u00ebt\u00eb e kam provuar. Por nuk kam p\u00ebr q\u00ebllim t\u00eb mbaj n\u00eb kurriz t\u00ebr\u00eb kompanin\u00eb. Pse un\u00eb? Pse jo ju? Kam mjaft p\u00ebr Winamp-in tim. Nuk m\u00eb nevojitet asgj\u00eb tjet\u00ebr p\u00ebr t\u2019ju urrejtur. Do t\u00eb rri dhe do t'ju urrej gjith\u00eb dit\u00ebn, pa harruar t\u00eb b\u00ebj nj\u00eb pauz\u00eb p\u00ebr drek\u00eb.<\/p>\n
Kur u m\u00ebsova me urrejtjen time, dhash\u00eb dor\u00ebheqjen. Ju vepruat si karriget \u2013 mor\u00ebt befas v\u00ebmendjen time. Cili \u00ebsht\u00eb kuptimi i t\u00eb m\u00eb urrejtur m\u00eb pas? Do t\u00eb shkoj n\u00eb nj\u00eb tjet\u00ebr kompani, do t\u00eb digjem atje.<\/p>\n
Disa disa vjet, \u00e7do gj\u00eb ishte si nj\u00eb l\u00ebkundje. Urrejtja nd\u00ebrronte me indiferenc\u00eb. Apathia ishte e z\u00ebvend\u00ebsuar me sabotim t\u00eb hapur. Ndonj\u00ebher\u00eb fillonte nj\u00eb aktivitet intensiv, n\u00ebse shefi ishte i rrept\u00eb. Duke mbajtur frenat, me nj\u00eb urrejtje p\u00ebr gjith\u00e7ka, un\u00eb prodhoja rezultate. Dhe p\u00ebrs\u00ebri urreja, binja n\u00eb depresion, qeshja hapur ose trolova t\u00eb gjith\u00eb ata q\u00eb mundja t\u00eb arrija.
K\u00ebshtu vazhdoi, n\u00eb m\u00ebnyr\u00eb t\u00eb pakt\u00ebn, nga 2006 deri n\u00eb 2012. Nj\u00eb koh\u00eb e err\u00ebt. E kujtoj si nj\u00eb makth t\u00eb tmerrsh\u00ebm. M\u00eb \u00e7udit q\u00eb at\u00ebher\u00eb asnj\u00ebher\u00eb nuk m\u00eb shkarkuan \u2013 gjithmon\u00eb ikja vet\u00eb. Nj\u00eb bastard t\u00eb till\u00eb si Ivan Belokamenzev v.2006-2012 nuk e kam par\u00eb kurr\u00eb m\u00eb.<\/p>\n
Pastaj filloi nj\u00eb periudh\u00eb e \u00e7uditshme. Gjith\u00e7ka u ndryshua. M\u00eb sakt\u00eb, jo k\u00ebshtu: \u00e7do gj\u00eb u ndryshua. Por un\u00eb as q\u00eb e vura re. Shtat\u00eb vjet kaluan si t\u00eb ishin nj\u00eb dit\u00eb. Gjat\u00eb k\u00ebtyre shtat\u00eb viteve, gjendja e djegies nuk m\u00eb kishte ndodhur kurr\u00eb m\u00eb shum\u00eb se p\u00ebr gjysm\u00eb dite. Por kurr\u00eb nuk mendova p\u00ebr arsyen pse k\u00ebshtu.<\/p>\n
Mendoja pse p\u00ebr t\u00eb tjer\u00eb nuk \u00ebsht\u00eb ashtu. Temat mbi djegien po shfaqeshin gjithnj\u00eb e m\u00eb shpesh. K\u00ebt\u00eb m\u00ebngjes, po kaloja nj\u00eb list\u00eb t\u00eb ligj\u00ebratave p\u00ebr konferenc\u00ebn ku planifikoj t\u00eb flas, dhe ndesha Maxim Dorofejev - ai gjithashtu kishte planifikuar t\u00eb fliste mbi djegien profesionale. Artikuj t\u00eb k\u00ebsaj teme shpesh m\u00eb bien n\u00eb sy.<\/p>\n
I shoh njer\u00ebzit dhe nuk mund t'i kuptoj. Jo, ata nuk e urrejn\u00eb pun\u00ebn si\u00e7 b\u00ebja un\u00eb. Ata jan\u00eb thjesht indiferent\u00eb. T\u00eb djegur. Asgj\u00eb nuk i intereson. Do thon\u00eb - do e b\u00ebjn\u00eb. Nuk do thon\u00eb - nuk do e b\u00ebjn\u00eb.<\/p>\n
Kur i v\u00ebn\u00eb nj\u00eb plan, nj\u00eb afat, nj\u00eb norm\u00eb - do ta realizojn\u00eb. Pak do ta tejkalojn\u00eb. Me nj\u00eb qasje t\u00eb leht\u00eb, pa interes. Po, me respekt p\u00ebr standardet. T\u00eb zhvilluara gjithashtu me nj\u00eb qasje t\u00eb leht\u00eb. Si makinat.<\/p>\n
