Napoleon vs. Nelson – A battle won by Effective Followers

Napoleon: 33 ships

Nelson: 27 ships

Napoleon: lost 22 ships

Nelson: lost none!

We all know about the battle of Trafalgar: a naval battle in which the English fleet under the renowned leadership of Admiral Horatio Viscount Nelson soundly defeated a larger French and Spanish force under the leadership of French Admiral Pierre de Villeneuve. More importantly, this battle, fought on October 21, 1805, was the most pivotal naval battle of the 19th Century because it ended Napoleon’s hopes of invading England. Continue reading

A dezvolta oameni si echipe

A venit vremea (de ceva timp, e adevarat) sa nu mai cheltuim bugete, ci sa dezvoltam oamenii prin programe aliniate strategiei companiei. Cei care suntem in domeniul asta (training) de mai mult timp am trait perioada de “glorie” dinainte de criza in care alergam de bezmetici de la un curs la altul, caci se consumau bugete mari si fara prea mult discernamant. Asa am fost toti: clienti si furnizori, intr-o perioada in care se consuma mult si orice. E bine ca a trecut! E bine ca s-au mai cernut lucrurile si, macar la nivel de intentie, nu se mai arunca cu programe de dezvoltare in angajati, ci se incearca macar sa se construiasca ceva, cel putin pe termen mediu. Mai e pana la termen lung, dar e un mare pas inainte. Si am crescut cu totii: la nivel individual si de intelegere de business. Sau o mare parte dintre noi? Oricum, s-au ales si se tot aleg apele: atat pe “frontul” HR-istilor, cat si pe cel al furnizorilor de servicii de HR. Finally!

Si totusi ce inseamna sa construiesti pe termen mai lung?

  1. Sa intelegi compania in care esti. O sa spuneti ca angajatii fac deja asta, cu atat mai mult cei care conduc departamente sau/ si echipe. Eu mai zic o data: sa intelegi compania in care esti, business-ul si mediul in care trebuie sa dai rezultate. Cu siguranta dintr-un birou, din fata unui laptop nu are cum sa-ti iasa asta…
  2. Sa stii si sa intelegi strategia firmei pentru urmatorii ani (macar pe anul curent…). Ce isi propune? De ce? Cum? Care sunt riscurile?
  3. Sa stii clar care este rolul fiecarei rotite interne: departament/ functiune. Fiecare trebuie sa-si stie rolul propriu, dar si rolul celorlalti. Degeaba departamentul de Vanzari este la foc continuu, daca marketingul trage in alta directie sau HR-ul nu impinge lucrurile catre acelasi scop. Si invers!
  4. Sa-ti asumi rolul pe care-l ai (ca echipa, caci esti manager, nu? si ca individ). Si de aici putem deschide un nou subiect: ce inseamna sa-ti asumi? Ce implicatii are? O sa revenim pe subiect.
  5. Abia dupa-aceea poti sa incepi sa te gandesti cum si in ce directie sa-ti dezvolti oamenii:
  6. Sa-i cunosti
  7. Sa-i evaluezi din punct de vedere nivel de competente actual vs cel asteptat
  8. Sa creezi (impreuna cu cineva specializat intern sau/ si extern) scheletul unui program de dezvoltare.

Stiu, e mult de munca, e greu, dar e singura modalitate de a ajunge la rezultat. Altfel, suntem doar niste consumatori de bugete si nu generatori de rezultate. Si in 2014 nu mai are nimeni nevoie de consumatori, ci de rezultate. De asta, se pune atat de mult accentul pe mentalitatea de antreprenor pentru toti angajatii! Alt subiect de abordat intr-un articol viitor. 

1000Km Balkan Charity Challenge 2014

Qipa supports UniCredit Tiriac Bank, UniCredit and HOSPICE Casa Sperantei on the 3nd edition of the “1000 Balkan Charity Challenge”.

