INFLUÊNCIA, O PODER AO ALCANCE DE TODOS. / INFLUENCE, THE POWER AT EVERYONE'S REACHES.
Autor: Yoshio Kawakami | Publicado: 2017-03-01T14:53:00-03:00

INFLUÊNCIA, O PODER AO ALCANCE DE TODOS.

É bastante comum jovens profissionais em ambientes corporativos queixarem-se da falta de decisões e mudanças que poderiam melhorar as perspectivas da empresa no mercado. Entendem que cabe aos seus superiores adotarem posturas mais decididas e atitudes mais firmes para criarem novas perspectivas de crescimento da empresa.

Muitos sentem-se limitados pelo fato de não possuírem autoridade para tomar decisões e conduzirem mudanças necessárias. Queixam-se da falta de exposição aos superiores na matriz que poderiam tomar decisões com base em ideias e informações que acreditam não alcança-los.

Ao perceberem que seus superiores imediatos estão mais preocupados com o curto prazo e que assim podem estar comprometendo oportunidades futuras que permitiriam o crescimento dos mais jovens, sentem-se desmotivados e desorientados.

Percebem-se sem poder para mudar "as coisas que deveriam ser mudadas já".

Em recentes trabalhos de orientação de carreira para jovens executivos, percebi que muitos estão vivendo este drama, agravado no Brasil pela crise econômica recente. Entendem que as circunstâncias deixam-nos "enterrados" em atividades operacionais e não conseguem influenciar a sua organização como gostariam.

Mas muitos podem estar vivendo uma discrepância ou um "gap" entre a sua função na organização e a sua visão sobre os negócios da empresa. Esta situação indica que estes jovens profissionais possuem um conhecimento que lhes permite formular estes questionamentos que possivelmente no passado não eram feitos de forma aberta.

É evidente que este tipo de "gap" gera mais apreensões e inconformismos do que soluções práticas para estes profissionais, principalmente quando a estratégia da empresa não é suficientemente clara e convincente.

Como lidar com este problema? Qual deve ser a estratégia destes profissionais no desenvolvimento das suas carreiras?&nbsp;

Um dos aspectos fundamentais é a noção de que promover mudanças nas organizações requer mais do que autoridade ou poder de decisão. Requer uma visão de futuro do negócio para propor mudanças dentro da organização, em primeiro lugar. Muitas vezes os detentores das posições de decisão são passivos ou carecem de um outro ingrediente essencial para provocar mudanças. Carecem de credibilidade e poder de influência!

As propostas de mudanças podem envolver diferentes áreas e unidades de negócios de uma organização. Se o portador das propostas não adquiriu um bom trânsito e uma forte credibilidade entre as diversas funções corporativas e unidades de negócios, não terá o poder de persuasão imprescindível para a jornada proposta. Evidentemente os executivos sabem se possuem ou não a capacidade de convencer seus superiores e seus pares...

Os profissionais jovens devem compreender a importância das relações formais e informais nas organizações, principalmente devem compreender que podem influenciar decisões se tiverem credibilidade. A credibilidade não é construída apenas por resultados do seu trabalho cotidiano. Aliás, um jovem profissional demasiadamente envolvido com atividades operacionais teria pouco a demonstrar na organização.&nbsp;

Conquistar espaços e influências além dos horizontes da sua função é o exercício para um crescimento mais rápido nas organizações. "Savoir Faire" continua sendo uma habilidade fundamental para ser influente. Habilidades sociais e políticas podem ser muito úteis se o profissional souber ser sutil e sedutor com suas ideias. &nbsp;

Queixosos são geralmente percebidos como pessoas que preferem destilar sua acidez nos corredores e junto às máquinas de café a tomarem uma iniciativa útil. São estas cenas que marcam a sua imagem profissional no ambiente corporativo...

Ter uma clara visão do que pode ser o futuro do negócio e construir credibilidade para influenciar é muito mais útil para quem quer crescer.

Yoshio Kawakami
yoshio@raizconsultoria.com.br
55.41.99974.6605 &nbsp; &nbsp; &nbsp; &nbsp;

&nbsp;&nbsp;&nbsp;

INFLUENCE, THE POWER AT EVERYONE’S REACHES.



It is fairly common for young professionals in corporate
environments to complain about the lack of decisions and changes that could
improve the company's outlook on the market. They understand that their
superiors should adopt more determined positions and firmer attitudes to create
new perspectives of growth of the company.



Many feel limited because they lack the authority to make
decisions and make the necessary changes. They complain about the lack of
exposure to superiors in the matrix who could make decisions based on ideas and
information they believe does not reach them.



When they realize that their immediate superiors are more
concerned about the short term and thus may be compromising future
opportunities that would allow the growth of the younger ones, they feel
discouraged and disoriented.



They perceive themselves without power to change "the
things that should be changed immediately."



In recent career guidance work for young executives, I
realized that many are living this drama, aggravated in Brazil by the recent
economic crisis. They understand that circumstances leave them
"buried" in operational activities and that they fail to influence
their organization, as they would like.



But many may just be experiencing a discrepancy or gap
between their role in the organization and their vision of the company's
business. This situation indicates that these young professionals have a
knowledge that allows them to formulate these questions that possibly were not
done in an open way in the past.



It is clear that this type of gap generates more
apprehensions and nonconformities than practical solutions for these
professionals, especially when the company's strategy is not sufficiently clear
and convincing.



How to deal with this problem? What should be the strategy
of these professionals in the development of their careers?



One of the fundamental aspects is the notion that promoting
change in organizations requires more than authority or decision-making power.
It requires a forward-looking business vision to propose changes within the
organization in the first place. Often decision-makers are passive or lack
another essential ingredient to bring about change. They lack credibility and
power of influence!



Change proposals can involve different areas and business
units of an organization. If the bidder has not acquired good traffic and
strong credibility between the various corporate functions and business units,
he will not have the power of persuasion essential for the proposed journey. Of
course executives know whether or not they have the ability to convince their
superiors and their peers...



Young professionals should understand the importance of
formal and informal relationships in organizations; especially they must
understand that they can influence decisions if they have credibility.
Credibility is not built only by the results of one’s daily work. In fact, a
young professional too deeply involved in operational activities would have
little to show to the organization.



Conquering spaces and influences beyond the horizons of
their function is the exercise for faster growth in organizations. "Savoir
Faire" remains a key ability to be influential. Social and political
skills can be very useful if the professional knows how to be subtle and
seductive with his or her ideas.



Complainants are often perceived as people who prefer to
distill their acidity in the hallways and along with the coffee machines rather
to take a useful initiative. These are scenes that mark your professional image
in the corporate environment...



Having a clear vision of what the future of the business can
be and building credibility to influence is much more helpful to those who want
to grow.



Yoshio Kawakami

Yoshio@raizconsultoria.com.br
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