{"id":2291,"date":"2026-09-01T10:01:15","date_gmt":"2026-09-01T10:01:15","guid":{"rendered":"https:\/\/maxman-consultants.com\/sk\/?post_type=insights&p=2291"},"modified":"2026-09-01T10:05:38","modified_gmt":"2026-09-01T10:05:38","slug":"prvych-90-dni-dobreho-manazera-ci-manazerky","status":"publish","type":"insights","link":"https:\/\/maxman-consultants.com\/sk\/postrehy\/prvych-90-dni-dobreho-manazera-ci-manazerky\/","title":{"rendered":"Prv\u00fdch 90 dn\u00ed dobr\u00e9ho mana\u017e\u00e9ra \u010di mana\u017e\u00e9rky"},"content":{"rendered":"
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\u010co hovor\u00ed v\u00fdskum a \u010do odpor\u00fa\u010daj\u00fa na\u0161e konzultantky a konzultanti<\/h3>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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By\u0165 dobr\u00fd v pr\u00e1ci a by\u0165 dobr\u00fd vo veden\u00ed \u013eud\u00ed s\u00fa dve \u00faplne odli\u0161n\u00e9 zru\u010dnosti. Pr\u00e1ve preto je prechod z poz\u00edcie \u0161pecialistky \u010di \u0161pecialistu do role mana\u017e\u00e9ra alebo mana\u017e\u00e9rky jedn\u00fdm z naj\u0165a\u017e\u0161\u00edch momentov kari\u00e9ry. Z\u00e1rove\u0148 je jeden z t\u00fdch, na ktor\u00fd sa pripravujeme najmenej. Harvardsk\u00e1 profesorka Linda Hill<\/a><\/strong><\/span>, ktor\u00e1 dlhodobo sledovala dev\u00e4tn\u00e1s\u0165 novo vymenovan\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9rok po\u010das ich prv\u00e9ho roka v tejto poz\u00edcii, to zhrnula jasne: ide o hlbok\u00fa psychologick\u00fa premenu identity, nie len o pridanie novej zru\u010dnosti do \u017eivotopisu.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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V Maxman Consultants sa touto t\u00e9mou zaober\u00e1me roky \u2013 v otvoren\u00fdch kurzoch, firemn\u00fdch programoch, v Maxman Mana\u017e\u00e9rskej akad\u00e9mii<\/a><\/strong><\/span> a teraz u\u017e aj v MBA programe<\/a><\/span><\/strong>. V tomto \u010dl\u00e1nku sme spojili to, \u010do o prv\u00fdch mesiacoch v mana\u017e\u00e9rskej \u00falohe hovor\u00ed medzin\u00e1rodn\u00fd v\u00fdskum, s praktick\u00fdmi odpor\u00fa\u010daniami priamo od n\u00e1s.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Pre\u010do je prv\u00fdch 90 dn\u00ed tak\u00fdch d\u00f4le\u017eit\u00fdch?<\/h3> <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n
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Pojem \u201eprv\u00fdch 90 dn\u00ed“ spopularizoval Michael Watkins, autor bestselleru The First 90 Days<\/a><\/strong><\/span> a spoluzakladate\u013e poradenskej spolo\u010dnosti Genesis Advisers. Watkins vych\u00e1dza z toho, \u017ee tri mesiace zodpovedaj\u00fa finan\u010dn\u00e9mu kvart\u00e1lu, teda \u010dasov\u00e9mu r\u00e1mcu, ktor\u00fd firmy be\u017ene pou\u017e\u00edvaj\u00fa na hodnotenie v\u00fdkonu, a z\u00e1rove\u0148 je to dostato\u010dne dlh\u00e9 obdobie na to, aby sa uk\u00e1zalo, ak\u00fdm smerom sa nov\u00e1 mana\u017e\u00e9rska rola uber\u00e1. Pod\u013ea jeho zisten\u00ed dok\u00e1\u017ee \u00faspech alebo ne\u00faspech v prv\u00fdch mesiacoch s vysokou presnos\u0165ou predpoveda\u0165 kone\u010dn\u00fd v\u00fdsledok cel\u00e9ho p\u00f4sobenia na tejto poz\u00edcii. Ke\u010f nov\u00ed l\u00eddri a l\u00edderky zlyhaj\u00fa, je to pod\u013ea neho takmer v\u017edy o negat\u00edvnych vzorcoch spr\u00e1vania, ktor\u00e9 sa nastavili u\u017e v t\u00fdchto \u00favodn\u00fdch t\u00fd\u017ed\u0148och.