How

‫ﺧﻼﺻﻪ ﻛﺘﺎﺏ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﻴﻨﺪﻳﺸﻴﻢ‬

‫ﺩﺑﺮﺍ ﺍﻱ‪ .‬ﺑﻨﺘﻮﻥ‬

‫ﻣﺘﺮﺟﻢ‪ :‬ﺍﻳﺮﺝ ﭘﺎﺩ‬

‫ﺷﺮﻛﺖ ﺳﻬﺎﻣﻲ ﺍﻧﺘﺸﺎﺭ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢ /‬‬

‫ﺑﺨﺶ ﺍﻭﻝ‬

‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﺎﻻﺗﺮﻳﻦ ﻣﻘﺎﻡ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﻣﺸﻐﻮﻝ ﺑﻪ ﻛﺎﺭ ﻫﺴﺘﻴﺪ‪ ،‬ﺑﻪ ﺳﺎﻥ ﺩﺳﺘﻴﺎﺑﻲ ﺑـﻪ ﻗﻠـﻪ ﻳـﻚ ﻛـﻮﻩ ﺑﻠﻨـﺪ ﻭ‬ ‫ﺍﺳﺘﻮﺍﺭ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻪﺍﻳﺪ ﺑﻪ ﻗﻠﻪ ﺍﻳﻦ ﻛﻮﻩ ﺑﺮﺳﻴﺪ ﺑﺎﻳﺪ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑﺮﺍﻱ ﻳﻚ ﻛﻮﻫﻨـﻮﺩﺭﻱ ﻭﺍﻗﻌـﻲ ﺁﻣـﺎﺩﻩ ﻛﻨﻴـﺪ‪.‬‬ ‫ﺑﺪﻳﻦ ﻣﻨﻈﻮﺭ ﮔﺎﻡ ﻣﻬﻤﻲ ﻛﻪ ﺑﺎﻳﺪ ﺑﺮﺩﺍﺭﻳﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺎﻻﺗﺮﻳﻦ ﻣﻘﺎﻡ ﺳﺎﺯﻣﺎﻥ ﻳﻌﻨـﻲ ﻣـﺪﻳﺮ ﻋـﺎﻟﻲ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴـﺪ‪ .‬ﺩﺭﻙ‬ ‫ﻛﺮﺩﻥ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺳﺎﺯﻣﺎﻥ ﮔﺎﻡ ﻣﻬﻤﻲ ﺭﺍ ﺑﺮﺍﻱ ﺻﻌﻮﺩ ﺑﻪ ﺍﻳﻦ ﻗﻠﻪ ﺑﻠﻨﺪ ﻭ ﺩﺷﻮﺍﺭ ﺍﺳﺖ‪ .‬ﻣﺰﺍﻳﺎﻱ ﺑﺴﻴﺎﺭﻱ ﻧﻴـﺰ ﺩﺍﺭﺩ ﺍﺯ ﺟﻤﻠـﻪ‬ ‫ﺍﻳﻨﻜﻪ ﺧﻄﺮ ﺍﺧﺮﺍﺝ ﺷﺪﻥ ﺭﺍ ﺍﺯ ﺷﻤﺎ ﺩﻭﺭ ﻣﻲﻛﻨﺪ ﻭ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺑﺎ ﺳﺮﻋﺖ ﺑﻴﺸﺘﺮﻱ ﺗﺮﻓﻴﻊ ﺑﮕﻴﺮﻳﺪ ﻭ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑـﺮﺍﻱ ﺑـﻪ‬ ‫ﻋﻬﺪﻩ ﮔﺮﻓﺘﻦ ﺭﻫﺒﺮﻱ ﺁﻣﺎﺩﻩ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺍﻓﺰﻭﻥ ﺑﺮ ﺁﻥ ﺩﺭﻙ ﻛﺮﺩﻥ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺻﻌﻮﺩ ﺑﻪ ﻗﻠﻪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺑﺮﺍﻳﺘﺎﻥ ﻧﺸﺎﻁ ﺁﻭﺭﺗﺮ‬ ‫ﻭ ﻟﺬﺕﺑﺨﺶﺗﺮ ﻣﻲﻛﻨﺪ‪ .‬ﺩﺭ ﻓﺼﻮﻝ ﻣﺨﺘﻠﻒ ﺍﻳﻦ ﻛﺘﺎﺏ ﺟﻨﺒﻪﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻥ ﻣﻮﺿﻮﻉ "ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﻴﻨﺪﻳﺸﻴﻢ"‬ ‫ﺗﺸﺮﻳﺢ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﻓﺼﻞ ‪: ١‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺘﻲ ﺧﻮﻳﺶ ﺭﺍ ﭼﮕﻮﻧﻪ ﺍﺩﺍﺭﻩ ﻣﻲﻛﻨﻨﺪ؟ ﺷﻤﺎ ﺑﺎ ﺩﺍﻧﺴﺘﻦ ﺍﻳﻦ ﺭﺍﺯ ﻗﺎﺩﺭ ﺧﻮﺍﻫﻴﺪ ﺑـﻮﺩ‪.‬‬ ‫ﻗﺒﻞ ﺍﺯ ﺁﻧﻜﻪ ﺑﻪ ﻃﻮﺭ ﻣﺴﺘﻘﻴﻢ ﺑﺎ ﻳﻜﻲ ﺍﺯ ﺁﻧﻬﺎ ﻛﺎﺭ ﻛﻨﻴﺪ‪ ،‬ﻳﺎ ﺧﻮﺩﺗﺎﻥ ﻳﻜﻲ ﺍﺯ ﺁﻧﻬﺎ ﺷﻮﻳﺪ‪ ،‬ﻳﺎﺩ ﺑﮕﻴﺮﻳﺪ ﻣﺎﻧﻨﺪ ﺁﻧﺎﻥ ﻓﻜﺮ ﻛﻨﻴﺪ‪.‬‬

‫ﻓﺼﻞ ‪: ٢‬‬ ‫‪ ٢٢‬ﻭﻳﮋﮔﻲ ﻣﻬﻤﻲ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺍﺯ ﺁﻥ ﺑﺮﺧﻮﺭﺩﺍﺭﻧﺪ ﻣﻌﺮﻓﻲ ﺷﺪﻩ ﻭ ﺍﻳﻨﻜﻪ ﭼﮕﻮﻧﻪ ﺷﻤﺎ ﻫـﻢ ﻣـﻲﺗﻮﺍﻧﻴـﺪ‬ ‫ﺻﺎﺣﺐ ﺍﻳﻦ ﻭﻳﮋﮔﻲﻫﺎ ﺷﻮﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪: ٣‬‬ ‫ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ ١‬ﺗﺎ ‪ : ٨‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ‪ ،‬ﻛﻨﺘﺮﻝ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ‪ ،‬ﭘﺎﻓﺸﺎﺭﻱ ﺩﺭ ﻛﺎﺭ‪ ،‬ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺑﻬﺒﻮﺩ ﻭﺿﻌﻴﺖ‪ ،‬ﺻـﺪﺍﻗﺖ ﻭ‬ ‫ﭘﺎﻳﺒﻨﺪﻱ ﺑﻪ ﺍﺻﻮﻝ ﺍﺧﻼﻗﻲ‪ ،‬ﺍﻧﺪﻳﺸﻪ ﭘﻴﺶ ﺍﺯ ﮔﻔﺘﺎﺭ‪ ،‬ﺧﻼﻗﻴﺖ ﻭ ﻓﺮﻭﺗﻨﻲ ﺩﺭ ﺍﻧﻈﺎﺭ‪.‬‬

‫ﻓﺼﻞ ‪: ٤‬‬ ‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻣﻬﻢ ‪ ٩‬ﺗﺎ ‪ :١٣‬ﺳﺒﻚ ﺷﻨﺎﺳﻲ‪ ،‬ﺷﻬﺎﻣﺖ‪ ،‬ﺷﻮﺥ ﻃﺒﻌﻲ‪ ،‬ﻧﻘﺶﺁﻓﺮﻳﻨﻲ ﻭ ﺟﺰﺋﻲﻧﮕﺮﻱ‪.‬‬

‫ﻓﺼﻞ ‪: ٥‬‬ ‫ﻭﻳﮋﮔﻲﻫﺎﻱ ﻣﻬﻢ ‪ ١٤‬ﺗﺎ ‪ :٢٢‬ﻣﻴﻞ ﺑﻪ ﺭﻫﺒﺮﻱ‪ ،‬ﻋﻼﻗـﻪ ﺑـﻪ ﺟﻨﮕﻴـﺪﻥ ﺑـﻪ ﺧـﺎﻃﺮ ﺍﻓـﺮﺍﺩ‪ ،‬ﺻـﺮﺍﺣﺖ‪ ،‬ﻣﻬﺮﺑـﺎﻧﻲ‪ ،‬ﻛﻨﺠﻜـﺎﻭﻱ‪،‬‬ ‫ﺭﻗﺎﺑﺖﺟﻮﻳﻲ‪ ،‬ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻭ ﻗﺼﻪﮔﻮﻳﻲ‪.‬‬

‫ﻓﺼﻞ ‪: ٦‬‬ ‫ﺗﻔﺎﻭﺕ ﻣﻴﺎﻥ ﻛﺎﺭﺁﻓﺮﻳﻨﺎﻥ ﻭ ﻣﺪﻳﺮﺍﻥ ﺣﺮﻓﻪﺍﻱ ﻭ ﻧﺤﻮﻩ ﻣﺸﺨﺺ ﻛﺮﺩﻥ ﺍﻳﻨﻜﻪ ﺷﻤﺎ ﺑﺮﺍﻱ ﻛﺪﺍﻡ ﺩﺳﺘﻪ ﺍﺯ ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﻓﻌﺎﻟﻴﺖ‬ ‫ﻣﻲﻛﻨﻴﺪ ﻭ ﻣﻴﻞ ﺩﺍﺭﻳﺪ ﻛﺪﺍﻡ ﻳﻚ ﺍﺯ ﺁﻧﺎﻥ ﺑﺎﺷﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٣ /‬‬

‫ﻓﺼﻞ ‪: ٧‬‬ ‫ﻫﺸﺪﺍﺭﻱ ﺩﺭ ﻣﻮﺭﺩ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻧﻪ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻞ ﻭ ﺍﻳﻨﻜﻪ ﺷﻤﺎ ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺍﺯ ﺁﻣﻮﺧﺘﻦ ﺳﺮﻣﺸﻖﻫﺎﻱ ﺑﺪ ﺁﻧـﺎﻥ ﭘﺮﻫﻴـﺰ‬ ‫ﻛﻨﻴﺪ‪ .‬ﺑﻪ ﺍﺳﺘﺜﻨﺎﻱ ﺁﻣﻮﺧﺘﻦ ﺍﻳﻦ ﺳﺮﻣﺸﻖ ﻛﻪ ﺑﺎﻳﺪ ﭼﻪ ﻧﺒﻮﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪۴ /‬‬

‫ﻓﺼﻞ ‪١‬‬ ‫ﺗﺠﻬﻴﺰﺍﺕ ﺍﻭﻟﻴﻪ‬ ‫ﺍﻣﺮﻭﺯﻩ ﺑﺮﺍﻱ ﺻﻌﻮﺩ ﺑﻪ ﻗﻠﻪ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﭼﻪ ﺳﺎﺯ ﻭ ﺑﺮﮔﻲ ﻧﻴﺎﺯ ﺩﺍﺭﻳﻢ؟‬ ‫ﻫﺮ ﻛﺲ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺩﻭﺭﺍﻥ ﺧﺪﻣﺖ ﺧﻮﻳﺶ ﺑﻪ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﻛـﺎﺭ ﻣـﻲﻛﻨـﺪ ﺑﺮﺳـﺪ‪ .‬ﺭﻳﺎﺳـﺖ‬ ‫ﻣﻘﺎﻣﻲ ﻧﻴﺴﺖ ﻛﻪ ﺩﺳﺖ ﻧﺎﻳﺎﻓﺘﻨﻲ ﺑﺎﺷﺪ ﻭ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻨﺎﺭ ﮔﺬﺍﺭﺩﻩ ﺷﻮﺩ ﻛﻪ ﺑﻪ ﻗﻮﻝ ﻣﻌﺮﻭﻑ ﻧﺎﻣﺸﺎﻥ ﺭﺍ ﺑـﺎ ﻗﻴﭽـﻲ ﻃـﻼ‬ ‫ﻣﻲﺑﺮﻧﺪ‪ ،‬ﻳﺎ ﺑﻪ ﻣﺪﺭﺳﻪﻫﺎﻱ ﺁﻧﭽﻨﺎﻧﻲ ﻣﻲﺭﻭﻧﺪ‪ ،‬ﺑﺎ ﻣـﺮﺩﻡ ﺁﻧﭽﻨـﺎﻧﻲ ﺣﺸـﺮ ﻭ ﻧﺸـﺮ ﺩﺍﺭﻧـﺪ ﻭ ‪ ....‬ﺭﺅﺳـﺎﻱ ﻋـﺎﻟﻲ ﺑـﻪ ﻣـﺪﺩ‬ ‫ﺷﺎﻳﺴﺘﮕﻲﻫﺎﻱ ﺧﻮﻳﺶ ﺑﻪ ﺍﻳﻦ ﻣﺮﺗﺒﻪ ﺩﺳﺖ ﺧﻮﺍﻫﻨﺪ ﻳﺎﻓﺖ‪.‬‬ ‫ﺷﻤﺎ ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺑﻪ ﺳﻄﻮﺡ ﺑﺎﻻﻱ ﺷﺮﻛﺖ ﺩﺳﺘﺮﺳﻲ ﭘﻴﺪﺍ ﻛﻨﻴﺪ ﺑﺎﻳﺪ ﺍﺯ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺩﺷﻮﺍﺭ ﻭ ﺗﺮﺳـﻨﺎﻙ ﻋﺒـﻮﺭ ﻧﻤﺎﻳﻴـﺪ‬ ‫ﺩﺭﺳﺖ ﻣﺜﻞ ﺍﻳﻨﻜﻪ ﺩﺭ ﻛﻮﻩ ﻫﺴﺘﻴﺪ‪ .‬ﺍﮔﺮ ﺑﻔﻬﻤﻴﺪ ﺭﺅﺳﺎﻱ ﺳﺎﺯﻣﺎﻥﻫﺎ‪ ،‬ﭼﮕﻮﻧـﻪ ﺁﻥ ﺭﺍ ﺍﺩﺍﺭﻩ ﻣـﻲﻛﻨﻨـﺪ ﻣـﻲﺗﻮﺍﻧﻴـﺪ ﺍﺯ ﺍﺧـﺮﺍﺝ‬ ‫ﺷﺪﻧﺘﺎﻥ ﺟﻠﻮﮔﻴﺮﻱ ﻛﻨﻴﺪ‪ ،‬ﺳﺮﻳﻊﺗﺮ ﺗﺮﻗﻲ ﻛﻨﻴﺪ‪ ،‬ﺍﺯ ﻛﻴﻔﻴﺖ ﺯﻧﺪﮔﻲ ﺷﻐﻠﻲ ﺧﻮﺩ ﻛﻪ ﺧﻮﺍﻫﺎﻥ ﻭ ﺳﺰﺍﻭﺍﺭ ﺁﻥ ﻫﺴﺘﻴﺪ ﻟﺬﺕ ﺑﺒﺮﻳﺪ‬ ‫ﻭ ﺍﮔﺮ ﻳﻚ ﺭﻭﺯ ﺍﻣﻜﺎﻥ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﺪﻥ ﺑﺮﺍﻳﺘﺎﻥ ﻓﺮﺍﻫﻢ ﮔﺮﺩﻳﺪ ﺍﺑﺰﺍﺭ ﻭ ﺗﺠﻬﻴﺰﺍﺕ ﻣﻨﺎﺳﺐ ﺁﻥ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ‪.‬‬

‫ﺍﺯ ﺍﺧﺮﺍﺝ ﺷﺪﻥ ﺟﻠﻮﮔﻴﺮﻱ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‬ ‫ﻛﺎﺭﻣﻨﺪﻱ ﻛﻪ ﺭﻳﻴﺲ ﺭﺍ ﺍﺯ ﺧﻮﺩ ﺭﺍﺿﻲ ﻣﻲﻧﻤﺎﻳﺪ ﻛﺎﺭﺵ ﺭﺍ ﺣﻔﻆ ﻣﻲﻛﻨﺪ‪ ،‬ﺍﻓﺮﺍﺩ ﺑﺴﻴﺎﺭﻱ ﻫﺴﺘﻨﺪ ﻛـﻪ ﺩﺭ ﺍﻳـﻦ ﻣـﻮﺭﺩ ﺑـﺎ‬ ‫ﺷﻜﺴﺖ ﻭ ﻧﺎﻛﺎﻣﻲ ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﻮﻧﺪ ﺯﻳﺮﺍ ﻧﻤﻲﺩﺍﻧﻨﺪ ﺭﻳﻴﺲ ﭼﻪ ﻣﻲﺧﻮﺍﻫﺪ‪ .‬ﺍﮔﺮ ﻧﻴﺎﺯﻫﺎ ﻭ ﻣﻘﺘﻀﻴﺎﺕ ﻛـﺎﺭ ﺭﻳـﻴﺲ ﺭﺍ ﻧﺎﺩﻳـﺪﻩ‬ ‫ﺍﻧﮕﺎﺭﻳﺪ‪ ،‬ﺍﮔﺮ ﺗﺼﻮﺭ ﻛﻨﻴﺪ ﺩﺭﺧﻮﺍﺳﺖﻫﺎﻳﻲ ﺍﺣﻤﻘﺎﻧﻪ ﺩﺍﺭﺩ ﻭ ﺍﮔﺮ ﻓﻜﺮ ﻛﻨﻴﺪ ﻛﻪ "ﺍﻳﻦ ﻛﺎﺭ ﺑﻪ ﻣﻦ ﺭﺑﻄﻲ ﻧﺪﺍﺭﺩ" ﺍﻳﻦ ﺍﻣﻜﺎﻥ ﻛـﺎﻣﻼ‬ ‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺍﺧﺮﺍﺝ ﺷﻮﻳﺪ‪.‬‬

‫ﺗﺮﻗﻲ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‬ ‫ﺑﺎﻳﺪ ﺗﺸﺨﻴﺺ ﺩﻫﻴﺪ ﻛﻪ ﺩﺭ ﺷﺮﻛﺘﻲ ﻛﻪ ﻛﺎﺭ ﻣﻲﻛﻨﻴﺪ ﺧﻮﺍﻩ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﻤﺎ ﺳﻄﻮﺡ ﻣﺪﻳﺮﻳﺖ ﺭﺍ ﺩﺭ ﺩﺍﺧﻞ ﺷﺮﻛﺖ ﻃﻲ‬ ‫ﻛﺮﺩﻩ ﻭ ﻳﺎ ﺍﺯ ﺧﺎﺭﺝ ﺷﺮﻛﺖ ﺍﺳﺘﺨﺪﺍﻡ ﺷﺪﻩ ﺑﺎﺷﺪ‪ ،‬ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺑﻪ ﺁﻥ ﻣﻘﺎﻡ ﺭﺳﻴﺪﻩ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﻓﺮﻫﻨـﮓ ﺷـﺮﻛﺖ ﺷـﻤﺎ‬ ‫ﻫﻤﺎﻫﻨﮓ ﺍﺳﺖ‪ .‬ﺩﺭﻙ ﺍﻳﻦ ﻧﻜﺘﻪ ﻛﻪ ﻭﻱ ﺑﻪ ﺩﻧﺒﺎﻝ ﭼﻴﺴﺖ ﺑﻪ ﺷﻤﺎ ﻛﻤﻚ ﺧﻮﺍﻫﺪ ﻛﺮﺩ ﺁﻧﭽﻪ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﺳـﺎﺯﻣﺎﻥ ﺍﺭﺯﺵ ﺩﺍﺭﺩ‬ ‫ﺩﺭﻙ ﻛﻨﻴﺪ‪ .‬ﺗﺮﻗﻲ ﻛﺮﺩﻥ ﺩﺭ ﺍﻛﺜﺮ ﺍﻭﻗﺎﺕ ﻧﻴﺎﺯ ﺑﻪ ﻧﺒﻮﻍ ﻧﺪﺍﺭﺩ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﺗﻮﺟﻪ ﺩﺍﺋﻢ ﻧﺴﺒﺖ ﺑﻪ ﺟﺰﺋﻴﺎﺕ‪ ،‬ﭘﻲﮔﻴﺮﻱ ﻛﺎﺭﻫﺎ‪ ،‬ﺩﺭﻙ‬ ‫ﺭﺅﺳﺎﻱ ﺑﺎ ﻧﻔﻮﺫ‪ ،‬ﻭ ﺍﻧﺪﻛﻲ ﺑﻴﺶ ﺍﺯ ﻧﻔﺮ ﺑﻌﺪﻱ ﻛﺎﺭ ﻛﺮﺩﻥ ﺩﺍﺭﺩ‪.‬‬

‫ﺍﺯ ﻛﻴﻔﻴﺖ ﺯﻧﺪﮔﻲ ﺷﻐﻠﻲﺍﻱ ﻛﻪ ﺧﻮﺍﻫﺎﻥ ﻭ ﺳﺰﺍﻭﺍﺭﺁﻥ ﻫﺴﺘﻴﺪ ﻟﺬﺕ ﺧﻮﺍﻫﻴﺪ ﺑﺮﺩ‬ ‫ﺯﻧﺪﮔﻲ ﺷﻐﻠﻲ ﺣﺮﻓﻪﺍﻱ ﻣﻲﺗﻮﺍﻧﺪ ﻣﻨﺒﻊ ﻋﻈﻴﻤﻲ ﺍﺯ ﻟﺬﺕ ﺑﺎﺷﺪ‪ ،‬ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺧﻴﻠﻲ ﺳﺎﺩﻩ ﺍﺳﺖ‪ .‬ﺳﻌﻲ ﻛﻨﻴﺪ ﺭﻳﻴﺲ ﺧﻮﺩ ﺭﺍ‬ ‫ﺩﺭﻙ ﻛﺮﺩﻩ ﻳﻌﻨﻲ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺟﺎﻱ ﺍﻭ ﺑﮕﺬﺍﺭﻳﺪ ﻭ ﺳﻌﻲ ﻛﻨﻴﺪ ﺑﻔﻬﻤﻴﺪ ﺍﻭ ﭼﮕﻮﻧﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻴـﺪ‪ .‬ﻳـﻚ ﻣﻨﺸـﻲ ﻣﻮﻓـﻖ ﺗﻌﺮﻳـﻒ‬ ‫ﻣﻲﻛﻨﺪ‪ " :‬ﻣﻦ ﻣﻲﺩﺍﻧﻢ ﺗﻠﻔﻦ ﭼﻪ ﻛﺴﻲ ﺭﺍ ﻭﺻﻞ ﻛﻨﻢ ﻭ ﺗﻠﻔﻦ ﭼﻪ ﻛﺴﻲ ﺭﺍ ﻭﺻﻞ ﻧﻜﻨﻢ‪ .‬ﺍﮔﺮ ﺭﻳﻴﺲ ﺗﺎ ﺳـﺎﻋﺖ ‪ ٨:٣٠‬ﺑﻌـﺪﺍﺯﻇﻬﺮ‬ ‫ﺑﻤﺎﻧﺪ‪ ،‬ﻣﻦ ﻫﻢ ﺗﺎ ﻫﻤﺎﻥ ﺳﺎﻋﺖ ﻣﻲﻣﺎﻧﻢ‪ .‬ﻣﻲﺩﺍﻧﻢ ﭼﻪ ﻭﻗﺖ ﻏﺮ ﺑﺰﻧﻢ‪ ،‬ﭼﻪ ﻣﻮﻗﻊ ﻛﻤﻚ ﻛﻨﻢ ﻭ ﻛﻲ ﻛﻮﺗﺎﻩ ﺑﻴﺎﻳﻢ ﻭ ‪".....‬‬ ‫ﮔﺎﻩ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻏﻠﻂ ﺍﺳﺘﺪﻻﻝ ﻣﻲﻛﻨﻨﺪ "ﻣﻦ ﺩﺍﺭﻡ ﻛﺎﺭﻡ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻢ ﻭ ﺍﮔﺮ ﻛﺴﻲ ﻭﻇﻴﻔﻪ ﺩﺭﻙ ﻛﺮﺩﻥ ﺭﺍ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ‬ ‫ﺩﻫﺪ ﺭﻳﻴﺲ ﻣﻦ ﺍﺳﺖ‪ " .‬ﺍﮔﺮ ﺷﻤﺎ ﻣﻨﺘﻈﺮ ﻫﺴﺘﻴﺪ ﭼﻨﻴﻦ ﻣﻮﻗﻌﻴﺖ ﻣﻄﻠﻮﺑﻲ ﭘﻴﺶ ﺁﻳﺪ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﻣـﺪﺕﻫـﺎ ﺩﺭ ﺍﻧﺘﻈـﺎﺭ‬ ‫ﺑﻤﺎﻧﻴﺪ ﭘﺲ ﺑﺎﻳﺪ ﺍﻳﻦ ﺑﺎﻭﺭ ﺧﻮﺩ ﺭﺍ ﺍﺻﻼﺡ ﻛﻨﻴﺪ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪۵ /‬‬ ‫ﺷﺎﻳﺪ ﮔﺎﻩ ﺍﺯ ﺧﻮﺩ ﺑﭙﺮﺳﻴﺪ ﻛﻪ ﺁﻳﺎ ﻧﻘﺶ ﻭ ﻗﺪﺭﺕ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺩﺭ ﺣﺎﻝ ﻛﺎﻫﺶ ﻧﻴﺴﺖ؟ ﺁﻳﺎ ﺷﺮﻛﺖﻫﺎ ﺩﺭ ﺣـﺎﻝ ﺯﻳـﺮ ﻭﺭﻭ‬ ‫ﺷﺪﻥ ﻧﻴﺴﺘﺘﻨﺪ؟ ﻭ ﺁﻳﺎ ﺭﺅﺳﺎ ﺑﻪ ﺟﺎﻱ ﺑﺎﻻﺗﺮﻳﻦ ﭘﻠﻪ ﻧﺮﺩﺑﺎﻥ ﺭﻭﻱ ﭘﺎﻳﻴﻦﺗﺮﻳﻦ ﭘﻠﻪ ﻗﺮﺍﺭ ﻧﻤﻲﮔﻴﺮﻧـﺪ ﺗـﺎ ﻭﺍﻗﻌـﺎ ﺑـﻪ ﻛﺎﺭﻛﻨﺎﻧﺸـﺎﻥ‬ ‫ﺧﺪﻣﺖ ﻛﻨﻨﺪ؟ ﻧﻪ‪ ،‬ﻗﻄﻌﺎ ﻧﻪ‪ .‬ﻧﻪ ﺣﺎﻻ ﻭ ﻧﻪ ﺩﺭ ﺁﻳﻨﺪﻩ ﻫﺮ ﮔﺮﻭﻫﻲ ﺑﻪ ﻫﺮ ﺍﻧﺪﺍﺯﻩ ﻛﻪ ﺑﺎﺷﺪ ﻧﻴﺎﺯﻣﻨﺪ ﻳﻚ ﺳﺮﭘﺮﺳﺖ ﺍﺳﺖ‪ .‬ﺷﻤﺎ‬ ‫ﺍﮔﺮ ﺑﺨﻮﺍﻫﻴﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺁﻥ ﺳﺮﭘﺮﺳﺖ ﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﺑﺴﺘﮕﻲ ﺑﻪ ﺷﻤﺎ ﺩﺍﺭﺩ ﻛﻪ ﭼﮕﻮﻧﻪ ﻣﺴﺌﻮﻟﻴﺖ ﺭﺍ ﺑﻪ ﻋﻬﺪﻩ ﺑﮕﻴﺮﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪٢‬‬ ‫ﻃﻨﺎﺏﻫﺎﻱ ﻣﻨﺎﺳﺐ‬ ‫ﺩﺭﻙ ﺍﺑﺘﺪﺍﻳﻲﺗﺮﻳﻦ ﺍﺑﺰﺍﺭﻫﺎﻱ ﺻﻌﻮﺩ‪ ،‬ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﻛﻪ ﺻﻌﻮﺩﻛﻨﻨﺪﮔﺎﻥ ﺑﺎ ﺗﺠﺮﺑﻪ‪ ،‬ﻳﻌﻨﻲ ﺭﺅﺳـﺎ ﻣـﻲﺩﺍﻧﻨـﺪ ﻣـﺪﻳﺮﻱ ﻋـﺎﻟﻲ‬ ‫)‪ (CEO‬ﻛﻴﺴﺖ؟ ‪ CEO‬ﺣﺮﻭﻑ ﻧﺨﺴﺖ ﻛﻠﻤﺎﺕ ﻣﻮﺟﻮﺩ ﺩﺭ ﻋﺒﺎﺭﺕ ‪) Chief executive officer‬ﺑـﻪ ﻣﻌﻨـﺎﻱ ﻣﻘـﺎﻡ ﺍﺭﺷـﺪ‬ ‫ﺍﺟﺮﺍﻳﻲ( ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻳﻚ ﺍﺻﻄﻼﺡ ﺗﺎﺯﻩ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻣﺮﻳﻜﺎ ﺑﺮﺍﻱ ﺗﻮﺿﻴﺢ ﺷﻐﻠﻲ ﻛﺴﻲ ﺍﺑﺪﺍﻉ ﺷﺪﻩ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻳﻚ ﺷـﺮﻛﺖ‬ ‫ﺭﺍ ﺍﺩﺍﺭﻩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﺯ ﻟﺤﺎﻅ ﻧﻈﺮﻱ ‪ CEO‬ﻛﺴﻲ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮ ﻣﻨﺎﺳﺐ ﺭﺍ ﺩﺭ ﺯﻣﺎﻥ ﻣﻨﺎﺳﺐ ﺑﻪ ﺷﻐﻞ ﻣﻨﺎﺳﺐ ﻣﻲﮔﻤﺎﺭﺩ‪.‬‬ ‫ﻋﻨﻮﺍﻥ ﭘﺮﺯﻳﺪﻧﺖ )ﺭﻳﻴﺲ( ﺍﻏﻠﺐ ﺑﺎ ﻭﺟﻮﺩ ‪ CEO‬ﺯﺍﻳﺪ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﺪ‪ .‬ﻫﺮ ﭼﻨﺪ ﺍﻳﻦ ﻋﻨﻮﺍﻥ ﺑﻪ ﺷﻜﻞ ﮔﺴـﺘﺮﺩﻩﺍﻱ ﺑـﺮﺍﻱ‬ ‫ﺗﻮﺻﻴﻒ ﺳﺮﭘﺮﺳﺖ ﻣﺪﻳﺮﺍﻥ ﻣﻮﺭﺩ ﻗﺒﻮﻝ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺑﺎﻧﻚﻫﺎ ﺑﻪ ﻟﺤـﺎﻅ ﻗـﺎﻧﻮﻧﻲ ﺍﻣﻀـﺎﻱ ﻳـﻚ "ﭘﺮﺯﻳـﺪﻧﺖ" ﺭﺍ ﻻﺯﻡ‬ ‫ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﺩﺭ ﻳﻚ ﺷﺮﻛﺖ ﺭﺅﺳﺎﻱ ﺑﺴﻴﺎﺭﻱ ﻣﻲﺗﻮﺍﻧﺪ ﻭﺟﻮﺩ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﺪ ﺍﺯ ﺟﻤﻠـﻪ ﻣـﺪﻳﺮ ﺍﺭﺷـﺪ ﻋﻤﻠﻴـﺎﺕ ‪Chief operation‬‬ ‫)‪ ، officer (COO‬ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻣـﺎﻟﻲ )‪ ، Chief financial officer (CFO‬ﻣـﺪﻳﺮ ﺍﺭﺷـﺪ ﺍﺩﺍﺭﻱ ‪Chief Administration‬‬ ‫)‪ ،Officer (CAO‬ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ )‪ ، Chief information Officer (CIO‬ﻣﺪﻳﺮ ﺍﺭﺷـﺪ ﺣﻘـﻮﻗﻲ ‪Chief legal‬‬ ‫)‪ Officer (CLO‬ﻭ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺩﻳﮕﺮ‪.‬‬ ‫ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻋﻤﻠﻴﺎﺕ )‪ (COO‬ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﭘﺮﺯﻳﺪﻧﺖ )ﺭﻳﻴﺲ( ﺷﺮﻛﺖ ﺍﺳﺖ‪ COO .‬ﻋﻤﻠﻴﺎﺕ ﻣﺮﺑﻮﻁ ﺑﻪ ﻛﺴﺐ ﻭ ﻛـﺎﺭ‬ ‫ﺭﺍ ﺍﺩﺍﺭﻩ ﻣﻲﻛﻨﺪ ﻭ ﮔﺰﺍﺭﺵ ﻛﺎﺭﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻣﺪﻳﺮ ﻣﺎﻟﻲ )‪ (CEO‬ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﻣﺎﻟﻲ )‪ (CFO‬ﻣﻌﻤﻮﻻﹰ ﮔﺰﺍﺭﺵ ﻛﺎﺭ ﺧﻮﻳﺶ ﺭﺍ ﺑﻪ ‪ CEO‬ﻣﻲﺩﻫﺪ )ﻫﻤﻴﻦ ﻃﻮﺭ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺍﻃﻼﻉ ﺭﺳـﺎﻧﻲ(‪،‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻣﺎﻟﻲ ﻏﺎﻟﺒﺎ ﺑﻪ ﺳﻤﺖ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ‪ CEO‬ﻣﻨﺼﻮﺏ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺩﺭ ﺍﻳﺎﻡ ﺑﺮﻭﺯ ﻣﺸﻜﻼﺕ ﻣﺎﻟﻲ ﺑﻪ ﻧﻈﺮ ﻣـﻲﺭﺳـﺪ‬ ‫ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﺎﻳﺪ ﺳﻤﺖ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺗﻌﺪﻳﻞ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ )‪ (Chief firing officer‬ﺭﺍ ﺑﭙﺬﻳﺮﺩ ﭼﺮﺍ ﻛﻪ ﻭﻱ ﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﻛﻪ‬ ‫ﺷﺮﻛﺖ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩﺍﻱ ﻣﻲﺗﻮﺍﻧﺪ ﺍﺯ ﻋﻬﺪﻩ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺳﺮﺑﺎﺭ ﭘﺮﺳﻨﻞ ﺑﺮﺁﻳﺪ ﮔﺰﺍﺭﺵ ﺩﺍﺩﻩ ﻭ ﺗﻮﺻﻴﻪﻫﺎﻳﻲ ﺑﻪ ﻋﻤﻞ ﻣﻲﺁﻭﺭﺩ‪.‬‬ ‫‪ CIO‬ﻣﻌﻤﻮﻻﹰ ﺑﻪ ﻣﻌﻨﺎﻱ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺍﻃﻼﻉ ﺭﺳﺎﻧﻲ ﻳﻌﻨﻲ ﺍﻃـﻼﻉ ﺭﺳـﺎﻧﻲ ﻛـﺎﻣﭙﻴﻮﺗﺮﻱ ﻭ ﻧـﺮﻡﺍﻓـﺰﺍﺭﻱ ﺍﺳـﺖ‪ .‬ﻫﻤﭽﻨـﻴﻦ‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻣﻌﻨﺎﻱ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ )‪ (Chief investment officer‬ﻧﻴﺰ ﺑﺎﺷﺪ‪.‬‬ ‫ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮ ﺍﺭﺷﺪ ﺍﺩﺍﺭﻱ )‪ (CAO‬ﻏﺎﻟﺒﺎﹰ ﻛﻤﺘﺮ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻭ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ ﻭﻇـﺎﻳﻒ ﺍﻳـﻦ ﻣـﺪﻳﺮ ﻣﻬـﻢ‬ ‫ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻋﻨﻮﺍﻥ ﺍﺯ ﺩﻳﺪ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﻪ ﻣﻌﻨﺎﻱ ﻛﺎﺭﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﻟﻴﻜﻦ ﻋﻤﻮﻣﺎﹰ ﻫﻤﺎﻥ ﺳـﻤﺖ ﻣـﺪﻳﺮ ﺍﺭﺷـﺪ‬ ‫ﻣﺎﻟﻲ )‪ (CFO‬ﺍﺳﺖ ﻣﻨﺘﻬﻲ ﺑﺎ ﻣﺴﺌﻮﻟﻴﺖ ﺍﺿﺎﻓﻲ ﺍﺩﺍﺭﻱ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖ ﺣﻘﻮﻗﻲ‪ ،‬ﺗﻮﺳـﻌﻪ ﻛـﺎﺭ‪ ،‬ﻣﻨـﺎﺑﻊ‬ ‫ﺍﻧﺴﺎﻧﻲ ﻭ ﺍﺭﺗﺒﺎﻁ ﺳﺎﺯﻣﺎﻧﻲ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪۶ /‬‬ ‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺩﺭ ﺑﺎﺭﻩ ﺍﻓﺮﺍﺩ ﺭﺩﻩ ﺑﺎﻻﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪ .‬ﺻﺮﻑ ﻧﻈﺮ ﺍﺯ ﺍﻳﻨﻜﻪ ﻋﻨﻮﺍﻥ ﺭﺳﻤﻲ ﻭ ﺩﻗﻴﻖ ﺁﻧﺎﻥ ﭼﻴﺴـﺖ‪ .‬ﺭﺅﺳـﺎﻳﻲ‬ ‫ﻛﻪ ﺑﺮﺍﻱ ﺍﺧﺬ ﺗﺼﻤﻴﻤﺎﺗﻲ ﻛﻪ ﺩﺭ ﻧﻬﺎﻳﺖ ﺑﺮ ﻣﻦ ﻭ ﺷﻤﺎ ﺗﺄﺛﻴﺮ ﻣﻲﮔﺬﺍﺭﺩ ﺩﺍﺭﺍﻱ ﺍﺧﺘﻴﺎﺭﺍﺕ ﻣﺎﻟﻲ ﻭ ﺍﺧﺘﻴﺎﺭ ﺍﺳﺘﺨﺪﺍﻡ ﻭ ﺍﺧﺮﺍﺝ ﻣـﻲ‬ ‫ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﺷﻨﺎﺧﺖ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﻭ ﺩﻳﮕﺮ ﺭﺅﺳﺎﻱ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺳﺆﺍﻻﺗﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﻣﻄﺮﺡ ﻧﻤﻮﺩ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳﺖ‪:‬‬

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‫ﺭﺅﺳﺎﻱ ﻛﺎﺭﺁﻣﺪ ﭼﻪ ﻭﻳﮋﮔﻲﻫﺎﻳﻲ ﺩﺍﺭﻧﺪ؟‬

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‫ﭼﺮﺍ ﺑﺮﺧﻲ ﺍﺯ ﺭﺅﺳﺎ ﻛﺎﺭﺁﻣﺪ ﻧﻴﺴﺘﻨﺪ؟‬

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‫ﭼﮕﻮﻧﻪ ﺷﺨﺺ ﻣﺪﻳﺮ ﻣﺎﻟﻲ ﻣﻲﺷﻮﺩ؟‬

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‫ﻛﺎﺭ ﻳﻚ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺩﻗﻴﻘﺎﹰ ﭼﻴﺴﺖ؟‬

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‫ﭼﻪ ﻛﺴﺎﻧﻲ ﺑﺮ ﺭﻳﻴﺲ ﺭﻳﺎﺳﺖ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺭﻳﻴﺲ ﺑﺎﻳﺪ ﭼﻪ ﺭﺃﻱﺩﻫﻨﺪﮔﺎﻧﻲ ﺭﺍ ﺭﺍﺿﻲ ﻛﻨﺪ؟‬

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‫ﺭﺅﺳﺎ ﺩﺭ ﺍﺷﺨﺎﺻﻲ ﻛﻪ ﺍﺳﺘﺨﺪﺍﻡ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺗﺮﻓﻴﻊ ﻣﻲﺩﻫﻨﺪ ﻭ ﺍﺧﺮﺍﺝ ﻣﻲﻛﻨﻨﺪ ﺩﻧﺒﺎﻝ ﭼﻪ ﭼﻴﺰﻱ ﻣﻲﮔﺮﺩﻧﺪ؟‬ ‫ﺩﺭ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﺗﺤﻘﻴﻖ ﻭ ﻳﺎ ﺿﻤﻦ ﭘﺎﺳﺦ ﺑﻪ ﺳﺆﺍﻻﺕ ﻣﺰﺑﻮﺭ‪ ،‬ﻭﺍﻛﻨﺶ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺟﺎﻟﺐ ﺑﻮﺩ‪ .‬ﻫﻤﻪ ﺁﻧﺎﻥ ﺍﺯ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺑﻪ‬

‫ﮔﺮﻣﻲ ﺍﺳﺘﻘﺒﺎﻝ ﻧﻜﺮﺩﻧﺪ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻣﻴﻞ ﺩﺍﺭﻧﺪ ﻓﻜﺮ ﻛﻨﺪ ﺍﺷﺨﺎﺹ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩﻱ ﻫﺴﺘﻨﺪ‪ ،‬ﺁﻧﺎﻥ ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺗﺴـﻠﻴﻢ ﻛﻠﻴﺸـﻪ ﺷـﻮﻧﺪ‪.‬‬ ‫ﻣﺎﻳﻞ ﻧﻴﺴﺘﻨﺪ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﺷﻮﻧﺪ‪ .‬ﻣﻴﻞ ﻧﺪﺍﺭﻧﺪ ﺍﺯ ﺭﻫﻨﻤﻮﺩﻱ ﭘﻴﺮﻭﻱ ﻛﻨﻨﺪ‪ .‬ﻟﻴﻜﻦ ﺩﺭ ﻋﺎﻟﻢ ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻣﻦ ﺑﻪ‬ ‫ﺟﺎﻱ ﻧﮕﺎﻩ ﻛﺮﺩﻥ ﺑﻪ ﻋﺪﻡ ﺗﺸﺎﺑﻪﻫﺎﻱ ﻣﻮﺟﻮﺩ ﻣﻴﺎﻥ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺑﻪ ﺗﺸﺎﺑﻪﻫﺎ ﻧﮕﺎﻩ ﻣﻲﻛﻨﻢ ﻭ ﻭﺍﻗﻌﺎ ﻫـﻢ ﻣﺸـﺎﺑﻬﺖﻫـﺎﻱ ﻓﺮﺍﻭﺍﻧـﻲ‬ ‫ﻣﻴﺎﻥ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

‫ﺭﻳﻴﺲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﭼﻪ ﺭﻳﻴﺲ ﺍﺳﺖ؟‬ ‫ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻗﺎﻋﺪﻩ ﻛﻠﻲ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﺭﻫﺒﺮ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺭﻫﺒﺮ ﻣﻲﺷﻮﺩ ﻛﻪ ﻛﺎﺭ ﺑﻴﺸﺘﺮﻱ ﺍﻧﺠـﺎﻡ ﺩﺍﺩﻩ‪ ،‬ﺑﻬﺘـﺮ ﺑـﻮﺩﻩ‪،‬‬ ‫ﺳﺨﺖﺗﺮ ﻛﺎﺭ ﻛﺮﺩﻩ‪ ،‬ﻭ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺧﻮﺩﺵ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﻤﺘﺎﺯ ﺳﺎﺧﺘﻪ ﺍﺳﺖ‪ .‬ﺍﻭ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻛﻢ ﻭ ﺑﻴﺶ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﻭ ﺑﻲ ﺍﻧﻘﻄﺎﻉ‬ ‫ﺑﻪ ﺍﻧﺠﺎﻡ ﺭﺳﺎﻧﺪﻩ ﺍﺳﺖ‪ .‬ﺣﺪﻭﺩﺍﹰ ‪ ٢٢‬ﻭﻳﮋﮔﻲ ﻣﻬﻢ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺭﺅﺳﺎﻱ ﻣﻮﻓﻖ ﺍﺯ ﺁﻧﻬﺎ ﺑﺮﺧﻮﺭﺩﺍﺭﻧـﺪ‪ .‬ﺑـﺎ ﺷـﻨﺎﺧﺖ ﺍﻳـﻦ ‪٢٢‬‬ ‫ﻭﻳﮋﮔﻲ ﻣﻲﺗﻮﺍﻧﻴﻢ ﺍﺯ ﺁﻥ ﺩﺭ ﺑﻬﺒﻮﺩ ﺑﺨﺸﻴﺪﻥ ﺧﻮﺩ ﺍﺳﺘﻔﺎﺩﻩ ﺟﻮﻳﻴﻢ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٧ /‬‬

‫ﻓﺼﻞ ‪٣‬‬ ‫ﻧﺰﺩﻳﻚ ﺷﺪﻥ ﺑﻪ ﺻﻌﻮﺩ‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﭼﮕﻮﻧﻪ ﺧﻮﺩ ﻭ ﺩﻳﮕﺮﺍﻥ ﻭ ﻧﻴﺰ ﺯﻧﺪﮔﻲ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺩﺍﺭﺍﻱ ﺍﻳﻦ ﻭﻳﮋﮔﻲﻫﺎ ﻫﺴﺘﻨﺪ‪ :‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ‪ ،‬ﻛﻨﺘﺮﻝ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ‪ ،‬ﭘﺎﻓﺸﺎﺭﻱ‪ ،‬ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺑﻬﺒﻮﺩ‬ ‫ﻭﺿﻌﻴﺖ‪ ،‬ﺻﺪﺍﻗﺖ ﻭ ﭘﺎﻳﺒﻨﺪﻱ ﺑﻪ ﺍﺻﻮﻝ ﺍﺧﻼﻗﻲ‪ ،‬ﺍﻧﺪﻳﺸﻪ ﭘﻴﺶ ﺍﺯ ﮔﻔﺘﺎﺭ‪ ،‬ﺧﻼﻗﻴﺖ‪ ،‬ﻓﺮﻭﺗﻨﻲ ﺩﺭ ﺍﻧﻈﺎﺭ‬

‫ﻧﺨﺴﺘﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ‬ ‫ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﺻﻌﻮﺩ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻣﺎﻧﻊ ﻧﻴﺴﺖ ـ ﺧﻮﺩﺗﺎﻥ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻣﺎﻧﻊ ﻫﺴـﺘﻴﺪ‪ .‬ﻳـﻚ ﻭﻳﮋﮔـﻲ ﻻﺯﻡ ﺑـﺮﺍﻱ ﻳـﻚ ﻣـﺪﻳﺮ‬ ‫ﺩﺍﺷﺘﻦ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻃﺮﺯ ﻓﻜﺮ‪ ،‬ﻫﻢ ﺑﺎﻳﺪ ﺩﺭ ﺩﺭﻭﻥ ﻭ ﺍﻧﺪﻳﺸﻪ ﻭﻱ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﻫﻢ ﺩﺭ ﺑﻴـﺮﻭﻥ ﻭ ﺩﺭ‬ ‫ﺍﻧﻈﺎﺭ ﻣﺘﺠﻠﻲ ﺷﻮﺩ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺑﻠﻨﺪ ﭘﺎﻳﻪ ﻣﻴﻞ ﺩﺍﺭﻧﺪ ﺑﻴﺸﺘﺮ ﺑﺎ ﺍﺷﺨﺎﺹ ﻣﺘﻜﻲ ﺑﻪ ﻧﻔﺲ ﺳﺮ ﻭ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺗـﺎ ﺑـﺎ ﺍﺷﺨﺎﺻـﻲ ﺩﻳﮕـﺮ‪.‬‬ ‫ﻣﺮﺩﻡ ﻣﻌﻤﻮﻻﹰ ﻣﺎﻳﻠﻨﺪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺷﺒﻴﻪ ﺧﻮﺩﺷﺎﻥ ﺑﺎﺷﻨﺪ ﺭﺍ ﺑﺮﺍﻱ ﻫﻤﻜﺎﺭﻱ ﺑﺮﮔﺰﻳﻨﻨﺪ‪ .‬ﺭﻳﻴﺴﻲ ﻛﻪ ﻛﺎﻣﻞ ﻧﺒﺎﺷﺪ ﺑﺎ ﻣﺠﻤﻮﻋﻪﺍﻱ‬ ‫ﺍﺯ ﺗﻨﺰﻝﻫﺎﻱ ﺧﻮﺩﮔﺮﺍﻳﺶ ﺑﻪ ﺁﻥ ﺩﺍﺭﺩ ﻛﻪ ﺍﻓﺮﺍﺩ ﺑﺪﻭﻥ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺭﺍ ﺑﻪ ﺳﻮﻱ ﺧﻮﻳﺶ ﺟﻠﺐ ﻛﻨﺪ‪ .‬ﺑﺪﻳﻦ ﺗﺮﺗﻴﺐ ﺑﺎ ﺩﺍﺩﻥ‬ ‫ﺍﻳﻦ ﺍﺟﺎﺯﻩ ﺑﻪ ﺧﻮﺩ ﻛﻪ ﺩﺭ ﻣﺤﺎﺻﺮﻩ ﺍﻓﺮﺍﺩﻱ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﻛﻪ ﺗﻬﺪﻳﺪﻱ ﺑﻪ ﺷﻤﺎﺭ ﻧﻤﻲﺭﻭﻧﺪ‪ ،‬ﺗﺰﻟﺰﻝﻫﺎﻱ ﺧﻮﻳﺶ ﺭﺍ ﻛﻤﺘـﺮ ﻧﺸـﺎﻥ‬ ‫ﻣﻲ ﺩﻫﺪ‪.‬‬ ‫ﻭﺟﻮﺩ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻋﺎﻣﻠﻲ ﺍﺳﺖ ﻛﻪ ﻣﺴﻠﻤﺎ ﺩﺭﺻﺪﺭ ﻓﻬﺮﺳﺖ ﺗﺠﻬﻴﺰﺍﺕ ﺍﺳﺎﺳﻲ ﻫﺮ ﺻﻌﻮﺩﻛﻨﻨﺪﻩﺍﻱ ﻗﺮﺍﺭ ﻣﻲﮔﻴـﺮﺩ‪.‬‬ ‫ﺍﮔﺮ ﻳﻚ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻣﺮﺩﺩ ﺑﺎﺷﺪ ﻭ ﻋﻼﻣﺖﻫﺎﻳﻲ ﺭﺍ ﻧﺸﺎﻥ ﺩﻫﺪ ﺣﺎﻛﻲ ﺍﺯ ﺍﻳﻨﻜﻪ ﻣﻄﻤﺌﻦ ﻧﻴﺴﺖ ﺍﺯ ﻛﺪﺍﻡ ﺭﺍﻩ ﻣﻲﺧﻮﺍﻫﺪ ﺑﺮﻭﺩ‪،‬‬ ‫ﻣﻮﻓﻖ ﻧﺨﻮﺍﻫﺪ ﮔﺮﺩﻳﺪ‪.‬‬ ‫ﺷﻤﺎ ﺻﺮﻓﻨﻈﺮ ﺍﺯ ﺍﻳﻨﻜﻪ ﺩﺍﺭﻳﺪ ﺑﺎ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ‪ ،‬ﻣﺸﺘﺮﻳﺎﻥ ﻳﺎ ﺑﺎﻧﻜﺪﺍﺭﺗﺎﻥ ﮔﻔﺘﮕﻮ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺳﻄﺤﻲ ﺍﺯ ﺗـﺮﺱ ﺭﺍ‬ ‫ﺩﺭ ﺧﺼﻮﺹ ﻛﺎﺭﺍﻳﻲ ﺧﻮﻳﺶ ﺍﺣﺴﺎﺱ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﺍﺣﺴﺎﺱ ﺭﺍ ﻓﺮﻭ ﻧﺸﺎﻧﻴﺪ‪ .‬ﺁﻥ ﺭﺍ ﺩﺭ ﺩﺭﻭﻥ ﺧﻮﻳﺶ ﻭ ﺧﺎﺭﺝ ﺍﺯ ﻣﻨﻈـﺮ ﻋﻤـﻮﻣﻲ‬ ‫ﻧﮕﺎﻩ ﺩﺍﺭﺩ‪ .‬ﺭﻭﻱ ﻫﺪﻑ ﻭ ﻣﻘﺼﻮﺩ ﺧﻮﻳﺶ ﺗﻤﺮﻛﺰ ﻛﻨﻴﺪ ﻧﻪ ﺭﻭﻱ ﺗﺮﺩﻳﺪﻫﺎﻳﺘﺎﻥ‪ .‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺑﺮﺍﻱ ﻫﻤـﻪ ﻛـﺲ ﺩﺭ ﻃـﻮﻝ‬ ‫ﺯﻣﺎﻥ ﻭ ﺗﺠﺮﺑﻪ ﺁﺷﻜﺎﺭ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺩﻭﻣﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻛﻨﺘﺮﻝ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ‬ ‫ﺩﺭ ﺯﻧﺪﮔﻲ‪ ،‬ﭼﻴﺰ ﭼﻨﺪﺍﻧﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛﻪ ﺑﺮﺁﻥ ﻛﻨﺘﺮﻝ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﻧﻤـﻲﺗﻮﺍﻧﻴـﺪ ﺩﻭﻟـﺖ ﺭﺍ‪ ،‬ﺍﻗﺘﺼـﺎﺩ ﺭﺍ‪ ،‬ﻫﻤﺴـﺮ ﺭﺍ‪،‬‬ ‫ﺑﭽﻪﻫﺎ ﺭﺍـ ﻳﺎ ﻫﺮ ﻛﺲ ﺩﻳﮕﺮﻱ ﺭﺍ ـ ﻛﻨﺘﺮﻝ ﻛﻨﻴﺪ‪ .‬ﺧﻮﺷﺒﺨﺘﺎﻧﻪ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ ﺗﻨﻬﺎ ﺣﻮﺯﻩﺍﻱ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺩﺭ ﺁﻥ ﺩﺍﺭﺍﻱ ﻛﻨﺘـﺮﻝ‬ ‫ﻫﺴﺘﻴﺪ‪.‬‬ ‫ﺗﻮﻗﻴﻖ ﺷﻤﺎ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺑﻴﺸﺘﺮ ﻣﺮﻫﻮﻥ ﮔﺮﺍﻳﺶﻫﺎﻱ ﺫﻫﻨﻲﺗﺎﻥ ﺍﺳﺖ ﺗﺎ ﻗﺎﺑﻠﻴﺖﻫﺎﻱ ﺫﻫﻨﻲﺗﺎﻥ‪ .‬ﺷﻤﺎ‪ ،‬ﺍﮔﺮ ﺗﺎ ﺑﻪ ﺣـﺎﻝ‬ ‫ﻧﻴﺎﻣﻮﺧﺘﻪﺍﻳﺪ‪ ،‬ﺧﻮﺍﻫﻴﺪ ﺁﻣﻮﺧﺖ ﻛﻪ ﺍﻳﻦ ﺗﻤﺎﻳﻠﺘﺎﻥ ﺑﻪ ﭘﻴﺮﻭﺯﻱ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﺭﺍ ﺑﻪ ﭘﻴﺮﻭﺯﻱ ﻣﻲﺭﺳﺎﻧﺪ‪.‬‬ ‫ﻣﺪﻳﺮﻳﺖ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ ﻛﺎﺭﻱ ﺍﺳﺖ ﺳﺎﺩﻩ‪ .‬ﺑﻪ ﺟﺎﻱ ﺁﻧﻜﻪ ﺳﺎﻋﺖ ﺳـﻪ ﺻـﺒﺢ ﺩﺭ ﺑﺴـﺘﺮ ﺧـﻮﻳﺶ ﺑـﺎ ﭼﺸـﻤﺎﻥ ﺑـﺎﺯ ﺩﺭﺍﺯ‬ ‫ﻛﺸﻴﺪﻩ‪ ،‬ﻧﮕﺮﺍﻥ ﺁﻥ ﺑﺎﺷﻴﺪ ﻛﻪ ﺁﻳﺎ ﻗﺎﺑﻠﻴﺖ ﺍﺟﺮﺍﻱ ﭘﺮﻭﮊﻩﺍﻱ ﺭﺍ ﺩﺍﺭﻳﺪ ﻳﺎ ﺧﻴﺮ‪ ،‬ﮔﻔﺘﮕﻮ ﺑﺎ ﺧﻮﺩ ﺭﺍ ﺍﺯ "ﺁﻳﺎ ﻣﻦ ﻣﻲﺗﻮﺍﻧﻢ ﺍﻳـﻦ ﻛـﺎﺭ ﺭﺍ‬ ‫ﺍﻧﺠﺎﻡ ﺑﺪﻫﻢ؟" ﺑﻪ "ﻣﻦ ﻣﻲﺗﻮﺍﻧﻢ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺍﻧﺠﺎﻡ ﺑﺪﻫﻢ" ﺗﻐﻴﻴﺮ ﺩﻫﻴﺪ‪ .‬ﺷﻤﺎ ﻛﻠﻤﺎﺕ ﻳﻜﺴﺎﻧﻲ ﺭﺍ ﺑﻪ ﻛـﺎﺭ ﻣـﻲﺑﺮﻳـﺪ‪ ،‬ﻟـﻴﻜﻦ ﺑـﺎ‬ ‫ﺑﺮﺩﺍﺷﺘﻦ ﻛﻠﻤﻪ " ﺁﻳﺎ" ﺍﺯ ﺍﺑﺘﺪﺍﻱ ﺟﻤﻠﻪ ﺑﻪ ﻣﻌﻨﺎﻱ ﺁﻥ‪ ،‬ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ ﻭ ﺩﻳﺪﮔﺎﻩ ﺧﻮﺩﺗﺎﻥ‪ ،‬ﻭ ﻧﺘﻴﺠﻪ ﺍﺣﺘﻤـﺎﻟﻲ ﺭﺍ ﺑـﻪ ﻛﻠـﻲ ﺗﻐﻴﻴـﺮ‬ ‫ﻣﻲﺩﻫﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٨ /‬‬ ‫ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ ﺩﺭ ﻭﺟﻨﺎﺕ ﻇﺎﻫﺮﻱ‪ ،‬ﺁﻫﻨﮓ ﺻﺪﺍ‪ ،‬ﺣﺎﻟﺖ ﺑﺪﻥ‪ ،‬ﺩﺳﺖ ﺩﺍﺩﻥ‪ ،‬ﺩﺳﺘﻨﻮﺷﺘﻪ‪ ،‬ﭘﻴـﺎﻡ ﺗﻠﻔﻨـﻲ‪ ،‬ﺗﺼـﻤﻴﻢﮔﻴـﺮﻱ‪،‬‬ ‫ﺗﻔﻮﻳﺾ ﺍﺧﺘﻴﺎﺭ‪ ،‬ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺭﻫﺒﺮﻱ ﻭ ﺩﻳﮕﺮ ﻣﺸﺨﺼﺎﺕ ﺷﺨﺺ ﻇﺎﻫﺮ ﻣﻲﺷﻮﺩ ﻭ ﺍﻧﺘﻘﺎﻝ ﻣﻲﻳﺎﺑﺪ‪.‬‬ ‫ﺍﮔﺮ ﺗﺼﻮﺭ ﻣﻲﻛﻨﻴﺪ ﻛﻪ ﺩﺭ ﺣﺎﻝ ﺣﺎﺿﺮ ﺩﺭ ﻭﺿﻌﻲ ﻫﺴﺘﻴﺪ ﻛﻪ ﻧﺒﺎﻳﺪ ﻧﮕﺮﺍﻥ ﻛﻨﺘـﺮﻝ ﻛـﺮﺩﻥ ﻃـﺮﺯ ﺑﺮﺧﻮﺭﺩﺗـﺎﻥ ﺑﺎﺷـﻴﺪ ﻭ‬ ‫"ﻣﺴﺘﺜﻨﻲ ﺍﺯ ﻗﺎﻋﺪﻩ" ﻫﺴﺘﻴﺪ ﺍﺷﺘﺒﺎﻩ ﻣﻲﻛﻨﻴﺪ‪ .‬ﻫﺮ ﺻﻌﻮﺩﻛﻨﻨﺪﻩﺍﻱ ﻧﻴﺎﺯﻣﻨﺪ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺣﺎﻟﺖ ﺭﻭﺣﻲ ﺧﻮﺩ ﺭﺍ ﻛﻨﺘـﺮﻝ ﻧﻤﺎﻳـﺪ‪.‬‬ ‫ﺑﻪ ﻳﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﻫﺮ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩﻱ ﻛﻪ ﺑﻪ ﻭﺳﻴﻠﻪ ﺷﻤﺎ ﺍﺩﺍﺭﻩ ﻧﺸﻮﺩ ﺑﻪ ﺁﺳﺎﻧﻲ ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮﺍﻥ ﻣﻲﺗﻮﺍﻧﺪ ﺍﺩﺍﺭﻩ ﺷﻮﺩ‪.‬‬

‫ﺳﻮﻣﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﭘﺎﻓﺸﺎﺭﻱ‬ ‫ﺍﮔﺮ ﻳﻚ ﺧﺼﻴﺼﻪ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻛﻪ ﺗﻘﺮﻳﺒﺎﹰ ﺻﺪﺩﺭﺻﺪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺍﺯ ﺁﻥ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺑﺎﺷﻨﺪ‪ ،‬ﺧﺼﻴﺼـﻪ ﭘﺎﻓﺸـﺎﺭﻱ‬ ‫ﺍﺳﺖ‪ .‬ﻫﺮﮔﺰ ﮔﺮﻭﻩ ﺩﻳﮕﺮﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛﻪ ﺑﻴﺶ ﺍﺯ ﺭﺅﺳﺎﻱ ﺭﺩﻩ ﺑﺎﻻ ﺩﺭ ﭘﺎﻓﺸﺎﺭﻱ‪ ،‬ﻋﺰﻡ ﻭ ﺛﺒﺎﺕ ﻗﺪﻡ ﺷﻬﺮﺕ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫ﭘﺎﻓﺸﺎﺭﻱ ﻟﺠﺎﺟﺖ ﻧﻴﺴﺖ ﻛﻪ ﺗﺎ ﺳﻄﺢ ﺣﻤﺎﻗﺖ ﺑﺎﻻ ﺭﻭﺩ‪ .‬ﺗﻌﻬﺪ ﺑﻪ ﻧﺘﻴﺠﻪ ﺍﺳﺖ ﺻﺮﻑ ﻧﻈﺮ ﺍﺯ ﺁﻧﭽـﻪ ﻛـﻪ ﺑﺎﻳـﺪ ﺩﺭ ﻃـﻮﻝ‬ ‫ﻣﺴﻴﺮ ﺗﺤﻤﻞ ﺷﻮﺩ‪.‬‬ ‫ﺩﺭ ﻣﻘﺎﺑﻞ ﻧﺎﺍﻣﻴﺪﻱﻫﺎ‪ ،‬ﺷﻜﺴﺖﻫﺎ‪ ،‬ﺩﻟﺴﺮﺩﻱﻫﺎ ﻭ ﺗﺒﻌﻴﺾﻫﺎ ﺍﺳﺘﻘﺎﻣﺖ ﺑﻪ ﺧﺮﺝ ﺩﻫﻴﺪ ﻭ ﻛﺴﺎﻧﻲ ﻛﻪ ﺍﺳﺘﻘﺎﻣﺖ ﻣﻲﻛﻨﻨـﺪ‬ ‫ﻣﻮﻓﻖ ﻣﻲﺷﻮﻧﺪ‪.‬‬

‫ﺑﺮﺍﻱ ﭘﺸﺘﻜﺎﺭ ﻭ ﺍﺳﺘﻘﺎﻣﺖ ﺍﺳﺘﺜﻨﺎﻫﺎﻳﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‬ ‫ﭼﻨﺎﻧﭽﻪ ﺍﺯ ﻧﻈﺮ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺩﺭ ﺷﺮﺍﻳﻄﻲ ﻫﺴﺘﻴﺪ ﻛﻪ ﭘﺲ ﺍﺯ ﻳﻚ ﺩﻭﺭﺍﻥ ﺳﺨﺖ ﻭ ﺩﺷﻮﺍﺭ ﭘﻮﻝ ﻳﺎ ﻣﻨﺎﻓﻊ ﻣـﺎﻟﻲ ﺧـﻮﺑﻲ ﺩﺭ‬ ‫ﺍﺧﺘﻴﺎﺭﺗﺎﻥ ﮔﺬﺍﺷﺘﻪ ﻣﻲﺷﻮﺩ ﻳﺎ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻱ ﺑﺪ ﺍﻓﺮﺍﺩ ﺧﻮﺑﻲ ﻭﺍﺭﺩ ﻣﻲﺷﻮﻧﺪ ﺗﺴﻠﻴﻢ ﺷﻮﻳﺪ‪ .‬ﺻﺒﺮ ﻛﻨﻴﺪ‪ .‬ﭘﺎﻓﺸﺎﺭﻱ ﻧﻜﻨﻴﺪ‪ .‬ﺟﻠﻮ‬ ‫ﺯﻳﺎﻥﻫﺎ ﺭﺍ ﺑﻪ ﺧﺎﻃﺮ ﺧﻮﺩﺗﺎﻥ ﻭ ﺑﻪ ﺧﺎﻃﺮ ﺩﻳﮕﺮﺍﻥ ﺑﮕﻴﺮﻳﺪ‪ .‬ﻧﮕﺬﺍﺭﻳﺪ ﺧﻮﺩﺧﻮﺍﻫﻲ‪ ،‬ﻏﺮﻭﺭ ﻭ ﺗﺮﺱ ﺍﺯ ﭘﺬﻳﺮﻓﺘﻦ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻣﻮﺟﺐ‬ ‫ﺷﻮﺩ ﺑﻪ ﻣﻘﺎﻭﻣﺖ ﺧﻮﺩ ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ‪ .‬ﻳﻜﻲ ﺍﺯ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺭﺅﺳـﺎﻱ ﻣﻮﻓـﻖ ﭘﻴﻮﻧـﺪ ﭘﺎﻓﺸـﺎﺭﻱ ﻭ ﺗﻮﺍﻧـﺎﻳﻲ ﺩﺭﻙ ﺯﻣـﺎﻥ ﻋـﺪﻡ‬ ‫ﭘﺎﻓﺸﺎﺭﻱ ﺍﺳﺖ‪ .‬ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﻛﻪ ﺍﻓﺮﺍﺩ ﻣﻮﻓﻖ ﻣﻲﮔﻮﻳﻨﺪ "ﺑﺪﺍﻧﻴﺪ ﭼﻪ ﻣﻮﻗﻊ ﭘﺎﻓﺸﺎﺭﻱ ﻛﻨﻴﺪ ﻭ ﭼﻪ ﻣﻮﻗـﻊ ﺩﺳـﺖ ﺍﺯ ﭘﺎﻓﺸـﺎﺭﻱ‬ ‫ﺑﺮﺩﺍﺭﻳﺪ‪".‬‬

‫ﭼﻬﺎﺭﻣﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺑﻬﺒﻮﺩ ﻭﺿﻌﻴﺖ‬ ‫ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻳﻌﻨﻲ ﺁﻣﻮﺧﺘﻦ‪ .‬ﺁﻣﻮﺧﺘﻦ ﺑﺎ ﺗﻮﻟﻴﺪ ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ ﻭ ﺑﺎ ﻣﺮﮒ ﭘﺎﻳﺎﻥ ﻣﻲﮔﻴـﺮﺩ‪ .‬ﺭﺅﺳـﺎﻱ ﻛﺎﺭﺁﻣـﺪ ﻫﻤـﻮﺍﺭﻩ‬ ‫ﻣﻲﻛﻮﺷﻨﺪ ﺑﻬﺘﺮ ﺷﻮﻧﺪ‪ .‬ﺷﻤﺎ ﺑﺎ ﺩﺍﺷﺘﻦ ﺗﻌﻬﺪ ﻛﺎﻣﻞ ﺑﻪ ﺑﻬﺴﺎﺯﻱ‪ ،‬ﺑﺎﻳﺪ ﺩﺭ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺑﻬﺒﻮﺩ ﺣﺎﺻﻞ ﻛﻨﻴﺪ؟‬

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‫ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺑﺪﺍﻧﻴﺪ ﺗﺎ ﻛﺎﺭﺗﺎﻥ ﺭﺍ ﺧﻮﺏ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‬

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‫ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﺩﺍﻧﺴﺘﻦﺷﺎﻥ ﻣﻔﻴﺪ ﺑﺎﺷﺪ‬

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‫ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﺩﺍﺷﺘﻦﺷﺎﻥ ﺷﺎﺩﻱ ﺁﻭﺭ ﺑﺎﺷﺪ‬

‫ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ ﻣﻨﺎﻓﻊ ﺑﺴﻴﺎﺭﻱ ﺩﺍﺭﺩ ﺍﺯ ﺟﻤﻠﻪ ‪:‬‬

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‫ﻭﺟﻮﺩﺗﺎﻥ ﺑﺮﺍﻱ ﺍﻓﺮﺍﺩ ﺑﻴﺸﺘﺮﻱ ﺳﻮﺩﻣﻨﺪ ﻭﺍﻗﻊ ﻣﻲﺷﻮﺩ ﺯﻳﺮﺍ ﺑﻴﺸﺘﺮ ﻣﻲﺩﺍﻧﻴﺪ ﻭ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻛﺎﺭ ﺑﻴﺸﺘﺮﻱ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪.‬‬

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‫ﺗﻮﺍﻧﺎﻳﻲﻫﺎﻳﻲ ﺧﻮﻳﺶ ﺭﺍ ﺗﺎ ﻇﺮﻓﻴﺖ ﻛﺎﻣﻞ ﺁﻧﻬﺎ ﺗﺤﻘﻖ ﻣﻲﺑﺨﺸﻴﺪ‪.‬‬

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‫ﺫﻫﻦ ﻭ ﻗﺪﺭﺕ ﺗﺨﻴﻞ ﺷﻤﺎ ﺗﻜﺎﻣﻞ ﭘﻴﺪﺍ ﻣﻲﻛﻨﺪ ﻭ ﺍﻳﻦ ﺍﺯ ﺷﻤﺎ ﻣﺘﻔﻜﺮﻱ ﺧﻼﻕﺗﺮ ﻣﻲﺳﺎﺯﺩ‪.‬‬

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‫ﻗﺎﺩﺭﻳﺪ ﺗﺼﻤﻴﻤﺎﺕ ﺑﻬﺘﺮﻱ ﺍﺗﺨﺎﺫ ﻛﺮﺩﻩ ﻭ ﻗﻀﺎﻭﺕﻫﺎﻱ ﺑﻬﺘﺮﻱ ﺑﻪ ﻋﻤﻞ ﺁﻭﺭﻳﺪ‪ ،‬ﺑﺎﺯ ﻫﻢ ﺑﻪ ﺧﺎﻃﺮ ﺍﻳﻨﻜﻪ ﺑﻴﺸﺘﺮ ﻣﻲﺩﺍﻧﻴﺪ‪.‬‬

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‫ﺩﻳﮕﺮﺍﻥ ﺷﻤﺎ ﺭﺍ ﺧﺮﺩﻣﻨﺪ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺍﻳﻦ ﺍﻏﻠﺐ ﻧﻴﻤﻲ ﺍﺯ ﻣﺒﺎﺭﺯﻩ ﻓﺮﺩ ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑﻫﺎﻳﺶ ﺍﺳﺖ‪.‬‬

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‫ﺑﻪ ﺧﺎﻃﺮ ﺍﺭﺯﺵﺗﺎﻥ ﺳﺮﻧﻮﺷﺖﺗﺎﻥ ﺗﺄﻣﻴﻦ ﺍﺳﺖ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٩ /‬‬

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‫ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺷﻤﺎ ﺑﻪ ﺧﻮﺩﺗﺎﻥ ﻏﻨﺎ ﻣﻲﺑﺨﺸﻴﺪ ﺳﺮﮔﺮﻡ ﻧﻴﺰ ﻣﻲﺷﻮﻳﺪ‪.‬‬ ‫ﺻﻌﻮﺩﻛﻨﻨﺪﮔﺎﻥ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﻃﻮﺭ ﺭﻭﺯﻣﺮﻩ ﻓﻘﻂ ﭘﻴﺸﺮﻭﻱ ﻛﻨﻨﺪ‪ ،‬ﺁﻥ ﻫﻢ ﺑﺪﻭﻥ ﭼﺎﻟﺶ ﻭ ﺭﺷﺪ ﺷﺨﺼﻲ‪ ،‬ﺁﻧﺎﻥ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ‬

‫ﺑﻪ ﻃﻮﺭ ﺩﺍﺋﻢ ﺩﺭ ﺣﺎﻝ ﺑﻬﺴﺎﺯﻱ ﺧﻮﻳﺶ ﻭ ﺁﻣﻮﺧﺘﻦ ﺑﺎﺷﻨﺪ‪ .‬ﻳﺎﺩﮔﻴﺮﻱ ﻣﺴﺘﻤﺮ ﺍﻳﺠﺎﺏ ﻣﻲﻛﻨﺪ ﻛﻪ ﺑـﺎ ﻣـﺮﺩﻡ ﮔﻔﺘﮕـﻮ ﻛـﺮﺩﻩ‪ ،‬ﺍﺯ‬ ‫ﺍﺷﺘﺒﺎﻫﺎﺕ ﺩﺭﺱ ﮔﺮﻓﺘﻪ‪ ،‬ﺍﺯ ﺗﺠﺎﺭﺏ ﺩﻳﮕﺮﺍﻥ ﺩﺭﺱ ﺁﻣﻮﺧﺘﻪ ﻭ ﺍﺯ ﺭﻫﺒﺮﺍﻥ ﻛﺎﺭﺁﻣﺪ ﺗﻘﻠﻴﺪ ﻛﻨﻴﻢ‪.‬‬ ‫ﻫﺸﺪﺍﺭﻫﺎﻳﻲ ﻧﻴﺰ ﺩﺭ ﻣﻮﺭﺩ ﺑﻬﺴﺎﺯﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﺁﻥ ﻫﻢ ﺍﻳﻨﻜﻪ ﺍﮔﺮ ﻣﺪﻳﺮ ﻋﺎﻟﻲﺗـﺎﻥ ﭼﻨـﺪﺍﻥ ﺑـﻪ ﺍﻳـﻦ ﻣﻮﺿـﻮﻉ ﺍﻫﻤﻴـﺖ‬ ‫ﻧﻤﻲﺩﻫﺪ‪ ،‬ﺩﺍﻧﺴﺘﻪﻫﺎﻱ ﺗﺎﺯﻩﺗﺎﻥ ﺭﺍ ﭼﻨﺪﺍﻥ ﺑﺮﻭﺯ ﻧﺪﻫﻴﺪ ﭼﻮﻥ ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻳﺠﺎﺩ ﺣﺴﺎﺳﻴﺖ ﺑﻜﻨﺪ‪ .‬ﭼﻨﺎﻧﭽﻪ ﺷﻤﺎ ﺍﺯ ﺩﺍﻧﺶ ﺑـﻪ‬ ‫ﻋﻨﻮﺍﻥ ﻓﺮﺻﺘﻲ ﺑﺮﺍﻱ ﺁﺯﺭﺩﻥ ﺩﻳﮕﺮﺍﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻴﺪ ﻧﻴﺎﻣﻮﺯﻳﺪ‪.‬‬

‫ﭘﻨﺠﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺻﺪﺍﻗﺖ ﻭ ﭘﺎﻳﺒﻨﺪﻱ ﺑﻪ ﺍﺻﻮﻝ ﺍﺧﻼﻗﻲ‬ ‫ﻟﻲ ﻻﻛﻮﻛﺎ ﻳﻜﻲ ﺍﺯ ﺗﺤﺴﻴﻦﺷﺪﻩﺗﺮﻳﻦ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺩﺭ ﻃﻮﻝ ﺳﺎﻝﻫﺎﻱ ﺍﺧﻴﺮ ﺑﻮﺩ‪ ،‬ﺍﻳﻦ ﻫﻢ ﻋﻤﺪﺗﺎﹰ ﺑﻪ ﻭﺍﺳﻄﻪ ﺍﻳﻦ ﺣﻘﻴﻘﺖ‬ ‫ﺑﻮﺩ ﻛﻪ ﻭﻱ ﻗﺎﺑﻞ ﺭﺅﻳﺖﺗﺮﻳﻦ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻓﺖ‪ .‬ﻟﻴﻜﻦ ﺑﻪ ﻋﻠﺖ ﻧﻮﻉ ﻣﺪﻳﺮﻳﺘﻲ ﻫﻢ ﻛﻪ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻴﺪ ﺩﺍﺷـﺘﻪ‬ ‫ﺑﺎﺷﺪ ﻣﻮﺭﺩ ﺗﺤﺴﻴﻦ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‪.‬‬ ‫ﻭﻱ ﺍﺯ ﺻﺪﺍﻗﺘﻲ ﺧﺎﺹ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺑﻮﺩ‪ .‬ﺍﻭ ﺗﺤﻘﻴﻖ ﻣﺮﺑﻮﻁ ﺑﻪ ﻣﺸﺘﺮﻱ ﺩﺭ ﺧﺼﻮﺹ ﺍﺗﻮﻣﺒﻴﻞ ﻣﻴﻨﻲﻭﻥ ﺭﺍ ﺑﺎ ﺧـﻮﺩ ﺩﺭ ﻫﻨﮕـﺎﻡ‬ ‫ﺍﺧﺮﺍﺝ ﺍﺯ ﺷﺮﻛﺖ ﻓﻮﺭﺩ ﺑﺮﺩ‪ .‬ﺍﻣﺎ ﺍﻭ ﺑﺮﺍﻱ ﺍﻳﻦ ﻛﺎﺭ ﺍﺯ ﺑﺮﺍﺩﺭ ﺟﻮﺍﻥﺗﺮ ﻫﻨﺮﻱ ﻓﻮﺭﺩ ﺍﺟﺎﺯﻩ ﮔﺮﻓﺖ‪ .‬ﺍﻳﻦ ﻧﻤـﺎﺩﻱ ﺍﺯ ﺩﺭﺳـﺘﻜﺎﺭﻱ ﻭ‬ ‫ﺻﺪﺍﻗﺖ ﻭﻱ ﺑﻮﺩ‪.‬‬ ‫ﺍﻟﺒﺘﻪ ﺩﻳﺪ ﺍﺷﺨﺎﺹ ﺍﺯ ﺣﻘﻴﻘﺖ ﻫﻤﻮﺍﺭﻩ ﻧﺎﻗﺺ ﺍﺳﺖ‪ .‬ﺩﺭ ﻣﺤﻴﻄﻲ ﻛﻪ ﺑﻪ ﻟﺤﺎﻅ ﺟﻬﺎﻧﻲ ﺭﻗﺎﺑﺘﻲ ﺍﺳﺖ ﺑﺎﻳﺪ ﺩﺭﻙ ﻛﻨﻴﺪ ﻛـﻪ‬ ‫ﺍﻓﺮﺍﺩﻧﻘﺶ ﺧﻮﻳﺶ ﺭﺍ ﺑﺎ ﻗﻮﺍﻋﺪ ﻣﺘﻔﺎﻭﺗﻲ ﺍﻳﻔﺎ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﺻﺪﺍﻗﺖ ﻛﺴﻲ ﻗﻀـﺎﻭﺕ ﻣـﻲﻧﻤﺎﻳﻴـﺪ‬ ‫ﻣﺤﺘﺎﻁ ﺑﺎﺷﻴﺪ‪ .‬ﮔﺎﻫﻲ ﺍﻭﻗﺎﺕ ﺍﻓﺮﺍﺩ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﺑﻪ ﻋﻨﻮﺍﻥ ﺣﻘﻴﻘﺖ ﺑﻪ ﺯﺑﺎﻥ ﻣﻲﺁﻭﺭﻧﺪ‪ ،‬ﻭ ﺍﮔﺮ ﺍﻳﻦ ﺑﺎ ﺁﻧﭽـﻪ ﻛـﻪ‬ ‫ﺷﻤﺎ ﻓﻜﺮ ﻣﻲﻛﻨﻴﺪ ﻣﺘﻔﺎﻭﺕ ﺑﺎﺷﺪ‪ ،‬ﻣﻤﻜﻦ ﺍﺳﺖ ﻧﺘﻴﺠﻪ ﺑﮕﻴﺮﻳﺪ ﻛﻪ ﺣﻘﺎﻳﻖ ﺭﺍ ﻭﺍﺭﻭﻧﻪ ﺟﻠﻮﻩ ﻣﻲﺩﻫﻨﺪ‪.‬‬ ‫ﺭﻫﺒﺮﺍﻥ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺍﺯ ﺩﺭﺳﺘﻜﺎﺭﻱ ﻭ ﺻﺪﺍﻗﺖ ﺣﻤﺎﻳﺖ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺁﻧﺎﻥ ﺑﺮﺍﺳﺎﺱ ﺍﺭﺯﻳﺎﺑﻲ ﺷﺨﺼﻲ ﺧﻮﻳﺶ ﺩﻗﻴﻘﺎﹰ‬ ‫ﭼﻪ ﭼﻴﺰﻱ ﺭﺍ ﺗﻮﺻﻴﻪ ﻛﺮﺩﻩ ﻭ ﻣﻲﻛﻮﺷﻨﺪ ﺍﻋﻤﺎﻝ ﻧﻤﺎﻳﻨﺪ؟ ﺩﺭ ﺯﻳﺮ ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺍﺭﺍﺋﻪ ﻣﻲﮔﺮﺩﺩ‪:‬‬ ‫• ﻋﻤﺪﺍ ﻛﺴﻲ ﺭﺍ ﺍﻏﻮﺍ ﻧﻜﻨﻴﺪ ﻳﺎ ﺗﺼﻮﻳﺮ ﻏﻠﻂ ﺑﻪ ﺩﺳﺖ ﻭﻱ ﻧﺪﻫﻴﺪ‬ ‫• ﺍﺯ ﮔﻔﺘﻦ ﺣﻘﻴﻘﺖ ﺧﻮﺩﺩﺍﺭﻱ ﻧﻜﻨﻴﺪ‬ ‫• ﺧﻠﻒ ﻭﻋﺪﻩ ﻧﻜﻨﻴﺪ ﻳﺎ )ﺑﺮﻏﻢ ﺍﻳﻨﻜﻪ ﺍﺯ ﻧﻈﺮ ﺑﺴﻴﺎﺭﻱ ﺭﻫﺒﺮﺍﻥ ﺳﻴﺎﺳﻲ ﻋﺪﻭﻝ ﺍﺯ ﮔﻔﺘﻪﻫﺎ ﻧﺎﻫﻨﺠﺎﺭ ﻧﻴﺴﺖ( ﺍﺯ ﮔﻔﺘـﻪﻫﺎﻳﺘـﺎﻥ‬ ‫ﻋﺪﻭﻝ ﻧﻜﻨﻴﺪ‬ ‫• ﺁﻣﺮﺍﻧﻪ ﺭﻓﺘﺎﺭ ﻧﻜﻨﻴﺪ ﻭ ﺍﻳﻦ ﻋﻤﻞ ﺧﻮﺩ ﺭﺍ ﺗﻮﺟﻴﻪ ﻧﻨﻤﺎﻳﻴﺪ‬ ‫• ﺑﺎ ﺧﻮﺩﺗﺎﻥ ﺻﺎﺩﻕ ﺑﺎﺷﻴﺪـ ﻫﻢ ﺩﺭ ﺑﺎﻃﻦ ﻭ ﻫﻢ ﺩﺭ ﻇﺎﻫﺮ‬ ‫• ﻳﺎﺩﺗﺎﻥ ﺑﺎﺷﺪ ﻋﺪﻡ ﺍﻋﺘﻤﺎﺩ ﺷﻤﺎ ﻧﺴﺒﺖ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﺍﻏﻠﺐ ﺗﻮﺟﻴﻪ ﻛﻨﻨﺪﻩ ﻋﺪﻡ ﺍﻋﺘﻤﺎﺩ ﺁﻧﺎﻥ ﺑﻪ ﺷﻤﺎﺳﺖ‪.‬‬ ‫• ﺳﻮ ﺗﻔﺎﻫﻢ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴﺪ‪ .‬ﻭ ‪......‬‬

‫ﺷﺸﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﺍﻭﻝ ﺍﻧﺪﻳﺸﻪ ﻭﺍﻧﮕﻬﻲ ﮔﻔﺘﺎﺭ‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺑﻴﺶ ﺍﺯ ﺳﺨﻦ ﮔﻔﺘﻦ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﻧﺪﻳﺸﻴﺪﻥ ﺑﻴﺶ ﺍﺯ ﺳﺨﻦ ﮔﻔﺘﻦ ﺑﻪ ﻣﻌﻨـﺎﻱ ﺗﻘﻠﻴـﺪ ﺍﺯ ﺍﻟﮕﻮﻫـﺎ ﻭ‬ ‫ﺣﺮﻛﺎﺕ ﺁﻫﺴﺘﻪ‪ ،‬ﻣﻼﻝﺁﻭﺭ ﻭ ﺧﺴﺘﻪ ﻛﻨﻨﺪﻩ ﺩﺭ ﺳﺨﻨﺮﺍﻧﻲ ﻧﻴﺴﺖ‪.‬‬ ‫ﺩﺭ ﻭﺍﻗﻊ ﭼﻴﺰﻱ ﺧﻼﻕﺗﺮ ﺍﺯ ﺟﻮﺵ ﻭ ﺧﺮﻭﺵﻫﺎﻱ ﺑﻲ ﺍﺧﺘﻴﺎﺭ ﻭ ﺍﺣﻤﻘﺎﻧﻪﺍﻱ ﺍﺳﺖ ﻛﻪ ﺑﻌﺪﻫﺎ ﻣﻮﺟﺐ ﺗﺄﺳﻒ ﻣـﻲﺷـﻮﺩ‪ .‬ﻓﻜـﺮ‬ ‫ﻛﻨﻴﺪ ﺍﮔﺮ ﺩﺭ ﺧﺼﻮﺹ ﭘﺮﺳﺸﻲ ﺍﺯ ﻗﺒﻞ ﺍﻧﺪﻳﺸﻪ ﻛﺮﺩﻩ ﺑﺎﺷﻴﺪ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺳﺮﻳﻊﺗﺮ ﺑﻪ ﺁﻥ ﭘﺎﺳﺦ ﺩﻫﻴﺪ ﺗـﺎ ﺍﻳﻨﻜـﻪ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٠ /‬‬ ‫ﻣﺠﺒﻮﺭ ﺑﺎﺷﻴﺪ ﺍﺯ ﺻﻔﺮ ﺷﺮﻭﻉ ﻛﻨﻴﺪ‪ .‬ﺳﻪ ﺩﻟﻴﻞ ﺍﺻﻠﻲ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻪ ﺍﻳﻨﻜﻪ ﻫﺮ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﺑﻪ ﺫﻫﻨﺘﺎﻥ ﻣﻲﺭﺳـﺪ ﺩﺭ ﺿـﻤﻴﺮﺗﺎﻥ‬ ‫ﺗﻜﺮﺍﺭ ﻛﻨﻴﺪ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪:‬‬ ‫• ﺍﻳﻦ ﻛﺎﺭ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﻛﻪ ﺑﺎﻫﻮﺵﺗﺮ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﻴﺪ‬ ‫• ﺍﺯ ﺗﻜﺮﺍﺭ ﻣﻜﺮﺭﺍﺕ ﭘﺮﻫﻴﺰ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‬ ‫• ﻟﻜﻨﺖ ﺯﺑﺎﻥ ﻭ ﻛﻨﺪﻱ ﮔﻔﺘﺎﺭ ﻭ ﺍﺩﺍﻱ ﺍﺻﻮﺍﺕ ﺩﺭ ﺷﻤﺎ ﺑﻪ ﺣﺪﺍﻗﻞ ﺧﻮﺍﻫﺪ ﺭﺳﻴﺪ‬ ‫ﺷﺎﻳﺪ ﺍﻳﻦ ﺳﺆﺍﻝ ﺩﺭ ﺫﻫﻦ ﺷﻤﺎ ﻣﻄﺮﺡ ﺷﻮﺩ ﻛﻪ ﺑﺎ ﺍﻳﻦ ﺗﻮﺻﻴﻪﻫﺎ ﺍﺭﺯﺵ ﺧﻮﺩﺟﻮﺷﻲ ﻭ ﺑﺪﻳﻬﻪﮔﻮﻳﻲ ﭼﻪ ﺧﻮﺍﻫﺪ ﺷﺪ؟‬ ‫ﺧﻮﺩﺟﻮﺷﻲ ﺑﻪ ﻃﻮﺭ ﻃﺒﻴﻌﻲ ﺑﻪ ﻭﺍﺳﻄﻪ ﺧﻠﻖ ﻭ ﺧﻮ ﻭ ﺍﺳﺘﻌﺪﺍﺩ ﺑﻪ ﺳﺮﺍﻍ ﺷﺨﺺ ﻣﻲﺁﻳﺪ‪ .‬ﻫﺮ ﭼﻪ ﺑﻴﺸﺘﺮ ﺩﺭ ﻣﻮﺭﺩ ﻣﺴـﺎﺋﻞ‬ ‫ﭘﻴﺶ ﺍﻧﺪﻳﺸﻲ ﻛﻨﻴﺪ ﻛﻴﻔﻴﺖ ﺧﻮﺩﺟﻮﺷﻲﺗﺎﻥ ﺭﺍ ﺑﻬﺒﻮﺩ ﻣﻲﺑﺨﺸﻴﺪ‪.‬‬

‫ﺳﻜﻮﺕ‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺳﺎﻛﺖ ﺑﺎﺷﻨﺪ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺳﺎﻛﺖ ﻫﺴﺘﻴﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺁﻧﭽـﻪ ﺭﺍ ﻛـﻪ ﮔﻔﺘـﻨﺶ ﺿـﺮﻭﺭﻱ‬ ‫ﺍﺳﺖ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﺮﺩﻩ ﻭ ﺍﺯ ﻣﻬﻤﻞ ﮔﻮﻳﻲ ﭘﺮﻫﻴﺰ ﻧﻤﺎﻳﺪ ﻭ ﭼﻮﻥ ﭘﺮﺣﺮﻓﻲ ﻧﻤﻲﻛﻨﻴﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﮔﻮﺵ ﻛﻨﻴﺪ ﻭ ﻣﻄﻠﺒـﻲ ﺭﺍ ﻛـﻪ‬ ‫ﻣﻲﮔﻮﻳﻴﺪ ﺩﺭ ﺫﻫﻨﺘﺎﻥ ﻣﺮﻭﺭ ﻛﺮﺩﻩ ﻭ ﻣﻌﻨﺎﻱ ﺁﻥ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴﺪ ﺍﺯ ﺗﻨﺪ ﻭ ﺍﺣﺴﺎﺳﺎﺗﻲ ﺻﺤﺒﺖ ﻛﺮﺩﻥ ﭘﺮﻫﻴﺰ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪.‬‬ ‫ﺳﺎﻛﺖ ﻣﺎﻧﺪﻥ ﻭ ﺳﺨﻦ ﻧﮕﻔﺘﻦ ﺍﻏﻠﺐ ﺑﻪ ﺗﻼﺵ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯ ﺩﺍﺭﺩ ﺗﺎ ﺳﺨﻦ ﮔﻔﺘﻦ‪ ،‬ﺳﻜﻮﺕ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﺧﻲ ﺍﺯ ﺍﻳﻦ ﻣﺰﺍﻳﺎ ﺭﺍ‬ ‫ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫• ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﺪ ﺫﻫﻦﺗﺎﻥ ﺍﺳﺘﺮﺍﺣﺖ ﻛﺮﺩﻩ ﻭ ﺗﻮﺟﻪ ﺑﻪ ﻧﻔﺲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‬ ‫• ﺍﺳﺮﺍﺭ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‬ ‫• ﺍﺯ ﺑﺤﺚ ﭘﺮﻫﻴﺰ ﻛﻨﻴﺪ‬ ‫• ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﺪ ﺿﻌﻒﻫﺎﻱ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﻣﺸﺎﻫﺪﻩ ﻛﻨﻴﺪ‬ ‫• ﺣﻜﺎﻳﺖ ﺍﺯ ﻗﺪﺭﺕ ﺑﺎﻃﻨﻲ ﺷﻤﺎ ﺩﺍﺭﺩ ﻭ ﺷﺨﺼﻲ ﺑﺎ ﺗﺠﺮﺑﻪ ﺑﻪ ﻧﻈﺮ ﺧﻮﺍﻫﻴﺪ ﺭﺳﻴﺪ ﻭ‪...‬‬ ‫ﺍﻣﺎ ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﺩﺭ ﺧﺼﻮﺹ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻏﻴﺮ ﻗﺎﻧﻮﻧﻲ‪ ،‬ﻧﺎﺩﺭﺳﺖ ﻭ ﻏﻴﺮ ﺍﺧﻼﻗﻲ ﺳـﺎﻛﺖ ﻧﺒﺎﺷـﻴﺪ‪ .‬ﺑـﺮ ﻋﻜـﺲ‬ ‫ﺍﻋﺘﻘﺎﺩ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﻓﺮﺍﺩ‪ ،‬ﭘﺎﻳﺒﻨﺪﻱ ﺍﺧﻼﻗﻲ ﺩﺭ ﻛﺎﺭ ﻫﻨﻮﺯ ﻧﻤﺮﺩﻩ ﺗﻨﻬﺎ ﺑﺎﻳﺪ ﺷﻬﺎﻣﺖ ﺩﺍﺷﺘﻪ ﺗﺎ ﺩﺭ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺳﺎﻛﺖ ﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫ﻋﻼﻭﻩ ﺑﺮ ﻫﻤﻪ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺑﺎﻳﺪ ﺗﻼﺵ ﻛﻨﻴﺪ ﺩﺳﺖ ﺍﺯ ﻧﺎﺳﺰﺍﮔﻮﻳﻲ ﺑﺮﺩﺍﺭﻳﺪ‪ .‬ﺩﺭ ﻣﺴـﻴﺮﻱ ﻛـﻪ ﺑـﺮﺍﻱ ﺭﺳـﻴﺪﻥ ﺑـﻪ ﻣﻘـﺎﻡ‬ ‫ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﺩﺭ ﭘﻴﺶ ﮔﺮﻓﺘﻪﺍﻳﺪ ﺑﻜﻮﺷﻴﺪ ﺍﺯ ﺍﻳﻦ ﺧﺼﻠﺖ ﭘﺮﻫﻴﺰ ﻛﻨﻴﺪ ﺯﻳﺮﺍ ﺍﻳﻦ ﺧﺼﻠﺖ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﻛﻪ ﺩﻳﮕـﺮﺍﻥ ﺷـﻤﺎ‬ ‫ﺭﺍ ﺩﺳﺖ ﻛﻢ ﮔﺮﻓﺘﻪ‪ ،‬ﺧﻮﺍﺭ ﻭ ﺿﻌﻴﻒ ﺑﻪ ﻧﻈﺮ ﺁﻳﻴﺪ‪ ،‬ﻓﺎﻗﺪ ﺗﺄﺛﻴﺮ ﺑﻮﺩﻩ ﻭ ﺷﻤﺎ ﺭﺍ ﻣﺤـﺪﻭﺩ ﻛـﺮﺩﻩ ﻭ ﺩﺭ ﺍﻓـﺮﺍﺩ ﺍﻳﺠـﺎﺩ ﺭﻧﺠـﺶ‬ ‫ﻧﻤﻮﺩﻩ ﻭ ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﺷﻴﻮﻩﺍﻱ ﺑﻲ ﻓﺎﻳﺪﻩ ﺍﺳﺖ‪.‬‬

