Schopnost formulovat vizi je motorem zm\u011bny i motivace. Vize nen\u00ed nutn\u011b spojen\u00e1 s produktem a businessem, ale m\u011bla by b\u00fdt zam\u011b\u0159en\u00e1 i na organizaci jako takovou. \u010ceho chceme dos\u00e1hnout, pro\u010d, co n\u00e1m to p\u0159inese na \u00farovni organizace? Kam sm\u011b\u0159ijeme, kdo jsme. A tak\u00e9 \u010dasto kdo nejsme. Dobr\u00e1 vize definuje identitu organizace a lidi spojuje a sm\u011b\u0159uje. Dobr\u00e1 vize je takov\u00fdm \u201cvy\u0161\u0161\u00edm smyslem\u201d existence cel\u00e9 organizace.<\/p>\n
Druhou kompetenc\u00ed je schopnost motivovat a dod\u00e1vat energii. Je to kompetence \u00fazce spojen\u00e1 s viz\u00ed. Kdy\u017e m\u00e1te dobrou vizi, motivuje sama o sob\u011b. Agiln\u00ed leadership hodn\u011b stav\u00ed na takzvan\u00e9 vnit\u0159n\u00ed motivaci, na pos\u00edlen\u00ed autonomie jednotlivc\u016f a t\u00fdm\u016f, na self-organizaci, prost\u0159ed\u00ed a kultu\u0159e. Daleko m\u00e9n\u011b d\u016fle\u017eit\u00e9 jsou takzvan\u00e9 vn\u011bj\u0161\u00ed motiv\u00e1tory jako jsou pozice, hierarchie, platy, nebo odm\u011bny a\u0165 u\u017e v jak\u00e9koli podob\u011b.<\/p>\n
T\u0159et\u00ed ze z\u00e1kladn\u00edch kompetenc\u00ed Agiln\u00edho leadera je zp\u011btn\u00e1 vazba. Zp\u011btn\u00e1 vazba je pro Agiln\u00ed organizaci<\/a> sou\u010d\u00e1st\u00ed DNA. Um\u011bn\u00ed z\u00edskat zp\u011btnou vazbu na \u00farovni syst\u00e9mu jako takov\u00e9ho je pro leadery kritick\u00e9. Nen\u00ed to jen o tom um\u011bt zp\u011btnou vazbu d\u00e1t, ale i o tom b\u00fdt schopen ji vn\u00edmat s\u00e1m na sob\u011b.<\/p>\n Posledn\u00ed z\u00e1kladn\u00ed kompetenc\u00ed Agiln\u00edho leaders je um\u011bn\u00ed ovliv\u0148ovat. Zm\u011bnit v\u011bci, lidi a jejich chov\u00e1n\u00ed, podpo\u0159it a upevnit vznikaj\u00edc\u00ed kulturu. Agiln\u00ed leadership za\u010d\u00edn\u00e1 zm\u011bnou sama sebe, sv\u00e9ho uva\u017eov\u00e1n\u00ed, hodnot a chov\u00e1n\u00ed, sv\u00e9ho stylu pr\u00e1ce. Druh\u00fd bod je zm\u011bnit to, jak ovliv\u0148uji lidi kolem sebe, jak\u00e9 s nimi m\u00e1m interakce, jak je dok\u00e1\u017eu nadchnout, aby se stali t\u00fdmem a v\u0161ichni t\u00e1hli za jeden provaz a st\u00e1vali se sami leadery. T\u0159et\u00edm elementem je zm\u011bna na \u00farovni syst\u00e9mu, zm\u011bna cel\u00e9 organizace a jej\u00ed kultury. Ale t\u00edm se ze za\u010d\u00e1tku nemus\u00edte a\u017e tak tr\u00e1pit. Kultura firmy bude va\u0161i vnit\u0159n\u00ed zm\u011bnu n\u00e1sledovat.<\/p>\n Krom\u011b ji\u017e zm\u00edn\u011bn\u00fdch z\u00e1kladn\u00edch kompetenc\u00ed je Agiln\u00ed leadership o schopnosti identifikovat, kdy je vhodn\u011bj\u0161\u00ed se rozhodnout a kdy lze rozhodnut\u00ed \u010di na v\u011bcech spolupracovat s ostatn\u00edmi, jak spolupr\u00e1ci ud\u011blat efektivn\u00ed a smysluplnou, jak zapojit ostatn\u00ed, aby p\u0159ich\u00e1zeli s dobr\u00fdmi n\u00e1pady a sami za jejich implementaci p\u0159eb\u00edrali zodpov\u011bdnost a jak si pohl\u00eddat \u017ee takov\u00e9 t\u00fdmy t\u00e1hnou za jeden provaz. Sou\u010dasn\u011b se mus\u00ed um\u011bt rozhodnout kdy chce b\u00fdt nez\u00e1visl\u00fdm facilit\u00e1torem a kdy coachem. Nemluv\u00edme tu ani tak o coachingu jednotlivc\u016f, kter\u00fd samoz\u0159ejm\u011b tak\u00e9 m\u016f\u017ee b\u00fdt u\u017eite\u010dn\u00fd, ale o coachingu cel\u00e9ho syst\u00e9mu \u2013 tedy t\u00fdm\u016f a organizace jako celku. V\u00fdborn\u00ed Agiln\u00ed leade\u0159i se Agiln\u00edmi leadery nenarodili, ale neust\u00e1le hledaj\u00ed cesty, jak se st\u00e1t lep\u0161\u00edmi a jak v\u00fd\u0161e zm\u00edn\u011bn\u00e9 kompetence z\u00edskat a pos\u00edlit.<\/p>\n Chcete v\u011bd\u011bt v\u00edce? Na Agiln\u00ed Leadership a roli Agiln\u00edho Leadera se zam\u011b\u0159uje Certified Agile Leadership kurz<\/a>.<\/p>\n \u00a0<\/i><\/p>\n","protected":false},"excerpt":{"rendered":" Jak ji\u017e jsem psala, Agiln\u00ed Leadership se st\u00e1v\u00e1 st\u00e1le \u010dast\u011bji sklo\u0148ovan\u00fdm term\u00ednem. S t\u00edm jak si firmy uv\u011bdomuj\u00ed, \u017ee kl\u00ed\u010dem k celkov\u00e9mu \u00fasp\u011bchu firmy je podpora modern\u00edho Leadershipu a rozvoj leader\u016f v r\u00e1mci cel\u00e9 organizace, tak za\u010d\u00edn\u00e1 dal\u0161\u00ed f\u00e1ze Agiln\u00ed transformace, kter\u00e1 u\u017e nem\u00e1 nic spole\u010dn\u00e9ho s IT, ale s managementem, kulturou a celkov\u00fdm fungov\u00e1n\u00edm … Continue reading “Agiln\u00ed leader a jeho kompetence”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[6],"tags":[272,206,212,211,210,113,213,170,61,38,147,125],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/821"}],"collection":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/comments?post=821"}],"version-history":[{"count":0,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/821\/revisions"}],"wp:attachment":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/media?parent=821"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/categories?post=821"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/tags?post=821"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}![\"Agile](\"http:\/\/soch.cz\/blog\/wp-content\/uploads\/2017\/03\/2016-11-13-22.24.04-300x225.png\")
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