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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D\u00e1ta tento pocit potvrdzuj\u00fa aj z inej strany. Prieskum spolo\u010dnosti Ken Blanchard Companies<\/a><\/strong><\/span> medzi vy\u0161e 500 mana\u017e\u00e9rmi a mana\u017e\u00e9rkami zistil, \u017ee len 15 % z nich absolvovalo pred n\u00e1stupom do ved\u00facej role ak\u00e9ko\u013evek \u0161kolenie. Asi v\u00e1s preto neprekvap\u00ed, \u017ee ve\u013ek\u00e1 \u010das\u0165 z nich sa c\u00edtila nepripraven\u00e1 \u2013 a tento pocit neistoty u mnoh\u00fdch pretrv\u00e1val e\u0161te aj rok po n\u00e1stupe do role. Podobn\u00fd obraz potvrdzuje aj anal\u00fdza poradenskej spolo\u010dnosti Gartner<\/a><\/span><\/strong>: dostato\u010dne podpori\u0165 svoj t\u00edm m\u00e1 probl\u00e9m aj ve\u013ek\u00e1 \u010das\u0165 mana\u017e\u00e9rov a mana\u017e\u00e9riek s krat\u0161ou praxou.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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D\u00f4le\u017eit\u00e9 je pozrie\u0165 sa aj na to, ako neistotu nov\u00e9ho vedenia pre\u017e\u00edvaj\u00fa \u013eudia v t\u00edme. Prieskum spolo\u010dnost\u00ed Oji Life Lab a Harris Poll<\/span><\/a> <\/strong>medzi dvomi tis\u00edckami zamestnancov a zamestnank\u00fd\u0148 v USA zistil, \u017ee pr\u00e1ca pod novovymenovan\u00fdm mana\u017e\u00e9rom \u010di mana\u017e\u00e9rkou je zdrojom stresu naprie\u010d r\u00f4znymi skupinami, no dopad nie je pre v\u0161etk\u00fdch rovnak\u00fd: k\u00fdm stres alebo \u00fazkos\u0165 z takejto situ\u00e1cie poci\u0165ovala nie\u010do vy\u0161e tretiny op\u00fdtan\u00fdch mu\u017eov, medzi \u017eenami i\u0161lo takmer o polovicu. Linda Hill<\/a><\/strong><\/span> k tomu dod\u00e1va d\u00f4le\u017eit\u00fd kontext \u2013 rozdiel \u010dasto nevznik\u00e1 preto, \u017ee by nov\u00fd mana\u017e\u00e9r \u010di mana\u017e\u00e9rka boli z\u00e1merne nespravodliv\u00ed, ale preto, \u017ee v\u00e4\u010d\u0161ina z nich ver\u00ed, \u017ee spravodliv\u00e9 zaobch\u00e1dzanie znamen\u00e1 zaobch\u00e1dza\u0165 so v\u0161etk\u00fdmi \u00faplne rovnako, hoci r\u00f4zne skupiny \u013eud\u00ed v t\u00edme maj\u00fa r\u00f4znu realitu, na ktor\u00fa treba reagova\u0165 odli\u0161ne. Inak povedan\u00e9: rovnak\u00fd pr\u00edstup ku ka\u017ed\u00e9mu nie je automaticky spravodliv\u00fd pr\u00edstup ku ka\u017ed\u00e9mu. Pr\u00e1ve tu vid\u00edme v Maxman Consultants ve\u013ek\u00fd priestor na pr\u00e1cu s mana\u017e\u00e9rskou psychol\u00f3giou a individu\u00e1lnymi rozdielmi v t\u00edme.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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0. \u2013 30. de\u0148: Najsk\u00f4r po\u010d\u00fava\u0165, a\u017e potom kona\u0165<\/h3>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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Prv\u00fd mesiac v mana\u017e\u00e9rskej \u00falohe sa v\u00e4\u010d\u0161inou nesie v znamen\u00ed siln\u00e9ho tlaku nie\u010do dok\u00e1za\u0165. Watkins<\/a><\/span><\/strong> pritom upozor\u0148uje na jednu z naj\u010dastej\u0161\u00edch pasc\u00ed \u2013 snahu kona\u0165 pr\u00edli\u0161 skoro, bez dostato\u010dn\u00e9ho kontextu. K nej sa prid\u00e1va aj tendencia spolieha\u0165 sa na to, \u010do fungovalo v predch\u00e1dzaj\u00facej pr\u00e1ci \u010di poz\u00edcii: napr. siln\u00fd fokus na detail, ktor\u00fd bol pr\u00ednosom v inej poz\u00edcii, sa v mana\u017e\u00e9rskej \u00falohe m\u00f4\u017ee \u013eahko zvrtn\u00fa\u0165 na mikromana\u017eovanie.