{"id":1396,"date":"2005-01-13T15:25:42","date_gmt":"2005-01-13T20:25:42","guid":{"rendered":"https:\/\/balmertcom.com\/?p=1396"},"modified":"2019-02-14T15:33:42","modified_gmt":"2019-02-14T20:33:42","slug":"biggest-mistake-number-2","status":"publish","type":"post","link":"https:\/\/balmertcom.com\/pt\/2005\/01\/13\/biggest-mistake-number-2\/","title":{"rendered":"Maior erro n\u00famero 2"},"content":{"rendered":"
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Maior erro n\u00famero 2: pensar que o desempenho em seguran\u00e7a \u00e9 igual a qualquer outro objetivo comercial<\/h1>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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"S\u00e3o neg\u00f3cios - n\u00e3o s\u00e3o pessoais."<\/em><\/p>

~ Joe Fox<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Leia a declara\u00e7\u00e3o de miss\u00e3o, vis\u00e3o e valores de praticamente qualquer empresa industrial hoje em dia e voc\u00ea encontrar\u00e1 a seguran\u00e7a mencionada com destaque. Palavras no sentido de que \u201cA seguran\u00e7a de nossos stakeholders \u00e9 de fundamental import\u00e2ncia para o sucesso de nossos neg\u00f3cios\u201d podem ser encontradas ao lado de outras metas e valores t\u00e3o importantes em qualquer empresa industrial: ser produtivo, com consci\u00eancia de custos, com o cliente focado e altamente \u00e9tico.<\/p>

Uma vez que criamos uma \u201cfilosofia de seguran\u00e7a da planta\u201d algumas d\u00e9cadas atr\u00e1s, somos os primeiros a dizer que n\u00e3o h\u00e1 nada de fundamentalmente errado com essa abordagem. Afinal, o papel da alta ger\u00eancia \u00e9 definir pol\u00edticas - estabelecer diretrizes de longo prazo - implementar os processos e a cultura para alcan\u00e7ar a miss\u00e3o.<\/p>

Al\u00e9m disso, como gerentes de n\u00edvel intermedi\u00e1rio, passamos bastante tempo vivendo da parte receptora dessas diretrizes de pol\u00edtica. Em todas as organiza\u00e7\u00f5es, cabe aos gerentes intermedi\u00e1rios traduzir a dire\u00e7\u00e3o do topo em a\u00e7\u00e3o e resultados. Hoje, \u00e9 conhecido como "alinhamento".<\/p>

Nos dias de hoje como gerentes, "cascata" era o termo popular usado para descrever o processo de passar a mensagem de cima para baixo. A cascata era t\u00e3o comum que a maioria de n\u00f3s no meio parecia que nossos escrit\u00f3rios estavam localizados na base de uma cachoeira.<\/p>

Estabelecendo nossas prioridades<\/strong>

<\/h4>

O tempo \u00e9 sempre o bem mais precioso que qualquer gerente possui. Todos os dias, todo gerente precisa decidir como alocar esse ativo entre todas as atividades que exigem nossa aten\u00e7\u00e3o. Em teoria, a declara\u00e7\u00e3o de miss\u00e3o foi projetada para simplificar esse processo, encurtando o leque de op\u00e7\u00f5es. Na maioria das vezes, a declara\u00e7\u00e3o simplesmente refor\u00e7ava o que j\u00e1 sab\u00edamos: tudo era importante. Fa\u00e7a tudo.<\/p>

O gerenciamento do desempenho de seguran\u00e7a se encaixa em tudo o mais importante que sab\u00edamos que precisava ser feito: fabricar o produto, reduzir o custo; satisfazer o cliente e manter as pessoas trabalhando para n\u00f3s razoavelmente felizes; tudo parte de administrar bem os neg\u00f3cios.<\/p>