N\u00eb jet\u00ebn reale, gjith\u00e7ka \u00ebsht\u00eb interesante. E d\u00ebgjon n\u00eb kuzhin\u00eb, ose ndesh nj\u00eb njohur nga puna n\u00eb rrjetet sociale - jeta \u00ebsht\u00eb plot. Nj\u00ebra \u00ebsht\u00eb adhurues i bi\u00e7ikletave. Tjetra, ka ecur t\u00eb gjitha malet e Uralit. E treta, \u00ebsht\u00eb vullnetar. T\u00eb gjith\u00eb kan\u00eb di\u00e7ka.<\/p>\n
Dhe n\u00eb pun\u00eb, 8 or\u00eb jet\u00eb, 9 duke p\u00ebrfshir\u00eb drek\u00ebn, 10 me rrug\u00ebn, t\u00eb gjith\u00eb ata jan\u00eb si zombit. Asnj\u00eb zjarr n\u00eb sy, asnj\u00eb nxitje p\u00ebr t\u00eb vepruar. Menaxherit nuk i intereson t\u00eb shes\u00eb m\u00eb shum\u00eb. Shefi nuk i b\u00ebn p\u00ebrshtypje p\u00ebrmir\u00ebsimi i treguesve t\u00eb departamentit. Programatori nuk \u00ebsht\u00eb i nxitur p\u00ebr t\u00eb zbuluar pse nuk funksionon. T\u00eb pakt\u00ebn p\u00ebr kureshtje profesionale. <\/p>\n
M\u00eb mir\u00eb jetojn\u00eb dhe l\u00ebvizin ata, t\u00eb cil\u00ebt kan\u00eb nj\u00eb shef - gomar. Dhe madje m\u00eb mir\u00eb - nj\u00eb gomar i v\u00ebrtet\u00eb. Vazhdimisht i shtyn, rrit normat, rrit k\u00ebrkesat, nuk i l\u00eb t\u00eb qet\u00eb. T\u00eb till\u00eb punonj\u00ebsit, si n\u00eb k\u00ebng\u00ebn e Vysotsky-t - ishin t\u00eb m\u00ebrzitur dhe t\u00eb zem\u00ebruar, por shkonin. Ata gjithashtu jan\u00eb t\u00eb konsumuar, por gjithmon\u00eb u b\u00ebhet defibrilim, dhe p\u00ebrs\u00ebri, me v\u00ebshtir\u00ebsi, arrihet t\u00eb nxirren di\u00e7ka nga ata. N\u00eb mbr\u00ebmje rinovohen, \u00e7dokush si e di, me kafe fryhen n\u00eb m\u00ebngjes, dhe e nisin.<\/p>\n
Filloi t\u00eb m\u00eb interesoj\u00eb pse un\u00eb nuk e kam ashtu. M\u00eb sakt\u00eb, pse m\u00eb par\u00eb isha vazhdimisht i konsumuar, nd\u00ebrsa tani - pothuajse nuk ndodhem.<\/p>\n
Q\u00eb nga 7 vjet\u00ebsh shkoj n\u00eb pun\u00eb me g\u00ebzim, \u00e7do dit\u00eb. Gjat\u00eb k\u00ebsaj kohe kam ndryshuar 3 vende. N\u00eb pun\u00eb kam pasur dit\u00eb, jav\u00eb dhe muaj t\u00eb k\u00ebqij, nga pika e fundit. M\u00eb kan\u00eb provuar t\u00eb m\u00eb shkelin, t\u00eb m\u00eb nxjerrin, t\u00eb m\u00eb p\u00ebrbuzin, t\u00eb m\u00eb largojn\u00eb, t\u00eb m\u00eb mbushin meDetyra dhe projekte, t\u00eb m\u00eb akuzojn\u00eb p\u00ebr paaft\u00ebsi, t\u00eb m\u00eb reduktonin paga, t\u00eb m\u00eb ulin pozita, madje m\u00eb kan\u00eb larguar nga puna. Por un\u00eb prap\u00eb shkoj n\u00eb pun\u00eb me g\u00ebzim, \u00e7do dit\u00eb. Edhe n\u00ebse mund t\u00eb m\u00eb prishin humorin, dhe t\u00eb ndjehem i konsumuar, at\u00ebher\u00eb, maksimumi pas disa or\u00ebsh rilind si nj\u00eb zog Feniks.<\/p>\n
Disa dit\u00eb m\u00eb par\u00eb kuptova se \u00e7far\u00eb \u00ebsht\u00eb ndryshe. Dy situata m\u00eb ndihmuan. E para - tani punoj shum\u00eb me t\u00eb rinjt\u00eb, gj\u00eb q\u00eb nuk ka ndodhur prej koh\u00ebsh. E dyta - p\u00ebr her\u00eb t\u00eb par\u00eb n\u00eb jet\u00ebn time shkrova nj\u00eb let\u00ebr fal\u00ebnderimi. Nj\u00eb personi nga ajo pun\u00eb q\u00eb kisha n\u00eb vitin 2012 dhe q\u00eb m\u00eb ndryshoi di\u00e7ka brenda. Duke i p\u00ebrgatitur lavd\u00ebrime, p\u00ebrpiqesha t\u00eb kuptoja se \u00e7far\u00eb ndodhi aty. Dhe kam arritur ta kuptoj.<\/p>\n