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Herminia Ibarra, profesorka London Business School<\/a><\/strong><\/span> naroden\u00e1 na Kube a jedna z najcitovanej\u0161\u00edch v\u00fdskumn\u00ed\u010dok v oblasti kari\u00e9ry a leadershipu, pon\u00faka na t\u00fato f\u00e1zu dopl\u0148uj\u00faci poh\u013ead \u2013 nie protire\u010denie. Nehovor\u00ed o un\u00e1hlen\u00fdch rozhodnutiach, ale o nie\u010dom inom: o tom, \u017ee do mana\u017e\u00e9rskej role sa d\u00e1 \u201evr\u00e1s\u0165\u201c jedine cez skuto\u010dn\u00fa sk\u00fasenos\u0165. Teda cez nov\u00e9 projekty, rozhovory s odli\u0161n\u00fdmi typmi \u013eud\u00ed a vysk\u00fa\u0161anie nezn\u00e1mych sp\u00f4sobov pr\u00e1ce \u2013 nie cez samotn\u00e9 prem\u00fd\u0161\u013eanie o tom, ak\u00fdm l\u00eddrom \u010di akou l\u00edderkou chcete by\u0165. Presne tieto mal\u00e9, opatrn\u00e9 kroky a sk\u00fasenosti pod\u013ea nej postupne menia to, ako nad veden\u00edm \u013eud\u00ed prem\u00fd\u0161\u013eame. Watkinsov aj Ibarrin v\u00fdskum sa preto nebij\u00fa \u2013 obaja hovoria o tom, \u017ee prv\u00e9 t\u00fd\u017edne maj\u00fa patri\u0165 akt\u00edvnemu po\u010d\u00favaniu, mapovaniu vz\u0165ahov a opatrn\u00e9mu, ale skuto\u010dn\u00e9mu sk\u00fa\u0161aniu nov\u00e9ho sp\u00f4sobu pr\u00e1ce, nie un\u00e1hlen\u00fdm ve\u013ek\u00fdm rozhodnutiam.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Prv\u00fd mesiac je aj obdob\u00edm, ke\u010f sa formuje d\u00f4vera medzi vami a t\u00edmom, a t\u00e1 sa pod\u013ea v\u00fdskumu psychologickej bezpe\u010dnosti profesorky Harvard Business School Amy Edmondson<\/a><\/strong><\/span> buduje najm\u00e4 t\u00fdm, ako reagujete na chyby a otvoren\u00e9 ot\u00e1zky. Psychologick\u00e1 bezpe\u010dnos\u0165 pod\u013ea jej defin\u00edcie neznamen\u00e1 by\u0165 pr\u00edjemn\u00fd \u010di mil\u00fd za ka\u017ed\u00fa cenu, ale znamen\u00e1 d\u00e1va\u0165 \u00faprimn\u00fa sp\u00e4tn\u00fa v\u00e4zbu, otvorene prizn\u00e1va\u0165 chyby a u\u010di\u0165 sa jeden od druh\u00e9ho. Pre nov\u00e9ho mana\u017e\u00e9ra \u010di mana\u017e\u00e9rku to v praxi znamen\u00e1 jednu konkr\u00e9tnu vec: to, ako zareagujete na prv\u00fa chybu, ktor\u00fa v\u00e1m niekto v t\u00edme prizn\u00e1, m\u00f4\u017ee rozhodn\u00fa\u0165 o tom, \u010di v\u00e1m bud\u00fa probl\u00e9my hl\u00e1si\u0165 v\u010das, alebo a\u017e vtedy, ke\u010f u\u017e bude neskoro.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Odkia\u013e pri tejto t\u00e9me \u010derp\u00e1me v Maxman Consultants:<\/strong> Presne touto f\u00e1zou \u2013 pochopen\u00edm vlastn\u00fdch mana\u017e\u00e9rskych siln\u00fdch str\u00e1nok aj oblast\u00ed, ktor\u00e9 brzdia, a porozumen\u00edm individu\u00e1lnych rozdielov medzi \u013eu\u010fmi v t\u00edme \u2013 sa otv\u00e1ra Maxman Mana\u017e\u00e9rska akad\u00e9mia<\/a><\/strong><\/span> (jese\u0148 2026, 29. 