junto as maquinas de cafe a tomarem uma iniciativa util. Sao estas cenas que marcam a sua imagem profissional no ambiente corporativo...Ter uma clara visao do que pode ser o futuro do negocio e construir credibilidade para influenciar e muito mais util para quem quer crescer.Yoshio Kawakamiyoshio@raizconsultoria.com.br55.41.99974.6605 INFLUENCE, THE POWER AT EVERYONES REACHES.It is fairly common for young professionals in corporateenvironments to complain about the lack of decisions and changes that couldimprove the company's outlook on the market. They understand that theirsuperiors should adopt more determined positions and firmer attitudes to createnew perspectives of growth of the company.Many feel limited because they lack the authority to makedecisions and make the necessary changes. They complain about the lack ofexposure to superiors in the matrix who could make decisions based on ideas andinformation they believe does not reach them.When they realize that their immediate superiors are moreconcerned about the short term and thus may be compromising futureopportunities that would allow the growth of the younger ones, they feeldiscouraged and disoriented.They perceive themselves without power to change "thethings that should be changed immediately."In recent career guidance work for young executives, Irealized that many are living this drama, aggravated in Brazil by the recenteconomic crisis. They understand that circumstances leave them"buried" in operational activities and that they fail to influencetheir organization, as they would like.But many may just be experiencing a discrepancy or gapbetween their role in the organization and their vision of the company'sbusiness. This situation indicates that these young professionals have aknowledge that allows them to formulate these questions that possibly were notdone in an open way in the past.It is clear that this type of gap generates moreapprehensions and nonconformities than practical solutions for theseprofessionals, especially when the company's strategy is not sufficiently clearand convincing.How to deal with this problem? What should be the strategyof these professionals in the development of their careers?One of the fundamental aspects is the notion that promotingchange in organizations requires more than authority or decision-making power.It requires a forward-looking business vision to propose changes within theorganization in the first place. Often decision-makers are passive or lackanother essential ingredient to bring about change. They lack credibility andpower of influence!Change proposals can involve different areas and businessunits of an organization. If the bidder has not acquired good traffic andstrong credibility between the various corporate functions and business units,he will not have the power of persuasion essential for the proposed journey. Ofcourse executives know whether or not they have the ability to convince theirsuperiors and their peers...Young professionals should understand the importance offormal and informal relationships in organizations; especially they mustunderstand that they can influence decisions if they have credibility.Credibility is not built only by the results of ones daily work. In fact, ayoung professional too deeply involved in operational activities would havelittle to show to the organization.Conquering spaces and influences beyond the horizons oftheir function is the exercise for faster growth in organizations. "SavoirFaire" remains a key ability to be influential. Social and politicalskills can be very useful if the professional knows how to be subtle andseductive with his or