E thjesht\u00eb: un\u00eb gjithmon\u00eb kam nj\u00eb q\u00ebllim t\u00eb caktuar brenda sistemit.<\/p>\n
Kjo nuk \u00ebsht\u00eb vet\u00eb ndihm\u00eb, vet\u00eb sugjerim apo ndonj\u00eb praktik\u00eb ezoterike, por nj\u00eb qasje mjaft pragmatike.<\/p>\n
Pjesa e par\u00eb e saj p\u00ebrb\u00ebhet nga qasja ndaj \u00e7do pune si nj\u00eb mund\u00ebsi. M\u00eb par\u00eb un\u00eb si b\u00ebja: shkoja n\u00eb ndonj\u00eb kompani, shikoja p\u00ebrreth, jepja nj\u00eb vler\u00ebsim. N\u00ebse m\u00eb p\u00eblqente - ok, rrim\u00eb dhe punoj. N\u00ebse nuk m\u00eb p\u00eblqente - rrinim dhe qeshja. \u00c7do gj\u00eb nuk \u00ebsht\u00eb ashtu, \u00e7do gj\u00eb nuk \u00ebsht\u00eb si duhet, t\u00eb gjith\u00eb jan\u00eb idiot\u00eb dhe merren me gj\u00ebra pa r\u00ebnd\u00ebsi.<\/p>\n
Tani tani nuk po e vler\u00ebsoj n\u00eb terma \u00abp\u00eblqen\u00bb \/ \u00abs\u2019p\u00eblqen\u00bb. Po shoh se \u00e7far\u00eb ka dhe po p\u00ebrcaktoj se cilat mund\u00ebsi ofron ky sistem dhe si mund t\u2019i p\u00ebrdor ato. Kur k\u00ebrkon mund\u00ebsi pa vler\u00ebsime, gjen pik\u00ebrisht mund\u00ebsi, 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 fatin t\u00ebnd derisa t\u00eb kalosh, ose mund t\u00eb shkosh e t\u00eb shqyrtosh ishullin. Gjej uj\u00eb, ushqim, strehim, p\u00ebrcakto pranin\u00eb e grabitqar\u00ebve, burimeve natyrore t\u00eb rrezikut etj. T\u00eb jesh k\u00ebtu, p\u00ebrse t\u00eb qash? Fillimisht \u2013 mbijetese. Pastaj \u2013 krijo rehati. Dhe m\u00eb pas \u2013 zhvillohu. Sigurisht, s\u2019do t\u00eb jet\u00eb m\u00eb keq.<\/p>\n
P\u00ebrdor nj\u00eb analogji tjet\u00ebr: puna \u00ebsht\u00eb nj\u00eb projekt. Para se t\u00eb regjistrohesh n\u00eb k\u00ebt\u00eb projekt \u2013 zgjidh, analizo, krahaso, jep vler\u00ebsime. Por, kur tashm\u00eb je angazhuar, ankohet von\u00eb \u2013 duhesh t\u00eb nxjerr\u00ebsh p\u00ebrfitim maksimal. N\u00eb projektet normale, ku t\u00eb gjith\u00eb marrin pjes\u00eb, ne b\u00ebjm\u00eb k\u00ebshtu. Rrall\u00eb ndokush arrin t\u00eb 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 p\u00ebr mund\u00ebsi \u00e7on n\u00eb 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 marr\u00ebsh para p\u00ebr to. Ky \u00ebsht\u00eb fasada e sistemit, p\u00ebr t\u00eb cil\u00ebn ke ardhur t\u00eb punosh. Por brenda, n\u00ebse e shikon me kujdes, do t\u00eb gjesh nj\u00eb shum\u00ebllojshm\u00ebri mund\u00ebsish q\u00eb nuk duken nga jasht\u00eb. Dhe, n\u00eb t\u00eb v\u00ebrtet\u00eb, ato jan\u00eb krejt t\u00eb lira, sepse pak kush u kushton v\u00ebmendje atyre \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 ndonj\u00eb biznes. Na kan\u00eb pranuar n\u00eb k\u00ebt\u00eb biznes si nj\u00eb dhi n\u00eb nj\u00eb kopsht perimesh. Nj\u00eb person 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 detyra, t\u00eb marr\u00eb pag\u00ebn tuaj, t\u00eb pij\u00eb kafe nga nj\u00eb filxhan dhe t\u00eb ngjitet n\u00eb karrier\u00eb? Jo, puna juaj \u00ebsht\u00eb nj\u00eb klub i mbyllur.<\/p>\n
