The emergence of differential management models It is a topic discussed by an interesting interview on Portal Época Negócios with the renowned philosopher and educator Mário Sérgio Cortella. For him, new business profiles require managers to adopt a stance that embraces different views and forms multidisciplinary and multitasking teams; that add vigor and competencies to work groups.
“Today's manager is someone who has flexibility. However, being flexible is different from being fickle. Fickle is someone who thinks based on the wind that blows, while flexible is someone who is capable of changing viewpoints. It is also important to realize that only someone who is a good “learner” can be a good “teacher.” Therefore, managers also need to pay attention to those below them in the hierarchy. The fact that someone is at a lower level in the hierarchy does not demonstrate incompetence,” states the philosopher to Época Negócios.com.
When specifically addressing the themes of leadership and management, Mário Sérgio Cortella states that leadership is not a position, but a function absolutely intertwined with the attitude of motivating and inspiring ideas, people, and projects. For the philosopher, the administrative structure of companies will always require someone to be in charge; what changes is that there will be more mobility, adhering to a more horizontal management base.
“Leadership is not a position but a function, and therefore it is circumstantial. This means it must be offered to whoever has the most mastery over a particular project in that circumstance. This does not absolve those in charge of their responsibility. In other words, just because leadership moments are shared does not mean that the person above in the hierarchy will have their responsibility nullified. On the contrary, it persists. What changes is who is in charge in that circumstance,” defends Cortella during the interview.
As a primary reflection of this concept, we see examples of companies adapting to project management models. The foundation, as the educator observes, is to place those with the most skill and competence in charge of projects. The visualization of results is another aspect that is changing, in the opinion of Mário Sérgio Cortella. Beyond urgency, new management models consider returns from a strategic perspective that, in many cases, involves longer deadlines and even motivates companies to hire employees over 50 years old.
Cortella's tips for organizations to start working with these new models involve changing the manager's mindset and implementing a new organizational culture; a process that requires time and effort to incorporate. values and differentiated practices to the company's routine. “This new management model isn't a fad, it's the way of doing things. It's necessary to form the company culture to adapt to it. This new way of doing things needs to alter the collective paradigm of the entire organization,” concludes the philosopher.
In interview published by Portal Época Negócios, Cortella also discusses topics such as employee recognition methods and the presence of women in management positions. The ideas are worth checking out and reflecting on. management model .
