{"id":36874,"date":"2026-01-23T13:12:57","date_gmt":"2026-01-23T10:12:57","guid":{"rendered":"https:\/\/staging.plazacubes.com\/en\/iyi-liderlerde-olmazsa-olmaz-beceriler\/"},"modified":"2026-01-23T13:12:57","modified_gmt":"2026-01-23T10:12:57","slug":"iyi-liderlerde-olmazsa-olmaz-beceriler","status":"publish","type":"post","link":"https:\/\/new.plazacubes.de\/en\/iyi-liderlerde-olmazsa-olmaz-beceriler\/","title":{"rendered":"\u0130yi Liderlerde Olmazsa Olmaz Beceriler"},"content":{"rendered":"

\u201c\u0130yi bir lider\u201d denince nas\u0131l birisi akl\u0131n\u0131za geliyor? Karizmatik? Kararl\u0131? \u0130kna edici? Kural koyucu? Peki ya liderlik \u00f6\u011frenilebilir mi? Yoksa do\u011fu\u015ftan m\u0131 lider olunur? Harvard Business Review\u2019da yay\u0131nlanan Zenger ve Folkman\u2019\u0131n 332,886 \u00e7al\u0131\u015fan ile yapt\u0131klar\u0131 ara\u015ft\u0131rmas\u0131<\/a> da i\u015fte bu sorulara cevap veriyor. \u00dcstelik kritik bir soruyu da ak\u0131llarda b\u0131rakarak: Bir atlet, ba\u015far\u0131s\u0131n\u0131 s\u00fcrd\u00fcrmek i\u00e7in \u00f6\u011frendi\u011fi bir becerinin, hayat\u0131 boyunca prati\u011fini yaparken, neden bir lider i\u00e7in de bu ge\u00e7erli olmas\u0131n?<\/p>\n

Farkl\u0131 seviyelerden y\u00f6neticilere 16 \u00f6zellikten olu\u015fan bir liste verilmi\u015f ve \u00f6nemli g\u00f6rd\u00fckleri 4 tanesini se\u00e7meleri istenmi\u015f. Ki\u015filerin se\u00e7imlerinde yapt\u0131klar\u0131 i\u015fin ihtiyac\u0131 ve sorumluluk dereceleri tabii \u00f6nemli, ancak 7 beceri a\u00e7\u0131k ara herkes taraf\u0131ndan \u00f6nemli bulunmu\u015f.<\/p>\n

\"en<\/p>\n

Ara\u015ft\u0131rmada \u00f6ne \u00e7\u0131kan bu 7 beceriye sahip olman\u0131z\u0131n \u00f6nemi y\u00f6netimde yer ald\u0131\u011f\u0131n\u0131z seviyeye ba\u011fl\u0131 olarak de\u011fi\u015fecektir. Ama bir ger\u00e7ek var ki bu becerilere sahip olman\u0131z, hangi i\u015fi yap\u0131yor olursan\u0131z olun, \u00a0kariyer ba\u015far\u0131n\u0131z i\u00e7in \u00f6nemli. Bu becerileri \u00e7al\u0131\u015fma hayat\u0131na at\u0131ld\u0131\u011f\u0131n\u0131z andan itibaren geli\u015ftirmeniz, basamaklar\u0131 \u00e7\u0131kman\u0131zda yard\u0131mc\u0131 olacakt\u0131r. Stratejik kararlar almak \u00fcst y\u00f6netimin becerisi diye d\u00fc\u015f\u00fcn\u00fcrseniz, bir de bakm\u0131\u015fs\u0131n\u0131z o son basama\u011fa hi\u00e7 ula\u015famam\u0131\u015fs\u0131n\u0131z. Bu becerileri yava\u015f yava\u015f ortaya koymad\u0131\u011f\u0131n\u0131z s\u00fcrece bekledi\u011finiz o terfi de kar\u015f\u0131n\u0131za hi\u00e7 \u00e7\u0131kmayabilir.<\/p>\n

Yapman\u0131z gereken mevcut pozisyonunuz i\u00e7in a\u015fa\u011f\u0131dakiler aras\u0131ndan en \u00f6nemli becerileri tespit edip onlar\u0131 ortaya koyabilmek ve bu arada di\u011fer becerileri de geli\u015ftirmek. B\u00f6ylece bir sonraki basamak i\u00e7in haz\u0131r oldu\u011funuzu g\u00f6stermi\u015f olacaks\u0131n\u0131z.<\/p>\n

