{"id":58544,"date":"2020-09-02T00:00:00","date_gmt":"2020-09-01T22:00:00","guid":{"rendered":"https:\/\/llyc.global\/2020\/09\/02\/do-relacionamento-a-distancia-ao-sucesso-os-essenciais\/"},"modified":"2023-10-27T10:17:38","modified_gmt":"2023-10-27T08:17:38","slug":"do-relacionamento-a-distancia-ao-sucesso-os-essenciais","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-pt\/ideas\/do-relacionamento-a-distancia-ao-sucesso-os-essenciais\/","title":{"rendered":"Do relacionamento \u00e0 dist\u00e2ncia a uma rela\u00e7\u00e3o de sucesso: o que precisa de saber"},"content":{"rendered":"

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\u00abA primeira coisa que dissemos foi: \u201cn\u00e3o vai ser um Zoom gigante\u201c\u00bb, declarou o produtor Ricky Kirshner \u00e0 revista Variety quando o questionaram sobre o desafio que o partido democrata lhe havia colocado, a ele e ao s\u00f3cio Glenn Weiss: organizar a primeira conven\u00e7\u00e3o do partido num formato completamente virtual.<\/p>\n

\u00c9 f\u00e1cil imaginar a press\u00e3o que os experientes produtores tiveram de gerir nos bastidores da Cerim\u00f3nia dos Pr\u00e9mios Tony de 2019. Numa corrida presidencial t\u00e3o competitiva, a equipa de Joe Biden precisava de um evento que surpreendesse, que emocionasse e que conseguisse o apoio das bases, dos indecisos e de uma parte dos eleitores conservadores. Na cultura pol\u00edtica dos Estados Unidos, e na maior parte das democracias, as f\u00f3rmulas para este tipo de encontros eleitorais t\u00eam sido as mesmas h\u00e1 d\u00e9cadas. Ainda que concebidas para serem difundidas pelos meios de comunica\u00e7\u00e3o de massas e, mais recentemente, pelas redes sociais, a magia residia na qu\u00edmica entre os oradores e os milhares de delegados e simpatizantes reunidos em torno deles. Ali\u00e1s, a produ\u00e7\u00e3o do pr\u00f3prio espet\u00e1culo estava concebida para ampliar a magia e lev\u00e1-la a todos os cantos do pa\u00eds.<\/p>\n

Os respons\u00e1veis por dar resposta ao desafio dos republicanos, Sadoux Kim e Chuck LaBella, tamb\u00e9m n\u00e3o tiveram uma tarefa f\u00e1cil. Neste caso, os respons\u00e1veis pelo concurso televisivo \u00abThe Apprentice\u00bb, que tornou popular a figura de Donald Trump, tinham a miss\u00e3o de organizar o evento como se de um programa televisivo vibrante e espetacular se tratasse, apesar de os oradores estarem rodeados de um n\u00famero reduzido de pessoas.<\/p>\n

As duas equipas fizeram um trabalho extraordin\u00e1rio, n\u00e3o s\u00f3 pelos resultados, mas por ser in\u00e9dito e ir muito al\u00e9m do habitual. As duas equipas perceberam que, para faz\u00ea-lo, deviam partir quase do zero, e tiveram de conjugar o know-how<\/em>, a planifica\u00e7\u00e3o e a improvisa\u00e7\u00e3o face \u00e0 falta de precedentes a esta escala.<\/p>\n

Nas empresas<\/strong><\/p>\n

Milh\u00f5es de empres\u00e1rios em todo o mundo arriscam os pr\u00f3prios neg\u00f3cios diariamente em reuni\u00f5es cruciais. Cresceram a prepararem-se e a prepararem as pr\u00f3prias organiza\u00e7\u00f5es para serem persuasivos numa negocia\u00e7\u00e3o, seja com um funcion\u00e1rio, com um cliente, com um investidor, com um regulador ou com um s\u00f3cio. Trata-se de ter sucesso ou de fracassar. Desde o aperto de m\u00e3o at\u00e9 \u00e0 indument\u00e1ria, desde o uso dos recursos multim\u00e9dia at\u00e9 \u00e0 gest\u00e3o da comunica\u00e7\u00e3o n\u00e3o-verbal, toda a prepara\u00e7\u00e3o era desenvolvida num contexto em que estas rela\u00e7\u00f5es acabavam por se consolidar presencialmente.<\/p>\n

O mundo dos neg\u00f3cios adotou sempre com destreza todas as ferramentas de comunica\u00e7\u00e3o \u00e0 dist\u00e2ncia, enquanto complemento importante para a sustentabilidade da globaliza\u00e7\u00e3o das marcas, dos produtos e dos servi\u00e7os. Contudo, preferia aceitar grandes esfor\u00e7os em contrapartida a que esse contato vital, do qual depende o futuro de um projeto, se desse face a face, no momento oportuno.<\/p>\n