Ju u dha nj\u00eb abonim n\u00eb k\u00ebt\u00eb klub t\u00eb mbyllur. Mund t\u00eb vini \u00e7do dit\u00eb, edhe n\u00eb fundjav\u00eb, dhe t\u00eb punoni edhe 8, edhe 24 or\u00eb n\u00eb dit\u00eb. Pak kush ka mund\u00ebsi t\u00eb punoj\u00eb n\u00eb pun\u00ebn tuaj. Kjo mund\u00ebsi ju \u00ebsht\u00eb dh\u00ebn\u00eb, duhet thjesht ta shfryt\u00ebzoni. Di\u00e7ka e till\u00eb.<\/p>\n
Pjesa e dyt\u00eb dhe m\u00eb e r\u00ebnd\u00ebsishme e qasjes \u2013 \u00ebsht\u00eb q\u00ebllimi yt. Do t\u00eb filloj me nj\u00eb shembull.<\/p>\n
N\u00eb komunikimin tim me programuesit dhe menaxher\u00ebt e projekteve, kishte nj\u00eb hendek t\u00eb gjat\u00eb kuptimi. T\u00eb gjith\u00eb thoshin \u2013 ja, kemi k\u00ebto detyra, dhe jan\u00eb shum\u00eb, dhe na kan\u00eb dh\u00ebn\u00eb projekte, klient\u00ebt k\u00ebrkojn\u00eb, \u00ebsht\u00eb shum\u00eb e ashp\u00ebr, askush nuk na d\u00ebgjon dhe nuk ka nd\u00ebrmend t\u00eb na d\u00ebgjoj\u00eb.<\/p>\n
Nd\u00ebrsa un\u00eb u p\u00ebrgjigja \u2013 he, \u00e7unat, detyra \u00ebsht\u00eb nj\u00eb gj\u00eb e paq\u00ebndrueshme, p\u00ebrse e b\u00ebni k\u00ebt\u00eb? Pse nuk merreshi m\u00eb mir\u00eb me k\u00ebt\u00eb ose at\u00eb? Sepse atje \u00ebsht\u00eb m\u00eb interesante, m\u00eb e dobishme, dhe p\u00ebr ju, dhe p\u00ebr biznesin? \u00c7unat p\u00ebrgjigjeshin \u2013 he, \u00e7far\u00eb po thua, si mund t\u00eb merremi me at\u00eb q\u00eb nuk na \u00ebsht\u00eb dh\u00ebn\u00eb si detyr\u00eb? Ne realizojm\u00eb detyrat dhe projekte q\u00eb na jan\u00eb caktuar n\u00eb plan.<\/p>\n
Kur punoja si drejtor IT n\u00eb nj\u00eb fabrik\u00eb, paradoxalisht, m\u00eb shum\u00eb se gjysma e projekteve dhe detyrave un\u00eb i inicoja vet\u00eb. Jo p\u00ebr shkak se nga klient\u00ebt ishin t\u00eb pakta k\u00ebrkesat \u2013 kishte mjaft. Thjesht ishte m\u00eb interesante t\u00eb zgjidhja projektet dhe detyrat e mia. Prandaj, vija vet\u00eb p\u00ebrpara me detyra. Edhe kur e dija sakt\u00ebsisht se s\u00eb shpejti klienti do t\u00eb vinte vet\u00eb me nj\u00eb k\u00ebrkes\u00eb t\u00eb ngjashme.<\/p>\n
K\u00ebtu ka dy pika t\u00eb r\u00ebnd\u00ebsishme. E para \u2013 kush ngrihet i pari, merr \u00e7ar\u00e7af\u00ebt. Th\u00ebn\u00eb m\u00eb thjesht, kush e inicoi projektin, ai do ta drejtoj\u00eb at\u00eb. P\u00ebrse t\u00eb kem nj\u00eb projekt p\u00ebr automatizimin e furnizimeve n\u00ebn drejtimin e drejtorit t\u00eb furnizimeve? Un\u00eb e menaxhoj shum\u00eb mir\u00eb vet\u00eb. Kur udh\u00ebheqi projektin un\u00eb, ai p\u00ebr mua b\u00ebhet interesant. Nd\u00ebrsa drejtori i furnizimeve do t\u00eb jet\u00eb k\u00ebshilltar dhe do t\u00eb kryej\u00eb nj\u00eb pjes\u00eb t\u00eb detyrave.<\/p>\n
Pika e dyt\u00eb \u2013 kush e paguan vajz\u00ebn, ai e k\u00ebrcen at\u00eb. Kush e inicoi projektin dhe e drejton at\u00eb, ai e 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 m\u00eb apo m\u00eb i nj\u00ebjti, por kur projekti udh\u00ebhiqet nga nj\u00eb specialist, rezultati \u00ebsht\u00eb i dob\u00ebt \u2013 ai fillon t\u00eb shkruaj\u00eb T\u00eb Dh\u00ebna Teknike, p\u00ebrpiqet t\u2019i kthej\u00eb mendimet e tij n\u00eb terma teknik\u00eb, p\u00ebrballet me rezistenc\u00eb nga IT (natyrisht), dhe n\u00eb rezultat kemi di\u00e7ka pa kuptim. Por kur projekti drejtohet nga nj\u00eb drejtor IT, rezultati \u00ebsht\u00eb shum\u00eb m\u00eb i mir\u00eb \u2013 ai e kupton q\u00ebllimin e biznesit dhe mund t\u2019i kthej\u00eb ato n\u00eb gjuh\u00ebn e teknologjis\u00eb.<\/p>\n