9. \u2013 15. 12. 2026). Program je vytvoren\u00fd a postaven\u00fd na poznatkoch akademickej psychol\u00f3gie a veden\u00fd lektorkami Jarkou Mar\u010di\u010diakovou<\/a><\/strong><\/span> a Or\u0161i V\u00e9ghovou<\/a><\/strong><\/span>. Prv\u00fd modul akad\u00e9mie sa priamo vol\u00e1 \u201eZ\u00e1kladn\u00e9 mana\u017e\u00e9rske nastavenie“, druh\u00fd \u201eMana\u017e\u00e9rska psychol\u00f3gia“.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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30. \u2013 60. de\u0148: Hranice, sp\u00e4tn\u00e1 v\u00e4zba a sp\u00f4sob vedenia<\/h3> <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n
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Po prvom mesiaci sa v\u00e4\u010d\u0161inou objav\u00ed nov\u00e1 v\u00fdzva \u2013 ako poveda\u0165 \u201enie“, ako da\u0165 jasn\u00fa sp\u00e4tn\u00fa v\u00e4zbu bez toho, aby sme niekoho zbyto\u010dne zranili, a ako zosta\u0165 sami sebou aj v novej role, ktor\u00e1 si vy\u017eaduje form\u00e1lnu autoritu. Toto je presne obdobie, ke\u010f mnoh\u00ed nov\u00ed mana\u017e\u00e9ri a mana\u017e\u00e9rky prv\u00fdkr\u00e1t c\u00edtia, \u017ee chc\u00fa by\u0165 predov\u0161etk\u00fdm \u201eob\u013e\u00faben\u00ed“ a namiesto jasn\u00e9ho vedenia rad\u0161ej ust\u00fapia.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Pr\u00e1ve v tomto obdob\u00ed sa oplat\u00ed venova\u0165 aj asert\u00edvnej komunik\u00e1cii \u2013 teda schopnosti jasne pomenova\u0165, \u010do je pre v\u00e1s ako pre mana\u017e\u00e9rku \u010di mana\u017e\u00e9ra prijate\u013en\u00e9 a \u010do nie, bez toho, aby ste boli pas\u00edvni, agres\u00edvni alebo manipulat\u00edvni. Ide o zru\u010dnos\u0165, ktor\u00fa si mnoh\u00ed \u013eudia v prvej mana\u017e\u00e9rskej role musia budova\u0165 od z\u00e1kladov, preto\u017ee dovtedy ju nepotrebovali v takej miere.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Odkia\u013e pri tejto t\u00e9me \u010derp\u00e1me: <\/strong>Kurz Asert\u00edvna komunik\u00e1cia a nastavovanie hran\u00edc<\/a> <\/strong><\/span>\u2013 jese\u0148 (1. 10. 2026), ktor\u00fd vedie Martina Matrtajov\u00e1<\/a><\/strong><\/span>, sa venuje presne tomu, ako rozozna\u0165, kedy hranice potrebujeme, ako sa k ich komunik\u00e1cii odhodla\u0165 a ako pracova\u0165 s pocitom viny, ktor\u00fd sa pri tom \u010dasto objavuje. Na t\u00e9mu \u0161t\u00fdlov vedenia nadv\u00e4zuje kurz \u0160t\u00fdly vedenia \u013eud\u00ed \u2013 Leadership, ktor\u00fd sp\u00e1ja gener\u00e1cie<\/a><\/strong><\/span> (6. 10. 2026) s lektorkou Or\u0161i V\u00e9ghovou<\/a><\/strong><\/span>, ktor\u00fd pom\u00e1ha mana\u017e\u00e9rom a mana\u017e\u00e9rkam voli\u0165 medzi direkt\u00edvnym a participat\u00edvnym pr\u00edstupom pod\u013ea situ\u00e1cie, cie\u013ea a zrelosti t\u00edmu \u2013 nielen pod\u013ea vlastn\u00fdch zvykov. A \u0161tvrt\u00fd modul Maxman Mana\u017e\u00e9rskej akad\u00e9mie<\/a><\/strong><\/span> je venovan\u00fd priamo met\u00f3de Radical Candor a mana\u017e\u00e9rskej pr\u00e1ci so sp\u00e4tnou v\u00e4zbou.