N\u00e3o ousamos deixar cair nada. Exceto, n\u00f3s realmente derrubamos algumas coisas o tempo todo. For\u00e7ado a estabelecer prioridades, a roda estridente sempre chamava nossa aten\u00e7\u00e3o: o problema do dia ou o sabor do m\u00eas - em que nossa ger\u00eancia estava prestando mais aten\u00e7\u00e3o - desta vez. No caso de gerenciar o desempenho de seguran\u00e7a, a quantidade de press\u00e3o que recebemos do topo normalmente era uma fun\u00e7\u00e3o do desempenho. Quando o desempenho era realmente bom, poder\u00edamos esperar ser deixados em paz. Quando as coisas mudavam para pior, poder\u00edamos esperar uma explos\u00e3o completa.<\/p>

Essa \u00e9 a press\u00e3o do topo. Mas todo gerente toca para dois p\u00fablicos: acima e abaixo.<\/p>

Daqueles que gerenciamos, sab\u00edamos esperar o contr\u00e1rio: se o desempenho era bom ou ruim, raramente algu\u00e9m implorava por mais e melhor seguran\u00e7a. Era bastante comum encontrar nossa mais recente \u201ciniciativa de melhoria da seguran\u00e7a\u201d recebida com ceticismo - ou resist\u00eancia total. "Deixe-me em paz e deixe-me fazer o meu trabalho" resumiu o sentimento de muitos.<\/p>

Para aqueles que moram no meio, essa era uma realidade muito estranha e confusa: a alta ger\u00eancia nos pressionava a melhorar a seguran\u00e7a como parte da administra\u00e7\u00e3o do neg\u00f3cio; as pessoas que gerenciamos nos dizendo o qu\u00e3o seguros eles trabalhavam n\u00e3o eram da nossa conta.<\/p>

Isso gerou uma pergunta que poucos de n\u00f3s j\u00e1 perguntamos: \u201cAs metas de seguran\u00e7a s\u00e3o iguais a todas as outras metas de neg\u00f3cios?\u201d Mas, a maioria de n\u00f3s estava ocupada demais para pensar na quest\u00e3o, sem falar na resposta.<\/p>

Gerimos o desempenho da seguran\u00e7a como se n\u00e3o fosse diferente. Como Joe Fox explica a seu concorrente em Voc\u00ea tem e-mail, quando ele a deixa sem neg\u00f3cios: "S\u00e3o neg\u00f3cios - n\u00e3o s\u00e3o pessoais".<\/p>

O momento da verdade<\/strong><\/h4>
\u00a0<\/div>

De vez em quando, o infeliz entre n\u00f3s enfrentava algo que ningu\u00e9m jamais se prepara como gerente: conhecer a fam\u00edlia de um funcion\u00e1rio gravemente ferido na sala de emerg\u00eancia do hospital.<\/p>

Por experi\u00eancia pessoal, podemos dizer-lhe que momento \u00e9 preocupante. Temos que testemunhar, em cores vivas, todas as coisas realmente importantes na vida de outra pessoa: sua fam\u00edlia e amigos; seus valores; seus interesses e paix\u00e3o na vida.<\/p>

Adivinha o qu\u00ea: para eles, o importante nunca foi o trabalho deles.<\/p>

Muitas vezes nos faziam perguntas preocupantes: "Como isso aconteceu?" ou, pior: "Como voc\u00ea p\u00f4de deixar isso acontecer?"<\/p>

(Suspeitamos que esse tipo de pergunta tenha muitas roupas para assumir que conhecer os membros da fam\u00edlia dos funcion\u00e1rios era dever da equipe de Recursos Humanos. Em nossa equipe, sempre assumimos a posi\u00e7\u00e3o de estarmos l\u00e1 para enfrentar a fam\u00edlia.)<\/p>

Na volta para casa do hospital, pens\u00e1vamos em como seria uma les\u00e3o grave para n\u00f3s com todas as coisas mais importantes em nossas vidas. Mesmo se voc\u00ea for o gerente com orienta\u00e7\u00e3o mais ascendente do mundo, com vistas treinadas no pacote corporativo, voc\u00ea percebe que seu trabalho n\u00e3o \u00e9 a parte definidora de sua vida. Houve mais de alguns de n\u00f3s cuja vida profissional nunca mais foi a mesma ap\u00f3s essa experi\u00eancia.<\/p>