Fillimisht, kjo shkaktoi nj\u00eb rezistenc\u00eb t\u00eb fort\u00eb, por m\u00eb von\u00eb njer\u00ebzit pan\u00eb rezultatin dhe kuptuan se k\u00ebshtu \u00ebsht\u00eb m\u00eb mir\u00eb \u2013 sepse ata merrnin m\u00eb shum\u00eb se kur k\u00ebrkonin \u00abm\u00eb b\u00ebni k\u00ebt\u00eb buton k\u00ebtu, dhe k\u00ebt\u00eb formular atje\u00bb. Dhe p\u00ebr mua \u00ebsht\u00eb interesante, sepse projekti \u00ebsht\u00eb im.<\/p>\n
Q\u00ebllimi im luan rolin e nj\u00eb injeksioni, modifikimi gjenetik p\u00ebr pun\u00ebn. \u00c7do detyr\u00eb q\u00eb m\u00eb jepet, un\u00eb e injektoj me q\u00ebllimin tim, dhe detyra b\u00ebhet \"e imja\". Dhe un\u00eb e kryej detyr\u00ebn time me k\u00ebnaq\u00ebsi.<\/p>\n
Ka nj\u00eb milion shembuj.<\/p>\n
M\u00eb caktojn\u00eb, thjesht duke folur, nj\u00eb plan mujor p\u00ebr zgjidhjen e detyra. Dhe un\u00eb, n\u00ebse e mbani mend, jam nj\u00eb fanatik i p\u00ebrshpejtimit t\u00eb pun\u00ebs \u2013 \u00ebsht\u00eb nj\u00eb nga q\u00ebllimet e mia. Pra, b\u00ebj nj\u00eb injeksion, ose, me leht\u00ebsin\u00eb e ndonj\u00eb komentuesi, \"pickimi i Belokamenchevit\" \u2013 dhe, duke p\u00ebrdorur teknika t\u00eb thjeshta, arrij 250% t\u00eb planit. Jo p\u00ebr shkak se do m\u00eb paguhet m\u00eb shum\u00eb, ose do t\u00eb kem ndonj\u00eb nivel t\u00eb ri \u2013 thjesht sepse kjo \u00ebsht\u00eb q\u00ebllimi im. Pasojat nuk vonohen.<\/p>\n
Ose drejtor i ri m\u00eb thot\u00eb se d\u00ebshiron vet\u00ebm nj\u00eb sh\u00ebrbim IT cil\u00ebsor. I them \u2013 hej, shoku, un\u00eb gjithashtu di t\u00eb b\u00ebj k\u00ebt\u00eb dhe at\u00eb. Jo, thot\u00eb ai, vet\u00ebm sh\u00ebrbim cil\u00ebsor, dhe t\u00eb gjith\u00eb \"aft\u00ebsit\u00eb\" e mia i fut n\u00eb pasqyr\u00eb. Ok, b\u00ebj nj\u00eb injeksion dhe krijoj nj\u00eb sh\u00ebrbim me parametra t\u00eb matsh\u00ebm, q\u00eb e kalon pritshm\u00ebrin\u00eb e tij 4 her\u00eb. Pasojat nuk vonohen.<\/p>\n
Drejtorin e k\u00ebrkon t\u00eb shoh\u00eb treguesit e aktivitetit t\u00eb kompanis\u00eb. E di se do t\u00eb luaj\u00eb dhe do t'a braktis\u00eb brenda nj\u00eb jave \u2013 nuk \u00ebsht\u00eb ai tipi. B\u00ebj nj\u00eb injeksion dhe shtoj nj\u00eb nga q\u00ebllimet e mia afatgjata \u2013 krijimin e mjeteve universale p\u00ebr p\u00ebrdorim t\u00eb gjer\u00eb. Drejtori braktisi pas nj\u00eb jave, por e gjith\u00eb kompania e mori. M\u00eb pas e rikrijova nga e para, dhe tani po shes me sukses.<\/p>\n
Dhe k\u00ebshtu me \u00e7do detyr\u00eb. Kudo mund t\u00eb gjej\u00ebsh ose t\u00eb shtosh di\u00e7ka t\u00eb dobishme ose interesante p\u00ebr vete. Jo t\u00eb mos e b\u00ebsh, dhe pastaj t\u00eb k\u00ebrkosh \"\u00e7far\u00eb m\u00ebsuam nga sot\", por paraprakisht, me nj\u00eb vendosje t\u00eb qart\u00eb p\u00ebr veten. Megjithat\u00eb, natyrisht, ndodhin edhe rezultatet e papritura q\u00eb nuk i kisha planifikuar. Po, kjo \u00ebsht\u00eb nj\u00eb tem\u00eb tjet\u00ebr.<\/p>\n