    \n
  1. Di\u011ferlerine ilham verir, onlar\u0131 motive eder:<\/strong><\/li>\n<\/ol>\n

    G\u00f6z al\u0131c\u0131 ama ula\u015f\u0131labilir bir hedef her \u00e7al\u0131\u015fan\u0131 motive eder. Her ne kadar \u00e7o\u011fumuz bunu y\u00fcksek sesle dile getirmesek de fark yaratma iste\u011fi\u00a0hepimizin derinden hissetti\u011fi bir \u015feydir. \u0130yi bir lider ise ekibinin b\u00fcy\u00fck ya da k\u00fc\u00e7\u00fck yapt\u0131\u011f\u0131 her i\u015fin m\u00fc\u015fterilerin hayat\u0131nda bir etki yaratt\u0131\u011f\u0131n\u0131 g\u00f6rebilmelerini sa\u011flar. D\u00fcnyay\u0131 kurtaramasa da birinin hayat\u0131na dokunabilece\u011fi fikri herkesi heyecanland\u0131r\u0131r, motive eder, sadakat yarat\u0131r.<\/p>\n

      \n
    1. Bir b\u00fct\u00fcnl\u00fck i\u00e7inde hareket eder, d\u00fcr\u00fcstt\u00fcr:<\/strong><\/li>\n<\/ol>\n

      S\u00f6ylediklerini bir bir yapan, hayata ge\u00e7iren liderler g\u00fcven uyand\u0131r\u0131rlar. D\u00fcr\u00fcstl\u00fck ve \u015feffafl\u0131k, herhangi bir \u00e7al\u0131\u015fandan gelen herhangi bir sorunun, bir talebin cevaps\u0131z b\u0131rak\u0131lmamas\u0131 \u00e7al\u0131\u015fana de\u011fer katar. Ald\u0131klar\u0131 her cevap ho\u015flar\u0131na gitmese bile\u2026 Ama en az\u0131ndan do\u011fru olan\u0131n bahsedildi\u011finden emindirler.<\/p>\n

        \n
      1. Problem \u00e7\u00f6z\u00fcc\u00fcd\u00fcr, problemleri analiz edebilir:<\/strong><\/li>\n<\/ol>\n

        Analitik d\u00fc\u015f\u00fcnebilmek, sebep-sonu\u00e7 ili\u015fkilerini yakalamak, ortalama bir \u00e7al\u0131\u015fan\u0131n g\u00f6remeyeceklerini \u00f6ng\u00f6rmek\u2026 Bunlar\u0131n hepsi olu\u015fan f\u0131rsatlar\u0131 de\u011ferlendirmek, sorunlara belki de ortaya \u00e7\u0131kmadan \u00e7\u00f6z\u00fcm \u00fcretebilmek i\u00e7in bir liderde olmas\u0131 gereken beceriler.<\/p>\n

          \n
        1. Sonu\u00e7 odakl\u0131d\u0131r:<\/strong><\/li>\n<\/ol>\n

          \u0130yi bir lider olmaz\u0131 m\u00fcmk\u00fcn k\u0131lar. \u00c7\u00fcnk\u00fc azim ve kararl\u0131l\u0131k ile hareket eder. \u00c7al\u0131\u015fanlar\u0131n\u0131 da pe\u015fine takar. Ekibine her \u015feyin yap\u0131labilece\u011fi g\u00fcvenini verir.<\/p>\n

            \n
          1. G\u00fc\u00e7l\u00fc ve yap\u0131c\u0131 bir \u015fekilde ileti\u015fim kurar:<\/strong><\/li>\n<\/ol>\n

            \u0130yi bir liderin oldu\u011fu yerde ileti\u015fim eksikli\u011fi yoktur. \u00c7\u00fcnk\u00fc o ileti\u015fim kurun demek yerine ileti\u015fimi kendi kurar. Bir bakm\u0131\u015fs\u0131n\u0131z bir projeyi y\u00fcz y\u00fcze tart\u0131\u015f\u0131yorsunuz, bir bakm\u0131\u015fs\u0131n\u0131z e-mailler\u00a0u\u00e7u\u015fuyor ya da telefonun di\u011fer ucunda o… Skype, blog yaz\u0131lar\u0131, tak\u0131m toplant\u0131lar\u0131… Ekibine ula\u015fabilece\u011fi her ileti\u015fim kanal\u0131n\u0131 a\u00e7\u0131k tutar.<\/p>\n