‫ﻫﻔﺘﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺧﻼﻗﻴﺖ‬ ‫ﻳﻜﻲ ﺍﺯ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻣﺰﺍﻳﺎﻱ ﺟﻨﺒﻲ ﻛﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﺯ ﺁﻥ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺍﺳﺖ ﺣﻖ ﺍﻧﺘﺨﺎﺑﻲ ﺍﺳﺖ ﻛﻪ ﺑـﺮﺍﻱ ﺧـﻼﻕ ﺑـﻮﺩﻥ ﺩﺍﺭﺩ‪.‬‬ ‫ﺑﻴﺶ ﺍﺯ ﻫﺮ ﻛﺲ ﺩﺭ ﺷﺮﻛﺖ‪ ،‬ﺍﻳﻦ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﺳﺖ ﻛﻪ ﻓﺮﺻﺖ ﺩﺍﺭﺩ ﺑﺎ ﻗﺪﺭﺕ ﺗﺨﻴﻞ ﻋﻤﻞ ﻛﺮﺩﻩ ﻭ ﺑﻴﻨﺪﻳﺸﺪ‪ .‬ﻣﺪﻳﺮ ﻋـﺎﻟﻲ‬ ‫ﺍﻳﻦ ﺍﺧﺘﻴﺎﺭ ﻭ ﺁﺯﺍﺩﻱ ﺭﺍ ﺩﺍﺭﺩ ﻛﻪ ﻏﻴﺮ ﻋﺎﺩﻱ ﺑﻮﺩﻩ ﻭ ﺧﻄﺮ ﻣﺘﻔﺎﻭﺕ ﺑﻮﺩﻥ ﺭﺍ ﺑﭙﺬﻳﺮﺩ‪ .‬ﺍﻭ ﻣﻲﺗﻮﺍﻧﺪ ﻋﻮﺍﻗـﺐ ﻣﻨﺤﺼـﺮ ﺑـﻪ ﻓـﺮﺩ‬ ‫ﺑﻮﺩﻥ ﺭﺍ ﺗﺤﻤﻞ ﻛﺮﺩﻩ ﻭ ﺍﮔﺮ ﺑﺨﻮﺍﻫﺪ ﺑﺮﺍﻱ ﻛﺎﺭﻛﻨﺎﻧﺶ ﺍﻟﮕﻮ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﻭﻳﮋﮔﻲ ﺧﻼﻗﻴﺖ ﺭﺍ ﺩﺭ ﺧﻮﺩ ﺗﻘﻮﻳﺖ ﻛﻨﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١١ /‬‬

‫ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺧﻼﻕﺗﺮ ﺑﻮﺩ‬ ‫• ﺗﺼﻤﻴﻢ ﺑﮕﻴﺮﻳﺪ ﺧﻼﻕ ﺑﺎﺷﻴﺪ‪ .‬ﺍﻳﻦ ﺗﺼﻤﻴﻢ ﺑﺎ ﻣﺪﻳﺮﻳﺖ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩﺗﺎﻥ ﺑﺎ ﻣﺴﺎﺋﻞ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ‪ .‬ﺑﻪ ﺧﻮﺩﺗﺎﻥ ﺑﮕﻮﻳﻴـﺪ ﻭ‬ ‫ﺑﻪ ﻳﺎﺩ ﺧﻮﺩﺗﺎﻥ ﺑﻴﻨﺪﺍﺯﻳﺪ ﻛﻪ ﺷﻤﺎ ﻧﻮﺁﻭﺭ ﻫﺴﺘﻴﺪ‪ .‬ﺧﻼﻗﻴﺖ ﻣﻤﻜﻦ ﺍﺳﺖ ﻓﻘﻂ ﮔﻔﺘﻦ ﻣﻄﻠﺐ ﺑﻪ ﻧﺤﻮﻱ ﻏﻴﺮ ﻣﺘﺪﺍﻭﻝ ﺑﺎﺷﺪ‪ .‬ﻫﺮ‬ ‫ﻛﺎﺭﻱ ﻛﻪ ﻣﻲﻛﻨﻴﺪ ﺑﻜﻮﺷﻴﺪ ﺗﻘﻠﻴﺪ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺗﻜﺮﺍﺭ ﻣﻲﻛﻨﻴﺪ‬ ‫• ﺑﻪ ﺧﻮﺩﺗﺎﻥ ﺳﺨﺖ ﻣﻲﮔﻴﺮﻳﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺑﺎﺭﻩ ﻛﻪ ﭼﺮﺍ ﻓﻼﻥ ﻳﺎ ﻫﻤﺎﻥ ﭼﻴـﺰ ﻛـﺎﺭ ﻧﻤـﻲﻛﻨـﺪ ﺑـﻴﺶ ﺍﺯ ﺍﻧـﺪﺍﺯﻩ ﺧـﺮﺩﻩ ﮔﻴـﺮ‬ ‫ﻣﻲﺑﺎﺷﻴﺪ‪ .‬ﻧﺎﺭﺍﺣﺖ ﻧﺸﻮﻳﺪ ﻛﻪ ﺷﻤﺎ ﻛﻮﺷﺶ ﺧﻮﻳﺶ ﺭﺍ ﻛﺮﺩﻩ ﻭ ﻧﺎﻛﺎﻡ ﺷﺪﻩﺍﻳﺪ ﻭ ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﻪ ﺧﻄﺎ ﺭﻓﺘﻪ ﻳﺎ ﺍﺷﺘﺒﺎﻩ ﻣﻲﻛﻨﻴﺪ ﺍﺯ‬ ‫ﺧﻮﺩﺗﺎﻥ ﺑﭙﺮﺳﻴﺪ ﺁﻳﺎ ﺍﻳﻦ ﺗﻼﺵ ﺑﺮﺍﻱ ﻣﻦ ﻳﺎ ﻛﺲ ﺩﻳﮕﺮﻱ ﻣﻔﻴﺪ ﺍﺳﺖ‪.‬‬ ‫• ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻛﻨﻴﺪ‪ .‬ﺗﺸﺨﻴﺺ ﺩﻫﻴﺪ ﭼﻪ ﻣﻮﻗﻊ ﺩﻳﮕﺮﺍﻥ ﻧﻴﺰ ﺩﺍﺭﻧﺪ ﻣﻲﻛﻮﺷﻨﺪ ﺑﻪ ﺍﻧﺪﻳﺸﻪﻫﺎﻱ ﺗـﺎﺯﻩﺍﻱ ﺑﺮﺳـﻨﺪ‪.‬‬ ‫ﭘﺮﺳﺶﻫﺎﻳﻲ ﻣﻄﺮﺡ ﻛﻨﻴﺪ ﻛﻪ ﺗﻔﻜﺮ ﺁﻧﺎﻥ ﻭ ﻧﻴﺰ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺗﺤﺮﻳﻚ ﻛﻨﻴﺪ‬ ‫• ﭘﺸﺘﻜﺎﺭ ﺑﻪ ﺧﺮﺝ ﺩﻫﻴﺪ‪ .‬ﺟﺮﻳﺎﻥ ﺍﻣﺮ ﺭﺍ ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ‪ .‬ﺗﻮﻗﻒ ﻧﻜﻨﻴﺪ‪ .‬ﻧﺎﺍﻣﻴﺪ ﻧﺸﻮﻳﺪ ﺩﺳﺖ ﻧﻜﺸﻴﺪ ﻳﺎ ﺩﻳﮕـﺮﺍﻥ ﺭﺍ ﺩﻟﺴـﺮﺩ‬ ‫ﻧﻨﻤﺎﻳﺪ‪.‬‬ ‫ﺩﺭ ﺑﻴﺸﺘﺮ ﺷﺮﺡ ﻭﻇﻴﻔﻪﻫﺎﻱ ﺷﻐﻠﻲ ﻣﻮﺿﻮﻉ ﺧﻼﻗﻴﺖ ﻣﺪ ﻧﻈﺮ ﻗﺮﺍﺭ ﻧﮕﺮﻓﺘﻪ ﺍﺳﺖ ﻟﻴﻜﻦ ﺧﻼﻗﻴﺖ ﻫﻤﺎﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛـﻪ‬ ‫ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﻳﺎﻓﺘﻦ ﺷﺮﻁ ﻣﻄﻠﻮﺏ ﺭﻫﺒﺮﻱ ﺳﻄﺢ ﺑﺎﻻ ﻳﻌﻨﻲ " ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﺩﻳﺪ ﻭ ﭼﺸﻢ ﺍﻧﺪﺍﺯﻩ ﺁﻳﻨﺪﻩ" ﻻﺯﻡ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺷـﻤﺎ‬ ‫ﺍﻛﻨﻮﻥ ﺧﻼﻕ ﻧﺒﺎﺷﻴﺪ ﺑﻌﺪﺍﹰ ﺧﻼﻕ ﻧﺨﻮﺍﻫﻴﺪ ﺑﻮﺩ ﻭ ﺩﻳﺪ ﺭﻫﺒﺮﻱ ﻫﻤﻪ ﭘﻴﺮﺍﻣﻮﻥ ﺧﻼﻗﻴﺖ ﺍﺳﺖ‪.‬‬

‫ﻫﺸﺘﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﻓﺮﻭﺗﻨﻲ ﺩﺭ ﺍﻧﻈﺎﺭ‬ ‫ﺍﺷﺨﺎﺻﻲ ﻛﻪ ﺩﺍﺭﺍﻱ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻫﺴﺘﻨﺪ ﺩﺭ ﺍﻧﻈﺎﺭ ﻓﺮﻭﺗﻦ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺍﻓﺮﺍﺩ ﻓﺎﻗﺪ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻓـﺮﻭﺗﻦ ﻧﻴﺴـﺘﻨﺪ‪.‬‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻭ ﻛﺎﺭﺁﺯﻣﻮﺩﻩ ﺍﺳﺘﻌﺪﺍﺩ ﻭ ﺗﻮﺍﻧﺎﻳﻲ ﺧﻮﻳﺶ ﺭﺍ ﺩﺭ ﺣﺪ ﺍﻋﻠﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ ﺍﻣﺎ ﺍﺯ ﺍﺳﺘﻌﺪﺍﺩﻫﺎ‪ ،‬ﺗﻮﺍﻧﺎﻳﻲﻫﺎ ﻭ‬ ‫ﺍﺭﺯﺵ ﺧﻮﻳﺶ ﺑﺎ ﻓﺮﻭﺗﻨﻲ ﺳﺨﻦ ﻣﻲﮔﻮﺋﻴﺪ‪ .‬ﺩﺭ ﻣﻴـﺎﻥ ﺟﻤـﻊ ﻣﺘﻮﺍﺿـﻊ ﺑـﻮﺩﻥ ﺑـﻪ ﻣﻌﻨـﻲ ﭘﺮﻫﻴـﺰ ﻛـﺮﺩﻥ ﺍﺯ ﺭﻓﺘـﺎﺭ ﺗﺼـﻨﻌﻲ‬ ‫ﻓﺨﺮﻓﺮﻭﺷﺎﻧﻪ ﻭ ﺳﺨﻨﺎﻥ ﭘﺮ ﻻﻑ ﻭ ﮔﺰﺍﻑ ﺍﺳﺖ‪.‬‬ ‫ﻫﺎﻝ ﻛﺮﺍﺱ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﺮﻛﺖ ﻛﺮﺳﺖ ﻛﺎﻡ ﺍﻳﻨﺘﺮﻧﺸﻨﺎﻝ ﻣﻲﮔﻮﻳﺪ‪" :‬ﭼﻴﺰﻫﺎﻱ ﻗﺸﺘﮕﻲ ﺭﺍ ﻛﻪ ﻛﺴﻲ ﻧﺎﭼﺎﺭ ﺍﺳﺖ ﺩﺭ ﻣـﻮﺭﺩ‬ ‫ﺷﻤﺎ ﺑﮕﻮﻳﺪ ﺑﺎ ﻣﻬﺮﺑﺎﻧﻲ ﺑﭙﺬﻳﺮﻳﺪ ﺍﻣﺎ ﺁﻥ ﺭﺍ ﺑﺎﻭﺭ ﻧﻜﻨﻴﺪ‪ .‬ﻭﻗﺘﻲ ﻛﻪ ﻛﺎﺭﻫﺎ ﺩﺍﺭﺩ ﺧﻮﺏ ﭘﻴﺶ ﻣﻲﺭﻭﺩ ﺷﻤﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮ ﻋـﺎﻟﻲ‬ ‫ﺍﻋﺘﺒﺎﺭﻱ ﺑﻴﺶ ﺍﺯ ﺁﻧﭽﻪ ﺍﺳﺘﺤﻘﺎﻕ ﺩﺍﺭﻳﺪ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻭﺭﻳﺪ‪ .‬ﻭ ﺯﻣﺎﻧﻲ ﻛﻪ ﻛﺎﺭﻫﺎ ﺧﻮﺏ ﭘﻴﺶ ﻧﻤﻲﺭﻭﺩ ﺑﻴﺶ ﺍﺯ ﺍﺳﺘﺤﻘﺎﻕ ﺧﻮﺩ‬ ‫ﻧﻜﻮﻫﺶ ﻣﻲﺷﻮﻳﺪ‪".‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٢ /‬‬

‫ﻓﺼﻞ ‪٤‬‬ ‫ﺩﺭ ﺭﺍﻩ ﺻﻌﻮﺩ‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻣﻮﻓﻖ ﭼﮕﻮﻧﻪ ﺍﺯ ﺻﻌﻮﺩ ﻟﺬﺕ ﻣﻲﺑﺮﻧﺪ‪.‬‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺳﺒﻚ ﺷﻨﺎﺱ‪ ،‬ﺑﺎ ﺷﻬﺎﻣﺖ ﻭ ﻛﻤﻲ ﻭﺣﺸﻲ‪ ،‬ﺷﻮﺥ ﻃﺒﻊ‪ ،‬ﻧﻘﺶﺁﻓﺮﻳﻦ ﻭ ﺟﺰﺋﻲﻧﮕﺮ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﻧﻬﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺳﺒﻚ ﺷﻨﺎﺳﻲ‬ ‫ﻣﺠﻠﻪ ﻓﻮﺭﺑﺲ ﻳﻚ ﻫﻔﺘﻪ ﺍﺯ ﻣﺪﻳﺮ ﻋﺎﻟﻲﺍﻱ ﺗﻤﺠﻴﺪ ﻣﻲﻛﻨﺪ ﻛﻪ "ﻣﺄﻣﻮﺭﻳﺖ ﺧﻮﺩ ﺭﺍ ﺑـﺪﻭﻥ ﺍﺯ ﺧﻮﺩﮔﺬﺷـﺘﮕﻲ ﻭ ﻣﺸـﺎﺭﻛﺖ‬ ‫ﻣﺸﺘﺎﻗﺎﻧﻪ ﻛﺴﺎﻧﻲ ﻛﻪ ﺭﻫﺒﺮﻱ ﻣﻲﺷﻮﻧﺪ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ‪ ".‬ﻭ ﻫﻔﺘﻪ ﺑﻌﺪ ﻣﺪﻳﺮ ﻋﺎﻟﻲﺍﻱ ﺭﺍ ﺗﺤﺴـﻴﻦ ﻣـﻲﻧﻤﺎﻳـﺪ ﻛـﻪ "ﺑـﻪ ﺟـﺎﻱ‬ ‫ﺩﻳﻜﺘﺎﺗﻮﺭﻱ ﻋﻤﻞ ﻛﺮﺩﻥ‪ ،‬ﻣﻲﻛﻮﺷﺪ ﺧﻮﺩﺵ ﺭﺍ ﺑﻪ ﺟﺎﻱ ﻛﺎﺭﻛﻨﺎﻧﺶ ﺑﮕﺬﺍﺭﺩ ﻭ ‪ ....‬ﻭ ﺑﻪ ﻛـﺎﺭﮔﺮﺍﻧﺶ ﻗﺎﺑﻠﻴـﺖ ﺗﻐﻴﻴـﺮ ﻭ ﻗـﺪﺭﺕ‬ ‫ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻓﺮﺍﻭﺍﻧﻲ ﻣﻲﺩﻫﺪ‪ " .‬ﻛﺪﺍﻡ ﺳﺒﻚ ﺑﻬﺘﺮﻳﻦ ﺳﺒﻚ ﺍﺳﺖ؟ ﺳﺒﻜﻲ ﻛﻪ ﺑﺎ ﻭﺿﻌﻴﺖ ﺑﻬﺘﺮ ﺗﻄﺒﻴﻖ ﻛﻨﺪ‪.‬‬ ‫ﺑﻬﺘﺮﻳﻦ ﺗﻌﺮﻳﻒ ﺍﺯ ﺳﺒﻚ ﻣﻄﻠﻮﺏ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺭﻓﺘﺎﺭ ﻣﻨﺎﺳﺐ ﺩﺭ ﻭﻗﺖ ﻣﺸﺨﺺ‪ ،‬ﺳﺒﻚ ﻏﻴﺮ ﻣﻄﻠﻮﺏ ﻋﺒﺎﺭﺕ ﺍﺳـﺖ‬ ‫ﺍﺯ ﺭﻓﺘﺎﺭ ﻳﻜﺴﺎﻥ ﺩﺭ ﻫﻤﻪ ﺍﻭﻗﺎﺕ ﺑﺎ ﻫﻤﻪ ﺍﺷﺨﺎﺹ‪ .‬ﺑﺮﺍﻱ ﺩﺍﺷﺘﻦ ﺳﺒﻚ ﻣﻨﺎﺳﺐ ﺑﺎﻳﺪ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﺑﺮﺍﻱ ﺧﻮﺩ ﺭﻭﺷﻦ ﻛﻨﻴﺪ‪:‬‬ ‫• ﺑﺪﺍﻧﻴﺪ ﭼﻪ ﺗﻴﭗ ﺁﺩﻣﻲ ﻫﺴﺘﻴﺪ‪ .‬ﺗﻴﭗ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑﺸﻨﺎﺳﻴﺪ ﻟﻴﻜﻦ ﺁﻥ ﺭﺍ ﺑﻬﺎﻧﻪﺍﻱ ﺑﺮﺍﻱ ﺭﻓﺘﺎﺭﺗﺎﻥ ﻗﺮﺍﺭ ﻧﺪﻫﻴﺪ‪ .‬ﺭﻓﺘﺎﺭﺗـﺎﻥ‬ ‫ﺳﺒﻚﺗﺎﻥ ﺭﺍ ﻣﺸﺨﺺ ﻣﻲﻛﻨﺪ‪ .‬ﺭﻓﺘﺎﺭﺗﺎﻥ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻴﺪ ﺗﺎ ﺳﺒﻚﺗﺎﻥ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪.‬‬ ‫• ﺳﺒﻚ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺑﺸﻨﺎﺳﻴﺪ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺳﺒﻚﻫﺎﻳﻲ ﻛﻪ ﻣﺆﺛﺮ ﻫﺴﺘﻨﺪ ﻭﻓﻖ ﺩﻫﻴﺪ ﻭ ﻳﺎﺩ ﺑﮕﻴﺮﻳـﺪ ﺑـﺎ ﺁﻥ ﺳـﺒﻚﻫـﺎﻳﻲ ﻛـﻪ‬ ‫ﭼﻨﺪﺍﻥ ﻣﺆﺛﺮ ﻧﻴﺴﺘﻨﺪ ﻛﻨﺎﺭ ﺁﻳﻴﺪ‪.‬‬ ‫• ﺷﻴﻮﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺭﻓﺘﺎﺭ ﻭ ﺳﺒﻚ ﻣﺸﺨﺺ ﺗﺎﺯﻩﺍﻱ ﺭﺍ ﭘﺪﻳﺪ ﺁﻭﺭﻳﺪ‪ .‬ﺍﻳﻦ ﺷﻴﻮﻩﻫﺎﻱ ﺭﻓﺘـﺎﺭ ﺭﺍ ﺑـﺎ ﺍﻓـﺮﺍﺩ ﻭ ﻣﻮﻗﻌﻴـﺖﻫـﺎﻱ‬ ‫ﻣﺘﻔﺎﻭﺕ ﺁﺯﻣﺎﻳﺶ ﻛﻨﻴﺪ ﺧﺼﻠﺖﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ ﺭﺍ ﺩﺭ ﺍﻭﻗﺎﺕ ﻣﺨﺘﻠﻒ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﺩﻗﻴﻖ ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪ .‬ﺁﻧﻬﺎ ﺭﺍ ﻛﺎﻣﻞ ﻛﻨﻴﺪ ﺩﺭﻫﻢ‬ ‫ﺁﻣﻴﺰﻳﺪ ﻭ ﺗﻮﺍﺯﻥ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺳﺒﻚ ﻏﺎﻟﺐ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺣﺪﺱ ﻧﺰﻧﻴﺪ ﺑﻠﻜﻪ ﺑﭙﺮﺳﻴﺪ‪ .‬ﺑﻔﻬﻤﻴﺪ‪ .‬ﺍﻳﻦ ﻓﻬﻤﻴﺪﻥ ﻣﻲﺗﻮﺍﻧﺪ ﺍﺯ ﻃﺮﻳﻖ ﭘﺮﺳﺶﻫﺎﻳﻲ ﻧﻈﻴﺮ ﺍﻳـﻦ‬ ‫ﭘﺪﻳﺪ ﺁﻳﺪ‪ :‬ﻣﻴﻞ ﺩﺍﺭﻳﺪ ﻣﺴﺎﺋﻞ ﭼﮕﻮﻧﻪ ﭘﻴﺶ ﺁﻳﺪ‪ ،‬ﺑﻪ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﭼﮕﻮﻧﻪ ﺑﺮﺧﻮﺭﺩ ﻣﻲﻛﻨﻴﺪ؟ ﻓﻜﺮ ﻣﻲﻛﻨﻴـﺪ ﭼـﻪ ﭼﻴـﺰﻱ ﺭﺍ ﺩﺭ‬ ‫ﺍﻳﻨﺠﺎ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﻧﺤﻮ ﻋﻤﻞ ﻣﻲﻛﻨﺪ؟‬ ‫ﻳﻚ ﺟﻨﺒﻪ ﻗﺎﺑﻞ ﺭﺅﻳﺖ ﺍﺯ ﺳﺒﻚ ﺩﻳﺪﺍﺭﻱ ﺷﻤﺎ ﻇﺎﻫﺮ ﻓﻴﺰﻳﻜﻲ ﺷﻤﺎﺳﺖ‪ .‬ﻣﻲﺗﻮﺍﻥ ﻛـﺎﺭﻱ ﻛـﺮﺩ ﻛـﻪ ﺑـﻪ ﭘـﺮﻭﺭﺵ ﺳـﺒﻚ‬ ‫ﻓﻴﺰﻳﻜﻲ ﻛﻤﻚ ﻧﻤﺎﻳﻴﺪ ﻧﻈﻴﺮ ‪:‬‬ ‫• ﺑﻪ ﺁﺷﻔﺘﮕﻲ ﻭ ﭘﺮﻳﺸﺎﻥ ﺧﻴﺎﻟﻲ ﭘﺎﺳﺦ ﻧﺪﻫﻴﺪ‬ ‫• ﻳﻚ ﻃﺮﺡ ﻋﻴﻨﻲ ﺑﺮﺍﻱ ﺑﺎﺯﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺻﺤﻨﻪ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﻋﻴﻨﻲ ﺑﺮﺍﻱ ﺍﻧﺠـﺎﻡ ﻣﻘﺼـﻮﺩﻱ ﻛـﻪ ﺩﺭ ﻣـﻮﺭﺩ ﺁﻥ ﻣﺼـﻤﻢ‬ ‫ﻫﺴﺘﻴﺪ ﭘﻴﺸﺎﭘﻴﺶ ﺗﻨﻈﻴﻢ ﻛﻨﻴﺪ‬ ‫• ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﺑﺎﺷﻴﺪ‬ ‫• ﺑﻪ ﺍﻓﺮﺍﺩ ﻧﺸﺎﻥ ﺩﻫﻴﺪ ﻣﻘﺼﻮﺩﺗﺎﻥ ﺍﺯ ﻫﻤﺎﻫﻨﮕﻲ ﺩﺭ ﺣﺮﻑ ﻭ ﻋﻤﻞ ﭼﻴﺴﺖ‬ ‫• ﻭ ‪.....‬‬ ‫ﻋﻼﻭﻩ ﺑﺮ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺗﻮﺻﻴﻪ ﻣﻲﺷﻮﺩ ﻛﻪ ﺩﺭ ﻫﻨﮕﺎﻡ ﺩﺳﺖ ﺩﺍﺩﻥ ﺑﺎ ﻣﺮﺩﻡ ﺍﺻﻮﻝ ﺧﻮﺏ ﺩﺳﺖ ﺩﺍﺩﻥ ﺭﺍ ﺭﻋﺎﻳـﺖ ﻛـﺮﺩﻩ‪،‬‬ ‫ﻫﻤﻮﺍﺭﻩ ﻧﺎﻡ ﺍﺷﺨﺎﺹ ﺭﺍ ﺑﻪ ﻳﺎﺩ ﺁﻭﺭﺩﻩ‪ ،‬ﺍﻓﺮﺍﺩ ﺭﺍ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺭﻭﺍﺑﻂ ﺍﺩﺍﺭﻱ ﻟﻤﺲ ﻛﺮﺩﻩ‪ ،‬ﺗﻤﺎﺱ ﺍﺩﺍﺭﻱ ﺭﺍ ﺑﺎ ﺑﺮﺩﺑﺎﺭﻱ ﭘـﺬﻳﺮﺍ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٣ /‬‬ ‫ﺑﺎﺷﻴﺪ‪ ،‬ﺍﻓﺮﺍﺩ ﺭﺍ ﺩﺭ ﭼﺎﺭﭼﻮﺏ ﺭﻭﺍﺑﻂ ﺍﺩﺍﺭﻱ ﺩﺭ ﺁﻏﻮﺵ ﺑﮕﻴﺮﻳﺪ‪ ،‬ﺍﻳﺴﺘﺎﺩﻥ ﺣﺮﻓﻪﺍﻱ ﺭﺍ ﺭﻋﺎﻳﺖ ﻛﺮﺩﻩ‪ ،‬ﺑﻪ ﺷﻜﻠﻲ ﻛﻨﺘﺮﻝ ﺷـﺪﻩ‬ ‫ﺑﻨﺸﻴﻨﻴﺪ‪ .‬ﻫﻨﮕﺎﻡ ﺳﺨﻦ ﮔﻔﺘﻦ ﺍﺯ ﺣﺮﻛﺎﺕ ﺳﺮ ﻭ ﺩﺳﺖ ﺍﺳﺘﻔﺎﺩﻩ ﻛﺮﺩﻩ ﺗﺎ ﺣﻀﻮﺭﺗﺎﻥ ﺗﻘﻮﻳﺖ ﺷﻮﺩ‪.‬‬

‫ﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺷﻬﺎﻣﺖ‪ /‬ﺍﻧﺪﻛﻲ ﺗﻮﺣﺶ‬ ‫ﺑﺎ ﺷﻬﺎﻣﺖ ﺑﻮﺩﻥ ﻳﻌﻨﻲ ﺭﻳﺴﻚ ﻛﺮﺩﻥ‪ ،‬ﺭﻳﺴﻚ ﻛﺮﺩﻥ ﺑﺎ ﭘﻮﻝ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ‪ ،‬ﻃﺮﺡﻫﺎ‪ ،‬ﻋﻤﻠﻴﺎﺕ‪ ،‬ﻭ ﺍﻓﺮﺍﺩ‪ .‬ﺻـﻌﻮﺩﻛﻨﻨﺪﮔﺎﻧﻲ‬ ‫ﻛﻪ ﻛﻮﻫﻨﻮﺭﺩ ﻣﻲﺷﻮﻧﺪ ﺑﺎ ﺍﺭﺗﻔﺎﻋﺎﺕ ﺩﻭﺭﺩﺳﺖ ﺑﺎ ﺷﺠﺎﻋﺖ ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺷﻤﺎ ﺑﺎ ﭘﺮﻫﻴﺰ ﺍﺯ ﻧﮕﺮﺍﻧﻲ‪ ،‬ﺟﻠـﻮﮔﻴﺮﻱ ﺍﺯ ﺑـﺮﻭﺯ‬ ‫ﻓﺸﺎﺭ ﻋﺼﺒﻲ ﻏﻴﺮ ﻻﺯﻡ ﺩﺭ ﺩﺭﻭﻥ ﺧﻮﺩ‪ ،‬ﻭ ﻋﺪﻡ ﺗﻌﻠﻞ ﺩﺭ ﻛﺎﺭ ﺷﻬﺎﻣﺖ ﺭﺍ ﺩﺭ ﺧﻮﺩ ﭘﺪﻳـﺪ ﻣـﻲﺁﻭﺭﻳـﺪ‪ .‬ﺷـﻤﺎ ﺑـﺎ ﺍﻧﺠـﺎﻡ ﺩﺍﺩﻥ‬ ‫ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺍﺯ ﺍﻧﺠﺎﻡ ﺁﻥ ﺑﻴﻢ ﺩﺍﺭﻧﺪ ﺷﻬﺎﻣﺖ ﺭﺍ ﺩﺭ ﺧﻮﺩ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﻳﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﺍﻳﻨﻜﻪ ﺷﻬﺎﻣﺖ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺑﻴﻨﺪﻳﺸﻴﺪ‪ ،‬ﺻﺎﺩﻕ ﺑﺎﺷﻴﺪ‪ ،‬ﺩﺭﻭﻧﺪﺍﺩﻫﺎﻱ ﺻﺤﻴﺢ ﺭﺍ ﺩﺭ ﻣﻮﺭﺩ ﺗﺼﻤﻴﻢﺗـﺎﻥ ﺍﺯ‬ ‫ﺍﺷﺨﺎﺹ ﻣﻨﺎﺳﺐ ﺩﺭﻳﺎﻓﺖ ﻛﻨﻴﺪ‪ ،‬ﺗﻔﺮﻳﺢ ﻛﻨﻴﺪ‪ .‬ﻭﺍﻛﻨﺶﻫﺎﻱ ﺯﻳﺮ ﺩﺭ ﻣﻮﺭﺩ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﺷﻬﺎﻣﺖ ﺗﻌﺮﻳﻒ ﻣﻲﺷـﻮﺩ‪ .‬ﺷـﻤﺎ‬ ‫ﻣﻲﺗﻮﺍﻧﻴﺪ ﻳﻜﻲ ﺍﺯ ﻭﺍﻛﻨﺶﻫﺎﻱ ﺯﻳﺮ ﺭﺍ ﺑﺮﮔﺰﻳﻨﻴﺪ‪:‬‬ ‫ﺳﻄﺢ ‪ ١‬ﺷﻬﺎﻣﺖ‪ :‬ﺗﺎ ﻧﻘﻄﻪ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﻛﺎﻣﻞ ﻋﻘﺐ ﻧﺸﻴﻨﻲ ﻛﻨﻴﺪ‪.‬‬ ‫ﺳﻄﺢ ‪ ٢‬ﺷﻬﺎﻣﺖ‪ :‬ﺑﻲ ﻫﻴﭻ ﭼﻮﻥ ﻭ ﭼﺮﺍﻳﻲ ﻣﻮﺍﻓﻘﺖ ﻛﻨﻴﺪ‪.‬‬ ‫ﺳﻄﺢ ‪ ٣‬ﺷﻬﺎﻣﺖ‪ :‬ﻧﮕﺮﺍﻧﻲ ﺧﻮﺩ ﺭﺍ ﺑﻴﺎﻥ ﻛﻨﻴﺪ ﻭ ﺭﺍﻩﻫﺎﻱ ﺩﻳﮕﺮﻱ ﺭﺍ ﭘﻴﺸﻨﻬﺎﺩ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫ﺳﻄﺢ ‪ ٤‬ﺷﻬﺎﻣﺖ‪ :‬ﻭﺿﻊ ﺧﻮﺩ ﺭﺍ ﻣﺤﻜﻢ ﻭ ﺍﺳﺘﻮﺍﺭ ﺣﻔﻆ ﻛﻨﻴﺪ ﻭ ﺧﻢ ﻧﺸﻮﻳﺪ‪.‬‬ ‫ﺳﻄﺢ ‪ ٥‬ﻭ ‪ ٦‬ﻭ ‪ ٧‬ﺷﻬﺎﻣﺖ‪ :‬ﺑﺴﺘﮕﻲ ﺩﺍﺭﺩ ﺑﻪ ﺷﻤﺎ ﻭ ﻭﺿﻌﻴﺘﻲ ﻛﻪ ﺑﺎ ﺁﻥ ﻣﻮﺍﺟﻪ ﻫﺴﺘﻴﺪ‪.‬‬ ‫ﻫﺮ ﺳﻄﺤﻲ ﺭﺍ ﻛﻪ ﺍﺣﺘﻤﺎﻻ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻴﺪ ﺩﻓﻌﻪ ﺩﻳﮕﺮ ﺑﻪ ﺳﻄﺢ ﺑﺎﻻﺗﺮﻱ ﺑﺮﻭﻳﺪ‪.‬‬ ‫ﺍﻳﺠﺎﺩ ﺩﮔﺮﮔﻮﻧﻲ ﻋﻤﻴﻖ ﺩﺭ ﻳﻚ ﻣﺤﻴﻂ ﻛﺎﺭ ﺳﻨﺘﻲ ﻭ ﺧﺸﻚ ﺍﺣﺘﻴﺎﺝ ﺑﻪ ﺷﻬﺎﻣﺖ ﺩﺍﺭﺩ‪ .‬ﻟﻴﻜﻦ ﺍﻳﻦ ﺭﻳﻴﺲ ﺍﺳﺖ ﻛﻪ ﻣﻴﻞ ﺩﺍﺭﺩ‬ ‫ﺁﻥ ﺭﺍ ﺑﻪ ﺧﺮﺝ ﺩﻫﺪ ﻭ ﺑﻪ ﺑﻠﻨﺪﺗﺮﻳﻦ ﻗﻠﻪ ﺩﺳﺖ ﻳﺎﺑﺪ‪ .‬ﺷﺠﺎﻉ ﻭ ﻛﻤﻲ ﻭﺣﺸﻲ ﺑﻮﺩﻥ ﻳﻌﻨﻲ ﻣﻴﻞ ﺑﻪ ﺭﻳﺴﻚ ﻛـﺮﺩﻥ ﺩﺍﺷـﺘﻦ‪ .‬ﺩﺭ‬ ‫ﺯﻧﺪﮔﻲ ﺭﻭﺯﻣﺮﻩ‪ ،‬ﻭ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ‪ ،‬ﻣﺮﺯﻫﺎ‪ ،‬ﻣﺤﺪﻭﺩﻳﺖﻫﺎ‪ ،‬ﺭﻭﺵﻫﺎ‪ ،‬ﺿﺎﺑﻄﻪﻫﺎ ﻭ ﺭﻓﺘﺎﺭﻫﺎﻱ ﻏﻴﺮﻣﻨﺘﻈـﺮﻩﺍﻱ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫ﮔﺎﻩ ﮔﺎﻫﻲ ﺍﺯ ﺍﻳﻦ ﻗﻴﺪ ﻭ ﺑﻨﺪﻫﺎ ﺧﺎﺭﺝ ﺷﻮﻳﺪ‪.‬‬ ‫ﺍﮔﺮ ﺍﻧﺪﻛﻲ ﻭﺣﺸﻲ ﻧﺒﺎﺷﻴﺪ ﻭ ﻛﺎﺭﻫﺎ ﺭﺍ ﺩﮔﺮﮔﻮﻥ ﻧﻜﻨﻴﺪ‪ ،‬ﺁﺭﺍﻡ ﺧﻮﺍﻫﻴﺪ ﮔﺮﻓﺖ ﻭ ﺩﺭ ﻣﺴﻴﺮ ﺧﻮﺩﺗﺎﻥ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻳﺪ ﻛﻪ ﺍﻳﻦ‬ ‫ﻣﺎﻧﻊ ﺗﻐﻴﻴﺮ ﺷﻤﺎﺳﺖ ﻭ ﺍﺯ ﺭﺷﺪﺗﺎﻥ ﺟﻠﻮﮔﻴﺮﻱ ﻣﻲﻛﻨﺪ ﻛﻤﻲ ﻟﺠﺎﻡ ﮔﺴﻴﺨﺘﻪ ﺑﻮﺩﻥ ﺁﺳﺎﻥ ﺍﺳﺖ ﻓﻘﻂ ﺑـﻪ ﺩﻗـﺖ ﻧﮕـﺎﻩ ﻛﻨﻴـﺪ‬ ‫ﺑﻴﺸﺘﺮ ﻣﺮﺩﻡ ﭼﻪ ﻛﺎﺭﻱ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ ﻭ ﺁﻥ ﺭﺍ ﺍﻧﺠﺎﻡ ﻧﺪﻫﻴﺪ‪.‬‬

‫ﻳﺎﺯﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺷﻮﺥ ﻃﺒﻌﻲ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻭ ﺑﺎﻳﺪ ﺗﻘﺮﻳﺒﺎﹰ ﻫﻤﻪ ﻭﻗﺖ‪ ،‬ﺑﺎ ﻫﻤﻪ ﻛﺲ‪ ،‬ﺗﺤﺖ ﻫﺮ ﺷﺮﺍﻳﻄﻲ ﺧﻮﺷـﺮﻭ‬ ‫ﺑﺎﺷﻨﺪ‪ .‬ﺍﺷﺨﺎﺻﻲ ﻛﻪ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺩﺍﺭﻧﺪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﺧﻮﺩﺷﺎﻥ ﺑﺨﻨﺪﻧﺪ‪ .‬ﺍﺷﺨﺎﺹ ﻣﺸﻮﺵ ﻧﻤﻲﺗﻮﺍﻧﻨـﺪ‪ .‬ﺷـﻮﺥ ﻃﺒﻌـﻲ‬ ‫ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﻭﺍﻗﻌﻲ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﺭﻭﺵ ﺛﺎﺑﺖ ﺯﻧﺪﮔﻲ ﺑﺎﺷﺪ‪ .‬ﺟﺮﻗﻪﺍﻱ ﺍﺗﻔﺎﻗﻲ ﻭ ﮔﺎﻩ ﻭ ﺑﻴﮕﺎﻩ ﺍﺯ ﺧﻮﺵ ﺧﻠﻘﻲ ﻛـﺎﻓﻲ ﻧﻴﺴـﺖ‪ .‬ﺍﮔـﺮ‬ ‫ﻃﺒﻴﻌﺖ ﺍﻧﺴﺎﻥ ﺭﺍ ﺩﺭﻙ ﻛﻨﻴﺪ ﻣﻲﺑﻴﻨﻴﺪ ﺗﺮﻛﻴﺒﻲ ﺍﺳﺖ ﺍﺯ ﻏﻢﻫﺎ ﻭ ﺷﺎﺩﻱﻫﺎ‪ ،‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺷﺎﺩ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺷﻮﺧﻲ ﻋﺎﻣﻞ ﻳﻜﺴﺎﻥ ﺳﺎﺯ ﻣﻬﻤﻲ ﺍﺳﺖ ﻛﻪ ﻓﺎﺻﻠﻪﻫﺎ ﺭﺍ ﺍﺯ ﻧﻈﺮ ﻓﺮﻫﻨﮕﻲ‪ ،‬ﺍﺯ ﻧﻈﺮ ﻣﻘﺎﻡ‪ ،‬ﻭ ﺩﻳﮕـﺮ ﻣﻮﺍﻧـﻊ ﻇـﺎﻫﺮﻱ ﻛﻮﺗـﺎﻩ‬ ‫ﻣﻲﻛﻨﺪ‪ .‬ﺷﻤﺎ ﺑﺎ ﺍﺷﺨﺎﺻﻲ ﻛﻪ ﺷﻮﺧﻲ ﻣﻲﻛﻨﻨﺪ ﭘﻴﻮﻧﺪﻱ ﻣﻲﺧﻮﺭﻳﺪ‪ .‬ﻣﺮﺩﻡ ﻛﺴﺎﻧﻲ ﺭﺍ ﻛﻪ ﺑﺎ ﺁﻧﺎﻥ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺨﻨﺪﻧﺪ ﺩﻭﺳـﺖ‬ ‫ﻣﻲﺩﺍﺭﻧﺪ‪.‬‬ ‫ﺷﻤﺎ ﺩﺭﺳﺖ ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﻭ ﺑﺮﺍﺛﺮ ﺗﺠﺮﺑﻪ ﻳﻚ ﻣﻨﻄﻘﻪ ﺭﺍﺣﺘﻲ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﭘﺪﻳﺪ ﻣﻲﺁﻭﺭﻳﺪ‪ ،‬ﺑﺎﻳﺪ ﻳـﻚ‬ ‫ﻣﻨﻄﻘﻪ ﺭﺍﺣﺘﻲ ﺷﻮﺧﻲ ﺭﺍ ﻧﻴﺰ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻳﺪ‪ .‬ﺍﻟﺰﺍﻡ ﺍﺻﻠﻲ ﻣﻨﻄﻘﻪ ﺭﺍﺣﺘﻲ ﺷﻮﺧﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﻛﻠﻴﺖ ﺷﻤﺎ ﺳﺎﺯﮔﺎﺭ ﺑﺎﺷﺪ ﻭ‬ ‫ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺩﺭ ﺁﺭﺍﻣﺶ ﻗﺮﺍﺭ ﺩﻫﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١۴ /‬‬ ‫ﺍﻟﺒﺘﻪ ﻫﻤﻪ ﻣﺎ ﺷﻮﺧﻲﻫﺎﻳﻲ ﺭﺍ ﺩﻳﺪﻩ ﻭ ﺷﻨﻴﺪﻩﺍﻳﻢ ﻛﻪ ﻧﺎﻣﻨﺎﺳﺐ‪ ،‬ﺑﻲ ﻣﻮﻗﻊ‪ ،‬ﻣﻮﺟﺐ ﺳﻮﺀﺗﻔﺎﻫﻢ‪ ،‬ﻳﺎ ﺁﺯﺍﺭﺩﻫﻨﺪﻩ ﺑﻮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻌﻀﻲ ﺍﺷﺨﺎﺹ ﺑﻪ ﻧﺤﻮ ﻧﺎﻣﻨﺎﺳﺒﻲ ﺍﺯ ﺷﻮﺧﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﻳﻦ ﺑﺪﺍﻥ ﻣﻌﻨـﺎ ﻧﻴﺴـﺖ ﻛـﻪ ﺷـﻤﺎ‬ ‫ﻧﺒﺎﻳﺪ ﺑﻜﻮﺷﻴﺪ ﺑﻪ ﻧﺤﻮﻱ ﻣﻨﺎﺳﺐ ﺍﺯ ﺁﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺑﻪ ﻳﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﺣﺘﻲ ﺍﮔﺮ ﺣﺮﻑ ﺑﺎﻣﺰﻩ ﻭ ﻣﻨﺎﺳﺒﻲ ﺭﺍ ﺩﺭ ﺯﻣـﺎﻥ‬ ‫ﻣﻨﺎﺳﺐ ﺑﮕﻮﻳﻴﺪ ﻭ ﻳﺦ ﺭﺍ ﺑﺸﻜﻨﻴﺪ‪ .‬ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺁﺭﺍﻡ ﺳﺎﺯﻳﺪ‪ ،‬ﻓﺸﺎﺭ ﻋﺼﺒﻲ ﺧﻮﺩ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﻴﺪ‪ ،‬ﻭ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻁ ﺭﺍ ﺗﺴـﻬﻴﻞ‬ ‫ﻧﻤﺎﻳﻴﺪ‪.‬‬

‫ﺩﻭﺍﺯﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻛﻤﻲ ﻧﻘﺶ ﺁﻓﺮﻳﻨﻲ‬ ‫ﻫﺮ ﻛﺲ ﻛﻪ ﺩﺭ ﺭﺃﺱ ﻗﺮﺍﺭ ﺩﺍﺭﺩ ﺗﺎ ﺍﻧﺪﺍﺯﻩﺍﻱ ﺍﺯ ﻫﻨﺮ ﺗﺌﺎﺗﺮ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ‪ .‬ﺣﺘﻲ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺍﻳـﻦ ﺍﻇﻬـﺎﺭ‬ ‫ﻧﻈﺮ ﺭﺍ ﺭﺩ ﻣﻲﻛﻨﻨﺪ ﺩﺭ ﺣﻘﻴﻘﺖ ﺩﺍﺭﻧﺪ ﻧﻘﺶ ﺑﺎﺯﻱ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﻧﻘﺶ ﺑﺎﺯﻱ ﻧﻤﻲﻛﻨﻨﺪ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺧﻴﻠﻲ ﺗﺤﺖ ﻓﺸﺎﺭ ﻗﺮﺍﺭ‬ ‫ﺩﺍﺭﻧﺪ ﻭ ﺑﻴﺶ ﺍﺯ ﺣﺪ ﺗﻼﺵ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﺗﺤﺖ ﻓﺸﺎﺭ ﺑﻪ ﻧﻈﺮ ﻧﺮﺳﻨﺪ‪ .‬ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻣﻲﭘﺬﻳﺮﻧﺪ ﻛﻪ ﻧﻘﺶ ﺑﺎﺯﻱ ﻛﻨﻨـﺪ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺨﺶ "ﻧﻘﺶﺁﻓﺮﻳﻨﻲ" ﻳﻚ ﻣﺪﻳﺮ ﻛﺎﺭﺁﻣﺪ ﻳﻜﻲ ﺍﺯ ﺭﺍﺯﻫﺎﻱ ﺗﺠﺎﺭﻱ ﺍﻭ ﺍﺳﺖ ﻛﻪ ﺑـﻪ ﺩﻗﻴـﻖﺗـﺮﻳﻦ ﺷـﻜﻞ‬ ‫ﺣﺮﺍﺳﺖ ﻣﻲﺷﻮﺩ‪ .‬ﺑﺮﺍﻱ ﻧﻘﺶﺁﻓﺮﻳﻨﻲ ﺑﻴﺸﺘﺮ ﺑﺮﺧﻲ ﺍﺯ ﺣﺮﻛﺎﺕ ﺯﻳﺮ ﺗﻮﺻﻴﻪ ﻣﻲﺷﻮﺩ‪:‬‬ ‫• ﻫﻨﮕﺎﻡ ﺩﺳﺖ ﺩﺍﺩﻥ ﻳﻚ ﻭ ﻧﻴﻢ ﺛﺎﻧﻴﻪ ﺑﻴﺸﺘﺮ ﺩﺳﺖ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﺭﺍ ﺩﺭ ﺩﺳﺖ ﻧﮕﻪ ﺩﺍﺭﻳﺪ ﺗﺎ ﺻﻤﻴﻤﻲﺗﺮ ﺑﻪ ﻧﻈﺮ ﺑﺮﺳﻴﺪ‪.‬‬ ‫• ﺑﺎ ﻭﺿﻊ ﺑﺪﻧﻲ ﻣﻨﺎﺳﺐ ﺑﺎﻳﺴﺘﻴﺪ ﺗﺎ ﭘﺮﺗﺤﺮﻙ‪ ،‬ﺟﻮﺍﻥ ﻭ ﺑﻠﻨﺪﺗﺮ ﺑﻪ ﻧﻈﺮ ﺁﻳﻴﺪ‪.‬‬ ‫• ﻣﺼﻤﻢ‪ ،‬ﻣﺘﻴﻦ‪ ،‬ﺁﺭﺍﻡ ﺑﻪ ﺩﺭﻭﻥ ﺍﺗﺎﻕ " ﺁﻗﺎ ﺑﺰﺭﮒ" ﭘﺎ ﺑﮕﺬﺍﺭﻳﺪ‪ ،‬ﺁﻥ ﭼﻨﺎﻧﭽﻪ ﮔﻮﻳﻲ ﻣﺘﻌﻠﻖ ﺑﻪ ﺁﻧﺠﺎ ﻫﺴﺘﻴﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺻـﻮﺭﺕ‬ ‫ﺭﺍﺣﺖﺗﺮ‪ ،‬ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺑﻴﺸﺘﺮ ﻭ ﻣﻄﻤﺌﻦ ﺑﻪ ﻧﻘﺶﺁﻓﺮﻳﻨﻲ ﺧﻮﺍﻫﻴﺪ ﭘﺮﺩﺍﺧﺖ‪.‬‬ ‫• ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺩﺭ ﺭﺍﻫﺮﻭ ﺑﻪ ﺭﻳﻴﺲ ﺑﺮﺧﻮﺭﺩ ﻣﻲﻛﻨﻴﺪ ﺗﻤﺎﺱ ﭼﺸﻤﻲ ﺧﻮﺩ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‪.‬‬

‫ﺳﻴﺰﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺟﺰﺋﻲ ﻧﮕﺮﻱ‬ ‫ﻫﺮ ﻗﺪﺭ ﺑﺎﻻﺗﺮ ﺑﺮﻭﻳﺪ ﺑﻴﺸﺘﺮ ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﺗﺼﻮﻳﺮ ﺑﺰﺭﮔﻲ ﻛﻪ ﺍﺯ ﻣﺴﺎﺋﻞ ﺩﺍﺭﻳﺪ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ ﻭ ﺑﻴﺸـﺘﺮ ﺍﻣﻜـﺎﻥ ﺩﺍﺭﺩ ﻓﻜـﺮ‬ ‫ﻛﻨﻴﺪ ﻻﺯﻡ ﻧﻴﺴﺖ ﺁﺩﻣﻲ ﺟﺰﺋﻲ ﻧﮕﺮ ﺑﺎﺷﻴﺪ‪ .‬ﺍﺷﺘﺒﺎﻩ ﻣﻲﻛﻨﻴﺪ‪ .‬ﺩﺭﺳﺖ ﺑﺮﻋﻜﺲ ﺍﻳﻦ ﺍﺳﺖ‪.‬‬ ‫ﻃﺒﻖ ﮔﻔﺘﻪ ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ‪ ،‬ﻫﺮ ﻗﺪﺭ ﺑﺎﻻﺗﺮ ﺭﻭﻳﺪ‪ ،‬ﺁﮔﺎﻩ ﺑﻮﺩﻥ ﺍﺯ ﺟﺰﺋﻴﺎﺕ‪ ،‬ﭼـﻪ ﺟﺰﺋﻴـﺎﺗﻲ ﻛـﻪ ﺷـﻤﺎ ﺍﺯ ﺁﻥ ﻏﻔﻠـﺖ‬ ‫ﻣﻲﻛﻨﻴﺪ ﻭ ﭼﻪ ﺟﺰﺋﻴﺎﺗﻲ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﻧﺪﻳﺪﻩ ﻣﻲﮔﻴﺮﻧﺪ ﺍﻫﻤﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺭﺩ‪.‬‬ ‫ﺟﺰﺋﻲ ﻧﮕﺮ ﺑﻮﺩﻥ ﺑﻪ ﻣﻌﻨﻲ ﺳﺨﺖﮔﻴﺮﻱ ﺑﻲ ﻣﻮﺭﺩ ﻧﻴﺴﺖ‪ .‬ﺑﻪ ﻣﻌﻨﺎﻱ ﺩﻗﻴﻖ ﺑﻮﺩﻥ ﻭ ﺑﺮﻋﻬـﺪﻩ ﮔـﺮﻓﺘﻦ ﻣﺴـﺌﻮﻟﻴﺖ ﻛﺎﻣـﻞ‬ ‫ﻧﺘﺎﻳﺞ ﺍﻗﺪﺍﻣﺎﺕ ﺍﺳﺖ‪ .‬ﺑﻪ ﻣﻌﻨﺎﻱ ﺁﻥ ﻧﻴﺴﺖ ﻛﻪ ﺷﺨﺺ ﺁﻥﻗﺪﺭ ﺩﺭ ﺟﺰﺋﻴﺎﺕ ﺍﻣﻮﺭ ﻏﺮﻕ ﺷﻮﺩ ﻛﻪ ﺍﺻﻞ ﻣﺎﺟﺮﺍ ﺭﺍ ﺍﺯ ﻳﺎﺩ ﺑﺒﺮﺩ‪.‬‬ ‫ﻓﺮﺽ ﻛﻨﻴﺪ ﺩﺍﺭﻳﺪ ﺑﺎ ﻳﻚ ﺷﺮﻛﺖ ﺑﺮﺍﻱ ﺗﺼﺪﻱ ﺳﻤﺘﻲ ﻣﺼﺎﺣﺒﻪ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺳﻌﻲ ﻛﻨﻴﺪ ﺑﻪ ﻣﺤﻮﻃـﻪ ﭘﺎﺭﻛﻨﻴـﮓ‪ ،‬ﺑـﻪ ﺩﺭﺏ‬ ‫ﻭﺭﻭﺩﻱ‪ ،‬ﻭ ﻣﺼﺎﺣﺒﻪ ﻛﻨﻨﺪﻩ ﺩﻗﺖ ﻛﻨﻴﺪ‪ .‬ﺩﺭ ﻫﻤﻪ ﺁﻧﻬﺎ ﻧﻜﺎﺗﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺍﻧﺘﺨﺎﺏ ﺑﻬﺘﺮ ﺷﻤﺎ ﻣﻨﺠﺮ ﺷﻮﺩ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺗﻮﺟﻪ ﺩﺍﺷﺘﻦ ﺑﻪ ﺟﺰﺋﻴﺎﺕ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﺷﺨﺺ ﻣﻘﺪﺍﺭﻱ ﺍﺯ ﻭﻗﺖ ﺧﻮﻳﺶ ﺭﺍ‬ ‫ﺻﺮﻓﻪﺟﻮﻳﻲ ﻛﻨﺪ‪ .‬ﻣﻘﺪﺍﺭ ﻭﻗﺘﻲ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﻋﻠﺖ ﻋﺪﻡ ﺗﻮﺟﻪ ﺑﻪ ﺟﺰﺋﻴﺎﺕ ﻭ ﻃﻲ ﻣﺴﻴﺮ ﻏﻠـﻂ ﺍﺯ ﺩﺳـﺖ ﺑـﺮﻭﺩ‪ .‬ﺍﻳـﻦ‬ ‫ﺳﺮﻣﺸﻖ ﺧﻮﺑﻲ ﺍﺳﺖ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﺎﻳﺪ ﺍﺯ ﺁﻥ ﺁﮔﺎﻩ ﺑﻮﺩﻩ ﻭ ﭘﻴﺮﻭﻱ ﻛﻨﻨﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١۵ /‬‬

‫ﻓﺼﻞ ‪٥‬‬ ‫ﭘﺮﻛﺮﺩﻥ ﻓﺎﺻﻠﻪﻫﺎ‬ ‫ﭼﮕﻮﻧﻪ ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺭﺍﺑﻄﻪ ﻣﺘﻘﺎﺑﻞ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ ،‬ﺭﻫﺒﺮﻱ ﻣﻲﻛﻨﻨﺪ ﻭ ﻣـﻲﺁﻣﻮﺯﻧـﺪ‪ .‬ﺭﺅﺳـﺎﻱ ﺗﻘﺮﻳﺒـﺎﹰ ﻛﺎﻣـﻞ‬ ‫ﺩﺭﻛﺎﺭﺷﺎﻥ ﺧﻮﺏ ﻫﺴﺘﻨﺪ ﻭ ﺗﻤﺎﻳﻞ ﺑﻪ ﺭﻫﺒﺮﻱ ﺩﺍﺭﻧﺪ‪ ،‬ﺑﻪ ﺧﺎﻃﺮ ﻛﺎﺭﻛﻨﺎﻧﺸﺎﻥ ﻣﻲﺟﻨﮕﻨﺪ‪ ،‬ﻣﺸﺘﺎﻕ ﭘﺬﻳﺮﺵ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻫﺴﺘﻨﺪ‪،‬‬ ‫ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﻛﻪ ﺷﺮﻣﻨﺪﻩ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﺻﺮﺍﺣﺖ ﻟﻬﺠﻪ ﺩﺍﺭﻧﺪ‪ ،‬ﻛﻨﺠﻜﺎﻭ ﻫﺴﺘﻨﺪ‪ ،‬ﺍﻫﻞ ﺭﻗﺎﺑﺘﻨﺪ‪ ،‬ﺍﻧﻌﻄـﺎﻑﭘﺬﻳﺮﻧـﺪ‪ ،‬ﻗﺼـﻪ ﮔﻮﻳـﺎﻥ‬ ‫ﺧﻮﺑﻲ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﭼﻬﺎﺭﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺧﻮﺏ ﺑﻮﺩﻥ ﺩﺭ ﻛﺎﺭ ﻭ ﻣﻴﻞ ﺑﻪ ﺭﻫﺒﺮﻱ‬ ‫ﺑﺎﻳﺪ ﺑﺪﻭﻥ ﭼﻮﻥ ﻭ ﭼﺮﺍ ﭘﺬﻳﺮﻓﺖ ﻛﻪ ﻳﻚ ﺭﻳﻴﺲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺑﻴﺶ ﺍﺯ ﻫـﺮ ﭼﻴـﺰ ﺩﻳﮕـﺮ ﺑﺎﻳـﺪ ﻭﻇﻴﻔـﻪﺍﺵ ﺭﺍ ﺑـﺎ ﺑﺮﺗـﺮﻱ‬ ‫ﻓﻨﻲ ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪ .‬ﺍﻳﻦ ﻳﻚ ﺍﻧﺘﻈﺎﺭ ﺳﺎﺩﻩ ﻧﻴﺴﺖ‪ .‬ﺗﻌﺪﺍﺩ ﺍﻧﺪﻛﻲ ﺍﺯ ﺍﻓﺮﺍﺩ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺩﺭ ﻫﺮ ﺯﻣﻴﻨﻪﺍﻱ ﺍﺯ ﻭﺟﻪ ﻓﻨﻲ‬ ‫ﻛﺎﺭ ﺧﺒﺮﻩ ﻣﻲﺑﺎﺷﻨﺪ‪ ،‬ﻣﮕﺮ ﺍﻳﻨﻜﻪ ﺳﺎﻝﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺳﺎﺑﻘﻪ ﻛﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺁﻧﭽﻪ ﺁﻧﺎﻥ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﺗﺎ ﺍﺯ ﺍﺑﺘﺪﺍ ﺑﻪ‬ ‫ﻃﻮﺭ ﻣﺆﺛﺮ ﻭ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﻛﺎﺭ ﺭﺍ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪ ،‬ﻭﺟﻪ ﻣﻌﻨﻮﻱ ﺁﻧﺎﻥ ﺍﺳﺖ ـ ﺍﻳﻨﻜﻪ ﭼﮕﻮﻧﻪ ﻣﻲﺍﻧﺪﻳﺸﻨﺪ‪ ،‬ﭼﮕﻮﻧﻪ ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ ﻭ‬ ‫ﭼﮕﻮﻧﻪ ﺑﺎ ﻣﺮﺩﻡ ﺭﺍﺑﻄﻪ ﻣﺘﻘﺎﺑﻞ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﺍﻳﻦ ﺗﻮﺍﻧﺎﻳﻲ ﺁﻧﺎﻥ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﺗﺎ ﺑﻪ ﺍﺩﺍﺭﻩ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﻛﺴﺐ ﻭ ﻛﺎﺭ‬ ‫ﺑﺪﻫﻲ ﺷﺮﻛﺖ ﺭﺍ ﻛﺎﻫﺶ ﺩﻫﻨﺪ‪ ،‬ﻫﺰﻳﻨﻪﻫﺎ ﺭﺍ ﺍﺻﻼﺡ ﻛﻨﻨﺪ‪ ،‬ﺣﺎﺷﻴﻪﻫﺎﻱ ﻓﻌﺎﻟﻴﺖ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻨﺪ ﻭ ﺳﻮﺩ ﺭﺍ ﺑﺎﻻ ﺑﺮﻧﺪ‪.‬‬ ‫ﺧﻮﺏ ﺑﻮﺩﻥ ﺩﺭ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﺴﺘﻠﺰﻡ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺷﺨﺺ ﻫﻢ ﻣﺘﺨﺼـﺺ ﺑﺎﺷـﺪ ﻭ ﻫـﻢ ﺁﺷـﻨﺎ ﺑـﻪ ﻣﺴـﺎﺋﻞ ﻋﻤـﻮﻣﻲ‪.‬‬ ‫ﻣﺘﺨﺼﺺ ﺑﻮﺩﻥ ﻳﻌﻨﻲ ﺍﻳﻨﻜﻪ ﺷﻤﺎ ﺩﺭ ﻳﻚ ﻳﺎ ﺩﻭ ﺯﻣﻴﻨﻪ ﻛﻪ ﺑﺮﺍﻱ ﺷﺮﻛﺖﺗﺎﻥ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴﺖ ﺍﺳﺖ ﻣﺎﻧﻨﺪ ﺍﻣﻮﺭ ﻣﺎﻟﻲ‪ ،‬ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‪،‬‬ ‫ﺍﻣﻮﺭ ﺣﻘﻮﻗﻲ‪ ،‬ﻣﻬﻨﺪﺳﻲ‪ ،‬ﻳﺎ ﺗﻜﻨﻮﻟﻮﮊﻱ ﺑﺴﻴﺎﺭ ﻣﺘﺒﺤﺮ ﺑﺎﺷﻴﺪ‪ .‬ﺍﮔﺮ ﺯﻣﻴﻨﻪﻫﺎﻱ ﻣﻬﻤﻲ ﺭﺍ ﻛﻪ ﺩﺭ ﺷﺮﻛﺖﺗـﺎﻥ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﺍﺳـﺖ‬ ‫ﻧﻤﻲﺷﻨﺎﺳﻴﺪ‪ ،‬ﺁﻧﻬﺎ ﺭﺍ ﻛﺸﻒ ﻛﻨﻴﺪ‪ .‬ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﻣﻄﻠﻊ ﻣﻲﺷﻮﻳﺪ ﻣﺸﺎﻫﺪﻩ ﻛﻨﻴﺪ‪ ،‬ﺑﭙﺮﺳﻴﺪ ﻭ ﻣﻮﺭﺩ ﺑـﺎﺯﺑﻴﻨﻲ ﻣﻀـﺎﻋﻒ ﻗـﺮﺍﺭ‬ ‫ﺩﻫﻴﺪ‪ .‬ﺍﮔﺮ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﻳﻚ ﻣﺴﻴﺮ ﺗﺨﺼﺼﻲ ﺭﺍ ﻛﻪ ﺍﻭﻻﹰ ﺍﺯ ﺁﻥ ﻟﺬﺕ ﻣﻲﺑﺮﻳﺪ ﻭ ﺛﺎﻧﻴﺎﹰ ﺷﺮﻛﺖ ﺑﻪ ﺁﻥ ﻧﻴﺎﺯ ﺩﺍﺭﺩ ﺑﺮﮔﺰﻳـﺪﻩ ﻭ ﺩﺭ‬ ‫ﺁﻥ ﺗﺒﺤﺮ ﭘﻴﺪﺍ ﻛﻨﻴﺪ‪.‬‬ ‫ﺗﻨﻬﺎ ﻳﻚ ﺷﻐﻞ ﺩﺭ ﺷﺮﻛﺖ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﻣﺴﺘﻠﺰﻡ ﺁﺷﻨﺎﻳﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﻋﻤﻮﻣﻲ ﺍﺳﺖ ﻭ ﺁﻥ ﺷﻐﻞ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﺍﺳـﺖ‪.‬‬ ‫ﻟﻴﻜﻦ ﻫﻴﭻ ﺭﺍﻫﻲ ﺑﻪ ﺳﻤﺖ ﺍﻳﻦ ﺷﻐﻞ ﻛﻪ ﺍﺯ ﺁﺷﻨﺎﻳﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﻋﻤﻮﻣﻲ ﺑﮕﺬﺭﺩ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺷﻤﺎ ﺩﺭ ﻣﺴـﻴﺮﺗﺎﻥ ﺑـﻪ ﺳـﻮﻱ‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺷﻐﻞ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ﻣﺘﻮﺟﻪ ﺧﻮﺍﻫﻴﺪ ﺷﺪ ﻛﻪ ﺍﻳﻦ ﺷﻐﻞ ﺗﻮﺍﺯﻧﻲ ﺍﺳﺖ ﻣﻴﺎﻥ ﺩﻭ ﺿﺮﻭﺭﺕ ﺑـﺪﻳﻦ ﻣﻌﻨـﻲ ﻛـﻪ ﺩﺭ‬ ‫ﻫﻤﺎﻥ ﺣﺎﻝ ﻛﻪ ﻫﺪﻑ ﺑﺮﺗﺮﻱ ﺩﺭ ﺗﺨﺼﺺ ﺧﻮﻳﺶ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﺟﺪﻱ ﺩﻧﺒﺎﻝ ﻣﻲﻧﻤﺎﻳﻴـﺪ ﺩﺭﻙ ﻣـﻲﻛﻨﻴـﺪ ﻛـﻪ ﺑﺎﻳـﺪ ﺍﺳـﺘﻌﺪﺍﺩ‬ ‫ﺁﺷﻨﺎﻳﻲ ﺑﻪ ﻣﺴﺎﺋﻞ ﻋﻤﻮﻣﻲ ﺭﺍ ﮔﺴﺘﺮﺵ ﺩﻫﻴﺪ‪ .‬ﺣﻘﻴﻘﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻓﺮﺍﺩ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻳﻦ ﺷﻐﻞ ﻋﻤـﻮﻣﻲ ﻳـﻚ‬ ‫ﻣﺴﻴﺮ ﺗﺨﺼﺼﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻧﻤﺎﻳﻨﺪ‪ .‬ﭼﻨﺎﻧﭽﻪ ﺧﻮﺏ ﺑﻮﺩﻥ ﺩﺭ ﻛﺎﺭ ﻭ ﺗﻤﺎﻳﻞ ﺑﻪ ﺭﻫﺒﺮﻱ ﺑﻪ ﻃﻮﺭ ﻳﻚ ﺟﺎ ﺩﺭ ﺷﺨﺺ ﺟﻤﻊ ﺷﻮﺩ ﻭﻱ‬ ‫ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﻤﺘﺎﺯ ﺧﻮﺍﻫﺪ ﺳﺎﺧﺖ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻋﻼﻭﻩ ﺑﺮ ﺗﻤﺎﻣﻲ ﻣﻮﺍﺭﺩ ﺫﻛﺮ ﺷﺪﻩ‪ ،‬ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﻧﻴﺰ ﺭﻋﺎﻳﺖ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺭﻋﺎﻳﺖ ﺍﻳﻦ ﻣـﻮﺭﺍﺩ ﺑﺎﻋـﺚ ﺗﻜﺎﻣـﻞ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺧﻮﺍﻫﺪ ﺷﺪ‪:‬‬ ‫• ﺍﻧﺘﻈﺎﺭﺍﺗﻲ ﺭﺍ ﻛﻪ ﺍﺯ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺍﺭﻳﺪ ﺑﻪ ﻃﻮﺭ ﺻﺮﻳﺢ ﺗﻌﻴﻴﻦ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺍﺯ ﺣﻀﻮﺭ ﻓﻴﺰﻳﻜﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ .‬ﻳﻚ ﻗﻴﺎﻓﻪ ﺁﺭﺍﻡ‪ ،‬ﺗﻮﺃﻡ ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻭ ﺣﺎﻛﻲ ﺍﺯ ﻛﻔﺎﻳﺖ ﻣﻲﮔﻮﻳﺪ ﻣـﻦ ﺭﻫﺒـﺮﻱ ﺭﺍ‬ ‫ﺩﺭ ﺩﺳﺖ ﺩﺍﺭﻡ ﻭ ﻣﺎﻳﻞ ﻫﺴﺘﻢ ﺑﺎ ﻣﻦ ﺻﻌﻮﺩ ﻛﻨﻴﺪ ﺷﻤﺎ ﺑﺮﺍﻳﻢ ﺍﻫﻤﻴﺖ ﺩﺍﺭﻳﺪ ﻣﻄﻤﺌﻦ ﺑﺎﺷﻴﺪ ﻫﻤﻪ ﭼﻴـﺰ ﺭﺍ ﺩﺭ ﻛﻨﺘـﺮﻝ ﺧـﻮﺩ‬ ‫ﺩﺍﺭﻡ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١۶ /‬‬ ‫• ﺩﺭ ﺷﺮﻛﺖ ﺣﻀﻮﺭﻱ ﺁﺷﻜﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﺎ ﻛﻪ ﺳﻌﻲ ﻛﻨﻴﺪ ﻓﻘﻂ ﭘﺸﺖ ﻣﻴﺰﺗﺎﻥ ﻧﻨﺸﻴﻨﺪ‪ ،‬ﺍﻫﻞ ﺗﺠﺮﺑﻪ ﻋﻤﻠـﻲ‬ ‫ﺑﺎﺷﻴﺪ‪ ،‬ﺩﺭ ﮔﻮﺷﻪ ﻭ ﻛﻨﺎﺭ ﺑﮕﺮﺩﻳﺪ ﻭ ﺑﺎ ﺍﻓﺮﺍﺩ ﺧﺎﺭﺝ ﺍﺯ ﺷﺮﻛﺖ ﻧﻴﺰ ﺻﺤﺒﺖ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺩﺭ ﺟﻠﺴﻪﺍﻱ ﻛﻪ ﺑﺮﺍﻱ ﺭﻓﻊ ﻣﺸﻜﻼﺕ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﻴﺪ ﻋﻘﻴﺪﻩ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻫﻤﺎﻥ ﺍﺑﺘﺪﺍ ﺍﺑﻼﻍ ﻧﻜﻨﻴﺪ‪ .‬ﺯﻳﺮﺍ ﺍﮔﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺑﺎ‬ ‫ﭘﺮﺳﺶﻫﺎﻱ ﺟﻬﺖ ﻳﺎﻓﺘﻪ ﻭﺍﺩﺍﺭ ﺑﻪ ﺍﻧﺪﻳﺸﻪ ﻛﻨﻴﺪ‪ ،‬ﺍﺛﺮﺑﺨﺸﻲ ﺑﻴﺸﺘﺮﻱ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪.‬‬ ‫• ﺩﺭ ﻣﻮﺭﺩ ﺧﻮﺩﺗﺎﻥ ﺑﻪ ﻃﻮﺭ ﺍﺩﻭﺍﺭﻱ ﺗﺤﻘﻴﻖ ﻭ ﺑﺮﺭﺳﻲ ﻛﻨﻴﺪ‪ .‬ﺍﺯ ﺍﻧﺪﻳﺸﻪﻫﺎﻱ ﺧﻮﺩ ﻭ ﻣﻼﺣﻈﺎﺕ ﺩﻳﮕﺮﺍﻥ ﻧﺴﺒﺖ ﺑـﻪ ﻧﺤـﻮﻩ‬ ‫ﺑﺮﺧﻮﺭﺩﺗﺎﻥ ﺑﺎ ﻣﺸﻜﻞ ﻳﺎﺩﺩﺍﺷﺖ ﺑﺮﺩﺍﺭﻳﺪ‪ .‬ﺍﮔﺮ ﺷﻤﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﻳﻴﺲ ﺳﺎﺑﻘﻪﺍﻱ ﺍﺯ ﺍﺭﺯﻳﺎﺑﻲ ﻣﻴﺰﺍﻥ ﺍﺛﺮﺑﺨﺸﻲ ﺧـﻮﻳﺶ ﺗﺸـﻜﻴﻞ‬ ‫ﺩﻫﻴﺪ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﻧﻴﺰ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﻪ ﺳﺎﺩﮔﻲ ﺍﺭﺯﻳﺎﺑﻲ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫• ﭼﻬﺎﺭ ﻳﺎ ﭘﻨﺞ ﻣﻮﺭﺩ ﺍﺯ ﻛﺎﺭﻫﺎﻳﻲ ﺭﺍ ﻛﻪ ﻣﻲﺧﻮﺍﻫﻴﺪ ﺍﻧﺠﺎﻡ ﺷﻮﺩ ﻣﺸﺨﺺ ﻛﺮﺩﻩ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺩﺭ ﻫﻤﺎﻥ ﺣـﺎﻝ ﻛـﻪ‬ ‫ﭘﻴﺸﺮﻓﺖ ﻛﺎﺭﻫﺎ ﺭﺍ ﻛﻨﺘﺮﻝ ﻣﻲﻛﻨﻴﺪ ﺍﺯ ﺗﻼﺵ ﻛﺎﺭﻛﻨﺎﻥ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺍﺯ ﺍﻓﺮﺍﺩ ﻛﻠﻴﺪﻱﺗﺎﻥ ﭘﺮﺳﺶﻫﺎﻱ ﻛﻠﻴﺪﻱ ﻛﻨﻴﺪ ﺗﺎ ﺑﻪ ﺣﻔﻆ ﺁﻧﺎﻥ ﺩﺭ ﻣﺴﻴﺮ ﻫﺪﻑ ﻛﻤﻚ ﻛﻨﺪ‪ .‬ﺳـﺆﺍﻻﺕ ﻣـﻲﺗﻮﺍﻧـﺪ ﺍﻳـﻦ‬ ‫ﻣﻮﺍﺭﺩ ﺑﺎﺷﺪ‪ :‬ﻫﺪﻑﻫﺎﻳﺘﺎﻥ ﺑﺮﺍﻱ ﺁﻳﻨﺪﻩ ﭼﻴﺴﺖ؟ ﺑﺮﻧﺎﻣﻪﻫﺎ ﺍﻭﻟﻮﻳﺖﻫﺎ ﻭ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺷﻤﺎ ﭼﻴﺴﺖ؟ ﻗﺼﺪ ﺩﺍﺭﻳﺪ ﭼﮕﻮﻧﻪ ﺑـﺮﺍﻱ‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺁﻧﻬﺎ ﻋﻤﻞ ﻛﻨﻴﺪ‪.‬‬

‫ﭘﺎﻧﺰﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﺟﻨﮕﻴﺪﻥ ﺑﻪ ﺧﺎﻃﺮ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﺍﮔﺮ ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﻛﺎﺭﻫﺎﻱ ﺍﻧﺠﺎﻡ ﺷﺪﻧﻲ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣـﻞ ﻣـﻲﺩﺍﻧﻨـﺪ ﻛـﻪ‬ ‫ﺍﺷﺘﻴﺎﻕ ﺑﻪ ﺟﻨﮕﻴﺪﻥ ﺑﻪ ﺧﺎﻃﺮ ﻛﺎﺭﻛﻨﺎﻧﺸﺎﻥ ﺑﺎﻳﺪ ﺩﺭﺻﺪﺭ ﺍﻳﻦ ﻓﻬﺮﺳﺖ ﺑﺎﺷﺪ‪.‬‬ ‫ﺍﮔﺮ ﻣﻲﺧﻮﺍﻫﻴﺪ ﻛﺎﺭﻛﻨﺎﻧﺘﺎﻥ ﺍﺯ ﺷﻤﺎ ﺣﻤﺎﻳﺖ ﻛﻨﻨﺪ‪ ،‬ﺍﺯ ﺁﻧﺎﻥ ﺣﻤﺎﻳﺖ ﻛﻨﻴﺪ‪ ،‬ﺑﻪ ﺳﻤﺖ ﭘﺎﻳﻴﻦ ﻭﻓﺎﺩﺍﺭ ﺑﺎﺷﻴﺪ‪ ،‬ﺍﻣﺘﻴﺎﺯ ﻭ ﺍﻓﺘﺨـﺎﺭ‬ ‫ﺭﺍ ﺑﻪ ﺳﻤﺖ ﭘﺎﻳﻴﻦ ﭘﺨﺶ ﻛﻨﻴﺪ‪ .‬ﺭﻭﺣﻴﻪ ﺷﺎﺩﻱ ﻭ ﻧﺸﺎﻁ ﺭﺍ ﺗﻘﺴﻴﻢ ﻛﻨﻴﺪ ﻭ ﺭﻫﺒﺮﻱ ﺭﺍ ﻗﺴﻤﺖ ﻛﻨﻴﺪ‪ .‬ﺷـﻤﺎ ﺍﮔـﺮ ﻣـﻲﺧﻮﺍﻫﻴـﺪ‬ ‫ﺭﻳﻴﺲﺗﺎﻥ ﺍﺯ ﺷﻤﺎ ﺩﻓﺎﻉ ﻛﻨﺪ‪ ،‬ﭘﻴﺸﺎﭘﻴﺶ ﺍﻭ ﺭﺍ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﺘﺎﻥ ﺁﮔﺎﻩ ﻛﻨﻴﺪ‪ .‬ﺍﻭ ﺭﺍ ﻏﺎﻓﻠﮕﻴﺮ ﻧﻜﻨﻴﺪ‪ .‬ﺗﺎ ﺯﻣـﺎﻧﻲ ﻛـﻪ ﺍﻭ ﺭﺍ ﺩﺭﺑـﺎﺭﻩ‬ ‫ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺣﺴﺎﺱ ﺁﮔﺎﻩ ﻧﻜﺮﺩﻩﺍﻳﺪ‪ ،‬ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﺍﺯ ﻭﻱ ﺍﻧﺘﻈﺎﺭ ﺣﻤﺎﻳﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺍﻟﺒﺘﻪ ﺭﻳﻴﺲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻪ ﻃﻮﺭ ﺍﺗﻔﺎﻗﻲ ﻏﺎﻓﻠﮕﻴﺮ ﻣﻲﺷﻮﺩ ﺑﻪ ﺟﺎﻱ ﺁﻧﻜﻪ ﺩﺭ ﻣﻼ ﻋﺎﻡ ﻳﻚ ﻣﻮﺿﻊ ﻣﻨﻔﻲ ﺍﺗﺨـﺎﺫ‬ ‫ﻧﻤﺎﻳﺪ ﻳﻚ ﻣﻮﺿﻊ ﺧﻨﺜﻲ ﭘﻴﺸﻪ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻭ ﺗﻼﺵ ﺯﻳﺎﺩﻱ ﺑﻪ ﻋﻤﻞ ﺧﻮﺍﻫﺪ ﺁﻭﺭﺩ ﺗﺎ ﺍﺯ ﺗﺼﻤﻴﻤﺎﺗﺶ ﻛﺎﺭﻛﻨـﺎﻧﺶ ﺣﻤﺎﻳـﺖ ﻛﻨـﺪ ﻭ‬ ‫ﺍﻃﻤﻴﻨﺎﻥ ﻳﺎﺑﺪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻧﺶ ﻣﺠﺒﻮﺭ ﻧﻴﺴﺘﻨﺪ ﺑﺎ ﺗﺮﺱ ﻭ ﺩﻟﻬﺮﻩ ﺑﻪ ﭘﺸﺖ ﺳﺮﺧﻮﺩ ﻧﮕﺎﻩ ﻛﻨﻨﺪ‪.‬‬

‫ﺷﺎﻧﺰﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ ‪ :‬ﺍﺷﺘﻴﺎﻕ ﺑﻪ ﭘﺬﻳﺮﺵ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺩﺭ ﻋﻴﻦ ﻋﺪﻡ ﺷﺮﻣﻨﺪﮔﻲ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺭﺍ ﻣﻲﭘﺬﻳﺮﻧﺪ‪ .‬ﺍﺷﺘﺒﺎﻩ ﻳـﻚ ﺧﻄـﺎ‪ ،‬ﻳـﻚ ﻛﻮﺗـﺎﻫﻲ‪ ،‬ﻳـﻚ ﺗﺼـﻮﺭ ﻧﺎﺩﺭﺳـﺖ‪ ،‬ﻳـﻚ‬ ‫ﺳﻮﺀﺗﻔﺎﻫﻢ‪ ،‬ﻳﻚ ﺩﺳﺘﻪ ﮔﻞ‪ ،‬ﻳﻚ ﻟﻐﺰﺵ‪ ،‬ﻳﻚ ﺧﺒﻂ ﻳﺎ ﻳﻚ ﺳﻬﻮ ﺍﺳﺖ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﺷﺘﺒﺎﻩ ﭘﻴﺶ ﻣﻲﺁﻳﺪ‪ ،‬ﺁﻥ ﺭﺍﻗﺒـﻮﻝ ﻛﻨﻴـﺪ‪،‬‬ ‫ﻣﺘﻮﻗﻒ ﺳﺎﺯﻳﺪ‪ ،‬ﺗﺼﺤﻴﺢ ﻛﻨﻴﺪ ‪ .‬ﻣﻬﻢﺗﺮ ﺍﺯ ﻫﻤﻪ ﺍﻳﻨﻜﻪ ﺁﻥ ﺭﺍ ﺗﻜﺮﺍﺭ ﻧﻜﻨﻴﺪ ﺍﻣﺎ ﺍﺯ ﺁﻥ ﻧﻬﺮﺍﺳﻴﺪ ﻭ ﭘﻴﻮﺳﺘﻪ ﻛﻮﺷـﺶ ﻧﻜﻨﻴـﺪ ﺁﻥ ﺭﺍ‬ ‫ﺭﻓﻊ ﻭ ﺭﺟﻮﻉ ﻛﻨﻴﺪ‪ .‬ﻳﻚ ﺍﺷﺘﺒﺎﻩ ﺭﺍ ﻧﺒﺎﻳﺪ ﺑﻴﺶ ﺍﺯ ﻳﻜﺒﺎﺭ ﻣﺮﺗﻜﺐ ﺷﺪ‪ .‬ﺗﻜﺮﺍﺭ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻣﺸﺎﺑﻪ ﻧﺸﺎﻥﺩﻫﻨﺪﻩ ﻋـﺪﻡ ﺗﻮﺟـﻪ ﺑـﻪ‬ ‫ﺟﺰﺋﻴﺎﺕ‪ ،‬ﻧﮕﺮﺵ ﺿﻌﻴﻒ ﻭ ﻧﻴﺎﺯ ﺷﺪﻳﺪ ﻓﺮﺩ ﺑﻪ ﺑﻬﺴﺎﺯﻱ ﻭﺿﻌﻴﺖ ﺧﻮﻳﺶ ﺍﺳﺖ‪ .‬ﺗﻤﺎﻡ ﺍﺷﺘﺒﺎﻫﺎﺗﻲ ﻛﻪ ﺍﻣﻜﺎﻥ ﺩﺍﺭﺩ ﭘـﻴﺶ ﺁﻳـﺪ‬ ‫ﻗﺒﻼ ﻣﻴﻠﻴﻮﻥﻫﺎ ﺑﺎﺭ ﺍﺗﻔﺎﻕ ﺍﻓﺘﺎﺩﻩ ﺍﺳﺖ‪ .‬ﻣﺎ ﻣﺘﺄﺳﻔﺎﻧﻪ ﻫﻤﻴﺸﻪ ﺍﺯ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺩﻳﮕﺮﺍﻥ ﺩﺭﺱ ﻧﻤﻲﮔﻴﺮﻳﻢ‪.‬‬ ‫ﺍﻟﺒﺘﻪ ﻳﻚ ﻣﺪﻳﺮ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺭﻳﺴﻚﻫﺎﻳﻲ ﺭﺍ ﻛﻪ ﻣﻨﺘﺞ ﺑﻪ ﺍﺷﺘﺒﺎﻫﺎﺕ ﻣﻲﺷﻮﺩ ﺗﺸﻮﻳﻖ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻳﻦ ﺍﻣﺮ ﺭﺷﺪ‪ ،‬ﺧﻼﻗﻴـﺖ ﻭ‬ ‫ﻭﻓﺎﺩﺍﺭﻱ ﺭﺍ ﺗﻌﺎﻟﻲ ﻣﻲﺑﺨﺸﺪ‪ .‬ﺍﻋﺘﺮﺍﻑ ﺑﻪ ﻳﻚ ﺍﺷﺘﺒﺎﻩ ﺑﻪ ﻣﻌﻨﺎﻱ ﺷﺮﻣﻨﺪﻩ ﺑﻮﺩﻥ ﻧﻴﺴﺖ‪ .‬ﺍﻇﻬﺎﺭﺷﺮﻣﻨﺪﮔﻲ ﻭ ﻣﻌﺬﺭﺕ ﺧـﻮﺍﻫﻲ‬ ‫ﻏﻴﺮ ﻻﺯﻡ ﻛﺎﺭ ﻧﺎﺷﺎﻳﺴﺘﻲ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﮔﺮﻓﺘﺎﺭ ﺑﺎﺯﻱ ﻣﻌﺬﺭﺕ ﺧﻮﺍﻫﻲ ﻧﻤﻲﺷﻮﻧﺪ ﻭ ﻋﺒـﺎﺭﺍﺕ ﺧـﻮﺩ ﺭﺍ ﺑـﺎ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٧ /‬‬ ‫ﺟﻤﻼﺗﻲ ﭼﻮﻥ "ﻣﺘﺄﺳﻔﻢ"‪ " ،‬ﻣﺰﺍﺣﻤﺖ ﻣﻦ ﺭﺍ ﺑﺒﺨﺸﻴﺪ"‪ " ،‬ﺧﻮﺍﻫﺶ ﻣﻲﻛﻨﻢ ﺑﻨﺪﻩ ﺭﺍ ﻋﻔﻮ ﺑﻔﺮﻣﺎﻳﻴﺪ" ﺷﺮﻭﻉ ﻧﻤﻲﻛﻨﻨـﺪ‪ .‬ﺑـﻪ ﻃـﻮﺭ‬ ‫ﺩﺍﺋﻢ ﺑﻴﺎﻥ ﺗﺄﺳﻒ ﻛﺮﺩﻥ ﻳﺎ ﻣﻌﺬﺭﺕ ﺧﻮﺍﺳﺖ ﻧﺸﺎﻥﺩﻫﻨﺪﻩ ﻋﺪﻡ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻭ ﺩﺭﺧﻮﺍﺳﺖ ﺗﺄﻳﻴﺪ ﺍﺳﺖ‪.‬‬ ‫ﺩﺭﺳﺖ ﻫﻤﺎﻥﮔﻮﻧﻪ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﭘﻴﻮﺳﺘﻪ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻋﺬﺭﺧﻮﺍﻫﻲ ﻧﻤﻲﻛﻨﻨﺪ ﺑـﻪ ﻛﺎﺭﻛﻨـﺎﻥ ﻫﻤـﻪ ﺍﺟـﺎﺯﻩ‬ ‫ﻧﻤﻲﺩﻫﻨﺪ ﻳﻜﺮﻳﺰ ﺍﺯ ﺁﻧﺎﻥ ﻋﺬﺭﺧﻮﺍﻫﻲ ﻧﻤﺎﻳﻨﺪ‪ .‬ﻗﺒﻮﻝ ﻛﺮﺩﻥ ﺍﺷﺘﺒﺎﻩ ﺑﺎ ﻣﻌﺬﺭﺕ ﺧﻮﺍﻫﻲ ﻣﻜﺮﺭ ﻣﺘﻔﺎﻭﺕ ﺍﺳـﺖ‪ .‬ﺍﻭﻟـﻲ ﺿـﺮﻭﺭﻱ‬ ‫ﺍﺳﺖ‪ ،‬ﺩﻭﻣﻲ ﻣﻼﻝﺁﻭﺭ ﺍﺳﺖ‪ .‬ﻋﺬﺭﺧﻮﺍﻫﻲ ﺗﻮﺟﻴﻪﭘﺬﻳﺮ ﺭﻓﺘﺎﺭ ﺧﻮﺑﻲ ﺍﺳﺖ‪ ،‬ﻛﻪ ﺑﺎ ﻧﮕﺮﺵ ﺍﺯ ﺷﺮﻣﻨﺪﮔﻲ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪.‬‬

‫ﻫﻔﺪﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺻﺮﺍﺣﺖ ﻟﻬﺠﻪ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻪ ﺣﺎﺷﻴﻪ ﻣﻲﺭﻭﻧﺪ ﺣﺪﺍﻗﻞ ﻭﻗﺖ ﻭ ﺣﻮﺻﻠﻪ ﺭﺍ ﺩﺍﺭﻧﺪ‪ .‬ﺷﻤﺎ ﻫﺮﭼﻪ ﻣﻘـﺎﻡﺗـﺎﻥ ﺑـﺎﻻﺗﺮ ﺑـﺮﻭﺩ‬ ‫ﺗﺤﻤﻞﺗﺎﻥ ﻧﻴﺰ ﻛﻤﺘﺮ ﻣﻲﺷﻮﺩ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺭﻙ ﻭ ﺻﺮﻳﺢ ﻫﺴﺘﻨﺪ‪ ،‬ﻭ ﻫﻤﻴﻦ ﺭﺍ ﺩﺭ ﺩﻳﮕﺮﺍﻥ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺭﻧﺪ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺻـﺮﻳﺢ‪،‬‬ ‫ﺻﺎﺩﻕ ﻭ ﺭﻙ ﺑﺎﺷﻴﺪ ﻭ ﺟﺮﻳﺎﻥ ﻣﺴﺘﻘﻴﻤﻲ ﺭﺍ ﺩﻧﺒﺎﻝ ﻛﻨﻴﺪ‪ .‬ﺯﻣﺎﻧﻲ ﻛﻪ ﺷﻤﺎ ﻭﺍﺭﺩ ﺍﺻﻞ ﻣﻄﻠﺐ ﻧﻤﻲﺷﻮﻳﺪ ﻭ ﺣﺎﺷﻴﻪ ﻣـﻲﺭﻭﻳـﺪ ﻭ‬ ‫ﺗﻼﺵ ﻣﻲﻛﻨﻴﺪ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻧﻤﺎﻳﻴﺪ ﻣﻤﻜﻦ ﺍﺳﺖ ﺣﺎﻟﺖﻫﺎﻱ ﺯﻳﺮ ﺑﻪ ﻭﺟﻮﺩ ﺁﻳﺪ‪:‬‬ ‫ﻣﺮﺩﺩ ﻭ ﮔﺎﻩ ﻧﺎﺩﺭﺳﺖ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻴﺪ‪ ،‬ﺷﺮﺡ ﺍﻃﻼﻋﺎﺕ ﺍﺻﻠﻲ ﺭﺍ ﻓﺮﺍﻣﻮﺵ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑـﺮﺍﻱ ﺣﻤﻠـﻪ ﺁﻣـﺎﺩﻩ‬ ‫ﻣﻲﻛﻨﻴﺪ ﺯﻳﺮﺍ ﺁﺳﻴﺐ ﭘﺬﻳﺮ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻴﺪ‪ ،‬ﭼﺎﻟﻪﺍﻱ ﺑﺮﺍﻱ ﺧﻮﺩ ﻣﻲﻛﻨﻴﺪ ﻛﻪ ﺑﻴﺮﻭﻥ ﺁﻣﺪﻥ ﺍﺯ ﺁﻥ ﺩﺷﻮﺍﺭ ﺍﺳﺖ ﻭ ‪....‬‬