P\u00ebr shembull, ky tekst. Nd\u00ebrsa e shkruaj, ndjek disa q\u00ebllime nj\u00ebher\u00ebsh. Mos u p\u00ebrpiqni t\u00eb kuptoni se cilat jan\u00eb. Megjithat\u00eb, nj\u00eb do ta kuptoni leht\u00eb \u2013 plusi q\u00eb vendosni ju do t\u00eb ndihmoj\u00eb n\u00eb arritjen e q\u00ebllimit tjet\u00ebr \"t\u00eb fitoj pak para p\u00ebr tekstin\". Por ajo \u00ebsht\u00eb, megjithat\u00eb, dyt\u00ebsore \u2013 shikoni vet\u00eb rezultatet e artikujve t\u00eb mi, atje \u00ebsht\u00eb nj\u00eb sinusoid.<\/p>\n
Mendoj se kuptimi \u00ebsht\u00eb i qart\u00eb \u2013 n\u00eb \u00e7do detyr\u00eb, projekt, ose obligim rutinor duhet t\u00eb shtosh di\u00e7ka personale, nj\u00eb cop\u00eb q\u00ebllimi, t\u00eb kombinosh vektor\u00ebt, p\u00ebr t\u00eb sjell\u00eb p\u00ebrfitim p\u00ebr sa m\u00eb shum\u00eb marr\u00ebs \u2013 p\u00ebr veten, biznesin, klientin, koleg\u00ebt, shefin, etj. Kjo loj\u00eb e vektor\u00ebve \u00ebsht\u00eb mjaft emocionuese dhe nuk do t\u00eb t\u00eb lejoj\u00eb t\u00eb digjesh ose t\u00eb m\u00ebrzitesh.<\/p>\n
Megjithat\u00eb, ka edhe nj\u00eb disavantazh. Prania e q\u00ebllimeve t\u00eb mia \u00ebsht\u00eb aq e dukshme saq\u00eb bie n\u00eb sy. Prandaj, her\u00eb pas here p\u00ebrball\u00ebm me sh dificulta n\u00eb pun\u00eb me shefat dhe koleg\u00ebt. Ata e shohin q\u00eb un\u00eb vazhdimisht po luaj nj\u00eb loj\u00eb, por nuk e kuptojn\u00eb kuptimin e saj dhe mendojn\u00eb se kam nd\u00ebrmend di\u00e7ka t\u00eb sh\u00ebmtuar.<\/p>\n
Kur, p\u00ebrfundimisht, e pyesin dhe k\u00ebrkojn\u00eb, un\u00eb tregoj sinqerisht. Por ata nuk besojn\u00eb, sepse shpjegimi ting\u00ebllon p\u00ebr ta tep\u00ebr i pazakont\u00eb. Ata jan\u00eb m\u00ebsuar me punonj\u00ebsit q\u00eb \"thjesht punojn\u00eb\", por k\u00ebtu \u2013 ka disa metoda, teori, q\u00ebllime, eksperimente.<\/p>\n
Ata krijojn\u00eb nj\u00eb ndjenj\u00eb se un\u00eb 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 kjo \u00ebsht\u00eb normale dhe e nd\u00ebrsjell\u00eb. Thjesht \u00ebsht\u00eb e pazakont\u00eb, prandaj shkakton nj\u00eb ndjesi t\u00eb keqe.<\/p>\n
T\u00eb gjith\u00eb duan rend, qart\u00ebsi dhe standardizim. Q\u00eb njeriu t\u00eb vij\u00eb, t\u00eb ulet, t\u00eb ul\u00eb kok\u00ebn dhe t\u00eb punoj\u00eb fort, duke arritur q\u00ebllimet e kompanis\u00eb. N\u00eb vend t\u00eb k\u00ebsaj, ata e zbukurojn\u00eb duke i paraqitur q\u00ebllimet e kompanis\u00eb si q\u00ebllime personale. Si t\u00eb thuash, arrihni q\u00ebllimet tona dhe do t\u00eb arrini edhe t\u00eb tuat. Por, fatkeq\u00ebsisht, kjo \u00ebsht\u00eb g\u00ebnjesht\u00ebr. Mund ta provoni me shembullin tuaj.<\/p>\n
Nuk duhet thjesht t\u00eb mbrohesh nga 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, mbi t\u00eb gjitha, stabilitet. N\u00eb p\u00ebrfshirje \u2013 stabilitet n\u00eb rritje.<\/p>\n
N\u00ebse mbrohesh vet\u00ebm nga q\u00ebllimet e kompanis\u00eb \u2013 nuk do t\u00eb arrish asgj\u00eb. P\u00ebr veten, n\u00eb kuptimin e saj. Sepse k\u00ebto q\u00ebllime biznesi i ka shkruar p\u00ebr veten e tij, aty nuk ka asgj\u00eb p\u00ebr punonj\u00ebsin. Epo, sigurisht q\u00eb ka, por n\u00eb m\u00ebnyr\u00eb t\u00eb mbetur. Si, \"a le t\u00eb themi atyre se \u00ebsht\u00eb presti\u017eoze t\u00eb punosh me ne!\" ose \"ne kemi detyra interesante\", ose \"k\u00ebtu b\u00ebhemi profesionist\u00eb shpejt\". Natyrisht, ka edhe \u00e7aj, biskota, dhe \"\u00e7far\u00eb tjet\u00ebr u nevojitet atyre, vall\u00eb\u2026 nj\u00eb makin\u00eb kafeje, ndoshta?\".<\/p>\n