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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60. \u2013 90. de\u0148: Priority, prv\u00e9 v\u00fdhry a udr\u017eate\u013en\u00e9 tempo<\/strong><\/h3>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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V poslednej tretine prv\u00fdch dev\u00e4\u0165desiatich dn\u00ed sa u\u017e od mana\u017e\u00e9ra \u010di mana\u017e\u00e9rky o\u010dak\u00e1va jasnej\u0161\u00ed smer \u2013 priority, ciele a takzvan\u00e9 \u201eskor\u00e9 v\u00fdhry\u201c, ktor\u00e9 Watkins<\/a><\/span><\/strong> ozna\u010duje za k\u013e\u00fa\u010dov\u00e9 pre dosiahnutie takzvan\u00e9ho bodu zvratu (breakeven point): momentu, ke\u010f v\u00e1s organiz\u00e1cia potrebuje rovnako, ako vy potrebujete t\u00fato rolu. Riziko v tejto f\u00e1ze je opa\u010dn\u00e9 ne\u017e na za\u010diatku \u2013 po t\u00fd\u017ed\u0148och opatrn\u00e9ho po\u010d\u00favania sa mnoh\u00ed nov\u00ed mana\u017e\u00e9ri a mana\u017e\u00e9rky sna\u017eia dobehn\u00fa\u0165 straten\u00fd \u010das t\u00fdm, \u017ee sa pok\u00fasia zmeni\u0165 pr\u00edli\u0161 ve\u013ea vec\u00ed naraz.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Toto obdobie je \u010dasom, ke\u010f sa u nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9rok najviac prejavuje vy\u010derpanie. Gallupov v\u00fdskum stavu glob\u00e1lneho pracoviska upozor\u0148uje<\/a><\/strong><\/span>, \u017ee mana\u017e\u00e9ri a mana\u017e\u00e9rky s\u00fa v priemere viac vystresovan\u00ed, osamelej\u0161\u00ed a vyhorenej\u0161\u00ed ne\u017e \u013eudia, ktor\u00fdch ved\u00fa \u2013 pr\u00e1ve preto, \u017ee s\u00fa \u201estla\u010den\u00ed\u201c medzi o\u010dak\u00e1vaniami vedenia zhora a potrebami t\u00edmu zdola. Udr\u017eate\u013en\u00e9 mana\u017e\u00e9rske tempo teda nie je bonus navy\u0161e, je to podmienka toho, aby ste v \u00falohe vydr\u017eali dlhodobo a rozhodovali sa dobre.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Odkia\u013e pri tejto t\u00e9me \u010derp\u00e1me: <\/strong>Tret\u00ed modul Maxman Mana\u017e\u00e9rskej akad\u00e9mie<\/a><\/strong><\/span> sa venuje priamo riadeniu v\u00fdkonu, prior\u00edt a cie\u013eov, piaty modul rozv\u00edja mana\u017e\u00e9ra \u010di mana\u017e\u00e9rku v role mentora a kou\u010da a \u0161iesty modul v role facilit\u00e1tora \u2013 teda schopnosti vies\u0165 porady a stretnutia tak, aby boli produkt\u00edvne a nie vy\u010derp\u00e1vaj\u00face. Na t\u00e9mu energie a udr\u017eate\u013en\u00e9ho tempa nadv\u00e4zuje otvoren\u00fd kurz Ako efekt\u00edvne vyu\u017e\u00edva\u0165 vlastn\u00fa energiu pre dlhodob\u00fd \u00faspech<\/a><\/span><\/strong> (9. 10. 2026) a kurz Zvl\u00e1danie stresu<\/a><\/strong><\/span> \u2013 jese\u0148 (15. 10. 2026), ktor\u00fd vedie konzultant Michal Mur\u00e1rik, \u0161portov\u00fd a poradensk\u00fd psychol\u00f3g \u2013 teda \u010dlovek, ktor\u00fd so zvl\u00e1dan\u00edm tlaku a z\u00e1\u0165a\u017ee pracuje aj mimo firemn\u00e9ho prostredia.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Naj\u010dastej\u0161ie ot\u00e1zky nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9rok<\/strong><\/h3>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n
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Ako dlho trv\u00e1, k\u00fdm sa nov\u00e1 mana\u017e\u00e9rka alebo nov\u00fd mana\u017e\u00e9r \u201ez\u017eije\u201c s rolou?<\/b><\/h3>\r\n