‫ﺻﺤﺒﺖ ﻛﺮﺩﻥ‬ ‫ﺍﮔﺮ ﺳﻌﻲ ﻛﻨﻴﺪ ﻗﺒﻞ ﺍﺯ ﺻﺤﺒﺖ ﻟﺤﻈﺎﺗﻲ ﺭﺍ ﺻﺮﻑ ﻓﻜﺮ ﻛﺮﺩﻥ ﺩﺭ ﺑﺎﺭﻩ ﻣﻌﻨﺎﻱ ﺁﻧﭽـﻪ ﻻﺯﻡ ﺍﺳـﺖ ﺑﮕﻮﻳﻴـﺪ؛ ﺻـﺮﻑ ﻓﻜـﺮ‬ ‫ﻧﻜﺮﺩﻥ ﺩﺭ ﺑﺎﺭﻩ ﺁﻧﭽﻪ ﻃﺮﻑ ﺩﻳﮕﺮ ﺍﺣﺘﻤﺎﻻﹰ ﺧﻮﺍﻫﺪ ﮔﻔﺖ ﻭ ﺻﺮﻑ ﻓﻜﺮ ﻛﺮﺩﻥ ﺩﺭﺑﺎﺭﻩ ﺍﺣﺴﺎﺱ ﻫﺮ ﺩﻭ ﻃﺮﻑ ﺩﺭ ﻣﻮﺭﺩ ﺁﻧﭽﻪ‬ ‫ﺩﻳﮕﺮﺍﻥ ﺧﻮﺍﻫﻨﺪ ﮔﻔﺖ‪ ،‬ﺑﻜﻨﻴﺪ‪ ،‬ﻳﻘﻴﻨﺎﹰ ﻧﺘﻴﺠﻪ ﺑﺴﻴﺎﺭ ﺑﻬﺘﺮﻱ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻭﺭﻳﺪ‪.‬‬ ‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺷﺎﺩ‪ ،‬ﻋﺼﺒﺎﻧﻲ‪ ،‬ﻳﺎ ﺩﺭ ﺣﺎﻟﺘﻲ ﺑﻴﻦ ﺍﻳﻦ ﺩﻭ ﻫﺴﺘﻴﺪ ﺑﺎ ﺻﺪﺍﻱ ﻧﺮﻡ ﻭ ﺧﻮﺵ ﺁﻫﻨﮓ ﺻﺤﺒﺖ ﻛﻨﻴﺪ‪ ،‬ﺭﺅﺳﺎ ﻻﺯﻡ ﺍﺳﺖ‬ ‫ﻫﻨﮕﺎﻡ ﻛﺎﺭ ﺑﺮﺧﻮﺩ ﻣﺴﻠﻂ ﺑﺎﺷﻨﺪ‪ .‬ﺩﺭﺳﺖ ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﻛﻪ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ ﺑﺎﻳﺪ ﺻﺮﻳﺢ ﺑﺎﺷﺪ‪ ،‬ﺻﺪﺍﻳﺘﺎﻥ ﻧﻴـﺰ ﺑﺎﻳـﺪ‬ ‫ﺻﺮﻳﺢ ﺑﺎﺷﺪ‪.‬‬ ‫ﺍﮔﺮﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺻﺤﺒﺖ ﻛﻨﻴﺪ ﻛﻪ ﻧﺸﺎﻥ ﺩﻫﻴﺪ ﺷﺎﻳﺴﺘﻪ ﮔﻔﺖ ﻭ ﺷﻨﻮﺩ ﻣﻲﺑﺎﺷﻴﺪ ﺍﺷﺨﺎﺹ ﻣﻬﻢ ﺗﻤﺎﻳﻞ ﭘﻴﺪﺍ ﻣـﻲﻛﻨﻨـﺪ ﺑـﺎ‬ ‫ﺷﻤﺎ ﺳﺨﻦ ﺑﮕﻮﻳﻨﺪ‪.‬‬

‫ﻧﻮﺷﺘﻦ‬ ‫ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺻﺮﻳﺢ ﻭ ﺭﻭﺷﻦ ﻣﻲﻧﻮﻳﺴﻨﺪ‪ .‬ﺩﺭ ﻳﻚ ﻳﺎ ﺩﻭﺟﻤﻠﻪ ﺧﻮﺍﻧﻨﺪﻩ ﺭﺍ ﺍﺯ ﭼﮕﻮﻧﮕﻲ ﺍﻣﺮ ﺁﮔﺎﻩ ﺳﺎﺧﺘﻪ‪ .‬ﻣﻮﺿﻮﻉ ﺭﺍ‬ ‫ﺧﻼﺻﻪ ﻣﻲﻧﻤﺎﻳﻨﺪ ﻭ ﺯﻣﻴﻨﻪ ﺭﺍ ﺁﻣﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﻫﻔﺖ ﻣﺮﺣﻠﻪ ﺑﺮﺍﻱ ﻧﻮﺷﺘﻦ ﻳﻚ ﻧﺎﻣﻪ ﻳﺎ ﻳﺎﺩﺩﺍﺷﺖ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪:‬‬ ‫ﭘﻴﺸﺎﭘﻴﺶ ﺩﺭ ﺑﺎﺭﻩ ﻫﺪﻑﺗﺎﻥ ﻓﻜﺮ ﻛﻨﻴﺪ‪ ،‬ﺍﺯ ﺗﻪ ﺩﻝ ﺑﻨﻮﻳﺴﻴﺪ‪ ،‬ﺷﺮﻭﻉ ﻛﻨﻴﺪ‪ ،‬ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ ﻭ ﺗﻤﺎﻡ ﻛﻨﻴـﺪ‪ ،‬ﻛﻨـﺎﺭ ﺑﮕﺬﺍﺭﻳـﺪ‪،‬‬ ‫ﻭﻳﺮﺍﻳﺶ ﻛﻨﻴﺪ‪ ،‬ﺩﻭﺑﺎﺭﻩ ﻭﻳﺮﺍﻳﺶ ﻛﻨﻴﺪ ﻭ ﺍﺭﺳﺎﻝ ﻧﻤﺎﻳﻴﺪ‪.‬‬

‫ﻫﻴﺠﺪﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻣﻬﺮﺑﺎﻧﻲ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺑﻪ ﺍﺛﺒﺎﺕ ﻣﻲﺭﺳﺎﻧﻨﺪ ﻛﻪ ﺷﺨﺺ ﻣﻲﺗﻮﺍﻧﺪ ﺁﺩﻡ ﺧﻮﺵ ﺑﺮﺧﻮﺭﺩﻱ ﺑﺎﺷﺪ ﻛﻪ ﺩﺭ ﻋـﻴﻦ ﺍﺷـﺘﻬﺎﺭ‬ ‫ﺑﻪ ﺻﻤﻴﻤﺖ ﻭ ﻋﺎﻃﻔﻪ ﺑﺎﺯ ﻫﻢ ﻗﻮﻱ ﺑﻮﺩﻩ ﻭ ﻛﺎﺭﻱ ﺭﺍ ﻛﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺑﺪﻫﺪ‪ ،‬ﺍﻧﺠﺎﻡ ﺩﻫﺪ‪ .‬ﺗﻨﻬـﺎ ﺑـﺎ ﻣﻬﺮﺑـﺎﻥ ﺑـﻮﺩﻥ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﻣﻲﺗﻮﺍﻥ ﺑﻬﺘﺮ ﺑﻮﺩ‪ .‬ﻣﻬﺮﺑﺎﻥ ﺑﻮﺩﻥ ﺑﺮﻳﻚ ﻧﻈﺎﻡ ﺍﺭﺯﺷﻲ ﺳﺎﺩﻩ ﻣﺒﺘﻨﻲ ﺍﺳﺖ‪ :‬ﺑـﻪ ﻣـﺮﺩﻡ ﺍﺣﺘـﺮﺍﻡ ﺑﮕﺬﺍﺭﻳـﺪ‪ ،‬ﺁﻧﭽـﻪ ﺭﺍ ﻛﺸـﺖ‬ ‫ﻣﻲﻛﻨﻴﺪ ﻫﻤﺎﻥ ﺭﺍ ﺑﺮﺩﺍﺷﺖ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٨ /‬‬ ‫ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﺎ ﺁﻫﻨﮓ ﺻﻤﻴﻤﺎﻧﻪ ﻭ ﻟﺒﺨﻨﺪ ﻣﺸﻔﻘﺎﻧﻪ ﺑﻪ ﻳﻚ ﻛﺎﺭﻣﻨﺪ ﺗﺬﻛﺮﺍﺕ ﺻـﺤﻴﺢ ﺑﺪﻫﻴـﺪ ﻭ ﺍﺯ ﺍﻭ ﺍﻧﺘﻘـﺎﺩ ﻛـﺮﺩﻩ ﻭ‬ ‫ﻧﺘﺎﻳﺞ ﻣﺆﺛﺮﻱ ﺑﮕﻴﺮﻳﺪ‪.‬‬ ‫ﺳﻌﻲ ﻛﻨﻴﺪ ﻣﻬﺮﺑﺎﻥ ﺑﻮﺩﻥ ﺭﺍ ﺑﻬﺘﺮﻳﻦ ﻛﻨﻴﺪ ﺑﺮﺧﻲ ﺗﻮﺻﻴﻪﻫﺎ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭﻧﺪ‪:‬‬ ‫• ﻭﻗﺘﻲ ﻛﺴﺎﻧﻲ ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﺑﺮﻧﺎﻣﻪ ﺷﻤﺎ ﺍﺯ ﺧﻮﺩﺷﺎﻥ ﻣﺎﻳﻪ ﻣﻲﮔﺬﺍﺭﻧﺪ ﺑﻪ ﺧﺎﻃﺮ ﺍﻳﺸﺎﻥ ﺳﻪ ﺑﺎﺭ ﺍﺯ ﺧﻮﺩﺗﺎﻥ ﻣﺎﻳﻪ ﺑﮕﺬﺍﺭﻳﺪ‪.‬‬ ‫• ﺩﺭ ﺭﺍ ﺑﺮﺍﻱ ﻣﺮﺩﺍﻥ‪ ،‬ﺯﻧﺎﻥ‪ ،‬ﺭﺅﺳﺎ ﻭ ﻣﺮﺋﻮﺳﺎﻥ ﺑﮕﺸﺎﻳﻴﺪ‪.‬‬ ‫• ﺍﺯ ﺟﻠﺴﻪ ﺧﺎﺭﺝ ﺷﻮﻳﺪ ﻭ ﺷﺨﺼﺎﹰ ﺑﻪ ﺻﺎﺣﺐ ﻗﺮﺍﺭ ﻣﻼﻗﺎﺕ ﺑﻌﺪﻱﺗﺎﻥ ﺑﮕﻮﻳﻴﺪ ﻗﺪﺭﻱ ﺩﻳﺮ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ ﻭ ﺍﻭ ﺭﺍ ﺑـﻪ ﻣﻨﺘﻈـﺮ‬ ‫ﺷﺪﻥ ﺩﺭ ﺩﻓﺘﺮ ﻛﺎﺭﺗﺎﻥ ﻳﺎ ﺍﺗﺎﻕ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺩﻋﻮﺕ ﻧﻤﺎﻳﻴﺪ‪.‬‬ ‫• ﺑﻪ ﻣﻨﺸﻲﺗﺎﻥ ﻳﺎﺩﺁﻭﺭ ﺷﻮﻳﺪ ﻛﻪ ﺑﺎ ﻫﻤﻪ ﺧﻮﺵ ﺍﺧﻼﻕ ﺑﺎﺷﺪ‪.‬‬ ‫• ﻫﺮ ﻭﻗﺖ ﺑﺎ ﺷﺨﺼﻲ ﻧﺎﺩﺍﻥ ﻭ ﺑﻲ ﺍﺩﺏ ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﻮﻳﺪ ﺩﺭ ﺳﻜﻮﺕ ﺧﺪﺍ ﺭﺍ ﺷﻜﺮ ﻛﻨﻴﺪ ﻛﻪ ﺍﻳﻦﮔﻮﻧﻪ ﻧﻴﺴﺘﻴﺪ‪.‬‬ ‫• ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺧﻮﺩ ﺭﺍ ﻣﻌﺮﻓﻲ ﻣﻲﻛﻨﻴﺪ ﻧﺎﻣﺘﺎﻥ ﺭﺍ ﺑﮕﻮﻳﻴﺪ ﻧﻪ ﺍﻳﻨﻜﻪ ﻓﺮﺽ ﻛﻨﻴﺪ ﺷﻤﺎ ﺭﺍ ﻣﻲﺷﻨﺎﺳﻨﺪ‪.‬‬ ‫• ﻫﺮﮔﺰ‪ ،‬ﺍﮔﺮ ﺑﻪ ﻗﻠﻪ ﻛﻮﻫﻲ ﺍﺯ ﻣﻮﻓﻘﻴﺖ ﻫﻢ ﺭﺳﻴﺪﻳﺪ‪ ،‬ﺗﻜﺒﺮ ﻧﻮﺭﺯﻳﺪ‪ .‬ﺧﺼﻮﺻﺎﹰ ﺳﻌﻲ ﻧﻜﻨﻴـﺪ ﺑـﺎ ﻛﺎﺭﻛﻨـﺎﻥﺗـﺎﻥ ﭼـﻮﻥ ﻳـﻚ‬ ‫ﻣﺴﺘﺨﺪﻡ ﺷﺨﺼﻲ ﻭ ﮔﻮﺵ ﺑﻪ ﻓﺮﻣﺎﻥ ﺭﻓﺘﺎﺭ ﻛﺮﺩﻩ ﻭ ﻳﺎ ﺑﺮﺍﻱ ﮔﺮﻓﺘﻦ ﺍﻣﺘﻴﺎﺯﺍﺕ ﻭﻳﮋﻩ ﻛﺴﻲ ﺭﺍ ﻣﺮﻋﻮﺏ ﻛﺮﺩﻩ ﻭ ﻣﻘﺎﻡ ﺧـﻮﺩ ﺭﺍ‬ ‫ﺑﻪ ﺭﺥ ﻭﻱ ﺑﻜﺸﻴﺪ‪.‬‬

‫ﻧﻮﺯﺩﻫﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻛﻨﺠﻜﺎﻭﻱ‬ ‫ﻳﻜﻲ ﺍﺯ ﻣﺆﺛﺮﺗﺮﻳﻦ ﻭﻳﮋﮔﻲﻫﺎﻱ ﻓﺮﺩﻱ ﻛﻪ ﺭﺅﺳﺎﻱ ﺧﻮﺏ ﺍﺯ ﺁﻥ ﺑﻬﺮﻩ ﻣﻲﮔﻴﺮﻧﺪ ﻛﻨﺠﻜﺎﻭﻱ ﺍﺳﺖ‪ .‬ﺑـﺮﺍﻱ ﻣﻮﻓـﻖ ﺑـﻮﺩﻥ ﺩﺭ‬ ‫ﺗﻘﺮﻳﺒﺎﹰ ﻫﺮ ﻛﺎﺭﻱ ﺑﺎﻳﺪ ﻛﺴﻲ ﺑﻮﺩ ﻛﻪ ﭘﺮﺳﻴﺪﻥ ﺭﺍ ﺁﻏﺎﺯ ﻧﻤﻮﺩﻩ ﻭ ﭘﺎﺳﺦﻫﺎ ﺭﺍ ﻛﺴﺐ ﻣﻲﻛﻨﺪ ﻭ ﻭﺍﻗﻌﺎﹰ ﺑﻪ ﺁﻧﻬﺎ ﮔـﻮﺵ ﻣـﻲﺩﻫـﺪ‪.‬‬ ‫ﭼﻨﺎﻧﭽﻪ ﺭﻭﺯﻱ ﺩﺳﺖ ﺍﺯ ﺟﺴﺘﺠﻮ ﺑﺮﺩﺍﺭﻳﺪ‪ ،‬ﺟﺮﻳﺎﻥ ﺭﺷﺪ ﺭﺍ ﻣﺘﻮﻗﻒ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪.‬‬ ‫ﻛﻠﻴﺪ ﻛﻨﺠﻜﺎﻭ ﺑﻮﺩﻥ ﻃﺮﺯ ﻭ ﺗﻜﻨﻴﻚ ﺑﺮﺧﻮﺭﺩ ﺍﺳﺖ‪ .‬ﺑﺎﻳﺴﺘﻲ ﺑﺨﻮﺍﻫﻴﺪ ﺍﻃﻼﻋﺎﺕ ﺗﺎﺯﻩ ﺭﺍ ﻓﺮﺍﺑﮕﻴﺮﻳﺪ ﻳﺎ ﺍﻃﻼﻋﺎﺕ ﻗـﺪﻳﻤﻲ ﺭﺍ‬ ‫ﺷﻔﺎﻑ ﻧﻤﺎﻳﻴﺪ ﻭ ﺑﺎﻳﺪ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﻛﺸﻒ ﻛﻨﻴﺪ ﻛﻪ ﺑﻪ ﻋﺰﺕ ﻧﻔﺲ ﺷﺨﺼﻲ ﻛﻪ ﺍﺯ ﻭﻱ ﺳﺆﺍﻝ ﻣﻲﻛﻨﻴﺪ ﺧﺪﺷﻪ ﻭﺍﺭﺩ‬ ‫ﻧﺸﻮﺩ‪ .‬ﭘﺮﺳﺶﻫﺎﻳﻲ ﻛﻪ ﺭﻭﻱ ﺁﻧﻬﺎ ﻻﺯﻡ ﺧﻮﺏ ﻓﻜﺮ ﺷﺪﻩ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺭﺍ ﺗﺤﻘﻖ ﺑﺨﺸﺪ‪:‬‬ ‫ﺯﻣﻴﻨﻪ ﻻﺯﻡ ﺑﺮﺍﻱ ﻓﻜﺮ ﻛﺮﺩﻥ ﺷﻤﺎ ﺭﺍ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩ‪ ،‬ﻧﺴﺒﺖ ﺑﻪ ﺗﻔﻜﺮ ﺷﻤﺎ ﺍﻳﺠﺎﺩ ﺍﻋﺘﻤﺎﺩ ﻛﻨﺪ‪ ،‬ﮔﻔﺖ ﻭ ﺷﻨﻮﺩ ﺍﻳﺠـﺎﺩ ﻛﻨـﺪ‪،‬‬ ‫ﺩﺭﻱ ﺭﺍ ﺑﮕﺸﺎﻳﺪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺘﻮﺍﻧﻨﺪ ﺍﺯ ﺁﻥ ﻋﺒﻮﺭ ﻛﻨﻨﺪ‪ ،‬ﺑﺘﻮﺍﻧﺪ ﺑﺎﻋﺚ ﺩﻧﺒﺎﻝ ﻛﺮﺩﻥ ﻣﺴﺎﺋﻞ ﺗﺎ ﺍﻧﺘﻬﺎ ﺷﻮﺩ‪.‬‬

‫ﺑﻴﺴﺘﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺭﻗﺎﺑﺖ ﺟﻮﻳﻲ‬ ‫ﺯﻧﺪﮔﻲ ﺫﺍﺗﺎﹰ ﻣﺤﻴﻂ ﺭﻗﺎﺑﺖ ﺍﺳﺖ ﻭ ﺗﺮﺩﻳﺪﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛﻪ ﺯﻧﺪﮔﻲ ﺷﻐﻠﻲ ﻳﻚ ﻣﺒﺎﺭﺯﻩ ﺩﺍﺋﻤﻲ ﺍﺳﺖ‪ .‬ﺷﻤﺎ ﻧﺎﭼـﺎﺭ ﺍﺯ ﺁﻥ‬ ‫ﻫﺴﺘﻴﺪ ﺑﺮﺍﻱ ﺗﻼﺵ ﺩﺭ ﻋﺮﺻﻪ ﺯﻧﺪﮔﻲ ﻗﺪﺭﻱ ﻃﺒﻊ ﺭﻗﺎﺑﺖﺟﻮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺭﻗﺎﺑﺖ ﺑﺮﺍﻱ ﺭﺷﺪ ﻓﺮﺩﻱ ﻭ ﺣﺮﻓﻪﺍﻱ ﭼﻴﺰ ﺧﻮﺑﻲ ﺍﺳﺖ‪" .‬ﺳﺨﺘﻲ ﻭ ﻣﺸﻘﺖ ﻣﺜﺒﺖ" ﻛﻪ ﻧﺎﺷﻲ ﺍﺯ ﻣﺒﺎﺭﺯﻩ ﺑـﺎ ﺣﺮﻳـﻒ ﺑﺎﺷـﺪ‬ ‫ﻣﻬﺎﺭﺕﻫﺎﻱ ﺷﻤﺎ ﺭﺍ ﺗﻘﻮﻳﺖ ﻣﻲﻧﻤﺎﻳﺪ‪ .‬ﺩﺭ ﻫﺮ ﻭﺿﻌﻴﺘﻲ ﻫﺴﺘﻴﺪ ﺑﺮﺍﻱ ﺑﺮﺩ ﺁﺳﺎﻥ ﺩﻋﺎ ﻧﻜﻨﻴﺪ‪ .‬ﺍﺯ ﻣﻮﻗﻌﻴﺖ ﺑﻪ ﻭﻳـﮋﻩ ﻣﻮﻓﻘﻴـﺖ‬ ‫ﺁﺳﺎﻥ ﺩﺭﺱ ﺯﻳﺎﺩﻱ ﻧﻤﻲﺁﻣﻮﺯﻳﺪ ﺍﻳﻦ ﻧﺒﺮﺩ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺷﻤﺎ ﺩﺭﺱﻫﺎﻱ ﺯﻳﺎﺩﻱ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺳﺮﮔﺮﻡ ﮔﺴﺘﺮﺵ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﺧﻮﺩ ﻫﺴﺘﻴﺪ ﻧﻜﺎﺕ ﺯﻳﺮ ﺭﺍ ﺩﺭ ﻧﻈﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪:‬‬ ‫ﺩﺭ ﻣﻴﺎﻥ ﻧﺒﺮﺩﻫﺎﻱ ﺍﺣﺘﻤﺎﻟﻲ ﺑﻪ ﺩﻗﺖ ﺑﺮﺭﺳﻲ ﻛﺮﺩﻩ ﻭ ﺁﻥ ﻧﺒﺮﺩﻱ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻧﻤﻮﺩﻩ ﻛـﻪ ﺑـﻪ ﻧﻔـﻊ ﺷـﻤﺎ ﺑﺎﺷـﺪ‪ ،‬ﺩﻧﺒـﺎﻝ‬ ‫ﻧﺒﺮﺩﻫﺎﻱ ﺁﺯﻣﺎﻳﺸﻲ ﺑﺎﺷﻴﺪ ﻫﺮ ﭼﻨﺪ ﺑﻪ ﻧﻔﻊ ﺷﻤﺎ ﻧﺒﺎﺷﺪ‪ ،‬ﺣﺲ ﺷﻮﺧﻲ ﺭﺍ ﺩﺭ ﺧﻮﺩﺗﺎﻥ ﺩﺭ ﺳﺮﺍﺳﺮ ﻧﺒﺮﺩ ﺣﻔﻆ ﻛﻨﻴـﺪ‪ ،‬ﺑﺪﺍﻧﻴـﺪ‬ ‫ﺭﻗﻴﺒﺎﻥ ﺩﺭ ﺣﻖ ﺷﻤﺎ ﻫﻤﺎﻥ ﻛﺎﺭﻱ ﺭﺍ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺍﮔﺮ ﺍﻭﻝ ﺑﻪ ﻓﻜﺮ ﺷﻤﺎ ﺭﺳﻴﺪﻩ ﺑﻮﺩ ﺩﺭ ﺣﻘﺸﺎﻥ ﻣﻲﻛﺮﺩﻳﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪١٩ /‬‬

‫ﺑﻴﺴﺖ ﻭ ﻳﻜﻤﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﺍﻓﺮﺍﺩﻱ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮ ﻫﺴﺘﻨﺪ‪ .‬ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﺑﻮﺩﻥ ﺑـﻪ ﻣﻌﻨـﺎﻱ ﺑـﻲ ﺍﺭﺍﺩﻩ ﻭ ﺳﺴـﺖ ﺑـﻮﺩﻥ‬ ‫ﻧﻴﺴﺖ‪ .‬ﻣﻌﻤﻮﻻﹰ ﺍﺷﺨﺎﺻﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻭ ﺧﻮﺍﻫﺎﻥ ﺁﻧﻨﺪ ﻛﻪ ﻭﺍﻛﻨﺶ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻗﺒـﺎﻝ ﺷـﺮﺍﻳﻂ ﺗـﺎﺯﻩ ﺗﻌـﺪﻳﻞ ﻧﻤﺎﻳﻨـﺪ‪ ،‬ﺑﻬﺘـﺮ‬ ‫ﻣﻲﺗﻮﺍﻧﻨﺪ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﻫﺮ ﭼﻴﺰ ﺗﺎﺯﻩﺍﻱ ﻫﻤﺎﻫﻨﮓ ﻛﻨﻨﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺍﺳﺘﻘﺎﻣﺖ ﺑـﻪ ﺧـﺮﺝ ﺩﺍﺩﻩ ﻭ ﺍﺯ ﻣﻴـﺪﺍﻥ ﺑـﻪﺩﺭ ﻧﺮﻭﻳـﺪ ﺧﻴﻠـﻲ ﺍﻭﻗـﺎﺕ ﻣﺠﺒﻮﺭﻳـﺪ ﺍﺯ ﻣﻴـﺪﺍﻥ ﺑـﻪﺩﺭ ﺭﻭﻳـﺪ‪.‬‬ ‫ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺗﻮﺍﻧﺎﻳﻲ ﻛﺎﺭﻛﺮﺩﻥ‪ ،‬ﺷﺎﻧﻪ ﺑﻪ ﺷﺎﻧﻪ ﻛﺎﺭﮔﺮﺍﻥ‪ ،‬ﺩﺭ ﻛﻒ ﻣﻐﺎﺯﻩﻫﺎ ﻭ ﻧﻴﺰ ﺑﺎ ﺭﻫﺒﺮﺍﻥ ﺟﺎﻣﻌـﻪ ﺩﺭ ﻳـﻚ ﮔﺮﺩﻫﻤـﺎﻳﻲ‬ ‫ﺍﺟﺘﻤﺎﻋﻲ ﺍﺳﺖ‪ .‬ﻳﻚ ﺩﻟﻴﻞ ﺳﺎﺩﻩ ﺑﺮﺍﻱ ﻧﺮﻣﺶ ﻭ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺘﻮﺍﻧﻴﺪ ﺩﺭ ﺻﻮﺭﺕ ﻟﺰﻭﻡ ﺗﺼـﻤﻴﻢﻫـﺎ ﻭ ﻃـﺮﺯ‬ ‫ﻓﻜﺮ ﻗﺪﻳﻤﻲ ﺭﺍ ﺍﺯ ﺫﻫﻦ ﺑﻴﺮﻭﻥ ﻛﻨﻴﺪ‪ .‬ﺯﻣﺎﻧﻲ ﻛﻪ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮ ﻫﺴﺘﻴﺪ ﻗﺎﺩﺭﻳﺪ ﻛﻪ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺭﺍ ﺑﭙﺬﻳﺮﻳﺪ‪.‬‬

‫ﺑﻴﺴﺖ ﻭ ﺩﻭﻣﻴﻦ ﻭﻳﮋﮔﻲ ﻣﻬﻢ‪ :‬ﻣﻬﺎﺭﺕ ﺩﺭ ﻗﺼﻪﮔﻮﻳﻲ‬ ‫ﺯﻧﺪﮔﻲ ﺳﺮﺷﺎﺭ ﺍﺯ ﻟﻄﺎﻳﻒ ﻭ ﻇﺮﺍﻳﻒ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻛﺎﻣﻞ ﺍﺯ ﺍﻳﻦ ﻟﻄﻴﻔﻪﻫﺎ ﺑﺮﺍﻱ ﺗﻮﺻﻴﻒ‪ ،‬ﻧﻤﺎﻳﺶ‪ ،‬ﻭ ﻧﻘﺎﺷﻲ ﻛﺮﺩﻥ‬ ‫ﺗﺼﻮﻳﺮ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﺑﻲ ﻭﻗﻔﻪ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻨﺪ‪ .‬ﻏﺮﺽ ﺍﺯ ﻗﺼﻪ ﮔﻔﺘﻦ ﺗﺠﺎﻫﻞ ﻛـﺮﺩﻥ ﻧﻴﺴـﺖ ﺑﻠﻜـﻪ ﻏـﺮﺽ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺍﻃﻼﻋﺎﺕ ﺭﺍ ﺑﻪ ﻳﺎﺩ ﻣﺎﻧﺪﻧﻲ‪ ،‬ﺭﻭﺷﻦ‪ ،‬ﻣﻔﻴﺪ ﻭ ﻣﻨﺎﺳﺐ ﻧﻤﻮﺩ‪ .‬ﻏﺮﺽ ﺁﻭﺭﺩﻥ ﻣﺜﺎﻟﻲ ﺍﺳﺖ ﻛﻪ ﺗﺠﺎﺭﺏ ﺍﻧﺴـﺎﻧﻲ ﺭﺍ ﺑـﻪ‬ ‫ﻳﺎﺩﺗﺎﻥ ﺁﻭﺭﺩ‪.‬‬ ‫ﺷﻤﺎ ﺿﻤﻦ ﺁﻥ ﻛﻪ ﺑﻪ ﺻﺤﺒﺖ ﻣﺮﺩﻡ ﮔﻮﺵ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺭﺍ ﺗﺠﺮﺑﻪ ﻣﻲﻛﻨﻴﺪ ﻭ ﭼﻴﺰ ﻣﻲﺧﻮﺍﻧﻴﺪ‪ .‬ﺷـﺶ ﭘﺮﺳـﺶ‬ ‫ﺍﺳﺎﺳﻲ ﺩﺭ ﺑﺎﺭﻩ ﻣﻮﻗﻌﻴﺖﻫﺎ ﺭﺍ ﻓﺮﺍﺧﻮﺍﻫﻴﺪ ﮔﺮﻓﺖ‪ .‬ﭼﻪ ﻛﺴﻲ‪ ،‬ﭼﻪ ﭼﻴﺰﻱ‪ ،‬ﭼﻪ ﻣﻮﻗﻊ‪ ،‬ﻛﺠﺎ‪ ،‬ﭼﮕﻮﻧـﻪ ﻭ ﭼﺮﺍــ ﻭ ﻗﺼـﻪ ﺩﺭ ﺍﻳـﻦ‬ ‫ﺟﺰﺋﻴﺎﺕ ﺍﺳﺖ ﻛﻪ ﻧﻬﻔﺘﻪ ﺍﺳﺖ‪.‬‬ ‫ﻗﺼﻪﻫﺎ ﺑﺎﻳﺪ ﻭﺍﻗﻌﻲ‪ ،‬ﻣﺘﻨﺎﺳﺐ‪ ،‬ﺧﻮﺵ ﺍﺭﺍﺋﻪ ﻭ ﻣﻮﺟﺰ ﻭ ﻣﺨﺘﺼﺮ ﻭ ﺟﺪﻳﺪ ﺑﺎﺷﻨﺪ‪ .‬ﺩﻭ ﻫﺸﺪﺍﺭ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﻋﺒﺎﺭﺗﻨـﺪ ﺍﺯ‪ :‬ﺍﺯ‬ ‫ﺗﻜﺮﺍﺭ ﺩﺍﺳﺘﺎﻥﻫﺎ ﺑﻪ ﻃﻮﺭ ﻣﻜﺮﺭ ﺧﻮﺩﺍﺭﻱ ﻛﻨﻴﺪ‪ ،‬ﭼﻨﺘﻪ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻗﺼﻪ ﺧﺎﻟﻲ ﻧﻜﻨﻴﺪ‪.‬‬

‫ﻓﺼﻞ ‪٦‬‬ ‫ﻛﻮﻫﻨﻮﺭﺩ‬ ‫ﻫﺮ ﺻﻌﻮﺩﻛﻨﻨﺪﻩﺍﻱ ﺑﺎ ﺻﻌﻮﺩﻛﻨﻨﺪﻩ ﺩﻳﮕﺮ ﻣﺘﻔﺎﻭﺕ ﺍﺳﺖ‪ .‬ﻣﻬﻢ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺷﻤﺎ ﻣﺘﻮﺟﻪ ﺍﻳﻦ ﺗﻔﺎﻭﺕﻫﺎ ﺑﺎﺷـﻴﺪ‪ .‬ﻣـﺪﻳﺮﺍﻥ‬ ‫ﻋﺎﻟﻲ ﺍﺯ ﺑﺴﻴﺎﺭﻱ ﺟﻬﺎﺕ ﺑﺎ ﻫﻢ ﺗﻔﺎﻭﺕ ﺩﺍﺭﻧﺪ ﻟﻴﻜﻦ ﻫﻤﻮﺍﺭﻩ ﻳﻜﻲ ﺍﺯ ﺍﻳﻦ ﺩﻭ ﺗﻴﭗ ﻫﺴﺘﻨﺪ‪:‬‬ ‫• ﻛﺎﺭﺁﻓﺮﻳﻦ ﻳﺎ ﺻﻌﻮﺩﮔﺮ ﺗﻜﺮﻭ‬ ‫• ﻣﺪﻳﺮ ﺣﺮﻓﻪﺍﻱ ﺍﺳﺘﺨﺪﺍﻣﻲ ﻳﺎ ﺻﻌﻮﺩﮔﺮ ﺩﻳﻮﺍﺭﻩ ﺑﺰﺭﮒ‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﺗﻔﺎﻭﺕ ﺍﻧﻮﺍﻉ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺭﺍ ﺩﺭﻙ ﻧﻤﺎﻳﻴﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻣﺆﺛﺮﺗﺮﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻴﺪ‪:‬‬ ‫ﻣﻲﺗﻮﺍﻧﻴﺪ ﺗﺸﺨﻴﺺ ﺩﻫﻴﺪ ﭼﮕﻮﻧﻪ ﺑﺎ ﻣﺪﻳﺮ ﻋﺎﻟﻲﺗﺎﻥ ﺑﻪ ﺷﻜﻞ ﻣﺆﺛﺮﺗﺮﻱ ﻛﺎﺭ ﻛﻨﻴﺪ‪ ،‬ﻣﻲﺗﻮﺍﻧﻴﺪ ﻣﺸﺨﺺ ﻧﻤﺎﻳﻴﺪ ﻛﻪ ﺑـﺎ ﭼـﻪ‬ ‫ﺳﺒﻜﻲ ﺗﺮﺟﻴﺢ ﻣﻲﺩﻫﻴﺪ ﻛﺎﺭ ﻛﻨﻴﺪ‪ ،‬ﻣﻲﺗﻮﺍﻧﻴﺪ ﻣﻴﻞ ﻭ ﺭﻏﺒﺖ ﻃﺒﻴﻌﻲﺗﺎﻥ ﺭﺍ ﺑﻬﺘﺮ ﻣﺸﺨﺺ ﻛﻨﻴﺪ‪.‬‬ ‫ﺗﻴﭗﻫﺎﻱ ﻛﺎﺭﺁﻓﺮﻳﻦ ﺩﺭ ﻣﻘﺎﻳﺴﻪ ﺑﺎ ﻣﺪﻳﺮﺍﻥ ﺣﺮﻓﻪﺍﻱ )ﮔﺎﻫﻲ ﻣﻮﺳﻮﻡ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﺍﺳـﺘﺨﺪﺍﻣﻲ( ﻛـﺎﺭﺁﻓﺮﻳﻦ ﻳـﻚ ﻧـﻮﺁﻭﺭ‬ ‫ﺍﺳﺖ‪ .‬ﺍﻭ ﺗﻘﺮﻳﺒﺎﹰ ﻣﺎﻧﻨﺪ ﻳﻚ ﻓﺮﺩ ﻣﺒﺘﻜﺮ ﻭ ﺧﻼﻕ ﻣﺤﺼﻮﻝ ﺗﺎﺯﻩﺍﻱ ﺭﺍ ﺍﺑﺪﺍﻉ ﻣﻲﻛﻨﺪ‪ ،‬ﺍﻳﺪﻩ ﺑﺰﺭﮔﻲ ﺩﺍﺭﺩ‪ ،‬ﻳﺎ ﺍﺟـﺮﺍﻱ ﻛـﺎﺭ ﺑـﻪﺩﺭﺩ‬ ‫ﻧﺨﻮﺭﻱ ﺭﺍ ﺗﻌﻬﺪ ﻣﻲﻛﻨﺪ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺍﺭﺯﺷﻲ ﺑﺮﺍﻱ ﺁﻥ ﻗﺎﺋﻞ ﻧﺒﻮﺩﻩﺍﻧﺪ‪ .‬ﺍﻣﺎ ﻣﺪﻳﺮ ﺣﺮﻓﻪﺍﻱ ﻳﻚ ﻛﺎﻣﻞ ﻛﻨﻨﺪﻩ ﺍﺳﺖ‪ .‬ﺍﻭ ﺁﻧﭽﻪ ﺭﺍ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٠ /‬‬ ‫ﺩﻳﮕﺮﺍﻥ ﺷﺮﻭﻉ ﻛﺮﺩﻩﺍﻧﺪ ﻣﺤﺪﻭﺩﻳﺖﻫﺎﻱ ﺳﺎﺑﻖ ﺭﺍ ﻣﻲﺷﻜﻨﺪ ﻭ ﻓﺮﺽ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﻛـﺎﺭ ﺭﺍ ﺑـﻪ ﺳـﻄﻮﺡ ﺗـﺎﺯﻩﺍﻱ ﺍﺭﺗﻘـﺎ‬ ‫ﻣﻲﺩﻫﺪ‪ .‬ﻛﺎﺭﺁﻓﺮﻳﻦ ﺍﻏﻠﺐ ﭘﺎﻱ ﭘﻮﻝ ﺷﺨﺼﻲﺍﺵ ﺩﺭ ﻣﻴﺎﻥ ﺍﺳﺖ‪ .‬ﻳﺎ ﺍﻳﻨﻜﻪ ﻣﻨـﺎﺑﻊ ﺍﺿـﺎﻓﻲ ﺭﺍ ﺍﺯ ﻃﺮﻳـﻖ ﺩﻭﺳـﺘﺎﻥ‪ ،‬ﺧـﺎﻧﻮﺍﺩﻩ‪،‬‬ ‫ﺑﺎﻧﻚﻫﺎ ﻳﺎ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺭﺍﻥ ﺗﺄﻣﻴﻦ ﻣﻲﻛﻨﺪ‪ .‬ﻣﺪﻳﺮﺍﻥ ﺣﺮﻓﻪﺍﻱ ﻏﺎﻟﺒﺎ ﺍﺯ ﻧﻈﺮ ﻣﺎﻟﻲ ﺑﻪ ﺧﻮﺑﻲ ﺗﺄﻣﻴﻦ ﻣﻲﺷﻮﻧﺪ‪ .‬ﻣﻌﻤـﻮﻻﹰ ﺣﻘـﻮﻕ ﻭ‬ ‫ﺩﺳﺘﻤﺰﺩ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﺎﻣﻞ ﺳﻬﻢ‪ ،‬ﺍﺧﺘﻴﺎﺭ ﺧﺮﻳﺪ ﺳﻬﻢ‪ ،‬ﻳﺎ ﺳﻬﺎﻡ ﻋﺎﺩﻱ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﻭﻱ ﺗﺄﻣﻴﻦ ﻣﺎﻟﻜﻴﺖ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬ ‫ﻣﺪﻳﺮﻋﺎﻟﻲِ ﻛﺎﺭﺁﻓﺮﻳﻦ ﺩﻭﺳﺖ ﻧﺪﺍﺭﺩ‪ ،‬ﻧﻤﻲﺗﻮﺍﻧﺪ ﻳﺎ ﻧﻤﻲﺧﻮﺍﻫﺪ ﺑﺮﺍﻱ ﺷﺨﺺ ﺩﻳﮕﺮﻱ ﺯﺣﻤﺖ ﻛﺸﻴﺪﻩ ﻭ ﻋﺮﻕ ﺑﺮﻳـﺰﺩ‪ .‬ﺍﻭ‬ ‫ﺍﻏﻠﺐ ﺑﺎ ﺍﺳﺘﻘﻼﻝ ﺭﺃﻱ ﻭ ﺍﺳﺘﻘﻼﻝ ﻋﻤﻞ ﺑﻪ ﺟﺎﻳﻲ ﻛﻪ ﻫﺴﺖ ﺭﺳﻴﺪﻩ ﻭ ﺩﺭ ﻣﻮﺍﻗﻌﻲ ﻛﻪ ﺑﻪ ﺭﺃﻱ ﺩﻳﮕﺮﺍﻥ ﻋﻤﻞ ﻛﺮﺩﻩ ﺑﻴﺶ ﺍﺯ ﺁﻥ‬ ‫ﺷﺨﺼﺎﹰ ﻣﺘﻘﺎﻋﺪ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﻛﺎﺭﺁﻓﺮﻳﻦ ﭼﻮﻥ ﺩﺭ ﺩﺍﻳﺮﻩ ﻣﻮﺭﺩ ﻧﻴﺎﺯﺵ ﺑﺎ ﺍﻓﺮﺍﺩ ﻛﻤﺘﺮﻱ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﺩ ﻣﻬﺎﺭﺕﻫﺎﻱ ﻣﺮﺩﻣـﻲ ﻛﻤﺘـﺮﻱ ﺭﺍ ﺗﻮﺳـﻌﻪ ﺩﺍﺩﻩ‬ ‫ﺍﺳﺖ‪ .‬ﺍﻭ ﺗﻨﻬﺎ ﺑﺮﺍﻱ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻥ ﺣﻀﻮﺭ ﻗﺎﺑﻞ ﻗﺒﻮﻝ ﻣﻬﺎﺭﺕ ﻛﺎﻓﻲ ﺩﺍﺭﺩ‪ .‬ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﻣﺪﻳﺮ ﺍﺳﺘﺨﺪﺍﻣﻲ ﺑـﺎ ﺗﻮﺟـﻪ ﺑـﻪ‬ ‫ﻧﻴﺎﺯ ﺷﻐﻠﻲﺍﺵ‪ ،‬ﺍﺯ ﭘﻴﺶ ﻣﻬﺎﺭﺕﻫﺎﻱ ﻣﺮﺩﻣﻲ ﺭﺍ ﺑﺮﺍﻱ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﮔﺮﻭﻩﻫﺎﻱ ﻣﺘﻨﻮﻉ ﮔﺴﺘﺮﺵ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻛﺎﺭﺁﻓﺮﻳﻦ ﺑﺮﺍﻱ ﺑﺎﺯﻱ ﻛـﺮﺩﻥ ﺑﺮﺍﺳـﺎﺱ ﻗﻮﺍﻋـﺪ ﺧـﻮﺩﺵ ﺁﺯﺍﺩﻱ ﻋﻤـﻞ ﺑﻴﺸـﺘﺮﻱ ﺩﺍﺭﺩ‪ ،‬ﺍﻭ ﺩﺭ ﻛـﺎﺭ ﺧـﻮﺩ ﺑـﻪ ﺧـﻮﺩ ﻭ‬ ‫ﻗﻀﺎﻭﺕﻫﺎﻱ ﺧﻮﻳﺶ ﻣﺘﻜﻲ ﺍﺳﺖ‪ ،‬ﺍﻭ ﺳﺮﻳﻊ ﻓﻜﺮ ﻛﺮﺩﻩ ﻭ ﻋﻤﻞ ﻣﻲﻧﻤﺎﻳـﺪ‪ ،‬ﻛـﺎﺭﺁﻓﺮﻳﻦﻫـﺎ ﺭﻳﺴـﻚ ﻋﻤﻠﻴـﺎﺗﻲ ﻛﺎﺭﻫـﺎﻳﺶ ﺭﺍ‬ ‫ﻣﺤﺎﺳﺒﻪ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺷﻨﺎﺧﺖ ﺗﻴﭗ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺷﻤﺎ ﺭﺍ ﻗﺎﺩﺭ ﻣﻲﺳﺎﺯﺩ ﻣﺘﻮﺟﻪ ﺷﻮﻳﺪ ﻛﻪ ﺍﻭ ﺑﻪ ﺩﻧﺒﺎﻝ ﭼﻪ ﭼﻴﺰﻱ ﺑﻮﺩﻩ ﻭ ﭼـﻪ ﺍﻧﺘﻈـﺎﺭﻱ ﺩﺍﺭﺩ‪.‬‬ ‫ﻧﻮﻋﻲ ﺍﺯ ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﻛﺎﺭﺁﻓﺮﻳﻨﺎﻥ‪ ،‬ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺧﺎﻧﻮﺍﺩﮔﻲ ﺍﺳﺖ‪ .‬ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎ ﭘﻴﻮﻧﺪﻫﺎﻱ‬ ‫ﻣﺤﻜﻢ ﺧﺎﻧﻮﺍﺩﮔﻲ‪ ،‬ﺭﺳﻴﺪﻥ ﺑﻪ ﻣﺸﺎﻏﻞ ﺑﺎﻻ ﺑﺮﺍﻱ ﻓﺮﺯﻧﺪﺍﻥ ﺗﻀﻤﻴﻦ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻳﺎﺩﺗﺎﻥ ﺑﺎﺷﺪ ﺩﺭ ﭼﻨﻴﻦ ﺷﺮﻛﺘﻲ ﺍﮔﺮ ﺷـﻤﺎ ﺑـﺎ‬ ‫ﺭﻳﻴﺲ ﻣﺸﻜﻞ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺷﻤﺎ ﺑﺎ ﺧﺎﻧﻮﺍﺩﻩ ﻣﺸﻜﻞ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ‪ .‬ﻭ ﺩﺭ ﻋـﻴﻦ ﺣـﺎﻝ ﺑﭙﺬﻳﺮﻳـﺪ ﻛـﻪ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺷـﻤﺎ‬ ‫ﻋﻠﻲﺭﻏﻢ ﻫﻤﻪ ﺷﺎﻳﺴﺘﮕﻲﻫﺎﻳﺘﺎﻥ ﻫﺮﮔﺰ ﺩﺭ ﺁﻥ ﺷﺮﻛﺖ ﻓﺮﺩ ﺷﻤﺎﺭﻩ ﻳﻚ ﻧﺸﻮﻳﺪ‪.‬‬

‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺯﻥ‬ ‫ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﺟﻨﺒﺶ ﺁﺯﺍﺩﻱ ﺯﻧﺎﻥ ﻛﻤﻚ ﻛﺮﺩ ﺗﺎ ﺧﺎﻧﻢﻫﺎ ﺑﻪ ﻣﺮﺍﺗﺐ ﺑﺎﻻ ﺩﺳﺖ ﻳﺎﺑﻨﺪ‪ ،‬ﻛـﺎﺭ ﭼﻨـﺪﺍﻧﻲ ﺑـﺮﺍﻱ ﺳـﺒﻚ ﻛـﺮﺩﻥ‬ ‫ﻭﻇﺎﻳﻔﺸﺎﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺎﺩﺭ ﻭ ﻫﻤﺴﺮ ﺍﻧﺠﺎﻡ ﻧﺪﺍﺩﻩ ﺍﺳﺖ‪ .‬ﺯﻧﺎﻥ ﻗﺎﻃﻊ ﺩﺭ ﻣﺤـﻞ ﻛـﺎﺭ ﺍﻏﻠـﺐ ﺩﺭ ﺍﺧﺘﺼـﺎﺹ ﺩﺍﺩﻥ ﻭﻗـﺖ ﺑـﻪ‬ ‫ﻭﺭﺯﺵ‪ ،‬ﺗﺨﻔﻴﻒ ﻓﺸﺎﺭ ﻋﺼﺒﻲ‪ ،‬ﻳﺎ ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﻛﻤﻚ ﺩﻳﮕﺮﺍﻥ ﻧﺎﻛﺎﻡ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺯﻥ ﺍﻛﺜﺮﺍﹰ ﻛﺎﺭﺁﻓﺮﻳﻦ ﻫﺴﺘﻨﺪ‬ ‫ﺗﻮﺻﻴﻪﻫﺎﻳﻲ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻣﺮﺩ‪ ،‬ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺯﻥ ﺩﺍﺭﻧﺪ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳﺖ‪ :‬ﻧﺴﺒﺖ ﺑﻪ ﻣﺴـﺎﺋﻞ ﺟﺰﺋـﻲ ﭼـﻮﻥ‬ ‫ﻣﺮﺩﺍﻥ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺩﻫﻴﺪ‪ ،‬ﺳﻌﻲ ﻛﻨﻴﺪ ﺭﻫﺒﺮ ﺑﻬﺘﺮﻱ ﺷﻮﻳﺪ ﻧﻪ ﺑﺎﺯﻳﻜﻦ ﺑﻬﺘﺮ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻬﺘﺮﻱ ﺑﻮﺩﻩ ﻧـﻪ ﻓﻘـﻂ‬ ‫ﻓﺮﺩ ﺳﺨﺖﻛﻮﺵ‪ ،‬ﺑﻠﻜﻪ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺗﺮ ﺑﺎﺷﻴﺪ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺑﺮﺍﻱ ﻣﻄﺮﺡ ﻛﺮﺩﻥ ﺧﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﺍﺯ ﻫﺮ ﻭﺳﻴﻠﻪﺍﻱ ﻛـﻪ‬ ‫ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺷﻤﺎﺳﺖ ﺑﺮﺍﻱ ﺍﺭﺗﺒﺎﻁ ﺑﻬﺘﺮ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪.‬‬ ‫ﺗﻮﺻﻴﻪﻫﺎﻱ ﭘﺎﻧﺰﺩﻩ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺯﻥ ﺑﻪ ﺯﻧﺎﻧﻲ ﻛﻪ ﻣﺎﻳﻠﻨﺪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﻮﻧﺪ‪:‬‬ ‫ﺑﻪ ﺧﺎﻃﺮ ﺯﻥ ﺑﻮﺩﻥ ﺗﺎﻭﺍﻥ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺯﻩ ﻧﺪﻫﻴﺪ‪ ،‬ﻧﺴﺒﺖ ﺑﻪ ﺯﻧﺎﻥ ﺩﻳﮕﺮ ﺑﺪﮔﻤﺎﻥ ﻧﺒﺎﺷﻴﺪ‪ ،‬ﺩﺭ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﻫﻤﺘﺎﻳـﺎﻥ ﻣـﺮﺩ‬ ‫ﺳﻄﺤﻲ ﻭ ﻣﺒﺘﺪﻝ ﻧﺒﺎﺷﻴﺪ‪ ،‬ﻫﻴﭻ ﭼﻴﺰﻱ ﺭﺍ ﺗﺤﻤﻞ ﻧﻜﻨﻴﺪ‪ .‬ﺑﻪ ﻣﺴﺎﺋﻞ ﺟﻨﺒﻪ ﺷﺨﺼﻲ ﻧﺪﻫﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢١ /‬‬

‫ﻓﺼﻞ ‪٧‬‬ ‫ﻣﻮﺍﻧﻊ ﻣﻮﺟﻮﺩ‬ ‫ﻛﺴﻲ ﻛﻪ ﻣﻬﺎﺭﺕ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﺻﻌﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﺍﺯ ﺳﺮﻣﺸﻖ ﺿﻌﻴﻒ ﺭﺅﺳﺎﻱ ﻧﻪﭼﻨﺪﺍﻥ ﻛﺎﻣﻞ ﭘﻴﺮﻭﻱ ﻧﻤﻲﻛﻨﺪ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻣﺮﺩﺍﻥ ﻭ ﺯﻧﺎﻧﻲ ﻫﺴﺘﻨﺪ‪ .‬ﻧﻪ ﻓﻮﻕ ﺑﺸﺮ ﻭ ﻧﻪ ﻧﻈﺮﻛﺮﺩﻩ‪ ،‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻣـﺎ ﺍﻳـﻦ ﭘـﺎﻳﻴﻦ ﻭ ﺭﻭﻱ ﺯﻣـﻴﻦ ﺻـﺎﻑ‬ ‫ﻫﺴﺘﻴﻢ ﻭ ﺑﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺩﺭ ﺑﺎﻻ ﻧﮕﺎﻩ ﻣﻲﻛﻨﻴﻢ ﻳﺎﻓﺘﻦ ﺧﻄﺎﻱ ﺁﻧﺎﻥ ﻛﺎﺭﺁﺳﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻫﺮ ﻗﺪﺭ ﺷﻤﺎ ﺍﺯ ﻛـﻮﻩ ﺷـﺮﻛﺖ ﺑـﺎﻻﺗﺮ‬ ‫ﺻﻌﻮﺩ ﻛﻨﻴﺪ ﺍﺷﺨﺎﺹ ﺑﻴﺸﺘﺮﻱ ﺷﻤﺎ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ‪ ،‬ﻗﻀﺎﻭﺕ ﻭ ﺍﻧﺘﻘﺎﺩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻫﺮ ﭼﻪ ﺑﻴﺸﺘﺮ ﻣﻮﻓﻖ ﺷﻮﻳﺪ ﻣﺠﻤﻮﻋـﻪ ﺍﺷﺨﺎﺻـﻲ‬ ‫ﻛﻪ ﺑﺎﻟﻘﻮﻩ ﺷﻤﺎ ﺭﺍ ﺩﻭﺳﺖ ﻧﺨﻮﺍﻫﻨﺪ ﺩﺍﺷﺖ ﺑﻴﺸﺘﺮ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻧﻪ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻞ ﺍﺯ ﺭﺍﻩﻫﺎﻱ ﮔﻮﻧﺎﮔﻮﻧﻲ ﺑﺎﻋﺚ ﻣﻲﺷﻮﻧﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺁﺳﻴﺐ ﺑﺒﻴﻨﻨﺪ‪ .‬ﻟﻴﻜﻦ ﻋﻤﺪﻩﺗﺮﻳﻦ ﺭﺍﻩ ﺍﻳـﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺭﺅﺳﺎﻱ ﺑﺪ ﻣﺎﻧﻊ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺯ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﺧﻮﺏ ﺑﺮﺍﻱ ﺷﺮﻛﺖ ﺷﻮﻧﺪ‪ .‬ﻣﻌﻤﻮﻻﹰ ﭼﻪ ﻛﺴﺎﻧﻲ ﻗﺮﺍﺭ ﺍﺳـﺖ ﺑﮕﻮﻳﻨـﺪ ﻓـﻼﻥ‬ ‫ﻛﺲ ﻣﺪﻳﺮ ﻧﻪ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻠﻲ ﺍﺳﺖ؟‬ ‫• ﺭﺳﺎﻧﻪﻫﺎ ﺍﻳﺠﺎﺩ ﺍﻋﺘﺒﺎﺭ ﻭ ﺁﺑﺮﻭ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺷﺨﺺ ﺭﺍ ﺑﺎﻻ ﻣﻲﺑﺮﻧﺪ ﻳﺎ ﺍﻭ ﺭﺍ ﺿﺎﻳﻊ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫• ﻣﻘﺎﻣﺎﺕ ﺩﻭﻟﺘﻲ ﺯﻣﺎﻧﻲ ﻛﻪ ﻣﻄﺒﻮﻋﺎﺕ ﮔﺰﺍﺭﺵ ﺗﺤﻘﻴﻘﺎﺕ ﺩﻭﻟﺘﻲ ﺭﺍ ﺩﺭ ﺑﺎﺭﻩ ﻳﻚ ﺷﺮﻛﺖ ﻣﻨﺘﺸﺮ ﻣﻲﻛﻨﻨﺪ ﻭﺿﻊ ﻣـﺪﻳﺮﺍﻥ‬ ‫ﻋﺎﻟﻲ ﺭﺍ ﻋﻠﻨﺎﹰ ﻣﻮﺭﺩ ﺭﺳﻴﺪﮔﻲ ﺩﻗﻴﻖ ﻗﺮﺍﺭ ﻣﻲﺩﻫﻨﺪ‪.‬‬ ‫• ﻫﻤﻜﺎﺭﺍﻥ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺍﻭﻗﺎﺕ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﻣﻲﺭﺳﻨﺪ ﻛﻪ ﻓﻼﻥ ﻛﺲ ﻳﻚ ﺭﻳﻴﺲ ﺿﻌﻴﻒ ﺍﺳﺖ‪.‬‬ ‫• ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﻣﻲﺭﺳﻨﺪ ﻛﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺗﺼﻤﻴﻤﺎﺗﻲ ﺍﺗﺨﺎﺩ ﻣﻲﻛﻨـﺪ ﻛـﻪ ﺑﺮﺳـﻮﺩﺁﻭﺭﻱ ﻛﺴـﺐ ﻭ‬ ‫ﻛﺎﺭﺷﺎﻥ ﺗﺄﺛﻴﺮ ﻣﻨﻔﻲ ﻣﻲﮔﺬﺍﺭﺩ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻠﻲ ﻧﻴﺴﺖ‪.‬‬ ‫• ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺭﺍ ﺷﺨﺼﻲ ﻏﻴﺮ ﻣﺆﺛﺮ ﺍﻋﻼﻡ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫• ﺭﻗﺒﺎ ﺗﺸﺨﻴﺺ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﻓﻼﻧﻲ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻠﻲ ﻧﻴﺴﺖ‪.‬‬ ‫ﭼﺮﺍ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻧﻪ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻞ ﺑﻪ ﻣﺮﺍﺗﺐ ﺑﺎﻻ ﺩﺳﺖ ﻣﻲﻳﺎﺑﻨﺪ؟ ﺩﻻﻳﻞ ﻣﺘﻌﺪﺩﻱ ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ ﮔـﺎﻩ‬ ‫ﻭﺟﻮﺩ ﻳﻚ ﺳﻠﺴﻠﻪ ﺷﺮﺍﻳﻂ ﺧﺎﺹ‪ ،‬ﺯﻣﺎﻧﻲ ﻓﻘﺪﺍﻥ ﺗﻮﺟﻪ ﻭ ﻧﻈﺎﺭﺕ ﺑﺮﺟﺮﻳﺎﻥ ﺍﻣﻮﺭ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ‪ .‬ﺯﺩ ﻭ ﺑﻨﺪ ﻭ ﺳﻴﺎﺳﺖﺑـﺎﺯﻱ‪،‬‬ ‫ﺑﺨﺖ ﻭ ﺍﻗﺒﺎﻝ ﻭ ﻣﺎﻟﻜﻴﺖ ﺍﺯ ﺩﻳﮕﺮ ﻋﻮﺍﻣﻞ ﺭﺥ ﺩﺍﺩﻥ ﺍﻳﻦ ﭘﺪﻳﺪﻩ ﺍﺳﺖ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﻛﺎﺭﻛﺮﺩﻥ ﺑﺎ ﺭﺅﺳﺎﻱ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻭ ﻧﻪ ﭼﻨﺪﺍﻥ ﻛﺎﻣﻞ ﺭﺍ ﻳﺎﺩ ﺑﮕﻴﺮﻳﻢ؟‬ ‫ﺩﺭ ﻭﻫﻠﻪ ﺍﻭﻝ ﺑﻪ ﻳﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﺷﻤﺎ ﺍﺯ ﻛﺎﺭ ﻛﺮﺩﻥ ﺑﺎ ﭼﻨﻴﻦ ﻓﺮﺩﻱ ﺍﻋﻢ ﺍﺯ ﺍﻳﻨﻜـﻪ ﺑﺮﻧـﺪﻩ ﺷـﻮﻳﺪ ﻳـﺎ ﺧﻴـﺮ‪ ،‬ﭼﻴـﺰ ﻳـﺎﺩ‬ ‫ﻣﻲﮔﻴﺮﻳﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮﺍﻳﻦ ﻣﻮﺭﺩ ﺑﻪ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﻫﻢ ﺑﺎﻳﺪ ﺗﻮﺟﻪ ﻛﻨﻴﺪ‪ :‬ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩﺗﺎﻥ ﺭﺍ ﻛﻨﺘﺮﻝ ﻛﻨﻴﺪ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺩﺍﺷـﺘﻪ‬ ‫ﺑﺎﺷﻴﺪ‪ ،‬ﭘﺎﻓﺸﺎﺭ ﺑﺎﺷﻴﺪ‪ ،‬ﻋﻼﻗﻪﻣﻨﺪ ﺑﻪ ﺑﺮﺭﺳﻲ ﺍﻣﻜﺎﻥ ﺑﻬﺒـﻮﺩ ﻭﺿـﻊ ﺑﺎﺷـﻴﺪ‪ ،‬ﻣﻄﻤـﺌﻦ ﺑﺎﺷـﻴﺪ ﻛـﻪ ﺑـﻴﺶ ﺍﺯ ﺳـﺨﻦ ﮔﻔـﺘﻦ‬ ‫ﻣﻲﺍﻧﺪﻳﺸﻴﺪ‪ ،‬ﺷﺠﺎﻉ ﺑﺎﺷﻴﺪ‪ ،‬ﺍﻧﺪﻛﻲ ﻧﻘﺶﺁﻓﺮﻳﻦ ﺑﺎﺷﻴﺪ‪ ،‬ﺩﺭ ﻣﻮﺍﺭﺩ ﺿـﺮﻭﺭﻱ ﺳـﺎﻛﺖ ﺑﺎﺷـﻴﺪ‪ ،‬ﺟﺰﺋـﻲﻧﮕـﺮ ﺑﺎﺷـﻴﺪ‪ ،‬ﺣـﺲ‬ ‫ﺷﻮﺧﻲﺗﺎﻥ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‪ ،‬ﻣﻬﺮﺑﺎﻥ ﺑﺎﺷﻴﺪ ﻭ ﻛﻨﺠﻜﺎﻭ‪ .‬ﺑﺎﻳﺪ ﺁﻣﺎﺩﻩ ﺟﻨﮕﻴﺪﻥ ﺑﻪ ﺧﺎﻃﺮ ﻫﻤﻜﺎﺭﺍﻥﺗﺎﻥ ﭼﻪ ﺑﺎﻻﺩﺳﺘﻲﻫﺎ ﻭ ﭼﻪ ﭘـﺎﻳﻴﻦ‬ ‫ﺩﺳﺘﻲﻫﺎ ﺑﺎﺷﻴﺪ‪ ،‬ﻣﺎﻳﻞ ﺑﻪ ﺭﻫﺒﺮﻱ ﻛﺮﺩﻥ ﺑﺎﺷﻴﺪ‪ ،‬ﻫﺰﻳﻨﻪ ﺳﺮﺑﺎﺭ ﺷﺨﺼﻲﺗﺎﻥ ﺭﺍ ﭘﺎﺋﻴﻦ ﻧﮕﻪ ﺩﺍﺭﻳﺪ ﺗـﺎ ﺁﺯﺍﺩﻱ ﻣـﺎﻟﻲﺗـﺎﻥ ﺣﻔـﻆ‬ ‫ﺷﻮﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٢ /‬‬

‫ﺑﺨﺶ ﺩﻭ‬ ‫ﺍﮔﺮ ﻋﻼﻗﻪﻣﻨﺪ ﺑﺎﺷﻴﺪ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﭘﺴﺖ ﺭﻳﺎﺳﺖ ـ ﺣﺘﻲ ﻣﺪﻳﺮﻳﺖ ﻋﺎﻟﻲ ـ ﺍﻗﺪﺍﻡ ﻛﻨﻴﺪ ﻃﺒﻴﻌﻲ ﺍﺳـﺖ ﻛـﻪ ﺗﻤﺎﻳـﻞ‬ ‫ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ ﺑﻬﺘﺮﻳﻦ ﻣﺴﻴﺮﻱ ﺭﺍ ﻛﻪ ﻣﻲﺗﻮﺍﻥ ﺩﺭ ﭘﻴﺶ ﮔﺮﻓﺖ ﺑﺸﻨﺎﺳﻴﺪ‪ .‬ﻣﺎﻳﻞ ﺧﻮﺍﻫﻴﺪ ﺑـﻮﺩ ﺑﺪﺍﻧﻴـﺪ ﺩﺭ ﺁﻥ ﻣﻘـﺎﻡ ﭼـﻪ‬ ‫ﭼﻴﺰﻫﺎﻱ ﺩﺭ ﺍﻧﺘﻈﺎﺭﺗﺎﻥ ﺍﺳﺖ‪ .‬ﻣﻴﻞ ﺧﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ ﺑﺪﺍﻧﻴﺪ ﭼﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪ ،‬ﭼﻪ ﺣﻘﻮﻗﻲ ﺩﺭﻳﺎﻓﺖ ﺧﻮﺍﻫﻴـﺪ ﻛـﺮﺩ‪ ،‬ﭼـﻪ‬ ‫ﻛﺴﻲ ﺭﻳﻴﺲﺗﺎﻥ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ ،‬ﻭ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻛﺎﺭﻫﺎ ﺩﺭﺳﺖ ﭘﻴﺶ ﻧﺮﻭﺩ ﭼﻪ ﺍﺗﻔﺎﻗﻲ ﺧﻮﺍﻫﺪ ﺍﻓﺘﺎﺩ‪ .‬ﺍﻳﻨﻬﺎ ﻫﻤﻪ ﻣﺴﺎﺋﻠﻲ ﺍﺳﺖ ﻛﻪ‬ ‫ﺷﺮﺡ ﻭ ﺗﻔﺼﻴﻞ ﺁﻥ ﺑﺨﺶ ﺩﻭﻡ ﻛﺘﺎﺏ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﺪ ﺷﺎﻣﻞ ‪:‬‬

‫ﻓﺼﻞ ‪: ٨‬‬ ‫ﻧﻘﺶ ﻣﺸﺎﻭﺭﺍﻥ‪ ،‬ﺷﺒﻜﻪ ﺩﻭﺳﺘﺎﻥ ﻭ ﺁﺷﻨﺎﻳﺎﻥ ﻭ ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ ﺷﺨﺼﻲ ﺩﺭ ﺣﻤﺎﻳﺖ ﺍﺯ ﺻﻌﻮﺩ ﺷﻤﺎ‬

‫ﻓﺼﻞ ‪: ٩‬‬ ‫ﺷﮕﻔﺘﻲﻫﺎﻳﻲ ﻛﻪ ﺑﺎ ﺁﻧﻬﺎ ﺭﻭﺑﻪﺭﻭ ﺧﻮﺍﻫﻴﺪ ﺷﺪ‪ ،‬ﻭ ﻧﻴﻢ ﻧﮕﺎﻫﻲ ﺑﻪ ﺭﺅﺳﺎ ﺩﺭ ﭘﺸﺖ ﺻﺤﻨﻪ‬

‫ﻓﺼﻞ ‪: ١٠‬‬ ‫ﭼﻪ ﺍﻧﺘﻈﺎﺭﺍﺗﻲ ﺍﺯ ﺷﻤﺎ ﻭﺟﻮﺩ ﺩﺍﺭﺩـ ﻣﺪﻳﺮﻳﺖ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺍﺗﺨﺎﺫ ﺗﺼﻤﻴﻤﺎﺕ‪ ،‬ﺍﺟﺮﺍﻱ ﻋﻤﻠﻴﺎﺕ‬

‫ﻓﺼﻞ ‪: ١١‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺩﺭ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺗﺮﻓﻴﻊ ﻣﻲﺩﻫﻨﺪ ﭼﻪ ﭼﻴﺰﻱ ﺭﺍ ﺟﺴﺘﺠﻮ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﻓﺼﻞ ‪: ١٢‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺩﺭ ﺍﺯﺍﻱ ﻛﺎﺭﺷﺎﻥ ﭼﻪ ﻣﻘﺪﺍﺭ ﺩﺭﻳﺎﻓﺖ ﻣﻲﺩﺍﺭﻧﺪ‪.‬‬

‫ﻓﺼﻞ ‪: ١٣‬‬ ‫ﻛﻮﻫﻨﻮﺭﺩﺍﻥ ﺑﺎ ﺗﺠﺮﺑﻪ ﺍﻛﻨﻮﻥ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺭﺍ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺩﺍﻧﺴﺘﻦ ﺁﻧﻬﺎ ﺩﺭ ﺍﺑﺘﺪﺍﻱ ﺻﻌﻮﺩﺷـﺎﻥ ﻣﻄﻤﺌﻨـﺎ ﻣـﻲﺗﻮﺍﻧﺴـﺖ‬ ‫ﻣﻔﻴﺪ ﻭﺍﻗﻊ ﺷﻮﺩـ ﻭ ﺍﺯ ﻧﻈﺮ ﺷﻤﺎ ﻧﻴﺰ ﻛﻪ ﻣﻲﺧﻮﺍﻫﻴﺪ ﺍﺯ ﻗﻠﻪﻫﺎ ﺻﻌﻮﺩ ﻛﻨﻴﺪ ﺍﻳﻦ ﭼﻴﺰﻫﺎ ﭼﻪ ﻣﻌﻨﺎﻳﻲ ﺩﺍﺭﻧﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٣ /‬‬

‫ﻓﺼﻞ‪٨‬‬ ‫ﺭﺅﺳﺎ ﭼﮕﻮﻧﻪ ﺭﻳﻴﺲ ﻣﻲﺷﻮﻧﺪ‬ ‫ﭼﮕﻮﻧﻪ ﺷﻤﺎ ﻧﻴﺰ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺭﻳﻴﺲ ﺷﻮﻳﺪ‪.‬‬ ‫ﺗﺮﺑﻴﺖ ﻣﺪﻳﺮ ﻋﺎﻟﻲ‬ ‫ﺭﺅﺳﺎ ﺍﺯ ﻭﺍﻟﺪﻳﻦ ﻓﺮﻣﻮﻟﻲ ﭘﺪﻳﺪ ﻧﻤﻲﺁﻳﻨﺪ‪ .‬ﻳﻌﻨﻲ ﻓﺮﻣﻮﻝ ﻣﺸﺨﺼﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛﻪ ﻃﺒﻖ ﺁﻥ ﺍﺯ ﭘﺪﺭ ﻭ ﻣﺎﺩﺭ ﺧﺎﺹ ﻓﺮﺯﻧﺪ‬ ‫ﺭﻳﻴﺲ ﭘﺪﻳﺪ ﺁﻳﺪ‪ .‬ﻣﻤﻜﻦ ﺍﺳﺖ ﺷﻤﺎ ﻋﻼﻗﻪﻣﻨﺪ ﺑﻪ ﺷﻨﺎﺧﺖ ﺗﺎﺭﻳﺨﭽﻪ ﺯﻧﺪﮔﻲ ﺷﺨﺼﻲ ﺭﻳﻴﺲﺗﺎﻥ ﺑﺎﺷﻴﺪ‪ .‬ﺍﻳـﻦ ﻣﻮﺿـﻮﻉ ﺑـﻪ‬ ‫ﺷﻤﺎ ﺩﺭ ﺩﺭﻙ ﺑﻬﺘﺮ ﻭﻱ ﻛﻤﻚ ﻣﻲﻛﻨﺪ‪ .‬ﺍﮔﺮ ﻓﺮﺻﺖ ﭘﻴﺪﺍ ﻣﻲﻛﻨﻴﺪ ﻛﻪ ﮔﺎﻩ ﮔﺎﻫﻲ ﺭﻳﻴﺲ ﺭﺍ ﺩﺭ ﺭﺍﻫﺮﻭ‪ ،‬ﻛﺎﻓﻪ ﺗﺮﻳﺎﻱ ﺷﺮﻛﺖ ﻳﺎ‬ ‫ﻣﻬﻤﺎﻧﻲ ﺳﺎﻻﻧﻪ ﻋﻴﺪ ﻛﺮﻳﺴﻤﺲ ﺑﺒﻴﻨﻴﺪ‪ ،‬ﺷﻤﺎﺭ ﺑﺴﻴﺎﺭﻱ ﭘﺮﺳﺶﻫﺎﻱ ﻣﻌﻘﻮﻝ ﻫﺴﺖ ﻛﻪ ﻣـﻲﺗﻮﺍﻧﻴـﺪ ﺑـﺎ ﭘﺮﺳـﻴﺪﻥ ﺁﻧﻬـﺎ ﺑـﻪ‬ ‫ﺷﻨﺎﺧﺖ ﺑﻴﺸﺘﺮﻱ ﺍﺯ ﺍﻭ ﺑﺮﺳﻴﺪ‪.‬‬

‫ﺗﺤﺼﻴﻼﺕ ﻣﺪﻳﺮ ﻋﺎﻟﻲ‬ ‫ﺍﻣﺮﻭﺯﻩ ﺩﺭ ﺑﺎﺯﺍﺭ ﺭﻗﺎﺑﺘﻲ ﻛﺎﺭ‪ ،‬ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺟﻬﺖ ﺗﺼﺪﻱ ﻣﺸﺎﻏﻞ ﺑﺎﻻ ﻭﺍﺭﺩ ﺭﻗﺎﺑﺖ ﺷﻮﻳﺪ‪ ،‬ﺩﺍﺷـﺘﻦ ﻳـﻚ ﺩﺭﺟـﻪ ﺗﺤﺼـﻴﻠﻲ‬ ‫ﭘﻴﺶ ﺩﺍﻧﺸﮕﺎﻫﻲ )ﻛﺎﻟﺞ( ﺗﻘﺮﻳﺒﺎﹰ ﻳﻚ ﺿﺮﻭﺭﺕ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﺩﺭﺟﻪ ﺗﺤﺼﻴﻠﻲ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﺳﻪ ﺭﺍﻩ ﺑﻴﺸﺘﺮ ﻧﺪﺍﺭﻳﺪ )ﻳﻚ( ﺩﺭ ‪٢٢‬‬ ‫ﻭﻳﮋﮔﻲ ﻣﻬﻤﻲ ﻛﻪ ﻗﺒﻼﹰ ﺷﺮﺡ ﺁﻥ ﺭﻓﺖ ﺑﻪ ﻃﻮﺭ ﺍﺳﺘﺜﻨﺎﻳﻲ ﻣﻬﺎﺭﺕ ﭘﻴﺪﺍ ﻛﻨﻴﺪ ﻭ ﺩﺭ ﻳﻚ ﺭﺷﺘﻪ ﻣﺘﺨﺼﺺ ﺷﻮﻳﺪ ﺣﺘﻲ ﺑﺪﻭﻥ ﺍﺧﺬ‬ ‫ﻣﺪﺭﻙ‪) .‬ﺩﻭ( ﺑﻪ ﻋﻘﺐ ﺑﺎﺯﮔﺮﺩﻳﺪ ﻭ ﺑﻜﻮﺷﻴﺪ ﺩﺭﺟﻪ ﺩﺍﻧﺸﮕﺎﻫﻲ ﻻﺯﻡ ﺭﺍ ﺍﺧﺬ ﻛﻨﻴﺪ ﻳﺎ )ﺳﻪ( ﺧﻮﺩﺗﺎﻥ ﺷﺮﻛﺘﻲ ﺗﺄﺳﻴﺲ ﻛﻨﻴـﺪ ﻭ‬ ‫ﺁﻥ ﻭﻗﺖ ﺑﺒﻴﻨﻴﺪ ﺁﻳﺎ ﺗﺤﺼﻴﻼﺕ ﺩﺍﻧﺸﮕﺎﻫﻲ ﺑﻪ ﺳﻮﺩ ﺷﻤﺎﺳﺖ ﻳﺎ ﺧﻴﺮ‪.‬‬

‫ﻣﺮﺑﻴﺎﻥ‬ ‫ﻋﻤﻮﻣﺎﹰ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ‪ .‬ﺩﺭ ﺯﻧﺪﮔﻲ ﻛﺴﻲ ﺭﺍ ﺩﺍﺷﺘﻪﺍﻧﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺴﺘﻨﺪ ﺑﻪ ﻃﻮﺭ ﻣﺸﺨﺺ ﺍﺯ ﺍﻭ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﺍﻫﻨﻤﺎ ﻳﺎﺩ ﻛﻨﻨـﺪ‪.‬‬ ‫ﺭﺍﻫﻨﻤﺎﻳﻲ ﻛﻪ ﺑﻪ ﺁﻧﺎﻥ ﻣﻲﺁﻣﻮﺧﺖ ﭼﮕﻮﻧﻪ ﮔﺎﻡ ﺑﺮﺩﺍﺭﻧﺪ‪ ،‬ﺳﺨﻦ ﺑﮕﻮﻳﻨﺪ ﻭ ﻋﻤﻞ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺍﻭﻗﺎﺕ ﻣﺮﺑﻲﮔـﺮﻱ ﺍﺯ ﻫـﺪﺍﻳﺖ‬ ‫ﻏﻴﺮ ﺭﺳﻤﻲ ﺷﺨﺺ ﺩﺭ ﻣﺴﻴﺮ ﺷﻐﻠﻲ ﻓﺮﺍﺗﺮ ﺭﻓﺘﻪ ﻭ ﻛﺎﺭ ﺑﻪ ﺣﻤﺎﻳﺖ ﻣﻲﺭﺳﺪ‪.‬‬

‫ﺍﻳﺠﺎﺩ ﺷﺒﻜﻪ ﺍﺭﺗﺒﺎﻃﻲ‬ ‫ﻭﺟﻮﺩ ﺯﻧﺠﻴﺮﻩﺍﻱ ﺍﺯ ﺍﻓﺮﺍﺩ )ﻭ ﺷﺮﺍﻳﻂ( ﻣﺮﺗﺒﻂ ﺑﺎ ﻫﻢ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺷﻤﺎ ﺷﻐﻠﻲ ﺩﺭ ﺭﺩﻩ ﺑﺎﻻ ﺑـﻪ ﺍﺭﻣﻐـﺎﻥ ﻣـﻲﺁﻭﺭﺩ‪ .‬ﺍﻳـﻦ‬ ‫ﺯﻧﺠﻴﺮﻩ ﻳﻚ ﺯﻧﺠﻴﺮﻩ ﻋﻤﻞ ﺍﻧﻔﻌﺎﻟﻲ ﺁﻥ ﻫﻢ ﺍﺯ ﺍﻳﻦ ﺩﺳﺖ ﻧﻴﺴﺖ ﻛﻪ ﺭﻭﻱ ﺻﻨﺪﻟﻲ ﺗﻜﻴﻪ ﺑﺰﻧﻴﻢ ﻭ ﻣﻨﺘﻈﺮ ﺑﺎﺷﻴﻢ ﻛﻪ ﭼﻮﻥ ﻓﺮﺩﻱ‬ ‫ﺷﺎﻳﺴﺘﻪ ﻫﺴﺘﻴﻢ ﺍﻳﻦ ﺍﻣﺮ ﺍﺗﻔﺎﻕ ﺑﻴﻔﺘﺪ‪ ،‬ﺑﻠﻜﻪ ﺩﺭ ﺗﻤﺎﺱ ﺑﻮﺩﻥ ﺑﺎ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣﻼﻗﺎﺕ ﻣﻲﻛﻨﻴﻢ ﺍﻳﻦ ﺍﺗﻔﺎﻕ ﺭﺍ ﻣﺤﻘﻖ ﻣﻲﺳﺎﺯﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﺩﻭﺳﺘﻲﻫﺎﻱ ﻛﺎﺭﻱ ﺭﺍ ﺑﺎﻳﺪ ﮔﺴﺘﺮﺵ ﺩﺍﺩ؟‬ ‫ﺗﺼﻤﻴﻢ ﺑﮕﻴﺮﻳﺪ ﺗﻤﺎﺱ ﻛﺎﺭﻳﺘﺎﻥ ﺭﺍ ﺍﻓﺰﺍﻳﺶ ﺩﻫﻴﺪ‪ ،‬ﺗﻤﺎﺱ ﺭﺍ ﺷﺮﻭﻉ ﻛﻨﻴﺪ‪ ،‬ﺍﺣﺴﺎﺱ ﺯﺣﻤﺖ ﺭﺍ ﭘﻴﺶ ﺑﻴﻨﻲ ﻭ ﻗﺒـﻮﻝ ﻛﻨﻴـﺪ‪،‬‬ ‫ﭼﻨﺪﻳﻦ ﺗﻮﭖ ﺭﺍ ﺑﺎ ﻫﻢ ﺑﻪ ﻫﻮﺍ ﺑﻴﻨﺪﺍﺯﻳﺪ‪ ،‬ﺗﻮﻗﻊ ﭘﺎﺳﺦ ﻣﺴﺎﻋﺪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﻧﺨﺴﺖ ﺑﺮﺍﻱ ﺩﻳﮕﺮﺍﻥ ﻓﻌﺎﻟﻴﺖ ﻛﻨﻴﺪ‪ ،‬ﺗﻤﺎﺱﺗـﺎﻥ‬ ‫ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‪ ،‬ﺳﺎﺑﻘﻪﺍﻱ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﻧﮕﻬﺪﺍﺭﻱ ﻛﻨﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢۴ /‬‬

‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﭼﻪ ﻣﺴﻴﺮﻱ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻣﻲﻛﻨﻨﺪ؟‬ ‫ﻣﺴﻴﺮ ﻣﺸﺨﺼﻲ ﺑﺮﺍﻱ ﺑﺎﻻ ﺭﻓﺘﻦ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﻫﺮ ﻛﺲ ﺍﺯ ﻳﻚ ﻣﺴﻴﺮ ﺑﺎﻻ ﺭﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺑﺎﻳﺪ ﻛﻮﺷﺶ ﻛﻨﻴﺪ ﺗﺎ ﻣﺴـﻴﺮﻱ‬ ‫ﺑﺎ ﻣﺸﺨﺼﺎﺕ ﺯﻳﺮ ﺭﺍ ﺩﻧﺒﺎﻝ ﻛﻨﻴﺪ‪:‬‬ ‫ﺑﺎ ﻣﻨﺎﻓﻊﺗﺎﻥ ﺗﻄﺒﻴﻖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺑﻴﺶ ﺍﺯ ﻳﻜﻲ ﺍﺯ ﻧﻴﺎﺯﻫﺎﻱ ﺷﺮﻛﺖ ﺭﺍ ﺭﻓﻊ ﻛﻨﺪ‪ ،‬ﺍﻟﺰﺍﻣﺎﺕ ﺟﻬﺎﻥ ﺁﻳﻨـﺪﻩ ﻛﺴـﺐ ﻭ ﻛـﺎﺭ ﺭﺍ‬ ‫ﺗﺄﻣﻴﻦ ﻛﺮﺩﻩ ﻭ ﻗﺎﺑﻞ ﺍﻧﺘﻘﺎﻝ ﺑﻪ ﺻﻨﺎﻳﻊ ﺩﻳﮕﺮ ﺑﺎﺷﺪ‪.‬‬ ‫ﺩﻭ ﻧﻔﺮ ﺑﺎ ﺷﺮﺍﻳﻂ ﻳﻜﺴﺎﻥ ﺍﺯ ﻧﻈﺮ ﻫﻮﺵ‪ ،‬ﺍﺷﺘﻴﺎﻕ‪ ،‬ﺗﺤﺼﻴﻼﺕ ﻭ ‪ ...‬ﭘﻴﺸﺮﻓﺖ ﺷﻐﻠﻲ ﻛـﺎﻣﻼﹰ ﻣﺘﻔـﺎﻭﺗﻲ ﺩﺍﺭﻧـﺪ ﺩﻻﻳـﻞ ﺍﻳـﻦ‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺍﻳﻦ ﻋﻮﺍﻣﻞ ﺑﺎﺷﺪ‪:‬‬ ‫ﻳﻜﻲ ﺑﻴﺸﺘﺮ ﻛﺎﺭﻛﻨﺪ‪ ،‬ﻳﻜﻲ ﺑﺎ ﻧﺎﻛﺎﻣﻲﻫﺎ ﺑﻬﺘﺮ ﺑﺮﺧﻮﺭﺩ ﻛﺮﺩﻩ ﺍﺳﺖ‪ ،‬ﻳﻜﻲ ﺍﺯ ﺑﺨﺖ ﻭ ﺍﻗﺒﺎﻝ ﺍﺳﺘﻔﺎﺩﻩ ﺑﻴﺸﺘﺮﻱ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ ﺷﺨﺼﻲ‬ ‫ﺑﺮﺍﻱ ﺩﺍﺷﺘﻦ ﺭﻭﺍﺑﻂ ﻋﻤﻮﻣﻲ ﺷﺨﺼﻲ ﻣﺘﻌﻠﻖ ﺑﻪ ﺧﻮﺩﺗﺎﻥ ﻭ ﺍﺩﺍﺭﻩ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻣﺴﺘﻤﺮ ﺁﻥ ﺩﻭ ﺩﻟﻴﻞ ﺑـﺰﺭﮒ ﻭﺟـﻮﺩ ﺩﺍﺭﺩ‪.‬‬ ‫ﻳﻜﻲ ﺩﺭ ﭼﺸﻢ ﻣﺮﺩﻡ ﺑﻮﺩﻥ ﻭ ﺩﻭﻡ ﻣﻮﺭﺩ ﺍﻋﺘﻤﺎﺩ ﻣﺮﺩﻡ ﺑﻮﺩﻥ ﺍﺳﺖ‪.‬‬ ‫ﺳﻌﻲ ﻛﻨﻴﺪ ﺻﺮﻓﻨﻈﺮ ﺍﺯ ﺍﺳﺘﺨﺪﺍﻡ ﻳﻚ ﻓﺮﺩ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺭﻭﺍﺑـﻂ ﻋﻤـﻮﻣﻲ‪ ،‬ﺧﻮﺩﺗـﺎﻥ ﺩﺭ ﺍﻳـﻦ ﺯﻣﻴﻨـﻪ‬ ‫ﮔﺎﻡﻫﺎﻱ ﺷﺨﺼﻲ ﺑﺮﺩﺍﺭﻳﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﺑﺎﻳﺪ ﺍﺯ ﻋﻬﺪﻩ ﻳﻚ ﻣﺼﺎﺣﺒﻪ ﺗﻠﻮﻳﺰﻳﻮﻧﻲ ﺑﺮﺁﻳﻴﺪ؟‬ ‫ﻫﺮﮔﺰ ﺍﻧﺘﻈﺎﺭ ﺁﺭﺍﻣﺶ ﻭ ﺭﺍﺣﺘﻲ ﻧﺪﺍﺷﺘﻪ‪ ،‬ﻗﺒﻼﹰ ﻳﻜﻲ ﺍﺯ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻣﺸﺎﺑﻪ ﺭﺍ ﺗﻤﺎﺷﺎ ﻛﻨﻴﺪ‪ ،‬ﻧﻜﺎﺗﻲ ﺭﺍ ﻛﻪ ﻣﻲﺧﻮﺍﻫﻴـﺪ ﻣﻄـﺮﺡ‬ ‫ﻧﻤﺎﻳﻴﺪ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻛﻨﻴﺪ‪ ،‬ﭘﻴﺶﺑﻴﻨﻲ ﺩﺭ ﺑﺎﺭﻩ ﻇﺎﻫﺮ ﺷﺪﻥﺗﺎﻥ ﺩﺭ ﺗﻠﻮﻳﺰﻳﻮﻥ ﺭﺍ ﺑﻪ ﺭﻓﻘﺎ ﺧـﺎﻧﻮﺍﺩﻩ ﻭ ﻫﻤﻜـﺎﺭﺍﻥ ﺧﺒـﺮ ﺩﻫﻴـﺪ‪،‬‬ ‫ﺩﺭﺻﺪﺩ ﺁﻥ ﺑﺎﺷﻴﺪ ﻛﻪ ﺑﻪ ﭘﺎﺳﺦﻫﺎﻳﺘﺎﻥ ﻗﺪﺭﻱ ﻃﻨﺰ ﺗﺰﺭﻳﻖ ﻛﻨﻴﺪ ﻭ ‪...‬‬

‫ﭼﮕﻮﻧﻪ ﻋﻜﺲ ﮔﺮﻓﺘﻪ ﻣﻲﺷﻮﺩ‬ ‫ﺑﺎ ﮊﺳﺖ ﻣﻨﺎﺳﺐ ﺟﻠﻮﻱ ﺩﻭﺭﺑﻴﻦ ﻇﺎﻫﺮ ﺷﺪﻩ‪ ،‬ﺛﺎﻧﻴﻪﺍﻱ ﺭﺍ ﺻﺮﻑ ﺗﺼﺤﻴﺢ ﻧﻘﺺﻫﺎﻱ ﺧﻮﺩ ﻛﺮﺩﻩ‪ ،‬ﺍﺯ ﻋﺒﻮﺱ ﻇﺎﻫﺮ ﺷـﺪﻥ‬ ‫ﺟﻠﻮﻱ ﺩﻭﺭﺑﻴﻦ ﺍﺟﺘﻨﺎﺏ ﻛﻨﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢۵ /‬‬

‫ﻓﺼﻞ ‪٩‬‬ ‫ﺻﻌﻮﺩ ﺑﻪ ﻗﻠﻪ‬ ‫ﺣﺮﻛﺖ ﺍﺯ ﺟﺎﻳﮕﺎﻩ ﻓﺮﺩ ﺷﻤﺎﺭﻩ ﺩﻭ ﺑﻪ ﺟﺎﻳﮕﺎﻩ ﻓﺮﺩ ﺷﻤﺎﺭﻩ ﻳﻚ ﺳﺎﺯﻣﺎﻥ‬ ‫ﺩﺭ ﺍﻳﻦ ﺷﺮﺍﻳﻂ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺯﻳﺮ ﺑﺮﺍﻱ ﺷﻤﺎ ﺑﻮﺟﻮﺩ ﺧﻮﺍﻫﺪ ﺁﻣﺪ‪:‬‬ ‫ﺍﺯ ﺧﻮﺩﺗﺎﻥ ﺧﻮﺍﻫﻴﺪ ﭘﺮﺳﻴﺪ ﺍﻛﻨﻮﻥ ﭼﻪ ﻛﻨﻢ؟ ﺩﻳﮕﺮ ﺑﺎ ﻫﻤﺎﻥ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣﺮﺍﻗﺐ ﻛﺎﺭﺗﺎﻥ ﺑﻮﺩﻧﺪ ﺳﺮﻭﻛﺎﺭ ﻧﺨﻮﺍﻫﻴﺪ ﺩﺍﺷﺖ‬ ‫ﺍﺷﺨﺎﺹ ﺩﻳﮕﺮﻱ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ ﻛﻪ ﺑﻪ ﺷﻤﺎ ﺑﮕﻮﻳﻨﺪ ﭼﻪ ﺑﻜﻨﻴﺪ؟ ﺭﻭﺯ ﺑﻌﺪ ﺍﺯ ﺍﻋﻼﻡ ﺗﺮﻓﻴﻊ ﻣﻘﺎﻡﺗﺎﻥ ﺭﺃﻱ ﺩﻫﻨﺪﻩﻫﺎ ﺑـﻪ ﺩﻓﺘﺮﺗـﺎﻥ‬ ‫ﺧﻮﺍﻫﻨﺪ ﺁﻣﺪ ﻭ ﺗﻠﻔﻦ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ ﻭ ﺍﻧﺘﻈﺎﺭ ﺭﺍﻩ ﺣﻞ ﺑﺮﺍﻱ ﻣﺸﻜﻼﺕ ﺩﺍﺭﻧﺪ؟ ﺩﺭ ﻭﺿـﻌﻴﺖ ﻣﻄﻠـﻮﺑﻲ ﻗـﺮﺍﺭ ﻣـﻲﮔﻴﺮﻳـﺪ ﻛـﻪ‬ ‫ﻗﺎﺩﺭﻳﺪ ﺑﻪ ﮔﺮﻭﻩﻫﺎﻱ ﺧﺎﺻﻲ ﻛﻪ ﻫﺮﮔﺰ ﺑﻴﺶ ﺍﺯ ﺁﻥ ﻧﻤﻲﺗﻮﺍﻧﺴﺘﻴﺪ ﭘﺎﺳﺦ ﻣﻨﻔﻲ ﺑﺪﻫﻴﺪ ﺑﮕﻮﻳﻴﺪ ﻧﻪ‪ .‬ﺑﺎ ﺷﻤﺎﺭ ﺩﺭﺧﻮﺍﺳﺖﻫـﺎﻱ‬ ‫ﺗﺎﺯﻩ ﺑﺮﺍﻱ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﮔﺬﺍﺭﺩﻥ ﻭﻗﺖﺗﺎﻥ ﺭﻭﺑﻪﺭﻭ ﺧﻮﺍﻫﻴﺪ ﺷﺪ ﻛﻪ ﺍﻳﻦ ﺩﺭﺧﻮﺍﺳﺖﻫـﺎ ﻣﺴـﺘﻘﻴﻤﺎ ﺑـﻪ ﻭﻇـﺎﻳﻒ ﺷـﻤﺎ ﻣﺮﺑـﻮﻁ‬ ‫ﻧﻤﻲﺷﻮﺩ‪ ،‬ﺩﺷﻤﻨﺎﻥ ﺗﺎﺯﻩﺍﻱ ﺭﺍ ﺩﺭ ﻣﻴﺎﻥ ﻫﻤﻜﺎﺭﺍﻥ ﻭ ﺭﻓﻘﺎﻱ ﺳﺎﺑﻖ ﻛﺸﻒ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪ ،‬ﺑﺎ ﺍﻓﺮﺍﺩ ﺑﺴﻴﺎﺭﻱ ﺭﻭﺑﻪﺭﻭ ﺧﻮﺍﻫﻴﺪ ﺷﺪ‬ ‫ﻛﻪ ﺍﺻﺮﺍﺭ ﺩﺍﺭﻧﺪ ﺑﺎ ﺷﻤﺎ ﺩﻳﺪﺍﺭ ﻧﻤﺎﻳﻨﺪ‪ ،‬ﺷﻤﺎ ﻣﺴﺌﻮﻝ ﺑﻴﺸﺘﺮ ﺍﻣﻮﺭ ﻫﺴﺘﻴﺪ ﻭ ﺧﻮﺷﺒﺨﺘﺎﻧﻪ ﺍﻗﺘﺪﺍﺭ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺰ ﺩﺍﺭﻳﺪ‪ ،‬ﺧﻮﺍﻫﻴـﺪ‬ ‫ﻓﻬﻤﻴﺪ ﻛﻪ ﺍﮔﺮ ﺳﺨﺖﻛﻮﺷﺎﻧﻪ ﻛﺎﺭ ﻛﻨﻴﺪ ﻛﺎﺭ ﺑﻪ ﺁﻥ ﺩﺷﻮﺍﺭﻱ ﻛﻪ ﺗﺼﻮﺭ ﻣﻲﻛﺮﺩﻳﺪ ﻧﻴﺴﺖ‪.‬‬

