Companies in the Mountain Region change strategy to train leaders Heloise Hamada/g1 Companies in the Mountain Region of Rio have been looking for new ways to prepare leaders and teams to deal with market changes, operational challenges and decisions that require agility. For management experts, planning remains essential, but the ability to adapt has become one of the main differentiators in the corporate environment. The assessment is by Julian Tonioli, founding partner and CEO of Auddas, a consultancy specializing in company management and growth. According to him, organizations need to balance well-defined strategies with autonomy for professionals to make decisions when faced with situations that were not foreseen. "As in football, the market also requires reading the scenario, adapting and making decisions under pressure. Planning shows the way, but execution depends on people's ability to interpret the moment and act", he states. ? Follow the g1 Região Serrana channel on WhatsApp.
Companies in the Mountain Region change strategy to train more prepared leaders
Companies in the Mountain Region change strategy to train leaders Heloise Hamada/g1 Companies in the Mountain Region of Rio have been looking for new ways to prepare leaders and teams to deal with market changes,...
According to the expert, this reality is part of the daily lives of companies in different sectors, especially in a scenario of constant economic changes and transformations in consumer behavior. For Tonioli, creating more prepared leaders does not just mean delegating tasks, but developing professionals capable of understanding objectives, assessing risks and assuming responsibilities when necessary. “Empowerment is not just stating in a document that the team has autonomy. It is building an environment in which people know they can act when the situation requires it, always aligned with the company's values ??and strategy”, he explains. The expert warns that many companies claim to seek professionals with initiative, but still maintain management models in which employees are encouraged only to follow processes. "Many organizations want people to be protagonists, but end up training executors. They seek initiative, as long as it follows exactly what has already been defined. Protagonism needs to be accompanied by trust and responsibility", he states. Paths to encourage protagonism in companies Planning as guidance: strategies and goals are fundamental, but they need to allow adjustments in the face of changes and new challenges. Autonomy with responsibility: leaders need to have space to decide, but always considering the organization's culture, objectives and values. Safe environment for decisions: companies that punish any initiative outside the script end up creating teams that avoid taking responsibility. Balance between initiative and strategy: protagonism does not mean acting individually, but making conscious decisions in search of the best results. Training new leaders: preparing professionals goes beyond technical training: it involves developing analysis, communication and decision-making skills. MORE