Pod\u013ea Watkinsovho v\u00fdskumu je to pribli\u017ene 90 dn\u00ed \u2013 vtedy sa u\u017e d\u00e1 poveda\u0165, ak\u00fdm smerom sa prechod uber\u00e1. Linda Hill v\u0161ak hovor\u00ed o procese, ktor\u00fd trv\u00e1 cel\u00fd prv\u00fd rok. Aj sk\u00fasen\u00e1 profesorka Harvardu, ktor\u00e1 desa\u0165ro\u010dia sk\u00fama vedenie \u013eud\u00ed, to hovor\u00ed otvorene: aj ke\u010f sa napokon uk\u00e1\u017eete ako dobr\u00e1 mana\u017e\u00e9rka \u010di dobr\u00fd mana\u017e\u00e9r, prv\u00fd rok bude aj tak n\u00e1ro\u010dn\u00fd. Netreba to teda bra\u0165 ako osobn\u00e9 zlyhanie, ale ako s\u00fa\u010das\u0165 prirodzen\u00e9ho procesu.<\/p> <\/div>\n <\/div>\n

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Je norm\u00e1lne c\u00edti\u0165 sa v novej mana\u017e\u00e9rskej role neisto?<\/b><\/h3>\r\n

\u00c1no. Pod\u013ea dostupn\u00fdch d\u00e1t je to sk\u00f4r pravidlo ne\u017e v\u00fdnimka. Prija\u0165 to ako s\u00fa\u010das\u0165 procesu, nie ako sign\u00e1l, \u017ee rola \u201enie je pre v\u00e1s\u201c, je prv\u00fd krok. Druh\u00fd krok je vyh\u013eada\u0165 \u0161trukt\u00farovan\u00fa podporu \u2013 mentoring, kou\u010da alebo tr\u00e9ning \u2013 namiesto toho, aby ste sa touto f\u00e1zou sna\u017eili prejs\u0165 \u00faplne sami.<\/p> <\/div>\n <\/div>\n