‫ﺍﻧﺘﻘﺎﺩ‬ ‫ﺻﺮﻓﻨﻈﺮ ﺍﺯ ﺍﻳﻨﻜﻪ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﻣﻨﺸﺎ ﺍﺛﺮ ﻫﺴﺘﻴﺪ‪ ،‬ﺍﺯ ﺷﻤﺎ ﺍﻧﺘﻘﺎﺩ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪ .‬ﺭﺅﺳﺎ ﺍﻧﺘﻘﺎﺩ ﺭﺍ ﭼﻪ ﺳـﺰﺍﻭﺍﺭ ﺑﺎﺷـﻨﺪ ﻭ ﭼـﻪ‬ ‫ﻧﺒﺎﺷﻨﺪ ﺍﺯ ﻫﻤﻪ ﻭ ﻫﻤﻴﺸﻪ ﻣﻲﺷﻨﻮﻧﺪ ﺳﻌﻲ ﻛﻨﻴﺪ ﻋﻜﺲﺍﻟﻌﻤﻞ ﻣﻨﻔﻲ ﺧﻮﺩ ﺩﺭ ﻣﻘﺎﺑﻞ ﺍﻧﺘﻘﺎﺩ ﺭﺍ ﺑﻪ ﺻﻮﺭﺕﻫـﺎﻱ ﺯﻳـﺮ ﻛـﺎﻫﺶ‬ ‫ﺩﻫﻴﺪ‪:‬‬ ‫ﻭﺍﻛﻨﺶ ﻏﻴﺮ ﻣﻨﻄﻘﻲ ﻧﺸﺎﻥ ﻧﺪﻫﻴﺪ‪ ،‬ﺍﮔﺮ ﻣﻤﻜﻦ ﺍﺳﺖ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺗﻀﺎﺩ ﻳﺎ ﺍﻧﺘﻘﺎﺩﻱ ﭘﻴﺶ ﻣﻲﺍﻳـﺪ ﺭﺍﺟـﻊ ﺑـﻪ ﺁﻥ ﺻـﺤﺒﺖ‬ ‫ﻛﻨﻴﺪ‪ ،‬ﺳﺆﺍﻝ ﻛﻨﻴﺪ‪ ،‬ﻣﻘﺪﺍﺭ ﻣﺤﺪﻭﺩ ﻭ ﻣﺸﺨﺼﻲ ﺍﺯ ﺯﻣﺎﻥ ﺭﺍ ﺑﺮﺍﻱ ﺍﺭﺯﻳﺎﺑﻲ ﺁﻥ ﺍﺧﺘﺼﺎﺹ ﺩﻫﻴﺪ‪ ،‬ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺻـﺎﺩﻗﺎﻧﻪ ﺍﺭﺯﻳـﺎﺑﻲ‬ ‫ﻛﻨﻴﺪ‪ ،‬ﺍﮔﺮ ﺍﺷﺘﺒﺎﻫﺎﹰ ﺷﻤﺎ ﺭﺍ ﻣﺘﻬﻢ ﻛﺮﺩﻩﺍﻧﺪ ﺑﺮﺍﻱ ﻳﻜﺒﺎﺭ ﺁﻥ ﺭﺍ ﺑﻪ ﺁﺭﺍﻣﻲ ﻳﺎ ﺑﻪ ﺷﺪﺕ ﺗﻜﺬﻳﺐ ﻛﻨﻴﺪ‪ ،‬ﺍﻗﺪﺍﻣﺎﺕ ﺧﻮﺩ ﺭﺍ ﺑﭙﺬﻳﺮﺩ‪،‬‬ ‫ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﺭﺍ ﺑﭙﺬﻳﺮﺩ ﻛﻪ ﺩﺭﺻﺪ ﻣﻌﻴﻨﻲ ﺍﺯ ﺟﻤﺎﻋﺖ ﺷﺒﻴﻪ ﺷﻤﺎ ﻧﺨﻮﺍﻫﻨﺪ ﺑﻮﺩ‪.‬‬ ‫ﭘﺮﺳﺸﻲ ﻛﻪ ﺩﺭ ﻣﻮﺭﺩ ﺍﻧﺘﻘﺎﺩ ﺯﻳﺎﺩ ﻣﻄﺮﺡ ﻣﻲﺷﻮﺩ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﻣﻦ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﻣﻲﺗﻮﺍﻧﻢ ﺍﺯ ﺭﻳﻴﺴـﻢ ﺍﻧﺘﻘـﺎﺩ ﻛـﻨﻢ؟ ﺩﺭ‬ ‫ﺍﻧﺘﻘﺎﺩ ﺍﺯ ﺭﻳﻴﺲ ﻳﺎ ﻫﺮﻛﺲ ﺩﻳﮕﺮ ﺍﺣﺴﺎﺳﺎﺕ ﺑﻪ ﺧﺮﺝ ﻧﺪﻫﻴﺪ‪ ،‬ﺩﺭ ﺍﻧﻈﺎﺭ ﺍﻧﺘﻘﺎﺩ ﻣﻲﻛﻨﺪ‪ ،‬ﻳﺎﺩﺗﺎﻥ ﺑﺎﺷﺪ ﺣﺘـﻲ ﻛﺴـﺎﻧﻲ ﻛـﻪ ﺑـﺎ‬ ‫ﺁﻏﻮﺵ ﺑﺎﺯ ﺍﺯ ﺍﻧﺘﻘﺎﺩ ﺍﺳﺘﻘﺒﻞ ﻣﻲﻛﻨﻨﺪ ﻫﻤﻮﺍﺭﻩ ﻧﻴﺘﺸﺎﻥ ﭼﻨﻴﻦ ﻧﻴﺴﺖ‪ ،‬ﺍﻧﮕﻴﺰﻩ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺍﺯ ﺍﻧﺘﻘﺎﺩ ﻛﺮﺩﻥ ﻣـﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ‬ ‫ﺩﻫﻴﺪ‪ ،‬ﺩﺭ ﺷﻐﻠﻲ ﻛﻪ ﺩﺍﺭﻳﺪ ﺑﻪ ﻭﻳﮋﻩ ﺧﻮﺏ ﻋﻤﻞ ﻛﻨﻴﺪ ﺗﺎ ﺍﺯ ﺟﺎﻳﮕﺎﻩ ﻣﺆﺛﺮﻱ ﺳﺨﻦ ﺑﮕﻮﻳﻴﺪ ﻭ ﻧﺰﺩ ﻭﻱ ﺍﺣﺘﺮﺍﻡ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ‪،‬‬ ‫ﺍﻧﺘﻘﺎﺩﺍﺕ ﺧﻮﻳﺶ ﺭﺍ ﻣﺤﺪﻭﺩ ﺑﻪ ﻳﻚ ﻓﻬﺮﺳﺖ ﻛﻮﺗﺎﻩ ﻭ ﺩﻭﺳﻪ ﻗﻠﻤﻲ ﻛﻨﻴﺪ‪ ،‬ﺩﺭ ﺑﺎﺭﻩ ﺍﻧﺘﻘﺎﺩﻱ ﻛﻪ ﺩﺍﺭﻳـﺪ ﺑـﻪ ﺩﻳﮕـﺮﺍﻥ ﭼﻴـﺰﻱ‬ ‫ﻣﻲﮔﻮﻳﺪ‪ ،‬ﻗﻀﻴﻪ ﺭﺍ ﺑﺎ ﻃﺮﺡ ﭼﻴﺰ ﻣﺜﺒﺖ ﭘﻴﮕﻴﺮﻱ ﻛﻨﻴﺪ‪.‬‬

‫ﺍﻧﺘﻘﺎﺩ ﺍﺯ ﺩﻳﮕﺮﺍﻥ‬ ‫ﻣﺴﺎﺋﻠﻲ ﻫﺴﺖ ﻛﻪ ﺷﻤﺎ ﺑﺎﻳﺪ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻻﺯﻡ ﺍﺳﺖ ﺍﺯ ﻫﻤﻜﺎﺭﺍﻥ ﺍﻧﺘﻘﺎﺩ ﻛﻨﻴﺪ ﺩﺭ ﺑﺎﺭﻩ ﺁﻧﻬـﺎ ﺑﻴﻨﺪﻳﺸـﻴﺪ‪ .‬ﺑـﻴﺶ ﺍﺯ ﺁﻧﻜـﻪ‬ ‫ﺯﺑﺎﻥ ﺑﻪ ﺍﻧﺘﻘﺎﺩ ﺑﮕﺸﺎﻳﻴﺪ ﺑﻪ ﻳﺎﺩ ﺁﻭﺭﻳﺪ ﺩﺭ ﺷﻨﻴﺪﻥ ﺍﻧﺘﻘﺎﺩ ﭼﻪ ﺍﺣﺴﺎﺳﻲ ﺑﻪ ﺁﺩﻡ ﺩﺳﺖ ﻣﻲﺩﻫﺪ‪ ،‬ﻳـﻚ ﻭﻗـﺖ ﺑﺨﺼﻮﺻـﻲ ﺩﺭ‬ ‫ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ ﺗﺎ ﺩﺭﺑﺎﺭﻩ ﺍﻧﺘﻘﺎﺩﺗﺎﻥ ﻭ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﺩﺭ ﺁﻳﻨﺪﻩ ﻣﻲﺧﻮﺍﻫﻴﺪ ﺭﻭﺷﻦ ﻭ ﺳﺎﺩﻩ ﺗﻮﺿﻴﺢ ﺩﻫﻴﺪ‪ ،‬ﻳﻜﻨﻮﺍﺧﺘﻲ ﺁﻫﻨﮓ ﺻـﺪﺍ‬ ‫ﻭ ﺣﺎﻟﺖ ﭼﻬﺮﻩ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‪ ،‬ﺍﮔﺮ ﺳﺆﺍﻝ ﺷﺪ ﺍﻧﺘﻘﺎﺩﺗﺎﻥ ﺭﺍ ﺗﻜﺮﺍﺭ ﻛﻨﻴﺪ‪ ،‬ﮔﻔﺘﮕـﻮ ﺭﺍ ﻣﺤﺮﻣﺎﻧـﻪ ﻧﮕـﺎﻩ ﺩﺍﺭﻳـﺪ‪ ،‬ﺳﺮﻣﺸـﻖ ﺧـﻮﺑﻲ‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢۶ /‬‬ ‫ﺑﺎﺷﻴﺪ‪ ،‬ﺩﺭ ﻭﻗﺖ ﺩﻳﮕﺮﻱ ﺍﺯ ﻫﻤﺎﻥ ﺷﺨﺺ ﻛﻪ ﺍﺯ ﺍﻭ ﺍﻧﺘﻘﺎﺩ ﻛﺮﺩﻩﺍﻳﺪ ﺩﺭ ﻣﻮﺭﺩ ﻛﺎﺭﻱ ﻛﻪ ﺧـﻮﺏ ﺍﻧﺠـﺎﻡ ﺩﺍﺩﻩ ﺍﺳـﺖ ﺗﻌﺮﻳـﻒ‬ ‫ﻛﻨﻴﺪ ﺍﻣﺎ ﻫﻤﻮﺍﺭﻩ ﻣﺼﻤﻢ ﺑﺎ ﺍﻧﺼﺎﻑ ﻭ ﭘﻴﮕﻴﺮ ﺑﺎﺷﻴﺪ‪ ،‬ﻋﻤﻠﻜﺮﺩ ﺭﺍ ﺍﺯ ﺷﺨﺼﻴﺖ ﺟﺪﺍ ﻛﻨﻴﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٠‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺩﺭ ﻋﻤﻞ‬ ‫ﺍﮔﺮ ﺑﺨﻮﺍﻫﻴﻢ ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺭﺍ ﺑﻪ ﺳﺎﺩﻩﺗﺮﻳﻦ ﻋﺒﺎﺭﺕ ﺗﻌﺮﻳﻒ ﻛﻨﻴﻢ‪ ،‬ﺑﺎﻳﺪ ﺑﮕﻮﻳﻢ ﺍﺳﺎﺱ ﻛﺎﺭ ﻣـﺪﻳﺮ ﻋـﺎﻟﻲ ﮔـﺬﺍﺭﺩﻥ‬ ‫ﻓﺮﺩ ﻣﻨﺎﺳﺐ ﺑﺮ ﺳﺮﻛﺎﺭ ﻣﻨﺎﺳﺐ ﺩﺭ ﺯﻣﺎﻥ ﻣﻨﺎﺳﺐ ﻭ ﻫﺪﺍﻳﺖ ﺍﻳﻦ ﻓﺮﺩ ﺍﺯ ﺟﺎﻳﻲ ﻛﻪ ﻫﺴﺖ ﺑﻪ ﺟﺎﻳﻲ ﻛﻪ ﺑﺎﻳـﺪ ﺑﺎﺷـﺪ ﻳـﺎ ﺑـﻪ‬ ‫ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ ﺗﻌﻴﻴﻦ ﻣﺴﻴﺮ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺍﺳﺖ‪ .‬ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ‪ ،‬ﻛﺎﺭ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺭﺍ ﺩﺭ ﭘﻨﺞ ﺯﻣﻴﻨﻪ ﻣﻲﺗﻮﺍﻥ ﻃﺒﻘﻪ ﺑﻨﺪﻱ ﻛﺮﺩ‪:‬‬ ‫ﻛﺎﺭ ﺑﺎ ﺍﻓﺮﺍﺩ‪ ،‬ﺗﺼﻤﻴﻢﺳﺎﺯﻱ‪ ،‬ﺍﺩﺍﺭﻩ ﺟﻠﺴﺎﺕ‪ ،‬ﻓﺮﻭﺵ‪ ،‬ﻋﻤﻠﻴﺎﺕ ﺗﻮﻟﻴﺪ ﻭ ﺗﺄﻣﻴﻦ ﻣﻨﺎﻓﻊ‬

‫ﻛﺎﺭ ﺑﺎ ﺍﻓﺮﺍﺩ‬ ‫ﻛﺎﺭ ﻳﻚ ﺭﻳﻴﺲ ﺩﺭ ﺍﺩﺍﺭﻩ ﺍﻓﺮﺍﺩﺵ ﻛﻤﻚ ﺑﻪ ﺁﻧﺎﻥ ﺩﺭ ﺣﻔﻆ ﻋﺰﺕ ﻧﻔﺲ ﺷﺎﻥ ﺍﺳﺖ‪ ،‬ﺑﺪﻳﻦ ﻣﻌﻨﻲ ﻛﻪ ﺗـﺮﻡﻫـﺎ ﺭﺍ ﺍﺯ ﺁﻧـﺎﻥ‬ ‫ﺩﻭﺭ ﻛﻨﺪ‪ ،‬ﻗﻴﺪ ﻭ ﺑﻨﺪﻫﺎ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻭ ﭘﺎﻱ ﺁﻧﺎﻥ ﺑﺎﺯﻛﻨﺪ‪ ،‬ﻓﺸﺎﺭﻫﺎ ﺭﺍ ﺍﺯ ﺭﻭﻱ ﺩﻭﺷﺸﺎﻥ ﺑﺮﺩﺍﺭﺩ‪ ،‬ﺑﻪ ﺁﻧﺎﻥ ﻛﻤـﻚ ﻛﻨـﺪ ﻓـﺮﺩﻱ‬ ‫ﻣﻮﻟﺪ ﺑﺎﺷﻨﺪ ﺑﻪ ﭼﺎﻟﺶ ﺧﻮﺍﻧﺪﻩ ﺷﻮﻧﺪ ﻭ ﺷﺄﻥ ﺳﻬﻴﻢ ﺑﻮﺩﻥ ﺩﺭ ﭼﻴﺰﻱ ﺭﺍ ﺗﺠﺮﺑﻪ ﻛﻨﺪ‪ ،‬ﺑﻪ ﺁﻧﺎﻥ ﻛﻤﻚ ﻛﻨﺪ ﺗـﺎ ﺑـﺎ ﻟـﺐ ﺧﻨـﺪﺍﻥ‬ ‫ﺳﺮﻛﺎﺭ ﺑﻴﺎﻳﻨﺪ ﻭ ﺑﻪ ﺧﺎﻧﻪ ﺑﺎﺯﮔﺮﺩﻧﺪ ﻭ ﺍﺯ ﻫﻤﻪ ﻣﻬﻢﺗﺮ ﺁﻥ ﻛﻪ ﺑﻪ ﺁﻧﺎﻥ ﺗﻌﻠﻴﻢ ﺩﻫﺪ ﺗﺎ ﺗﻮﺳﻌﻪ ﻳﺎﺑﻨﺪ ﻭ ﺑﻪ ﻣﺮﺣﻠﻪﺍﻱ ﺑﺮﺳﻨﺪ ﻛـﻪ‬ ‫ﺑﺘﻮﺍﻧﻨﺪ ﻭﻇﻴﻔﻪ ﺭﻳﻴﺲ ﺧﻮﺩ ﺭﺍ ﺑﺮﻋﻬﺪﻩ ﮔﻴﺮﻧﺪ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﻭﻇﺎﻳﻒ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺗﺸﺨﻴﺺ ﺍﻓﺮﺍﺩ ﺑﻲﻣﺤﺘﻮﻱ ﻭ ﺧﻼﺹ ﺷﺪﻥ ﺍﺯ ﺩﺳﺖ ﺁﻧﺎﻥ ﺍﺳـﺖ ﭘـﻴﺶ ﺍﺯ ﺁﻧﻜـﻪ ﻣﻮﻓـﻖ ﺑـﻪ‬ ‫ﺗﺨﺮﻳﺐ ﺷﻮﻧﺪ‪ .‬ﻓﺮﺩ ﺑﻲﻣﺤﺘﻮﻱ ﻓﺮﺩﻱ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﻣﺴﺎﺋﻞ ﭘﻴﭽﻴﺪﻩ ﺭﺍﻩ ﺣﻞﻫﺎﻱ ﺩﻟﭽﺴﺐ ﺍﻣﺎ ﻏﻴـﺮ ﻣـﺆﺛﺮ ﺩﺍﺭﺩ؛ ﺍﻭ ﻓﻘـﻂ‬ ‫ﺭﺟﺰ ﻣﻲﺧﻮﺍﻧﺪ ﻭ ﺩﻳﮕﺮﺍﻥ ﺑﺎﻳﺪ ﻭﺍﺭﺩ ﻋﻤﻞ ﺷﻮﻧﺪ؛ ﺩﺭ ﻣﺮﺣﻠﻪ ﭘﺎﻳﺎﻧﻲ ﺷﺎﻳﺴﺘﮕﻲ ﺣﺮﻓﻪﺍﻱﺍﺵ ﻗﺮﺍﺭ ﺩﺍﺭﺩ؛ ﺍﺯ ﭘﻮﺯﺵ ﻭ ﺳﺮﺯﻧﺶ‬ ‫ﺯﻳﺎﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﺪ؛ ﺻﺎﺣﺐ ﭼﻬﺮﻩﺍﻱ ﭼﻨﺪﮔﺎﻧﻪ ﺍﺳﺖ؛ ﻳﻜﺴﺎﻋﺖ ﻃﻮﻝ ﻣﻲﻛﺸﺪ ﺗﺎ ﺳﺮﺍﺻﻞ ﻣﻄﻠﺐ ﺑﺮﻭﺩ ﻭ ‪...‬‬ ‫ﺑﺨﺶ ﺍﻋﻈﻤﻲ ﺍﺯ ﻛﺎﺭ ﻣﺪﻳﺮ ﺍﺩﺍﺭﻩ ﻛﺮﺩﻥ ﺳﻴﺎﺳﺖ ﺍﺩﺍﺭﻱ ﺍﺳﺖ ﺣﻴﻠﻪﻫﺎﻱ ﻇﺮﻳﻒ ﻭ ﻃﺮﺡﻫﺎﻱ ﺗﻬﺎﺟﻤﻲﺍﻱ ﻛﻪ ﺑـﺮﺍﻱ ﺁﺯﺍﺭ‬ ‫ﺩﺍﺩﻥ ﻋﻤﺪﻱ ﻳﻚ ﻫﻤﻜﺎﺭ ﻃﺮﺡﺭﻳﺰﻱ ﻣﻲﺷﻮﺩ ﺑﺎ ﻗﺪﺭﺕ ﺍﻧﺪﻙ ﻳﻚ ﻛﺎﺭﻣﻨﺪ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭ ﻣﻲﺁﻳـﺪ‪ .‬ﺑﺮﺩﺑـﺎﺭﻱ ﻳـﺎ ﻧﺎﺑﺮﺩﺑـﺎﺭﻱ‬ ‫ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺭﺍ ﻛﺎﺭﻛﻨﺎﻧﻲ ﻛﻪ ﺑﻪ ﺍﻭ ﻧﺰﺩﻳﻚ ﻫﺴﺘﻨﺪ ﺳﺮﻣﺸﻖ ﻗﺮﺍﺭ ﻣـﻲﺩﻫﻨـﺪ‪ .‬ﺍﻳـﻦ ﺭﺍ ﺑﺎﻳـﺪ ﺩﺍﻧﺴـﺖ ﻫﺮﭼـﻪ ﺷﺨﺼـﻲ ﺩﺭ‬ ‫ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﻫﺴﺖ ﺑﺎﻻﺗﺮ ﺑﺮﻭﺩ ﻣﺠﺒﻮﺭ ﺍﺳﺖ ﺑﺎ ﺳﻴﺎﺳﺖﻫﺎﻱ ﺑﻴﺸﺘﺮﻱ ﺩﺳﺖ ﻭ ﭘﻨﺠﻪ ﻧﺮﻡ ﻛﻨﺪ‪.‬‬ ‫ﻭﻇﻴﻔﻪ ﺩﻳﮕﺮ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﺟﺘﻤﺎﻋﻲ ﻛﺮﺩﻥ ﺷﺮﻛﺖ ﺍﺳﺖ‪ .‬ﺑﺮﺧﻲ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳﺖ‪:‬‬ ‫ﺳﺮﮔﺮﻡ ﻛﺮﺩﻥ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺗﺄﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻭ ﻣﻬﻤﺎﻧﺎﻧﻲ ﻛﻪ ﺍﺯ ﺩﻳﮕﺮ ﺷﻬﺮﻫﺎ ﻭ ﻛﺸﻮﺭﻫﺎ ﻣﻲﺁﻳﻨﺪ‪ ،‬ﻏﺬﺍ ﺧﻮﺭﺩﻥ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﻣﻬﻢ‪ ،‬ﻛﺎﺭﻛﻨﺎﻥ ﺑﺎﻟﻘﻮﻩ ﻭ ﻫﻤﺴﺮﺍﻧﺸﺎﻥ‪ ،‬ﺣﻤﺎﻳﺖ ﻣﺎﻟﻲ ﺍﺯ ﺑﺮﮔﺰﺍﺭﻱ ﮔﺮﺩﻫﻤﺎﻳﻲﻫﺎﻱ ﻣﺨﺘﻠﻒ‪ ،‬ﮔﺮﺩﺁﻭﺭﻱ ﭘﻮﻝ ﺑﺮﺍﻱ ﺟﻤﻌﻴﺖﻫـﺎ‪،‬‬ ‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﻣﻮﺭ ﺧﻴﺮﻳﻪ‪ ،‬ﺣﻀﻮﺭ ﺩﺭ ﺑﺎﺷﮕﺎﻩﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ‪.‬‬

‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ـ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ‬ ‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﺗﺨﺎﺫ ﺗﺼﻤﻴﻤﺎﺕ ﻻﺯﻡ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﻣﻬﻢﺗﺮ ﺍﺯ ﻫﻤﻪ ﺍﺗﺨﺎﺫ ﺁﻧﻬﺎﺳﺖ‪ .‬ﺍﮔﺮ ﺑﺘﻮﺍﻧﻴﺪ ﺗﻮﺍﻧﺎﻳﻲ ﺣﻞ ﻣﺴﺎﺋﻞ ﺭﺍ ﺍﺯ‬ ‫ﻫﻤﺎﻥ ﺍﺑﺘﺪﺍﻱ ﺧﺪﻣﺘﺘﺎﻥ ﻧﺸﺎﻥ ﺩﻫﻴﺪ ﻫﻤﻮﺍﺭﻩ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﺷﻐﻠﻲ ﻣﻮﺭﺩ ﺗﺄﻳﻴﺪ ﻗﺮﺍﺭ ﺧﻮﺍﻫﻴﺪ ﮔﺮﻓﺖ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٧ /‬‬ ‫ﺍﻓﺮﺍﺩ ﻭﺍﻗﻌﺎﹰ ﻣﻴﻞ ﺩﺍﺭﻧﺪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺷﻮﻧﺪ‪ .‬ﺍﺷﺘﺒﺎﻫﻲ ﻛﻪ ﻣﺎ ﻣﺮﺗﻜﺐ ﻣﻲﺷﻮﻳﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺻﻮﺭﺗﻲ ﺷﮕﻔﺖﺁﻭﺭ ﻣﺆﺩﺏ‬ ‫ﺑﻮﺩﻩ ﻭ ﻋﺰﻡ ﻭ ﺍﺭﺍﺩﻩ ﺧﻮﺩ ﺭﺍ ﻣﻬﺎﺭ ﻛﻨﻴﻢ‪ .‬ﺍﺷﺨﺎﺹ ﻧﻴﺎﺯ ﺑﻪ ﺭﺍﻫﻨﻤﺎﻳﻲ ﻭ ﻗﺎﻃﻌﻴﺖ ﺩﺍﺭﻧﺪ‪ .‬ﺑﺮﺍﻱ ﺗﺼـﻤﻴﻢ ﮔـﺮﻓﺘﻦ ﺳـﻌﻲ ﻛﻨﻴـﺪ‪:‬‬ ‫ﺑﭙﺮﺳﻴﺪ‪ ،‬ﺑﭙﺮﺳﻴﺪ‪ ،‬ﺑﭙﺮﺳﻴﺪ‪ ،‬ﺟﺪﻭﻝ ﺯﻣﺎﻧﻲ ﺍﺟﺮﺍﻱ ﺗﺼﻤﻴﻢ ﺍﻳﺠﺎﺩ ﻛﻨﻴﺪ‪ ،‬ﻣﺴﺌﻮﻟﻴﺖ ﺗﺼﻤﻴﻢﺗﺎﻥ ﺭﺍ ﺑﺮﻋﻬﺪﻩ ﺑﮕﻴﺮﻳﺪ‪.‬‬ ‫ﻳﻚ ﻧﻜﺘﻪ ﻣﻬﻢ ﺁﻧﻜﻪ ﺩﺭ ﻣﻮﺭﺩ ﺗﻮﺍﻧﺎﻳﻲ ﺗﺼﻤﻴﻢﮔﻴﺮﻱﺗﺎﻥ ﻓﺮﻭﺗﻦ ﺑﺎﺷﻴﺪ‪ .‬ﺷﺎﻳﺪ ﺍﻳﻦ ﻓﺮﻭﺗﻨﻲ ﻳﻜﻲ ﺍﺯ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺑﺮﺗﺮ ﺷـﻤﺎ‬ ‫ﺑﺎﺷﺪ‪ .‬ﻛﻞ ﻣﻮﺟﻮﺩﻳﺖ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﺮ ﺷﺎﻟﻮﺩﻩ ﺗﺼﻤﻴﻤﺎﺕ ﺍﺳﺘﻮﺍﺭ ﺍﺳﺖ‪.‬‬

‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ـ ﺟﻠﺴﺎﺕ‬ ‫ﺭﺅﺳﺎﻱ ﻛﺎﺭﺁﻣﺪ ﺟﻠﺴﺎﺕ ﺛﻤﺮﺑﺨﺸﻲ ﺭﺍ ﺍﺩﺍﺭﻩ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺩﻳﮕﺮ ﺍﺷﺨﺎﺹ ﺗﻮﺍﻧﺎﻳﻲ ﺍﺩﺍﺭﻩ ﺟﻠﺴـﺎﺕ ﺭﺍ ﺩﺍﺭﻧـﺪ ﺍﻣـﺎ‬ ‫ﻗﺪﺭﺕ ﺍﺩﺍﺭﻩ ﺟﻠﺴﺎﺕ ﺧﻮﺏ ﺭﺍ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺷﺮﻛﺖ ﻛﻨﻨﺪﮔﺎﻥ ﺩﺭ ﺟﻠﺴﺎﺕ ﻏﺎﻟﺒﺎﹰ ﻧﺎﻣﻨﻈﻢ ﻫﺴﺘﻨﺪ ﻭ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺳﺎﻛﺖ ﺑﺎﺷﻨﺪ ﻳـﺎ‬ ‫ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺎ ﺳﻴﺎﺳﺖ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﻭﺍﺩﺍﺭ ﺑﻪ ﺳﻜﻮﺕ ﻛﻨﻨﺪ‪ .‬ﻓﻬﺮﺳﺘﻲ ﺍﺯ ﺍﻟﺰﺍﻣﺎﺗﻲ ﻛﻪ ﺑﺮﺍﻱ ﺟﻠﺴﺎﺕ ﺛﻤﺮﺑﺨﺶ ﺍﺭﺍﺋﻪ ﻣﻲﮔـﺮﺩﺩ‬ ‫ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳﺖ‪:‬‬ ‫ﺟﻠﺴﺎﺕ ﻛﻤﺘﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﺧﻮﺩ ﺭﺍ ﺁﻣﺎﺩﻩ ﻛﻨﻴﺪ ﺗﺎ ﺑﺘﻮﺍﻧﻴﺪ ﺗﻤﺮﻛﺰ ﺣﻮﺍﺱ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ‪ ،‬ﺗﻌـﺪﺍﺩ ﺍﻓـﺮﺍﺩ ﺷـﺮﻛﺖ‬ ‫ﻛﻨﻨﺪﻩ ﺩﺭ ﺟﻠﺴﻪ ﺭﺍ ﻫﺮ ﭼﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﻛﻢ ﻧﮕﺎﻩ ﺩﺍﺭﻳﺪ‪ ،‬ﺍﺯ ﻗﺒﻞ ﻣﺸﺨﺺ ﻛﻴﻨﺪ ﻛﻪ ﭼﻪ ﻛﺴﻲ ﺟﻠﺴﻪ ﺭﺍ ﺍﺩﺍﺭﻩ ﺧﻮﺍﻫﺪ ﻛـﺮﺩ‪،‬‬ ‫ﺟﻠﺴﻪ ﺭﺍ ﺍﺯ ﻧﻈﺮ ﻭﺿﻊ ﻇﺎﻫﺮ ﺁﻣﺎﺩﻩ ﻛﻨﻴﺪ‪ ،‬ﺑﻪ ﻭﻗﺖ ﺭﻭﺯ ﺗﻮﺟـﻪ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ‪ .‬ﺩﺭ ﺟﻠﺴـﻪ ﻧﺨﺴـﺖ ﺑـﻪ ﻣﺴـﺎﺋﻞ ﺩﺷـﻮﺍﺭ‬ ‫ﺑﭙﺮﺩﺍﺯﻳﺪ‪ ،‬ﺍﺯ ﺷﻮﺧﻲ ﻭ ﻣﺰﺍﺡ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻨﻴﺪ‪ ،‬ﺟﻠﺴﻪ ﺭﺍ ﺳﺮﻳﻊ ﺑﺮﮔﺰﺍﺭ ﻛﻨﻴﺪ‪ ،‬ﺗﻤﺮﻳﻦ ﻛﻨﻴـﺪ‪ ،‬ﻗﻮﺍﻋـﺪﻱ ﺑـﺮﺍﻱ ﭘﺎﻳـﺎﻥ ﺩﺍﺩﻥ ﺑـﻪ‬ ‫ﺟﻠﺴﻪ ﺗﻌﻴﻴﻦ ﻛﻨﻴﺪ‪.‬‬

‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ـ ﻓﺮﻭﺵ‬ ‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﻤﺎﻡ ﻣﺪﺕ ﺩﺭ ﺣﺎﻝ ﻓـﺮﻭﺵ ﺑﺎﺷـﺪ‪ .‬ﺍﻭ ﺑﺎﻳـﺪ ﺗﻐﻴﻴـﺮ ﺭﺍ ﺑﻔﺮﻭﺷـﺪ‪ .‬ﺍﻧﺪﻳﺸـﻪﻫـﺎﻳﺶ ﺭﺍ‬ ‫ﺑﻔﺮﻭﺷﺪ‪ .‬ﺩﻳﺪ ﻭ ﻃﺮﺡ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺧﻮﺩ ﺭﺍ ﺑﻔﺮﻭﺷﺪ‪ .‬ﺗﺼﻮﻳﺮ ﺫﻫﻨﻲﺍﺵ ﺭﺍ ﺑﻔﺮﻭﺷﺪ ﻭ ‪...‬‬ ‫ﻓﺮﻭﺧﺘﻦ ﺑﻪ ﻣﻌﻨﺎﻱ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﭘﻴﻮﺳﺘﻪ ﺑﺮﺍﻱ ﺧﻮﺩﺗﺎﻥ‪ ،‬ﺍﻧﺪﻳﺸﻪﻫﺎﺗﺎﻥ‪ ،‬ﻛﺎﺭﺗﺎﻥ ﻭ ﺳﺎﺯﻣﺎﻧﺘﺎﻥ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻛﻨﻴﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺑﺎﺭﻩ‬ ‫ﻓﻜﺮ ﻧﻜﻨﻴﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻓﺮﻭﺵ ﺭﺍﺣﺘﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺷﻤﺎ ﻧﻴﺎﺯ ﺑﻪ ﻓﺮﻭﺷﻲ ﺩﺍﺭﻳﺪ ﻛﻪ ﺩﺷﻮﺍﺭ‪ ،‬ﻫﺪﻓﻤﻨﺪ‪ ،‬ﻫـﺪﺍﻳﺖ ﺷـﺪﻩ ﻭ‬ ‫ﺛﻤﺮﺑﺨﺶ ﺑﺎﺷﺪ‪ .‬ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺩﺭ ﻓﺮﻭﺵ ﺑﻪ ﺍﺷﺨﺎﺹ ﺍﻳﻦ ﻧﻜﺎﺕ ﺭﺍ ﺑﺎﻳﺪ ﺩﺭ ﻧﻈﺮ ﺑﮕﻴﺮﻳﺪ‪:‬‬ ‫ﭘﺮﺳﺶﻫﺎﻳﻲ ﻣﻄﺮﺡ ﻛﻨﻴﺪ ﺗﺎ ﺑﻔﻬﻤﻴﺪ ﺍﺷﺨﺎﺹ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﭼﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ‪ ،‬ﭘﺮﺳﺶﻫﺎﻳﻲ ﻣﻄـﺮﺡ ﻧﻤﺎﻳﻴـﺪ ﺗـﺎ ﻣﺘﻮﺟـﻪ‬ ‫ﺷﻮﻳﺪ ﺁﻧﺎﻥ ﺩﺭ ﺍﺯﺍﻱ ﺁﻧﭽﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ ﭼﻪ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪ ،‬ﺁﻧﭽﻪ ﺭﺍﻛﻪ ﻣﻲﺧﻮﺍﻫﻨﺪ ﻣﺸﺮﻭﻁ ﺑﺮﺁﻧﻜﻪ ﺑﺘﻮﺍﻧﻴﺪ ﺗﻬﻴﻪ ﻧﻤﺎﻳﻴﺪ ﻋﺮﺿﻪ‬ ‫ﻛﻨﻴﺪ‪.‬‬

‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ـ ﻧﻈﺎﺭﺕ ﺑﺮ ﻋﻤﻠﻴﺎﺕ‬ ‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻛﻪ ﺍﻛﺜﺮ ﺍﻭﻗﺎﺕ ﺩﺭ ﺻﻔﺤﺎﺕ ﻣﺨﺘﻠﻒ ﺩﺭﺑﺎﺭﻩ ﺁﻥ ﻣﻄﺎﻟﺒﻲ ﻧﻮﺷﺘﻪ ﻣﻲﺷﻮﺩ ﻋﺒـﺎﺭﺕ ﺍﺳـﺖ ﺍﺯ ﺗﻮﺍﻧـﺎﻳﻲ‬ ‫ﺍﺩﺍﺭﻩ ﻋﻤﻠﻴﺎﺕ ﻳﻚ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻭ ﺗﺄﻣﻴﻦ ﺳﻮﺩ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‪ .‬ﻣﻌﻤﻮﻻﹰ ﻫﺮ ﻛﺴـﺐ ﻭ ﻛـﺎﺭ ﺑـﺮﺍﻱ ﭘـﻮﻝ ﺩﺭﺁﻭﺭﺩﻥ ﺭﻭﺵﻫـﺎﻱ‬ ‫ﻣﺸﺨﺼﻲ ﺩﺍﺭﺩ‪ .‬ﺭﺍﺯ ﺑﺰﺭﮔﻲ ﺩﺭ ﻛﺎﺭ ﻧﻴﺴﺖ ﺗﻔﺎﻭﺕ ﻣﻴﺎﻥ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲﺍﻱ ﻛﻪ ﺳﻮﺩ ﻣـﻲﻛﻨﻨـﺪ ﻭ ﻣـﺪﻳﺮﺍﻥ ﻋـﺎﻟﻲ ﻛـﻪ ﺳـﻮﺩ‬ ‫ﻧﻤﻲﻛﻨﻨﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﺑﻪ ﺍﻳﻦ ﺭﻭﺵﻫﺎ ﺧﻮﺏ ﻋﻤﻞ ﻛﻨﻨﺪ‪.‬‬ ‫ﻋﻼﻭﻩ ﺑﺮﺍﻳﻦ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻣﺴﺌﻮﻝ ﺍﺳﺖ ﻛﻪ ﻣﺮﺍﻗﺒﺖ ﻛﻨﺪ ﻣﻨﺎﺑﻊ ﻻﺯﻡ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﺍﺻﻠﻲ ﺷﺮﻛﺖ ﺁﻣﺎﺩﻩ ﺑﺎﺷﺪ‪ .‬ﻣـﺪﻳﺮ‬ ‫ﻋﺎﻟﻲ ﻣﻴﺎﻥ ﺍﻓﺮﺍﺩ ﻣﺘﺨﺼﺺ ﻳﺎ ﺩﺭ ﺑﻴﻦ ﺗﻴﻢﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻛﺎﺭﻛﻨﺎﻥ ﻫﻤﺎﻫﻨﮕﻲ ﻭ ﻫﻤﻜﺎﺭﻱ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﺩ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺗﻘﺮﻳﺒﺎﹰ ﻛﺎﻣﻞ ﻣﻴﻞ ﺩﺍﺭﻧﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺘﻮﺍﻧﻨﺪ ﺍﻳﻦ ﭘﻴﺎﻡ ﺭﺍ ﺭﻭﻱ ﻛﺎﺭﺗﻲ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﻴﻒ ﺑﻐﻠﻲ ﻭ ﺷﺎﻣﻞ ﻣﻮﺍﺭﺩ ﺯﻳﺮ‬ ‫ﺭﺍ ﺑﺎ ﺧﻮﺩ ﺣﻤﻞ ﻛﻨﻨﺪ‪ :‬ﻫﺪﻑ ﺷﺮﻛﺖ‪ ،‬ﺩﺭ ﺻﻮﺭﺕ ﻋﺪﻡ ﺗﺤﻘﻖ ﺍﻳﻦ ﻫﺪﻑ ﺷﺨﺺ ﭼﻘﺪﺭ ﻓﺎﻳﺪﻩ ﻣﻲﺑﺮﺩ ﻳـﺎ ﺯﻳـﺎﻥ ﻣـﻲﻛﻨـﺪ‪،‬‬ ‫ﺷﺨﺺ ﺗﺎ ﭼﻪ ﺍﻧﺪﺍﺯﻩ ﺩﺭ ﺗﺤﻘﻖ ﻫﺪﻑ ﺷﺮﻛﺖ ﻧﻘﺶ ﺩﺍﺭﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٨ /‬‬ ‫ﻭﻇﻴﻔﻪ ﺩﻳﮕﺮ ﻣﺪﻳﺮ ﮔﻮﺵ ﺩﺍﺩﻥ ﺑﻪ ﺷﻜﻮﻩﻫﺎﻱ ﻣﺘﺨﺼﺼﺎﻥ ﺧﻮﺩ ﺍﺳﺖ‪ .‬ﺑﺮﺧﻲ ﻛﺎﺭﻛﻨﺎﻥ ﺻﺮﻑ ﻧﻈﺮ ﺍﺯ ﺗـﻼﺵﻫـﺎﻳﻲ ﻛـﻪ‬ ‫ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﺮﺍﻱ ﺩﺧﺎﻟﺖ ﺩﺍﺩﻥ ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻋﻤﻞ ﻣﻲﺁﻭﺭﺩ‪ ،‬ﺩﺭ ﺑﺎﺭﻩ ﭼﮕﻮﻧﮕﻲ ﺍﺩﺍﺭﻩ ﻋﻤﻠﻴﺎﺕ ﺷﻜﻮﻩ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬

‫ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ـ ﻛﺴﺐ ﺳﻮﺩ‬ ‫ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺷﺮﻛﺖ ﻣﻮﻇﻒ ﺍﺳﺖ ﺑﺮﻧﺎﻣﻪﻫﺎﻳﻲ ﺭﺍ ﺑﺮﺍﻱ ﺑﺎﻻﺑﺮﺩﻥ ﺳﻮﺩ ﻭ ﺍﻓﺰﻭﺩﻥ ﺑﺮﺍﺭﺯﺵ ﻋﻤﻠﻜـﺮﺩ ﻣـﺎﻟﻲ ﺗﻬﻴـﻪ ﻭ ﺑـﻪ‬ ‫ﻣﻮﺭﺩ ﺍﺟﺮﺍ ﮔﺬﺍﺭﺩ ﻭ ﺑﺮﻧﺤﻮﻩ ﺍﺟﺮﺍ ﻧﻈﺎﺭﺕ ﻛﻨﺪ‪ .‬ﻛﺴﺐ ﺳﻮﺩ ﻭ ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻦ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻨﻜﻪ ﺑﺎ ﺍﻳﻦ ﺳﻮﺩﻫﺎ ﭼﻪ ﺑﺎﻳـﺪ ﻛـﺮﺩ‬ ‫ﻋﺎﻣﻞ ﺩﻳﮕﺮﻱ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﻣﻮﻓﻖ ﺭﺍ ﺍﺯ ﺁﻧﺎﻥ ﻛﻪ ﭼﻨﺪﺍﻥ ﻣﻮﻓﻖ ﻧﻴﺴﺘﻨﺪ ﺟﺪﺍ ﻣﻲﺳﺎﺯﺩ‪.‬‬ ‫ﻳﺎﻳﺪ ﺩﺍﻧﺴﺖ ﮔﺎﻩ ﺳﻮﺩ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ ﻣﻲﺗﻮﺍﻧﺪ ﺷﺮﻛﺖ ﺭﺍ ﺳﺴﺖ ﻭ ﺿﻌﻴﻒ ﻛﻨﺪ‪ .‬ﻣﺸﻬﻮﺩ ﺍﺳﺖ ﻛﻪ ﺳﻮﺩ ﺯﻳﺎﺩ ﺷـﺮﻛﺖ ﺭﺍ‬ ‫ﺑﻪ ﻓﺴﺎﺩ ﻣﻲﻛﺸﺎﻧﺪ‪.‬‬ ‫ﻫﺮ ﺷﺮﻛﺘﻲ ﺩﻭﺭﻩﻫﺎﻳﻲ ﺍﺯ ﻣﻮﻓﻘﻴﺖ ﻭ ﻧﺎﻛﺎﻣﻲ ﺭﺍ ﺗﺠﺮﺑﻪ ﻣﻲﻛﻨﺪ‪ .‬ﺑﺮﺧﻲ ﺗﺠﺮﺑﻪﻫﺎ ﭼﻨﺪﺍﻥ ﻗﺎﺑﻞ ﻣﺸﺎﻫﺪﻩ ﻧﻴﺴﺖ ﺍﻣﺎ ﻭﺟﻮﺩ‬ ‫ﺩﺍﺭﻧﺪ‪ .‬ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﺩﻭﺭﻩﻫﺎ ﺑﻪ ﻧﺤﻮ ﻣﺆﺛﺮﻱ ﺍﺩﺍﺭﻩ ﻧﻤﺎﻳﺪ‪.‬‬ ‫ﭼﻪ ﻛﺴﻲ ﺑﺮ ﺭﻳﻴﺲ ﺭﻳﺎﺳﺖ ﻣﻲﻛﻨﺪ‬ ‫ﻗﺎﻋﺪﺗﺎﹰ ﺩﺭ ﺷﺮﻛﺖ ﻫﻴﭻ ﻛﺲ ﺩﻳﮕﺮﻱ ﻧﻴﺴﺖ ﻛﻪ ﻣﺠﺒﻮﺭ ﺑﺎﺷﺪ ﺑﺎ ﺗﻤﺎﻡ ﻋﻮﺍﻣﻠﻲ ﻛﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺳﺮ ﻭ ﻛﺎﺭ ﺩﺍﺭﺩ ﺳﺮ ﻭ ﻛﺎﺭ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺭﺍﺿﻲ ﻛﺮﺩﻥ ﻫﻤﻪ ﻛﺎﺭﻱ ﺩﺷﻮﺍﺭ ﺍﺳﺖ‪ .‬ﮔﺮﻭﻩﻫﺎﻱ ﻣﺨﺘﻠﻔﻲ ﻛﻪ ﻣﺪﻳﺮﻣﺎﻟﻲ ﺑﺎﻳﺪ ﺑﻪ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺁﻧﻬﺎ ﺗﻮﺟﻪ ﻛﻨﻴـﺪ‬ ‫ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭﻧﺪ‪:‬‬

‫ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺭﺍﻱ ﺩﻫﻨﺪﻩ ﺷﻤﺎﺭﻩ ﻳﻚ ﻛﻪ ﺑﺎﻳﺪ ﺑﻪ ﺍﻭ ﭘﺎﺳﺦ ﺩﺍﺩ ﻣﺸﺘﺮﻱ ﺍﺳﺖ‪ .‬ﻣﺸﺘﺮﻱ ﺩﻟﻴﻞ ﻭﺟﻮﺩﻱ ﻛﺴﺐ ﻭ ﻛـﺎﺭ ﺍﺳـﺖ‪ .‬ﻣـﺪﻳﺮﺍﻥ‬ ‫ﻋﺎﻟﻲ ﺧﻮﺏ ﺑﺮﺍﻱ ﺭﻭﺑﻪﺭﻭ ﺷﺪﻥ ﺑﺎ ﻣﺸﺘﺮﻱ ﻭ ﺻﺮﻑ ﻭﻗﺖ ﺑﺎ ﺍﻭ ﺗﻼﺵ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﺯﻳﺎﺩﻱ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ‪.‬‬

‫ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﺍﮔﺮ ﺍﻓﺮﺍﺩ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺭﺍ ﺩﻭﺳﺖ ﻧﺪﺍﺷﺘﻪ ﻭ ﻳﺎ ﺑﻪ ﻭﻱ ﺍﻋﺘﻤﺎﺩ ﻧﻜﻨﻨﺪ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﺯﻳﺮﻛﺎﻧﻪ ﺑﻪ ﺗﺪﺭﻳﺞ ﺯﻳﺮ ﭘـﺎﻱ‬ ‫ﺍﻭ ﺭﺍ ﺧﺎﻟﻲ ﻛﻨﻨﺪ‪ .‬ﻣﺪﻳﺮ ﺑﺎﻳﺪ ﺑﻪ ﻧﺤﻮﻱ ﻣﺆﺛﺮ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺭﻫﺒﺮﻱ ﻭ ﻫﺪﺍﻳﺖ ﻛﺮﺩﻩ ﻭ ﺩﺭ ﻭﻱ ﺍﻳﺠﺎﺩ ﺍﻧﮕﻴﺰﻩ ﻧﻤﺎﻳﺪ‪.‬‬