1455157_694425037244144_777347430_nA typical challenge sport endurance format for 11 days combining biking and running of 96km per day on average without any day of interruption. However it is much more than that being set up as a conceptual event with a mission to contribute to the holistic development of individuals and the society. The event is non-competitive yet the time limit for completing the full daily course (160km on average for the biking part and 59km for the running part) is 8.30h which requires very good health status and endurance preparation of the participants. The objectives of the event are the following: Continue reading

Bad Organization? Bad Leader? Or Both?

bad“Banking giant Credit Suisse has just plead guilty to criminal wrongdoing. It plead guilty to enabling thousands of Americans who did business with the bank to hide their wealth. OK, now what? The bank will in fact be penalized: it will have to pay a penalty of $2.6 billion. Moreover its reputation will at least briefly be tarnished. But it is unlikely otherwise much to suffer, certainly over the long term. More to the point, the bank, the organization, is an abstraction. What does it even mean to say that a bank, an organization, has been punished, penalized?
Meantime the man who has lead Credit Suisse since 2007, Brady Dougan, goes unpunished. He is not penalized. To be sure, it’s likely he’s suffered some. It’s likely he has felt some shame, some embarrassment, some humiliation. But that’s it. Not only is he not legally penalized, he is not organizationally penalized. He remains in the wake of this outrage, this conviction of wrongdoing, the chief executive officer of Credit Suisse.
Let me be clear about this: unless and until people are clearly and publicly punished – legally and otherwise – we can count on the wrongdoing to continue. For whatever the nature of the legal infraction you can be sure about one thing: it was committed not by institutions but by individuals.”

Content extracted from a article by Barbara Kellerman.

Cum să facem din struţ colibri

Sursa: Forbes.ro

Ioana Pielescu, managing partner al firmei de training şi consultanţă Qipa, susţine că angajaţii trebuie să iasă din survivor mode, chiar dacă suntem într-o perioadă în care puterea o deţin angajatorii.

Majoritatea oamenilor şi-au activat un “survivor mode”, astfel încât să nu-şi piardă job-ul şi Continue reading

Cum creşte ego-ul managerului

Sursa: Forbes.ro

Ioana Pielescu, Managing Partner al firmei de training şi consultanţă Qipa, face o analiză a managerului ca om nepotrivit la locul nepotrivit.

A fost o dată un manager ideal – într-o lume ideală, într-o eră ideală: propun sa facem acest exerciţiu de imaginaţie. Continue reading

Followership®

Followership  = Time for new thinking around leadership

Today the workplace is a very different place, however the thinking around leadership has remained stubbornly static and academic. At Qipa we believe the time is now for us to think and act differently. The programmes developed by Votive look at leadership from a different angle and we spend as much time discussing the concepts of “followership” as we do leadership. Seeing as everyone in an organisation plays a “followership” role and leaders without followers are generally classed as ‘lone nuts’, this seems logical. Our staff are our customers and we must begin to consider what a customer experience should look like for them.

Much is written about effective leadership, but little is discussed about effective followership, and yet we all have a follower role to play in our organisations. The unique effective followership model is designed to improve engagement in all employees and to improve the manager / team leaders ability to generate effective followership in those they lead.

This model challenges an individuals thinking, their behaviour and the environment they are creating. It is a performance improvement model designed for the 21st century.

But do not be fooled by the term ‘effective followership’; this is most definitely a leadership model, the missing piece in the jigsaw of a company’s performance make up. Designed to release the potential in others, this model will run as DNA throughout all of Votive programmes, adding a depth and relevance to everything we do.

Followership Development Programs:

  • Strategy Workshops and Alignment
  • Leading Self
  • Leading Others
  • Developing Others
  • Influencing Others and Critical Conversations

Coaching made in România: 500.000 de euro pe an

Sursa: Forbes.ro

Qipa este firma românească de training şi consultanță care a adus în România,  la finalul lui 2013, un program original de dezvoltare bazat pe conceptul de „Followership”.

Ioana

Firma românească de training Qipa şi-a propus pentru anul 2014 creșterea cifrei de afaceri cu 20%, la peste 500.000 euro/an. După 10 ani pe piața de training și consultanță, firma  a adus în
România,  la finalul lui 2013, un program original de dezvoltare bazat pe conceptul de „Followership”, care speră să îi aducă venituri mai mari. Pentru aducerea unui program, Qipa plătește un tarif de deschidere a  parteneriatului, apoi drepturi de autor (între 10 -20% ) care se negociază de la an la an, invers proporțional cu cifra de afaceri pe programul respectiv. Imediat după lansare, firma avea deja semnate două contracte pentru acest program. « Ne-am  propus să sărim de 150.000 euro doar pe Followership în 2014. Părerea mea e că avem şanse mari să atingem cifra în următoarele 6 luni, dar în training nu ştii niciodată”, spune Ioana Pielescu, partener.

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New concept in Romania: Followership®

New concept launched in Romania: Followership® – improves engagement and develops authentic leadership

Qipa and Votive LLP UK, with the Bucharest British Embassy’s participation, have launched the concept of Followership® on corporate training market in Romania.

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