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Profits must be judged as moral or immoral by how they are earned and how they are disposed. Without a new barometer, we are left with the old barometer--profit for its own sake, regardless of whether it is sustainable or ultimately ruinous. But over the course of a seven-day weekend when a reservoir of talent is tapped, a calling is found, a true, well-rounded definition of success is established, people may realize they're working not for..
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Ricardo Semler |
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One good question and one good answer are services to all. A sure sign of a troubled company is one where employees don't care enough to ask and, if that's the case, they'll never care enough to fully deploy their talent. Just as curiosity is an antidote to boredom and indifference, the informed are more likely to remain interested, engaged, and alive with purpose.
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Ricardo Semler |
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The acting CEO cannot be blamed or credited for the company's performance, and that makes the system independent of the CEO. Blame or credit falls on each manager and employee. The CEO should be the quarterback, not God. In a sense, it makes us like Switzerland, where many citizens have a hard time remembering their President's name. Solidarity comes as a consequence of collective action, and not from one personality.
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Ricardo Semler |
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On two occasions, the person I had chosen as airplane captain came through as environmental leader in this second exercise. These exercises reinforced my belief that leadership indeed depends on the situation. As circumstances change, leadership must change. A certain set of skills, instincts, and personality traits may be perfect today, but useless tomorrow.
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Ricardo Semler |
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Exchanging the old boss for a new boss is not situational leadership. True situational leadership--flexible, effective, evolutionary--can only arise from self-management. And that means that situational leadership doesn't change fundamentally with circumstances. It is always about giving up control.
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Ricardo Semler |
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Even so, these symbols still cause quite a fuss. Thirty percent of all issues in organizations are what I call boarding school stuff: rewards and punishments, how to dress, what time to show up, how to address superiors, how to behave properly. Even worse, they include fodder for the "green-eyed monster," jealousy, things like why somebody got a raise and somebody else didn't, why she got the better client account, or why he was asked to jo..
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Ricardo Semler |
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At Semco, you are what you do, not what or whom you control.
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Ricardo Semler |
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The stress-free workplace that is most productive is the one where workers respect each other's differences.
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Ricardo Semler |
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Intuition, luck, mistakes, serendipity--there you have four vital business concepts that every manager should know.
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Ricardo Semler |
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But uncontrolled variables are what make dreams come true. If we change the way work works we can live the dream of work-life balance and sustainability.
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Ricardo Semler |
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Ou seja, total capitulacao da empresa a forca da greve. A empresa comeca com cara de Rambo e termina com jeitinho de Clodovil.
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Ricardo Semler |
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Now Semco employees are free to customize their workdays, to come in earlier or later than traditional schedules. The hours they work are determined by their self-interest, not by company dictates. They're the best judges of the amount of time and the proper place necessary to get their job done.
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Ricardo Semler |
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The second error is the assumption that business or the work environment is the only tribal affiliation people have. By sheer proximity, the workplace tribe may seem to dwarf all the others, but anyone who works at home will find they actually belong to four or five major tribes--starting with the family and extending outward to the neighborhood, the garden club, library volunteers, church, and the like.
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Ricardo Semler |
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Companies hoping to recruit the best and the brightest must demonstrate that they trust their employees with the freedom to work anywhere. They must assume that they're buying talent and dedication, not what the Brazilians call "butt-on-chair time."
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Ricardo Semler |