‫ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ‬ ‫ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺩﺭ ﻣﻘﺎﻡ ﻗﻀﺎﻭﺕ ﻭ ﺍﺭﺯﻳﺎﺑﻲ ﻛﺎﺭ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻋﻤﻠﻜﺮﺩ ﻣﺪﻳﺮﻳﺖ ﻧﺎﺭﺳﺎ ﺑﺎﺷﺪ ﺍﺯ ﺁﻧﺎﻥ ﺍﻧﺘﻈـﺎﺭ‬ ‫ﻣﻲﺭﻭﺩ ﺩﺭ ﺁﻥ ﺑﺎﺭﻩ ﻛﺎﺭﻱ ﺍﻧﺠﺎﻡ ﺩﻫﻨﺪ‪.‬‬

‫ﺳﻬﺎﻣﺪﺍﺭﻥ‬ ‫ﺍﻧﺪﻳﺸﻪ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺍﻓﺮﺍﺩ )ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ( ﺩﻟﻴﻠﻲ ﺑﺮﺍﻱ ﺩﺍﺩﻥ ﭘﻮﻝ ﺑﻪ ﺷﺮﻛﺖ ﺍﺭﺍﺋﻪ ﺷـﻮﺩ‪ .‬ﺩﺭ ﺣـﺎﻟﻲ‬ ‫ﻛﻪ ﺷﺮﻛﺖ ﭘﺎﺩﺍﺷﻲ ﺑﻪ ﺁﻧﺎﻥ ﻣﻲﺩﻫﺪ )ﺳﻮﺩ ﺳﻬﺎﻡ( ﻛﻪ ﺑﻬﺎﻱ ﺭﻳﺴﻚ ﺁﻧﺎﻥ ﺩﺭ ﺩﺍﺩﻥ ﭘﻮﻟﺸﺎﻥ ﺑﻪ ﺷﺮﻛﺖ ﺍﺳﺖ‪.‬‬ ‫ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺍﻧﺘﻈﺎﺭ ﺳﻮﺩ ﺑﺎﻻ ﺭﻭﻱ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻳﺸﺎﻥ ﺭﺍ ﺩﺍﺭﻧﺪ‪ .‬ﺁﻧﺎﻥ ﺑﻴﺶ ﺍﺯ ﻫﺮ ﭼﻴـﺰ ﺑـﻪ ﻫـﻮﺵ ﻭ ﺫﻛـﺎﻭﺕ ﻣـﺎﻟﻲ ﺍﻭ‬ ‫ﻋﻼﻗﻪﻣﻨﺪ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬

‫ﺑﺎﻧﻜﺪﺍﺭﺍﻥ‬ ‫ﺗﺄﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻣﻨﺎﺑﻊ ﻣﺎﻟﻲ ﻳﻚ ﺷﺮﻛﺖ ﺧﺼﻮﺻﻲ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﺎﻧﻜﺪﺍﺭﺍﻥ ﻳﺎ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﺧﻄﺮ ﭘﺬﻳﺮ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﺍﻥ ﺧﻄﺮ ﭘﺬﻳﺮ ﻋﺪﻩﺍﻱ ﻭﺍﻡ ﺩﻫﻨﺪﻩ ﺧﺼﻮﺻﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺩﺭ ﺍﺯﺍﻱ ﺳﻮﺩ ﻭﺍﻡ ﻣﻲﺩﻫﻨـﺪ‪ .‬ﺁﻧـﺎﻥ ﻣﻌﻤـﻮﻻﹰ ﺑـﻪ‬ ‫ﻛﺴﺐ ﻭ ﻛﺎﺭﻫﺎﻱ ﺟﺪﻳﺪ ﺗﻮﺃﻡ ﺑﺎ ﺧﻂ ﻭﺍﻡ ﻣﻲﺩﻫﻨﺪ ﻭ ﺑﻪ ﺳﻬﻢ ﺧﻮﻳﺶ ﺑﺨﺸﻲ ﺍﺯ ﻣﺎﻟﻜﻴﺖ ﺷﺮﻛﺖ ﺭﺍ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻣﻲﮔﻴﺮﻧﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٢٩ /‬‬

‫ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫ﭼﻨﺎﻧﭽﻪ ﺷﺮﻛﺘﻲ ﻛﻪ ﺷﻤﺎ ﺩﺭ ﺁﻥ ﺑﻪ ﻛﺎﺭ ﻣﺸﻐﻮﻝ ﻫﺴﺘﻴﺪ ﺑﺨﺸﻲ ﺍﺯ ﻳﻚ ﺷﺮﻛﺖ ﺑﺰﺭﮒ ﺑﺎﺷﺪ‪ ،‬ﻣـﺪﻳﺮ ﻋـﺎﻟﻲ ﺷـﻤﺎ ﺩﺍﺭﺍﻱ‬ ‫ﻳﻚ ﺭﻳﻴﺲ ﺳﺎﺯﻣﺎﻧﻲ ﺍﺳﺖ ﻭ ﺭﻳﻴﺲ ﺳﺎﺯﻣﺎﻧﻲ ﻳﻚ ﺭﺃﻱ ﺩﻫﻨﺪﻩ ﻋﻤﺪﻩ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﺎﻳﺪ ﺍﻭ ﺭﺍ ﺭﺍﺿﻲ ﻛﻨﺪ‪.‬‬

‫ﺭﺳﺎﻧﻪﻫﺎ‬ ‫ﻗﺪﺭﺕ ﻭﺍﻗﻌﻲ ﻳﻌﻨﻲ ﻗﺪﺭﺕ ﻣﺨﺮﺏ ﻭ ﻗﺪﺭﺕ ﺳﺎﺯﻧﺪﻩ ﺩﺭ ﺩﺳﺖ ﺭﺳﺎﻧﻪﻫﺎﺳﺖ‪ .‬ﺭﺳﺎﻧﻪﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺎ ﭼﻨﺪ ﻛﻠﻤـﻪ ﺑـﻪ‬ ‫ﺻﻮﺭﺕ ﭼﺎﭘﻲ ﻳﺎ ﭼﻨﺪ ﺛﺎﻧﻴﻪ ﺻﺤﺒﺖ ﺍﺯ ﻃﺮﻳﻖ ﺁﻧﺘﻦ ﺷﺨﺺ ﻣﺪﻳﺮ ﻳﺎ ﺷﺮﻛﺖ ﺭﺍ ﺑﺎ ﻣﻮﻓﻘﻴﺖ ﻳﺎ ﺷﻜﺴﺖ ﺭﻭﺑﻪﺭﻭ ﻛﻨﻨـﺪ‪ .‬ﻣـﺪﻳﺮ‬ ‫ﻋﺎﻟﻲ ﺑﺎﻳﺪ ﺑﻪ ﺭﺳﺎﻧﻪﻫﺎ ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﻣﺸﺘﺮﻱ ﺩﻳﮕﺮ ﻧﮕﺎﻩ ﻛﻨﺪ‪.‬‬

‫ﻋﺎﻣﻪ ﻣﺮﺩﻡ‬ ‫ﺑﺮﺧﻲ ﺷﺮﻛﺖ ﻫﺎ ﺑﻴﺶ ﺍﺯ ﺷﺮﻛﺖﻫﺎﻱ ﺩﻳﮕﺮ ﺗﻮﺟﻪ ﻋﺎﻣﻪ ﺭﺍ ﺟﻠﺐ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺗﻮﺟﻪ ﻋﻤﻮﻣﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮ ﻋـﺎﻟﻲ ﺑـﻪ ﻣﻨﺰﻟـﻪ‬ ‫ﻭﺟﻮﺩ ﻳﻚ ﺭﺃﻱ ﺩﻫﻨﺪﻩ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺑﺎﻳﺪ ﺑﻪ ﻃﻮﺭ ﻣﺴﺘﻤﺮ ﺑﺎ ﻋﺎﻣﻪ ﻣﺮﺩﻡ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺭﺃﻱ ﺩﻫﻨﺪﻩ ﺩﺭﺗﻤﺎﺱ ﺑﺎﺷﺪ‪.‬‬

‫ﻗﺪﺭﺕ‬ ‫ﺑﺨﺸﻲ ﺍﺯ ﻭﻇﻴﻔﻪ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻗﺪﺭﺕ ﺍﺳﺖ‪ .‬ﻣﻘﺪﺍﺭﻱ ﺍﺯ ﻗﺪﺭﺕ ﺍﻭ ﻧﺎﺷﻲ ﺍﺯ ﻋﻨـﻮﺍﻧﻲ ﺍﺳـﺖ ﻛـﻪ ﺩﺍﺭﺩ ﻟـﻴﻜﻦ‬ ‫ﺑﻴﺸﺘﺮ ﺍﻭﻗﺎﺕ ﻗﺪﺭﺕ ﻭﻱ ﺍﺯ ﺳﺒﻚ ﻛﺎﺭ ﺍﻭ ﺳﺮﭼﺸﻤﻪ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺍﻧﻮﺍﻉ ﻗﺪﺭﺕ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳـﺖ‪ :‬ﻗـﺪﺭﺕ ﻧﺎﺷـﻲ ﺍﺯ ﻣﻘـﺎﻡ‪،‬‬ ‫ﻗﺪﺭﺕ ﻧﺎﺷﻲ ﺍﺯ ﭘﻮﻝ‪ ،‬ﻗﺪﺭﺕ ﻣﺎﺩﻱ ﺑﻪ ﻣﻔﻬﻮﻡ ﺩﺳﺘﻮﺭ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻧﻈﺎﺭﺕ ﺑﺮﻛﺎﺭ ﺁﻧﺎﻥ ﻛﻪ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻗﺪﺭﺕ ﻣﺎﺩﻱ ﺗﻠﻘﻲ‬ ‫ﻣﻲﺷﻮﺩ‪ ،‬ﻗﺪﺭﺕ ﺗﺨﺼﺺ‪ ،‬ﻗﺪﺭﺕ ﻃﻠﺴﻢ ﻛﻪ ﻧﺎﺷﻲ ﺍﺯ ﻣﻴﺰﺍﻥ ﺗﺴﻠﻂ ﻭ ﻧﻔﻮﺫ ﻳﻚ ﺭﻳﻴﺲ ﺍﺳﺖ‪.‬‬ ‫ﻫﺮ ﻗﺪﺭﺗﻲ ﺍﮔﺮ ﺑﻪ ﻃﻮﺭ ﻣﻜﺮﺭ ﻳﺎ ﺑﻲ ﭘﺮﻭﺍ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﻧﻴﺮﻭﻱ ﺗﺄﺛﻴﺮﺵ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻣﻲﺩﻫﺪ‪ .‬ﻣﺪﻳﺮﻣﺎﻟﻲ ﺍﮔﺮ‬ ‫ﺩﺍﺭﺍﻱ ﻭﻳﮋﮔﻲﻫﺎﻱ ﺯﻳﺮ ﺑﺎﺷﺪ ﺻﺎﺣﺐ ﻗﺪﺭﺕ ﺍﺳﺖ‪ :‬ﺷﻜﻴﺒﺎﻳﻲ‪ ،‬ﺁﺭﺍﻣﺶ‪ ،‬ﮔﺬﺷـﺖ‪ ،‬ﺗﻮﺍﻧـﺎﻳﻲ‪ ،‬ﺍﻧـﺮﮊﻱ‪ ،‬ﻫﻤـﺪﺭﺩﻱ‪ ،‬ﺭﻭﺣﻴـﻪ ﻭ‬ ‫ﺍﺧﻼﻕ ‪.‬‬

‫ﻓﺼﻞ ‪١١‬‬ ‫ﺍﺩﺍﻣﻪ ﻣﺴﻴﺮ‬ ‫ﺁﻧﭽﻪ ﺭﺅﺳﺎ ﺩﺭ ﻭﺟﻮﺩ ﻛﺴﺎﻧﻲ ﻛﻪ ﺗﺮﻓﻴﻊ ﻣﻲﺩﻫﻨﺪ ﻭ ﺍﺳﺘﺨﺪﺍﻡ ﻭ ﺍﺧﺮﺍﺝ ﻣﻲﻧﻤﺎﻳﻨﺪ ﺟﺴﺘﺠﻮ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﺳـﺘﺨﺪﺍﻡ ﻭ ﺗﺮﻓﻴـﻊ‬ ‫ﺍﻓﺮﺍﺩ ﻣﻨﺎﺳﺐ ﺑﺮﺍﻱ ﺷﺮﻛﺖ ﻣﻬﻤﺘﺮﻳﻦ ﻛﺎﺭﻱ ﺍﺳﺖ ﻛﻪ ﺭﻳﻴﺲ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ‪ .‬ﻗﺪﺭﺕ ﺗﺸﺨﻴﺺ ﺗﻮﺍﻧﺎﻳﻲ ﺑـﺎﻟﻘﻮﻩ ﺩﺭﺩﻳﮕـﺮﺍﻥ‬ ‫ﺍﺭﺯﺷﻲ ﺑﻴﺶ ﺍﺯ ﺷﺎﻳﺴﺘﮕﻲ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﺧﻮﺩ ﺷـﺨﺺ ﺭﺍ ﺩﺍﺭﺩ‪ .‬ﻣﻌﻤـﻮﻻﹰ ﺍﻓـﺮﺍﺩ ﻛـﻪ ﺍﺳـﺘﺨﺪﺍﻡ ﺷـﺪﻩ ﻭ ﺗﺮﻓﻴـﻊ ﻣـﻲﮔﻴﺮﻧـﺪ‬ ‫ﻣﺰﻳﺖﻫﺎﻱ ﺯﻳﺮ ﺭﺍ ﺍﺯ ﺧﻮﺩ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ‪:‬‬ ‫ﻛﺎﺭﺷﺎﻥ ﺗﻮﺃﻡ ﺑﺎ ﻧﺘﻴﺠﻪ ﺍﺳﺖ‪ ،‬ﺗﻔﺎﻫﻢ‪ ،‬ﻧﮕﺮﺵ ﻭ ﺗﻄﺒﻴﻖ ﭘﺬﻳﺮﻱ ﻻﺯﻡ ﺭﺍ ﺩﺍﺭﺍ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﻴﺶ ﺍﺯ ﻧﻔﺮ ﺑﻌﺪﻱ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﻛﺎﺭﺷﺎﻥ ﺗﻮﺃﻡ ﺑﺎ ﻧﺘﻴﺠﻪ ﺍﺳﺖ‬ ‫ﺑﺮﺧﻲ ﺍﺷﺨﺎﺹ ﺗﺮﺗﻴﺒﻲ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﻧﺘﺎﻳﺞ ﺣﺎﺻﻞ ﺍﺯ ﻛﺎﺭﺷﺎﻥ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺩﺭ ﺩﺍﺧﻞ ﺳﺎﺯﻣﺎﻥ ﻧﻴﺰ ﺑـﻪ ﺍﻧـﺪﺍﺯﻩ‬ ‫ﺧﺎﺭﺝ ﺍﺯ ﺁﻥ ﺧﻮﺩ ﺭﺍ ﭼﻪ ﺑﻪ ﺻﻮﺭﺕ ﻛﺘﺒﻲ ﻭ ﭼﻪ ﺷﻔﺎﻫﻲ ﻣﻄﺮﺡ ﻛﻨﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٣٠ /‬‬ ‫ﺯﻣﺎﻥ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺑﺮﺧﻲ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺑﺰﺭﮒ ﻧﺘﺎﻳﺞ ﻓﺮﺩﻱ ﻛﺎﻓﻲ ﻧﻴﺴﺖ ﻭ ﺗﺄﻛﻴـﺪ ﺭﻭﻱ ﻧﺘـﺎﻳﺞ‬ ‫ﺗﻴﻤﻲ ﺍﺳﺖ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺍﮔﺮ ﻣﻲﺧﻮﺍﻫﻴﺪ ﺍﺭﺗﻘﺎﻱ ﻣﻘﺎﻡ ﭘﻴﺪﺍ ﻛﻨﻴﺪ ﺑﺎﻳﺪ ﻛﺎﺭﻱ ﻛﻨﻴﺪ ﻛﻪ ﺩﺭ ﻣﻴـﺎﻥ ﺍﻋﻀـﺎﻱ ﺗـﻴﻢ ﻭ ﭘـﺲ ﺍﺯ ﺁﻥ ﺑـﻪ‬ ‫ﻋﻨﻮﺍﻥ ﺭﻫﺒﺮ ﺗﻴﻢ ﺩﺭ ﻣﻴﺎﻥ ﺗﻴﻢﻫﺎ ﺑﺮﺟﺴﺘﮕﻲ ﭘﻴﺪﺍ ﻛﻨﻴﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﮔﺮﻓﺘﻦ ﺗﺮﻓﻴﻊ ﺑﺎﻳﺪ ﺍﺯ ﺗﻮﺍﻥ ﻓﻜﺮﻱ ﻛﺎﻓﻲ ﺑﻬﺮﻩﻣﻨﺪ ﺑﺎﺷﻴﺪ ﺗﻮﺍﻥ ﻓﻜﺮﻱ ﻓﻘﻂ ﺑﻪ ﻣﻌﻨﺎﻱ ﺑﻬـﺮﻩ ﻫﻮﺷـﻲ ﺑـﺎﻻ ﻧﻴﺴـﺖ‪.‬‬ ‫ﺗﺮﻛﻴﺒﻲ ﺍﺳﺖ ﺍﺯ ﻫﻮﺵ ﺍﻭﻟﻴﻪ‪ ،‬ﺍﻧﮕﻴﺰﻩ‪ ،‬ﺍﺭﺍﺩﻩ ﻭ ﻋﻘﻞ ﺳﻠﻴﻢ‪ .‬ﻭ ﺍﻳﻦ ﺻﻔﺖﻫﺎ ﻫﻤﻪ ﺁﻥ ﭼﻴﺰﻱ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑـﺮﺍﻱ ﻛﺴـﺐ ﻧﺘﻴﺠـﻪ‬ ‫ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬

‫ﺗﻔﺎﻫﻢ‪ ،‬ﻧﮕﺮﺵ‪ ،‬ﺗﻄﺒﻴﻖﭘﺬﻳﺮﻱ‬ ‫ﺗﻔﺎﻫﻢ ﻛﺎﻣﻞ ﺑﺮﺍﻱ ﻛﺴﻲ ﺣﺎﺻﻞ ﻣﻲﺷﻮﺩ ﻛﻪ ﮔﻮﺵ ﻣﻲﺩﻫﻨﺪ ﻭ ﻓﺮﺍﻣـﻲﮔﻴـﺮﺩ‪ ،‬ﺣﺴﺎﺳـﻴﺖ ﻧﺸـﺎﻥ ﻣـﻲﺩﻫـﺪ‪ ،‬ﻣﺮﺑـﻮﻁ‬ ‫ﻣﻲﮔﺮﺩﺩ‪ ،‬ﻣﻮﺭﺩ ﺍﺣﺘﺮﺍﻡ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪ ،‬ﺑﺮﺧﻮﻳﺸﺘﻦ ﺗﺴﻠﻂ ﺩﺍﺭﺩ‪ ،‬ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺩﺭ ﺍﻋﺘﺒﺎﺭ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻩ ﺳﻬﻴﻢ ﻣﻲﮔﺮﺩﺍﻧـﺪ‪،‬‬ ‫ﻭﺍﻗﻊ ﮔﺮﺍﺳﺖ‪ ،‬ﺑﺪﻭﻥ ﻭﺟﻮﺩ ﺣﺲ ﺷﻮﺧﻲ ﺍﻣﻜﺎﻥ ﺗﻔﺎﻫﻢ ﻛﺎﻣﻞ ﻭﺍﻗﻌﺎﹰ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﺟﻨﺒﻪﻫﺎﻱ ﻣﻬﻢ ﺗﻄﺒﻴﻖ ﭘﻴﺪﺍ ﻛﺮﺩﻥ ﺑﺎ ﻣﺤﻴﻂ ﺗﻮﺍﻧﺎﻳﻲ ﺍﺩﺍﺭﻩ ﺍﺷﺨﺎﺹ ﻣﺎﻓﻮﻕ ﺍﺳﺖ‪ .‬ﺑﺎﻳﺪ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺭﻓﺘﺎﺭ ﻛﻨﻴﺪ ﻛـﻪ‬ ‫ﻣﺎﻓﻮﻕ ﺷﻤﺎ ﺍﺯ ﺟﺎﻧﺐ ﺷﻤﺎ ﺍﺣﺴﺎﺱ ﺗﺮﺱ ﻭ ﺧﻄﺮ ﻧﻜﻨﺪ ﺍﮔﺮ ﻭﻱ ﺍﺣﺴﺎﺱ ﺧﻄﺮ ﻛﻨﺪ ﺑﻪ ﻫﻴﭻ ﻭﺣﻪ ﻛﻤﻜﻲ ﺑﻪ ﺑـﺎﻻ ﺭﻓـﺘﻦ ﺷـﻤﺎ‬ ‫ﻧﺨﻮﺍﻫﺪ ﻛﺮﺩ‪.‬‬

‫ﺑﻴﺶ ﺍﺯ ﻧﻔﺮ ﺑﻌﺪﻱ ﻛﺎﺭ ﻛﻨﻴﺪ‬ ‫ﻫﻤﻮﺍﺭﻩ ﺑﻴﺶ ﺍﺯ ﺁﻧﭽﻪ ﺭﻳﻴﺲ ﻣﻲﺧﻮﺍﻫﺪ ﻭ ﺷﺮﻛﺖ ﻧﻴﺎﺯ ﺩﺍﺭﺩ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ‪ .‬ﺩﺭ ﺑﻴﺸﺘﺮ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺳﻪ ﻧـﻮﻉ ﻓـﺮﺩ ﻭﺟـﻮﺩ‬ ‫ﺩﺍﺭﺩ ﺷﺎﻣﻞ ﺍﻓﺮﺍﺩ ﺑﻲﻋﻤﻞ ﻛﻪ ﺩﺭ ﻫﻴﭻ ﺳﻄﺤﻲ ﺍﺟﺎﺯﻩ ﭘﻴﺪﺍ ﻧﻤﻲﻛﻨﻨﺪ ﻭﺍﺭﺩ ﺑﺎﺯﻱ ﺷﻮﻧﺪ‪ ،‬ﺍﻓﺮﺍﺩ ﻋﻜﺲﺍﻟﻌﻤﻠﻲ‪ ،‬ﻛـﻪ ﭘـﺎﺭﻩﺍﻱ ﺍﺯ‬ ‫ﺍﻭﻗﺎﺕ ﻻﺯﻡ ﺍﺳﺖ ﻫﻤﻪ ﻣﺎ ﺍﻳﻨﮕﻮﻧﻪ ﺑﺎﺷﻴﻢ‪ ،‬ﺍﻓﺮﺍﺩ ﺍﻫﻞ ﻋﻤﻞ ﻛﻪ ﻛﺴﺎﻧﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺑﺎﻻ ﻣﻲﺭﻭﻧﺪ‪.‬‬ ‫ﺑﻴﺸﺘﺮ ﻛﺎﺭﻛﺮﺩﻥ ﺑﻪ ﻣﻌﻨﺎﻱ ﺍﻧﺠﺎﻡ ﺍﻗﺪﺍﻣﺎﺕ ﻏﻴﺮ ﻣﻌﻤﻮﻝ ﻭ ﺗﻼﺵ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﻓﻘﻂ ﺍﻧﺪﻛﻲ ﺑﻬﺘﺮ ﻛـﺎﺭﻛﺮﺩﻥ ﺍﺯ‬ ‫ﻃﺮﻳﻖ ﺍﻧﺠﺎﻡ ﻣﻮﺍﺭﺩ ﺯﻳﺮ ﺷﻤﺎ ﺭﺍ ﺑﻪ ﺍﻳﻦ ﻫﺪﻑ ﻣﻲﺭﺳﺎﻧﺪ‪:‬‬ ‫ﺑﺎ ﺭﻳﻴﺲﺗﺎﻥ ﮔﻔﺘﮕﻮ ﻛﻨﻴﺪ‪ ،‬ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪ ﺭﺍ ﺩﺭ ﻗﺴﻤﺖ ﺧﻮﺩﺗﺎﻥ ﺁﻏﺎﺯ ﻛﻨﻴﺪ‪ ،‬ﺩﺍﻭﻃﻠﺐ ﺍﻧﺠـﺎﻡ ﻭﻇـﺎﻳﻒ ﺍﺿـﺎﻓﻲ ﺷـﻮﻳﺪ‪،‬‬ ‫ﻧﮕﺮﺵ ﻣﺜﺒﺖ ﻭ ﺭﻭﺣﻴﻪ ﻫﻤﻜﺎﺭﻱ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ‪ ،‬ﺑﺎﺷﻬﺎﻣﺖ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻛﻨﻴﺪ‪ ،‬ﺍﻋﺘﻘﺎﺩ ﺭﺍﺳﺦ ﺧﻮﻳﺶ ﺭﺍ ﻧﺴـﺒﺖ ﺭﻳـﻴﺲﺗـﺎﻥ‬ ‫ﻧﺸﺎﻥ ﺩﻫﻴﺪ‪ ،‬ﺯﻭﺩ ﺳﺮ ﻛﺎﺭ ﺑﺮﻭﻳﺪ ﻭ ﺗﺎ ﺩﻳﺮﻭﻗﺖ ﺳﺮ ﻛﺎﺭ ﺑﻤﺎﻧﻴﺪ‪ ،‬ﺑﺮﺍﻱ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ﻛﺎﺭﺗﺎﻥ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻴﺪ‬ ‫ﺗﺎ ﻫﻤﻴﺸﻪ ﺑﺮﺍﻱ ﺁﻥ ﺁﻣﺎﺩﮔﻲ ﺭﻭﺣﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻭ ‪...‬‬

‫ﺳﻘﻒ ﺷﻴﺸﻪﺍﻱ ﺩﻳﻮﺍﺭ ﺳﻴﻤﺎﻧﻲ‬ ‫ﺻﻌﻮﺩﻛﻨﻨﺪﮔﺎﻥ ﺯﻥ ﺩﺭ ﻣﻮﺭﺩ ﺗﺮﻓﻴﻊ ﺑﺎ ﻣﻮﺍﻧﻊ ﺧﺎﺻﻲ ﺭﻭﺑﻪﺭﻭ ﻫﺴﺘﻨﺪ ﻭ ﺑﺎﻳﺪ ﺑﺮﺧﻲ ﻣﻮﺍﺭﺩ ﺭﺍ ﺭﻋﺎﻳﺖ ﻛﻨﻴﺪ‪ .‬ﺯﻧﺎﻥ ﺑﺎﻳﺪ‪:‬‬ ‫ﺩﺭ ﺗﻤﺎﻡ ﺍﻭﻗﺎﺕ ﺑﺮﺣﺮﻛﺎﺕ ﻭ ﺳﻜﻨﺎﺕﺷﺎﻥ ﻣﺴﻠﻂ ﺑﺎﺷﻨﺪ‪ ،‬ﺩﺭ ﭘﻮﺷﻴﺪﻥ ﻟﺒﺎﺱ ﺩﻗﺖ ﺑﻪ ﻛﺎﺭ ﺑﺒﺮﻧـﺪ‪ ،‬ﺩﺭ ﺻـﺤﺒﺖ ﻛـﺮﺩﻥ‬ ‫ﺍﺻﻮﻝ ﻻﺯﻡ ﺭﺍ ﻣﺮﺍﻋﺎﺕ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺑﺎ ﻫﻤﺴﺮﺍﻥ ﻣﺪﻳﺮﺍﻥ ﺧﻮﺩ ﺭﻓﺘﺎﺭﻱ ﺑﺴﻴﺎﺭ ﺷﺎﻳﺴﺘﻪ ﻭ ﺗﻮﺃﻡ ﺑﺎ ﺍﺣﺘﺮﺍﻡ ﺭﺍ ﺩﺍﺷـﺘﻪ ﺗـﺎ ﺍﺯ ﺣﻤﺎﻳـﺖ‬ ‫ﻣﻌﻨﻮﻱ ﻭﻱ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺷﻮﻧﺪ‪.‬‬

‫ﺯﻣﺎﻧﻲ ﻛﻪ ﺷﺨﺺ ﺩﻳﮕﺮﻱ ﺑﻪ ﺟﺎﻱ ﺷﻤﺎ ﺗﺮﻓﻴﻊ ﻣﻲﮔﻴﺮﺩ ﭼﻪ ﺑﺎﻳﺪ ﻛﺮﺩ‬ ‫ﺍﻳﻦ ﺭﺍ ﺑﺪﺍﻧﻴﺪ ﻛﻪ ﺷﻤﺎ ﻧﺨﺴﺘﻴﻦ ﻛﺴﻲ ﻧﻴﺴﺘﻴﺪ ﻛﻪ ﺍﻳﻦ ﭘﻴﺸﺂﻣﺪ ﺑﺮﺍﻳﺶ ﺭﺥ ﻣﻲﺩﻫﺪ‪ .‬ﻣﻌﻤﻮﻻﹰ ﺍﻣـﻮﺭ ﺯﻧـﺪﮔﻲ ﻣﻄـﺎﺑﻖ ﺑـﺎ‬ ‫ﺑﺮﻧﺎﻣﻪ ﻣﺎ ﻭﺍﻗﻊ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺗﺼﻤﻴﻢ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻣﻮﺭﺩ ﻣﺎﻧﺪﻥ ﻳﺎ ﺭﻓﺘﻦ ﺍﺯ ﺷﺮﻛﺖ ﺑﺎ ﺩﺍﺷﺘﻦ ﺍﻃﻼﻋﺎﺕ ﻛﺎﻣـﻞ ﺩﺭ ﻣـﻮﺭﺩ ﺁﻧﭽـﻪ‬ ‫ﺭﺅﺳﺎﻳﺘﺎﻥ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﻭ ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧﺪ ﺍﺗﺨﺎﺫ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺷﻤﺎ ﺑﺎﻳﺪ ﺑﺪﺍﻧﻴﺪ ﺭﻭﻱ ﭼﻪ ﭼﻴـﺰﻱ ﻛـﺎﺭ ﻛﻨﻴـﺪ ﺗـﺎ ﺩﻓﻌـﻪ ﺁﻳﻨـﺪﻩ‬ ‫ﻓﺮﺻﺖ ﮔﺮﻓﺘﻦ ﺗﺮﻓﻴﻊ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻧﺪﻫﻴﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٣١ /‬‬

‫ﻫﻨﮕﺎﻣﻴﻜﻪ ﺗﺮﻓﻴﻊ ﭘﻴﺪﺍ ﻧﻤﻲﻛﻨﻴﺪ ﺍﻣﺎ ﻣﺴﺌﻮﻟﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺑﻪ ﺷﻤﺎ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ ﭼﻪ ﻣﻲﻛﻨﻴﺪ‬ ‫ﺑﺎ ﻓﻜﺮﻱ ﺭﺍﺣﺖ ﻭ ﺍﻋﺼﺎﺑﻲ ﺁﺭﺍﻡ ﻭﺍﺭﺩ ﺩﻓﺘﺮ ﻛﺎﺭ ﺭﻳﻴﺲ ﺑﺸﻮﻳﺪ ﻭ ﺑـﺎ ﻭﻱ ﺩﺭ ﺍﻳـﻦ ﺑـﺎﺭﻩ ﺻـﺤﺒﺖ ﻛﻨﻴـﺪ‪ .‬ﺍﻳـﻦ ﻣﻮﻗﻌﻴـﺖ‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﺍﻱ ﺷﻤﺎ ﻳﻚ ﺁﺯﻣﻮﻥ ﺑﻪ ﺷﻤﺎﺭ ﺁﻳﺪ‪ .‬ﺳﻌﻲ ﻛﻨﻴﺪ ﻧﺴﺒﺖ ﺑﻪ ﻣﺴﺎﺋﻞ ﺩﻳﺪ ﺩﺭﺍﺯﻣﺪﺕ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﭼﻨﺎﻧﭽﻪ ﺑﺘـﻮﺍﻥ‬ ‫ﺍﻣﻜﺎﻥ ﺑﺎﻟﻘﻮﻩﺍﻱ ﺭﺍ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﻣﺸﺎﻫﺪﻩ ﻧﻤﻮﺩ ﺍﻧﺠﺎﻡ ﻭﻇﻴﻔﻪ ﺭﺍ ﺩﺭ ﺍﻳﻦ ﻣﻮﻗﻌﻴﺖ ﺗﺎ ﺁﺧﺮ ﺍﺩﺍﻣﻪ ﺩﻫﻴﺪ‪ .‬ﺍﮔﺮ ﺍﻳﻦ ﻣﻮﻗﻌﻴـﺖ‬ ‫ﺑﺮﺍﻱ ﺷﻤﺎ ﺑﻪ ﻳﻚ ﻣﺮﺣﻠﻪ ﻏﻴﺮ ﺍﻧﺴﺎﻧﻲ ﺭﺳﻴﺪ‪ ،‬ﺍﻳﻦ ﺣﻖ ﺭﺍ ﺩﺍﺭﻳﺪ ﻛﻪ ﺷﺮﻛﺖ ﺭﺍ ﺗﺮﻙ ﻛﻨﻴﺪ ﻳﺎﺩﺗﺎﻥ ﺑﺎﺷﺪ ﻣﺸﻜﻞ ﺭﺍ ﺑﺎ ﺭﻳـﻴﺲ‬ ‫ﺣﺘﻤﺎ ﺩﺭ ﻣﻴﺎﻥ ﺑﮕﺬﺍﺭﻳﺪ‪.‬‬

‫ﻓﺼﻞ ‪١٢‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﭼﻘﺪﺭ ﺣﻘﻮﻕ ﻣﻲﮔﻴﺮﻧﺪ‬ ‫ﺁﻳﺎ ﻣﺒﻠﻐﻲ ﺭﺍ ﻛﻪ ﺩﺭﻳﺎﻓﺖ ﻣﻲﺩﺍﺭﻧﺪ ﺍﺭﺯﺵ ﺑﻬﺎﻳﻲ ﺭﺍ ﻛﻪ ﻣﻲﭘﺮﺩﺍﺯﻳﺪ ﺩﺍﺭﺩ؟‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺑﻪ ﻃﻮﺭ ﻛﻠﻲ ﭘﻮﻝ ﺯﻳﺎﺩﻱ ﺩﺭ ﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻣﺪﻳﺮﺍﻥ ﻋﻼﻭﻩ ﺑﺮ ﺣﻘﻮﻕ ﺍﺯ ﻣﺰﺍﻳﺎﻱ ﻣﺨﺘﻠﻒ ﻫﻢ ﺑﺮﺧﻮﺭﺩﺍﺭﻧـﺪ‪.‬‬ ‫ﺣﻘﻮﻕﻫﺎﻱ ﻣﺪﻳﺮﺍﻥ ﮔﺎﻩ ﻣﺴﺌﻠﻪﺍﻱ ﺍﺳﺖ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺳﻴﺎﺳﻲ ﻗﺎﺑﻞ ﺍﻧﻔﺠﺎﺭ ﺗﻠﻘﻲ ﻣﻲﺷﻮﺩ‪ .‬ﺍﺯ ﻟﺤﺎﻅ ﻧﻈﺮﻱ ﺍﮔﺮ ﭘﺮﺩﺍﺧـﺖ ﭘـﻮﻝ‬ ‫ﺑﺎ ﻋﻤﻠﻜﺮﺩ ﺭﺑﻂ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﭘﺮﺩﺍﺧﺖ ﻣﺴﺌﻠﻪ ﭼﻨﺪﺍﻧﻲ ﻧﻴﺴﺖ‪ .‬ﺍﮔﺮ ﺷﺮﻛﺖ ﭘﻮﻝ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩ ﻭ ﺳـﻬﺎﻣﺪﺍﺭﺍﻥ ﻫـﻢ ﭘـﻮﻝ‬ ‫ﻛﺴﺐ ﻛﻨﻨﺪ ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﺪﻳﺮ ﻋﺎﻟﻲ ﻫﻢ ﺑﺎﻳﺪ ﭘﻮﻝ ﻛﺴﺐ ﻛﻨﺪ‪ .‬ﭘﺮﺩﺍﺧﺖ ﺑﺎﻳﺪ ﺍﺻﻮﻻ ﻗﺎﺑﻞ ﺭﻗﺎﺑﺖ ﺑﺎﺷـﺪ ﻭ ﮔﺮﻧـﻪ ﺷـﺮﻛﺖﻫـﺎ‬ ‫ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺍﺷﺨﺎﺹ ﺑﺮﺗﺮ ﺭﺍ ﺍﺳﺘﺨﺪﺍﻡ ﻛﻨﻨﺪ‪.‬‬ ‫ﻣﻌﻤﻮﻻﹰ ﻛﺎﺭﺁﻓﺮﻳﻨﺎﻧﻲ ﻛﻪ ﺩﺳﺖ ﺑﻪ ﺭﻳﺴﻚﻫﺎﻱ ﻋﻈﻴﻤﻲ ﺯﺩﻩﺍﻧﺪ ﺍﻏﻠﺐ ﺑﺰﺭﮔﺘﺮﻳﻦ ﭘﺎﺩﺍﺵﻫﺎ ﺭﺍ ﻧﻴﺰ ﺑﺪﺳﺖ ﺁﻭﺭﺩﻩﺍﻧﺪ‪.‬‬ ‫ﺣﻘﻮﻕ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺑﺴﻴﺎﺭ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴﺖ ﺍﺳﺖ‪ .‬ﭼﻮﻥ ﭘﻮﻝ ﺑﻪ ﺷﺨﺺ ﺍﻧﻌﻄﺎﻑ ﭘـﺬﻳﺮﻱ ﻭ ﺍﺳـﺘﻘﻼﻝ ﻣـﻲﺩﻫـﺪ‪ .‬ﺣﻘـﻮﻕ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻋﺎﻟﻲ ﺑﻴﻦ ﺑﻴﺴﺖ ﻭ ﭘﻨﺞ ﺑﺮﺍﺑﺮ ﺣﺪﺍﻗﻞ ﺣﻘﻮﻕ ﭘﺮﺩﺍﺧﺘﻲ ﻭ ﻳﻜﺼﺪ ﺑﺮﺍﺑﺮ ﺣﺪﺍﻗﻞ ﺣﻘﻮﻕ ﭘﺮﺩﺍﺧﺘـﻲ ﺩﺭ ﺷـﺮﻛﺖ ﻣﻌﺘﺒـﺮ‬ ‫ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٣٢ /‬‬

‫ﻓﺼﻞ ‪١٣‬‬ ‫ﭘﻴﺸﻲ ﮔﺮﻓﺘﻦ‬ ‫ﻛﺴﻲ ﻛﻪ ﺳﺨﺖﺗﺮ ﺗﻼﺵ ﻣﻲﻛﻨﺪ ﭘﻴﺶ ﻣﻲﺍﻓﺘﺪ ﻭ ﺍﺯ ﺻﻌﻮﺩ ﻟﺬﺕ ﺑﻴﺸﺘﺮﻱ ﻣﻲﺑـﺮﺩ‪ .‬ﻧﻮﻳﺴـﻨﺪﻩ ﺩﺭ ﺍﻳـﻦ ﻓﺼـﻞ ﺍﻇﻬـﺎﺭ‬ ‫ﻣﻲﺩﺍﺭﺩ‪ :‬ﺁﻧﭽﻪ ﻣﻦ ﻃﻲ ﺳﺎﻝﻫﺎ ﺻﻌﻮﺩ ﺍﺯ ﻛﻮﻩ ﺩﺭﻳﺎﻓﺘﻪﺍﻡ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻛﺴﺐ ﻣﻌﺮﻓﺖ ﺩﺭﻭﻧﻲ ﺣﻴﺎﺗﻲﺗﺮ ﺍﺯ ﺭﺳﻴﺪﻥ ﺑﻪ ﻗﻠـﻪ‬ ‫ﺍﺳﺖ ﻳﻌﻨﻲ ﺍﻳﻦ ﺍﺣﺴﺎﺱ ﻛﻪ ﺗﺎ ﭼﻪ ﻓﺎﺻﻠﻪﺍﻱ ﻣﻲﺗﻮﺍﻥ ﺧﻮﺩ ﺭﺍ ﺟﻠﻮ ﺑﺮﺩ‪ .‬ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺑﺎ ﺗﺮﺱﻫـﺎﻱ ﺩﺭﻭﻧـﻲ ﺧـﻮﻳﺶ ﻛﻨـﺎﺭ‬ ‫ﺁﻣﺪ‪ ،‬ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺷﻢ ﺻﺤﻴﺢ ﺩﺍﺷﺖ ﻭ ﻓﺮﻭﺗﻦ ﻭ ﺁﮔﺎﻩ ﺑﻪ ﻫﻤﻪ ﺟﺰﺋﻴﺎﺕ ﺑﻮﺩ ﻭ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﻧﺤﻮﻱ ﻛﺎﻣـﻞ ﺯﻧـﺪﮔﻲ‬ ‫ﻛﺮﺩ‪ .‬ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺧﻮﺩ ﺭﺍ ﺍﺭﺯﻳﺎﺑﻲ ﻛﻨﻴﺪ ﻓﺮﻡ ﺍﺭﺯﻳﺎﺑﻲ ‪ ٢٢‬ﻭﻳﮋﮔﻲ ﺭﺍ ﺗﻜﻤﻴﻞ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﻓﺮﻡ ﺭﺍ ﺑﺮﺍﻱ ﺣﺪ ﺩﻭﺭﻩ ﻳﻚ ﺳﺎﻟﻪ ﻫﺮ ﺳﻪ‬ ‫ﻣﺎﻩ ﻳﻜﺒﺎﺭ ﺗﻜﻤﻴﻞ ﻭ ﻣﻴﺰﺍﻥ ﭘﻴﺸﺮﻓﺖ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﻬﺴﺎﺯﻱ ﺧﻮﻳﺶ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﺩﻫﻴﺪ‪.‬‬ ‫ﺩﺭ ﺳﺘﻮﻥ ﺍﻣﺘﻴﺎﺯﻱ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﻪ ﺷﻤﺎ ﻣﻲﺩﻫﻨﺪ ﻧﻈﺮ ﺳﻪ ﻧﻔﺮ ﺭﺍ ﺟﻮﻳﺎ ﺷﻮﻳﺪ‪ .‬ﺍﻣﺘﻴﺎﺯ ﺑﻴﻦ ‪ ١‬ﺗﺎ ‪ ١٠‬ﺑﻪ ﻫﺮ ﻭﻳﮋﮔﻲ ﺑﺪﻫﻴﺪ‪.‬‬ ‫ﺩﺭ ﭘﺎﻳﺎﻥ ﻛﺘﺎﺏ ﻳﻚ ﺑﺎﺭ ﺩﻳﮕﺮ ‪ ٢٢‬ﻭﻳﮋﮔﻲ ﻣﻬﻢ ﺑﻪ ﺍﺟﻤﺎﻝ ﻭ ﺧﻼﺻﻪ ﺑﻴﺎﻥ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﭼﮕﻮﻧﻪ ﭼﻮﻥ ﻳﻚ ﻣﺪﻳﺮ ‪٣٣ /‬‬

‫ﻓﺮﻡ ﺍﺭﺯﻳﺎﺑﻲ ‪ ٢٢‬ﻭﻳﮋﮔﻲ ﻣﻬﻢ‬

‫ﻭﻳﮋﮔﻲ‬

‫ﺍﻣﺘﻴﺎﺯﻱ ﻛﻪ‬ ‫ﺧﻮﺩﺗﺎﻥ ﺑﻪ‬ ‫ﺧﻮﺩﺗﺎﻥ ﻣﻲﺩﻫﻴﺪ‬

‫‪١‬ـ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ‬ ‫‪٢‬ـ ﻛﻨﺘﺮﻝ ﻃﺮﺯ ﺑﺮﺧﻮﺭﺩ‬ ‫‪٣‬ـ ﭘﺎﻓﺸﺎﺭﻱ‬ ‫‪٤‬ـ ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺑﻬﺒﻮﺩ ﻭﺿﻌﻴﺖ‬ ‫‪٥‬ـ ﺩﺭﺳﺘﻲ ﻭ ﺻﺪﺍﻗﺖ‬ ‫‪٦‬ـ ﺍﻧﺪﻳﺸﻪ ﭘﻴﺶ ﺍﺯ ﮔﻔﺘﺎﺭ‬ ‫‪٧‬ـ ﺧﻼﻗﻴﺖ‬ ‫‪٨‬ـ ﻓﺮﻭﺗﻨﻲ ﺩﺭ ﺍﻧﻈﺎﺭ‬ ‫‪٩‬ـ ﺳﺒﻚ ﺷﻨﺎﺳﻲ‬ ‫‪١٠‬ـ ﺷﻬﺎﻣﺖ‪ /‬ﺍﻧﺪﻛﻲ ﺗﻮﺣﺶ‬ ‫‪١١‬ـ ﺷﻮﺥ ﻃﺒﻌﻲ‬ ‫‪١٢‬ـ ﺍﻧﺪﻛﻲ ﻧﻔﺶ ﺁﻓﺮﻳﻨﻲ‬ ‫‪١٣‬ـ ﺟﺰﺋﻲ ﻧﮕﺮﻱ‬ ‫‪١٤‬ـ ﺧﺒﺮﮔﻲ ﺩﺭ ﻛﺎﺭ ﻭ ﺗﻤﺎﻳﻞ ﺑﻪ ﺭﻫﺒﺮﻱ‬ ‫‪١٥‬ـ ﻣﺒﺎﺭﺯﻩ ﺑﻪ ﺧﺎﻃﺮ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫‪١٦‬ـ ﻣﻴﻞ ﺑﻪ ﭘﺬﻳﺮﺵ ﺍﺷﺘﺒﺎﻩ‬ ‫‪١٧‬ـ ﺻﺮﺍﺣﺖ ﻟﻬﺠﻪ‬ ‫‪١٨‬ـ ﻣﻬﺮﺑﺎﻧﻲ‬ ‫‪١٩‬ـ ﻛﻨﺠﻜﺎﻭﻱ‬ ‫‪٢٠‬ـ ﺭﻗﺎﺑﺖ ﺟﻮﻳﻲ‬ ‫‪٢١‬ـ ﺍﻧﻌﻄﺎﻑﭘﺬﻳﺮﻱ‬ ‫‪٢٢‬ـ ﻗﺼﻪ ﮔﻮﻳﻲ‬

‫ﺍﻣﺘﻴﺎﺯﻱ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﻪ‬

‫ﺍﻣﺘﻴﺎﺯﻱ ﻛﻪ ﺭﺅﺳﺎﻱ‬

‫ﺷﻤﺎ ﻣﻲﺩﻫﻨﺪ‬

‫ﺑﺮﺗﺮ ﻣﻲﻛﻮﺷﻨﺪ ﺑﻪ‬ ‫ﺩﺳﺖ ﺁﻭﺭﻧﺪ‬