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\u010co by mala nov\u00e1 mana\u017e\u00e9rka alebo nov\u00fd mana\u017e\u00e9r urobi\u0165 ako \u00faplne prv\u00fd krok?<\/b><\/h3>\r\n

Pod\u013ea dostupn\u00e9ho v\u00fdskumu ide predov\u0161etk\u00fdm o po\u010d\u00favanie a mapovanie \u2013 kto je v t\u00edme kto, ak\u00e9 s\u00fa neform\u00e1lne aj form\u00e1lne vz\u0165ahy, kde s\u00fa skryt\u00e9 o\u010dak\u00e1vania. Watkinsova metodika hovor\u00ed o zr\u00fdchlenom u\u010den\u00ed sa a zos\u00faladen\u00ed strat\u00e9gie so situ\u00e1ciou sk\u00f4r ne\u017e o r\u00fdchlych z\u00e1sahoch.<\/p> <\/div>\n <\/div>\n

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Ako sa vyhn\u00fa\u0165 naj\u010dastej\u0161\u00edm chyb\u00e1m nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9rok?<\/b><\/h3>\r\n

Medzi opakovane zdokumentovan\u00e9 pasce patr\u00ed pr\u00edli\u0161n\u00e9 spoliehanie sa na to, \u010do fungovalo v predo\u0161lej role, un\u00e1hlen\u00e9 rozhodnutia bez dostato\u010dn\u00e9ho kontextu, nerealistick\u00e9 nastavenie cie\u013eov a snaha urobi\u0165 pr\u00edli\u0161 ve\u013ea naraz. Pr\u00e1ve preto je u\u017eito\u010dn\u00e9 ma\u0165 pre prv\u00fdch 90 dn\u00ed \u0161trukt\u00farovan\u00fd pl\u00e1n a nenech\u00e1va\u0165 to na n\u00e1hodu.<\/p> <\/div>\n <\/div>\n

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Pre\u017e\u00edvaj\u00fa prechod do mana\u017e\u00e9rskej role v\u0161etci \u013eudia rovnako?<\/b><\/h3>\r\n