Prandaj, ndoshta njer\u00ebzit digjen. Nuk kan\u00eb nj\u00eb q\u00ebllim t\u00eb vetin, nd\u00ebrsa t\u00eb tjer\u00ebt, qoft\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme apo n\u00ebnvet\u00ebdijsh\u00ebm, shpejt b\u00ebhen t\u00eb m\u00ebrzitsh\u00ebm.<\/p>\n
Koh\u00eb m\u00eb par\u00eb kuptova se ky \u00ebsht\u00eb nj\u00eb trajtim q\u00eb duhet ta p\u00ebrdor\u00ebsh n\u00eb pun\u00eb me n\u00ebnshtruarit \u2013 le t\u00eb jen\u00eb ata gjithashtu Fenix. Fatkeq\u00ebsisht, do t\u00eb duhet t\u00eb v\u00ebzhgosh shum\u00eb, t\u00eb mendosh, t\u00eb bisedosh me njer\u00ebzit dhe t\u00eb marr\u00ebsh parasysh interesat dhe q\u00ebllimet e tyre. P\u00ebr fillim \u2013 duke i njohur ata, k\u00ebto q\u00ebllime.<\/p>\n
Merrni parasysh parat\u00eb. Po, e di, shum\u00eb thon\u00eb se parat\u00eb nuk jan\u00eb q\u00ebllim. N\u00ebse keni nj\u00eb pag\u00eb prej 500,000 rublesh n\u00eb Rusi, ndoshta p\u00ebr ju parat\u00eb nuk jan\u00eb m\u00eb t\u00eb r\u00ebnd\u00ebsishme. Por n\u00ebse fitoni 30, 50, madje 90 mij\u00eb ruble, pas vitit 2014, patjet\u00ebr ndiheni paksa t\u00eb pak\u00ebnaqur, sidomos n\u00ebse keni nj\u00eb familje. Pra, parat\u00eb jan\u00eb nj\u00eb q\u00ebllim i shk\u00eblqyer. Mos d\u00ebgjoni ata q\u00eb kan\u00eb 500,000 \u2013 t\u00eb pasurit nuk e kuptojn\u00eb t\u00eb varf\u00ebrin. Dhe fraza \"parat\u00eb nuk mund t\u00eb jen\u00eb q\u00ebllim\" e kan\u00eb shpikur pun\u00ebdh\u00ebn\u00ebsit, q\u00eb njer\u00ebzit t\u00eb k\u00ebnaqen me biskota.<\/p>\n
T\u00eb bisedosh me punonj\u00ebsit p\u00ebr parat\u00eb \u00ebsht\u00eb e rrezikshme. \u00cbsht\u00eb shum\u00eb m\u00eb e leht\u00eb \u2013 t\u00eb hesht\u00ebsh me delikates\u00eb, t\u00eb mos l\u00ebkund\u00ebsh anijen. Kur vet\u00eb vijn\u00eb p\u00ebr t\u00eb k\u00ebrkuar \u2013 mund t\u00eb shp\u00ebtohesh. Kur vijn\u00eb p\u00ebr t\u00eb k\u00ebrkuar me insistim \u2013 mund t\u00eb t\u00ebrhiqesh pak. E k\u00ebshtu me radh\u00eb, e dini se si ndodh.<\/p>\n
Por un\u00eb p\u00eblqej t\u00eb bisedoj me njer\u00ebzit p\u00ebr parat\u00eb. Dhe, n\u00ebse jam i sinqert\u00eb, nuk kam par\u00eb asnj\u00eb person q\u00eb t\u00eb thot\u00eb \"eh, nuk kam nevoj\u00eb p\u00ebr para\". Po g\u00ebnjej, kam par\u00eb nj\u00eb \u2013 Artyom, p\u00ebrsh\u00ebndetje. T\u00eb gjith\u00eb t\u00eb tjer\u00ebt donin para, por nuk e dinin me k\u00eb t\u00eb flisnin p\u00ebr k\u00ebt\u00eb tem\u00eb.<\/p>\n
N\u00eb fakt, n\u00eb k\u00ebt\u00eb rast, thjesht i b\u00ebn theksin parave, \"gjuha e parave\" n\u00eb \u00e7do detyr\u00eb ose projekt. N\u00eb \u00e7do kompani ka nj\u00eb skem\u00eb t\u00eb qart\u00eb ose t\u00eb paqart\u00eb p\u00ebr rritjen e t\u00eb ardhurave. Nuk do t\u00eb ndalem p\u00ebr nj\u00eb koh\u00eb t\u00eb gjat\u00eb mbi k\u00ebt\u00eb, ka disa artikuj n\u00eb \"Steroide Karrier\u00ebn\". Por, pasioni n\u00eb syt\u00eb e njer\u00ebzve rritet.<\/p>\n