              \n
            1. \u0130yi ili\u015fki kurar:<\/strong><\/li>\n<\/ol>\n

              Hem de \u00f6yle sadece ba\u011fl\u0131 oldu\u011fu ya da ona ba\u011fl\u0131 ki\u015filerle de\u011fil\u2026 M\u00fcd\u00fcr\u00fcn\u00fcn m\u00fcd\u00fcr\u00fcyle, \u00e7ayc\u0131yla, m\u00fc\u015fteriyle, sekt\u00f6rdeki di\u011fer ki\u015filerle, sat\u0131c\u0131yla, al\u0131c\u0131yla\u2026 Bu her i\u015fe burnunu sokmak demek de\u011fil. \u0130\u015finin gere\u011fi kiminle ili\u015fkide olmas\u0131 gerekiyorsa onlar\u0131n hepsiyle iyi ili\u015fki i\u00e7indedir. \u00c7\u00fcnk\u00fc ba\u015far\u0131l\u0131 bir i\u015f \u00e7\u0131karmak insan ili\u015fkilerinin iyi olmas\u0131ndan ge\u00e7er.<\/p>\n

                \n
              1. Tak\u0131m \u00e7al\u0131\u015fmas\u0131na te\u015fvik eder:<\/strong><\/li>\n<\/ol>\n

                \u015eirket i\u00e7inde hangi seviyede olursan\u0131z olun hi\u00e7bir i\u015fi tek ba\u015f\u0131n\u0131za yapman\u0131z m\u00fcmk\u00fcn de\u011fil. Tek karar verici siz olsan\u0131z bile. Ald\u0131\u011f\u0131n\u0131z kararlar bulundu\u011funuz y\u00f6netim seviyesine g\u00f6re k\u00fc\u00e7\u00fck bir projeden t\u00fcm organizasyonun yap\u0131s\u0131na kadar etki edebilir. \u0130\u015fte bu y\u00fczden iyi bir lider tak\u0131m \u00e7al\u0131\u015fmas\u0131 i\u00e7inde, herkesten geri bildirim alarak \u00e7al\u0131\u015fmay\u0131 ba\u015farand\u0131r.<\/p>\n

                S\u00f6yleyin bakal\u0131m, kendinizi \u201ciyi bir lider\u201d olarak tan\u0131mlayabilir misiniz?<\/p>\n

                Al\u0131nt\u0131:<\/strong><\/p>\n

                https:\/\/hbr.org\/2014\/07\/the-skills-leaders-need-at-every-level\/?utm_source=Socialflow&utm_medium=Tweet&utm_campaign=Socialflow<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

                \u201c\u0130yi bir lider\u201d denince nas\u0131l birisi akl\u0131n\u0131za geliyor? Karizmatik? Kararl\u0131? \u0130kna edici? Kural koyucu? Peki ya liderlik \u00f6\u011frenilebilir mi? Yoksa […]<\/p>\n","protected":false},"author":1,"featured_media":36619,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_uag_custom_page_level_css":"","site-sidebar-layout":"default","site-content-layout":"","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":"","adv-header-id-meta":"","stick-header-meta":"","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":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[26],"tags":[],"class_list":["post-36874","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ofis-hayatina-dair"],"yoast_head":"\n\u0130yi Liderlerde Olmazsa Olmaz Beceriler - Plazacubes | DE - EN<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"tr_TR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u0130yi Liderlerde Olmazsa Olmaz Beceriler - Plazacubes | DE - EN\" \/>\n<meta property=\"og:description\" content=\"\u201c\u0130yi bir lider\u201d denince nas\u0131l birisi akl\u0131n\u0131za geliyor? 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Karizmatik? Kararl\u0131? \u0130kna edici? Kural koyucu? Peki ya liderlik \u00f6\u011frenilebilir mi? 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Karizmatik? Kararl\u0131? \u0130kna edici? Kural koyucu? Peki ya liderlik \u00f6\u011frenilebilir mi? 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