Nie. D\u00e1ta ukazuj\u00fa, \u017ee r\u00f4zne vekov\u00e9 a kult\u00farne skupiny maj\u00fa odli\u0161n\u00e9 o\u010dak\u00e1vania od vedenia. Dobr\u00ed mana\u017e\u00e9ri a mana\u017e\u00e9rky si to uvedomuj\u00fa a neriadia ka\u017ed\u00e9ho \u00faplne rovnako, ale spravodlivo \u2013 teda s oh\u013eadom na to, \u010do konkr\u00e9tny jednotlivec v danej chv\u00edli skuto\u010dne potrebuje.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Na z\u00e1ver<\/h3> <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n
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Prechod do prvej mana\u017e\u00e9rskej role \u2013 alebo do novej, v\u00e4\u010d\u0161ej mana\u017e\u00e9rskej role \u2013 nie je test charakteru, ktor\u00fd sa d\u00e1 zvl\u00e1dnu\u0165 alebo nezvl\u00e1dnu\u0165 raz a nav\u017edy. Je to zru\u010dnos\u0165, ktor\u00e1 sa d\u00e1 nau\u010di\u0165, natr\u00e9nova\u0165 a podpori\u0165. Presne to je d\u00f4vod, pre\u010do v Maxman Consultants staviame na\u0161e kurzy, Maxman Mana\u017e\u00e9rsku akad\u00e9miu<\/a><\/strong><\/span> a program MBA<\/a><\/strong> na kombin\u00e1cii odborn\u00e9ho v\u00fdskumu, praktick\u00e9ho tr\u00e9ningu a sk\u00fasenost\u00ed na\u0161ich konzultantiek a konzultantov \u2013 Jarky Maru\u0161inovej<\/a><\/strong><\/span>, Or\u0161i V\u00e9ghovej<\/a><\/strong><\/span>, Martiny Matrtajovej<\/a><\/strong><\/span>, Tom\u00e1\u0161a Malika<\/a><\/strong><\/span>, Veroniky Timkovej<\/span><\/strong><\/a> a \u010fal\u0161\u00edch koleg\u00fd\u0148 a kolegov, ktor\u00ed sa mana\u017e\u00e9rskemu rozvoju dlhodobo venuj\u00fa.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Ak pr\u00e1ve prech\u00e1dzate svojimi prv\u00fdmi 90 d\u0148ami v novej role mana\u017e\u00e9rky \u010di mana\u017e\u00e9ra, alebo nimi prech\u00e1dza niekto vo va\u0161om t\u00edme, radi sa s vami o tom porozpr\u00e1vame a pom\u00f4\u017eeme v\u00e1m nastavi\u0165 rozvoj na mieru.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Viac o kurzoch a Maxman Mana\u017e\u00e9rskej akad\u00e9mii n\u00e1jdete na <\/em>maxman-consultants.com<\/a><\/strong><\/span>.<\/em><\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n\n\n

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Zdroje a \u010fal\u0161ie \u010d\u00edtanie<\/h3> <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n
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Watkins, Michael D. The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter.<\/em> Harvard Business Review Press. org<\/a><\/p> <\/div>\n <\/div>\n

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Hill, Linda A. Becoming a Manager: How New Managers Master the Challenges of Leadership.<\/em> Harvard Business Review Press. edu<\/a><\/p> <\/div>\n <\/div>\n

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Ibarra, Herminia. Act Like a Leader, Think Like a Leader.<\/em> Harvard Business Review Press. com<\/a><\/p> <\/div>\n <\/div>\n

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Edmondson, Amy C. \u201ePsychological Safety and Learning Behavior in Work Teams.\u201c Administrative Science Quarterly<\/em>, 1999. edu<\/a><\/p> <\/div>\n <\/div>\n

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Gallup, State of the Global Workplace<\/em>. com<\/a><\/p> <\/div>\n <\/div>\n

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Gartner, tla\u010dov\u00e1 spr\u00e1va o podpore nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9riek. com<\/a><\/p> <\/div>\n <\/div>\n

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Prieskum Ken Blanchard Companies o pr\u00edprave nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9riek (citovan\u00fd na blogu Susan Scott). com<\/a><\/p> <\/div>\n <\/div>\n

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Oji Life Lab & Harris Poll, prieskum o dopade nov\u00fdch mana\u017e\u00e9rov a mana\u017e\u00e9riek na zamestnancov a zamestnankyne. com<\/a>, gulfnews.com<\/a><\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/section>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":2227,"template":"","lektori":[29,82,31],"insight_type":[73],"class_list":["post-2291","insights","type-insights","status-publish","has-post-thumbnail","hentry","lektori-jaroslava-marciciakova","lektori-katka-makara","lektori-orsi-veghova","insight_type-inspiracie"],"yoast_head":"\nPrv\u00fdch 90 dn\u00ed dobr\u00e9ho mana\u017e\u00e9ra \u010di mana\u017e\u00e9rky - Maxman [SK]<\/title>\n<meta name=\"description\" content=\"Prv\u00fdch 90 dn\u00ed dobr\u00e9ho mana\u017e\u00e9ra \u010di mana\u017e\u00e9rky: \u010do hovor\u00ed v\u00fdskum a \u010do odpor\u00fa\u010daj\u00fa lektori Maxman Consultants. 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