We live in a time of accelerated changes.
It is necessary to reconsider the old paradigms of the way of doing business because very often the recipes that were successful are no longer useful.
We are facing a VUCA world, and at the same time, in this part of the world, we are facing, for the first time, a labor shortage, a small number of unemployed, and a huge number of UNEMPLOYABLE.
Younger generations have a lower tolerance for stress and are more impatient, and older generations find it difficult to adapt to the coming world.
A pandemic is a noogenic neurosis of a sense of loss of meaning.
Happiness is propagated as a goal, not as a result of achieving goals.
The “technical” knowledge and skills to which so much attention is paid at all levels have long since become hygienists. Something that should be taken for granted in the 21st century. The basic skills become adaptability to changes, and stress management, i.e. how to be resourceful in new unpredictable situations, how to find inner motivation, and realize the right to be fulfilled in your workplace.
We believe these are the skills that separate the best from the good teams.
The long-term success of any company is based on:
- the fifth discipline – the discipline of a constantly learning organization
- contextual / servant leadership – opening up the space of intrinsic motivation of each individual
- overcoming each individual’s immunity to change
- embodied cognition – how to do work today and train for tomorrow at the same time?
Following the above:
- We turned the organizational chart pyramid by 180 degrees, i.e. in the only logical way. At the top are clients, and at the bottom in a position of power to serve is the owner/CEO.
- Established 6 principles of a constantly learning organization.
- Created an educational program that covers the horizontal line of middle management, but at the same time, vertical activities are defined between modules.
- Created a document (How we cooperate)
HOW WE COOPERATE
- We treat each other with respect, we do not communicate in a way that we do not want to be communicated to (raised, quarrelsome, humiliating tones are not allowed and will be sanctioned).
- If you cannot directly communicate your personal views about someone or something to a colleague who is concerned about the same, it is not right to communicate to anyone else either.
- Short and clear: Gossip is not okay, every change starts with us.
- Every time a colleague comes with an opinion about someone else, it is our duty to ask: Did you communicate that with that person? If not, the conversation ends and is redirected to them.
- Everyone should be the best version of themselves and do the best of their work tasks, if there is an idea for improving any work process, the same is presented according to the principle of “bottom-up” communication.
- Bottom – Up Communication
- Each team member communicates with his manager for everything, and the manager passes it on.
- Here we also rely on the common sense thinking of each team member because of course people will communicate with each other on all topics.
- This protocol refers to all key requests, questions about the status of projects, annual leave, sick leave, home office, …
- Communication is primarily verbal.
- It is accompanied in writing by a short follow-up in bullets (Haiku before Anna Karenina)
- Certain communication will continue to be dominantly written, here we count on the rational judgment of each team member.
- The person who assigns the task must ask the person to whom he assigns the task in what time frame he thinks he can complete the task.
- During the process of defining the deadline, priorities are discussed. The final decision is made by the Team Leader and that decision is respected.
- Each agreement answers the questions 1. Who? 2. What? 3. When?
- The deadline is set with an accurate time frame (e.g. not at the end of the week, but Thursday until 4:00 p.m.)
- The deadline is allowed to be postponed, if it is reported before the deadline.
- Asking questions and questioning are desirable and expected.
- Everyone who comes up with a question must also come up with a proposed solution.
- Each Team Leader is obliged to answer the question with a counter-question: “And what do you think about that?”
- The calendar of each team member must be open and transparent to all members.
- We enter all meetings (internal and external) into the calendar
- It is mandatory to enter the home office, annual leave…
- We do not record everything we do (e.g. administration, sending offers, etc.)
- Error is not a mistake!
- A mistake is not helping and not asking for help.
- A mistake is to hide a mistake, to be ashamed, to pass it on to someone else, and not to learn from the mistake.
- The one who convenes the meeting prepares the least for the meeting.
- Everyone who is invited to the meeting should come prepared, with a clear goal and an answer to why they are at the meeting.
- Going on vacation is your responsibility.
- Each team member knows with whom he works most closely due to the nature of the work (those doing compatible work cannot go at the same time)
- Here we start from the personal responsibility of each team member and arrange dates accordingly.
- If, after mutual discussion and consultation with the Team Leader, director, etc., everyone agrees that they can go at the same time, they take responsibility that whatever happens, the work will be done, even during vacation.
- The more responsibility you have, the bigger your availability during vacation is.
- For those going on vacation, to be as carefree as possible, it is necessary to prepare everything necessary during their absence. Of course, those who stay will try to provide them with as carefree a vacation as possible and will not abuse the possibility of calling colleagues who are on vacation.
- Here we count on the common sense and logic of each of us.
- Mails and messages can be sent at any time, but the sender has no right to expect that the mail or SMS will be opened immediately. It is the recipient’s responsibility when they’ll look into the mailbox.