Shpesh haset n\u00eb q\u00ebllimin e rritjes s\u00eb kompetencave. Nd\u00ebrsa ndonj\u00ebher\u00eb \u00ebsht\u00eb e definuar, me tregimin e fush\u00ebs specifike. Nj\u00eb person do t\u00eb donte t\u00eb m\u00ebsoj\u00eb nj\u00eb teknologji, nj\u00eb framework, nj\u00eb fush\u00eb t\u00eb caktuar, nj\u00eb industri klient\u00ebsh dhe k\u00ebshtu me radh\u00eb. Kjo \u00ebsht\u00eb nj\u00eb k\u00ebnaq\u00ebsi, sepse mund t\u00eb t'i besosh t\u00eb gjitha detyrat mbi tem\u00ebn e zgjedhur, madje edhe ato m\u00eb t\u00eb \u00e7uditshme \u2013 do t\u00eb jet\u00eb k\u00ebnaq\u00ebsi p\u00ebr t\u00eb. Natyrisht, pa ekzagjerim, p\u00ebrndryshe do t\u2019i merrni dashurin\u00eb p\u00ebr q\u00ebllimin dhe do t\u00eb merrni nj\u00eb minus n\u00eb karm\u00ebn tuaj.<\/p>\n
Shum\u00eb njer\u00ebz interesohen p\u00ebr rritjen profesionale \u2013 ose n\u00eb an\u00ebn profesionale, ose n\u00eb an\u00ebn e karrier\u00ebs, ose madje p\u00ebr t\u00eb kaluar n\u00eb nj\u00eb fush\u00eb tjet\u00ebr, p\u00ebr shembull \u2013 nga programuesit n\u00eb menaxher\u00eb. Asnj\u00eb problem \u2013 mjafton t\u00eb shtosh n\u00eb \u00e7do detyr\u00eb ose projekt nj\u00eb sos t\u00eb q\u00ebllimit p\u00ebrkat\u00ebs, dhe njeriu nuk do t\u00eb djeg\u00eb.<\/p>\n
P\u00ebr m\u00eb tep\u00ebr, ndodhin edhe variante ekzotike, si t\u00eb ik\u00ebsh p\u00ebr n\u00eb profesion tjet\u00ebr, t\u00eb blesh nj\u00eb sht\u00ebpi n\u00eb fshat dhe t\u00eb transferohesh atje me gjith\u00eb familjen. Personalish, kam par\u00eb dy t\u00eb till\u00eb. Marrim dhe e kthejm\u00eb pun\u00ebn aktuale drejt q\u00ebllimit t\u00eb njeriut \u2013 i nevojitet p\u00ebr t\u00eb akumuluar nj\u00eb shif\u00ebr t\u00eb caktuar, mjaft t\u00eb madhe, parash dhe t\u00eb ik\u00eb, m\u00eb n\u00eb fund, nga qyteti. Mbaroi, injeksioni \u00ebsht\u00eb b\u00ebr\u00eb. \u00c7do detyr\u00eb nuk \u00ebsht\u00eb thjesht nj\u00eb detyr\u00eb, por nj\u00eb trung nga sht\u00ebpia e tij n\u00eb fshat, ose gjysma e nj\u00eb derri, ose dy lopata t\u00eb mira.<\/p>\n
Ngadal\u00eb rreth tij grumbullohet nj\u00eb komunitet individ\u00ebsh t\u00eb till\u00eb. \u00c7do t\u00eb ket\u00eb objektivin e tij. \u00c7do nj\u00ebri ka flak\u00eb n\u00eb sy. \u00c7do nj\u00ebri vjen n\u00eb pun\u00eb me g\u00ebzim, sepse e di pse \u2013 p\u00ebr t\u00eb arritur q\u00ebllimin e tij. \u00c7do nj\u00ebri \u00ebsht\u00eb i gatsh\u00ebm p\u00ebr eksperimente, p\u00ebr p\u00ebrdorimin e metodave t\u00eb reja t\u00eb pun\u00ebs, p\u00ebr k\u00ebrkimin dhe aplikimin e mund\u00ebsive, p\u00ebr zhvillimin e kompetencave, madje edhe p\u00ebr aventura. Sepse e di pse, se ku do t\u00eb vendoset \u00e7do tull\u00eb e detyr\u00ebs s\u00eb zgjidhur n\u00eb sht\u00ebpin\u00eb e madhe q\u00eb ai po ndan.<\/p>\n
Por n\u00ebse ndodhin ndodhi t\u00eb k\u00ebqija \u2013 si mund t\u00eb ndodhin, njeriu do t\u00eb pik\u00ebllohet p\u00ebr nj\u00eb or\u00eb, ndoshta dy, ndonj\u00ebher\u00eb edhe nj\u00eb dit\u00eb, por n\u00eb m\u00ebngjes gjithmon\u00eb vjen i rilindur, si nj\u00eb shpend Feniks. Dhe s'ka \u00e7far\u00eb t\u00eb b\u00ebsh 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-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t