Pessoal ou comercial?<\/strong>

<\/h4>

O objetivo de enviar as pessoas para casa em seguran\u00e7a no final do dia \u00e9 igual a qualquer outro objetivo importante da empresa? A seguran\u00e7a \u00e9 "comercial ou pessoal?"<\/p>

Como indiv\u00edduos, sabemos que \u00e9 pessoal para n\u00f3s.<\/p>

Voc\u00ea pode apostar que \u00e9 igualmente pessoal para quem trabalha para n\u00f3s. Perder um cliente, fechar um neg\u00f3cio, perder o emprego, a vida continua. (Podemos atestar isso pessoalmente.) Sofre uma les\u00e3o que altera a vida e a vida n\u00e3o continua - pelo menos n\u00e3o da maneira como algu\u00e9m est\u00e1 acostumado a viv\u00ea-la.<\/p>

Felizmente, a maioria dos gerentes passa pelo cargo sem ter que suportar essa experi\u00eancia. Esse \u00e9 um dos muitos benef\u00edcios de ter um \u00f3timo desempenho de seguran\u00e7a. Conte-se entre a maioria sortuda, se voc\u00ea n\u00e3o teve essa experi\u00eancia.<\/p>

Obviamente, o perigo oculto em um \u00f3timo desempenho de seguran\u00e7a \u00e9 que ele nos tenta parar de pisar no acelerador - para que possamos dedicar nosso tempo precioso \u00e0quelas outras metas comerciais que s\u00e3o t\u00e3o importantes para os neg\u00f3cios.<\/p>

Se voc\u00ea gastar apenas alguns minutos pensando no que uma les\u00e3o grave pode causar na vida das pessoas - a sua, as que trabalham para voc\u00ea e as fam\u00edlias de todos -, voc\u00ea perceber\u00e1 que a seguran\u00e7a n\u00e3o \u00e9 nada parecido com nenhum outro objetivo comercial.<\/p>

Depois que voc\u00ea perceber isso, sua abordagem para gerenciar a seguran\u00e7a muda para sempre. Voc\u00ea nunca mais precisar\u00e1 da alta ger\u00eancia para nos dizer que a seguran\u00e7a \u00e9 importante para garantir isso. Voc\u00ea pode lidar com a resist\u00eancia aos seus esfor\u00e7os para gerenciar o desempenho de seguran\u00e7a que naturalmente vem com o territ\u00f3rio. Voc\u00ea aprecia o que realmente est\u00e1 em jogo.<\/p>

Infelizmente, muitos de n\u00f3s, gerentes, levamos a seguran\u00e7a a s\u00e9rio quando<\/u>tornou-se importante para a nossa gest\u00e3o Porque<\/u>foi importante para a nossa administra\u00e7\u00e3o. Nem sempre pressionamos a seguran\u00e7a com tanta for\u00e7a quanto dever\u00edamos, porque lidar com a resist\u00eancia raramente era agrad\u00e1vel.<\/p>

Isso foi um erro. Um dos maiores erros que um gerente pode cometer.<\/p>

Pior, quando voc\u00ea descobre que conseguiu, geralmente \u00e9 tarde demais.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Leia a declara\u00e7\u00e3o de miss\u00e3o, vis\u00e3o e valores de praticamente qualquer empresa industrial hoje em dia e voc\u00ea encontrar\u00e1 a seguran\u00e7a mencionada com destaque. Palavras no sentido de que \u201cA seguran\u00e7a de nossos stakeholders \u00e9 de fundamental import\u00e2ncia para o sucesso de nossos neg\u00f3cios\u201d podem ser encontradas ao lado de outros objetivos e valores t\u00e3o importantes<\/p>","protected":false},"author":1,"featured_media":1399,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center 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