E chegou a pandemia<\/strong><\/p>\n

Os empreendedores tiveram de aceitar o facto de que a \u00faltima defesa da proposta seria realizada exclusivamente atrav\u00e9s de um ecr\u00e3; e os investidores, que os l\u00edderes teriam conhecimento de uma oportunidade e que posteriormente procederiam \u00e0 negocia\u00e7\u00e3o de forma totalmente remota; e os CEO, que o di\u00e1logo com as autoridades que decidiriam a regula\u00e7\u00e3o das opera\u00e7\u00f5es das empresas estaria limitado a uma videochamada; e os diretores de marketing<\/em> e vendas, que o congresso no qual tinham previsto lan\u00e7ar o mais recente produto seria realizado num cen\u00e1rio virtual; e o mesmo aconteceu com a colabora\u00e7\u00e3o nas equipas, com a contrata\u00e7\u00e3o e a gest\u00e3o do talento imprescind\u00edvel, com as aquisi\u00e7\u00f5es, com a aten\u00e7\u00e3o aos clientes e, em geral, com todos os processos cr\u00edticos para os quais o relacionamento \u00e9 fundamental.<\/p>\n

Todos nos vimos obrigados a substituir o uso da tecnologia como complemento pelo uso desta em modo exclusivo, em tempo recorde. Entre todos, de forma surpreendentemente \u00abf\u00e1cil\u00bb, conseguimos que as iniciativas n\u00e3o parassem, pelo simples facto de n\u00e3o nos podermos encontrar pessoalmente.<\/p>\n

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\u201cOs empreendedores tiveram de aceitar o facto de que a \u00faltima defesa da proposta seria realizada exclusivamente atrav\u00e9s de um ecr\u00e3; e os investidores, que os l\u00edderes teriam conhecimento de uma oportunidade e que posteriormente procederiam \u00e0 negocia\u00e7\u00e3o de forma totalmente remota\u201d<\/h2>\n

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Com vantagens \u00f3bvias<\/strong><\/p>\n

Neste per\u00edodo de adapta\u00e7\u00e3o, verific\u00e1mos, por exemplo, que os roadshows<\/em> de investimento ou o processo de sele\u00e7\u00e3o de empresas para investir beneficiaram de importantes pontos positivos.<\/strong> Os mais referidos pelos consultores, fundos de investimento e diretores de rela\u00e7\u00f5es com os investidores foram as viagens dispendiosas e a progressiva complexidade de organiza\u00e7\u00e3o que este tipo de atividades vinha exigindo. Por detr\u00e1s destas desloca\u00e7\u00f5es est\u00e1 frequentemente a perda do tempo muito precioso das equipas mais seniores, que tem influ\u00eancia nas opera\u00e7\u00f5es di\u00e1rias das organiza\u00e7\u00f5es.<\/p>\n

Algo semelhante sucede com as reuni\u00f5es dos Conselhos de Administra\u00e7\u00e3o das empresas. O formato virtual trouxe vantagens para a mesa, al\u00e9m das poupan\u00e7as em desloca\u00e7\u00f5es. As mais destacadas por v\u00e1rios CEO e membros de conselhos de administra\u00e7\u00e3o s\u00e3o: o planeamento das reuni\u00f5es<\/strong> (formato mais executivo, com agendas mais reduzidas); a incorpora\u00e7\u00e3o de debates pr\u00e9vios<\/strong> por meio de plataformas digitais; um maior aproveitamento dos suportes documentais na nuvem<\/strong>; a facilidade em incluir convidados externos<\/strong> nos encontros e as possibilidades que a tecnologia oferece atualmente para, a qualquer momento, dividir a reuni\u00e3o em grupos de debate mais pequenos<\/strong>, inclusivamente com f\u00f3rmulas personalizadas, que contribuem para a riqueza e profundidade dos debates e para a cria\u00e7\u00e3o de confian\u00e7a entre os membros dos conselhos.<\/strong><\/p>\n

Numa das pr\u00e1ticas empresariais que maior impacto sofreram quanto a restri\u00e7\u00f5es, a dos congressos, \u00e9 mesmo poss\u00edvel identificar benef\u00edcios na ado\u00e7\u00e3o de modelos virtuais. Durante a pandemia, v\u00e1rios encontros apostaram nas tecnologias de realidade virtual, obtendo excelentes resultados.<\/strong> \u00c9 o caso paradigm\u00e1tico do \u00abLaval Virtual World\u00bb, encontro anual que re\u00fane a ind\u00fastria da AR\/VR: na edi\u00e7\u00e3o de 2020, que se celebrou no m\u00eas de abril, juntaram 11\u00a0000 participantes, realizaram 150 confer\u00eancias, articularam dezenas de encontros paralelos e promoveram o contacto no meio virtual entre milhares de profissionais. Mais uma vez, \u00e0 previs\u00edvel redu\u00e7\u00e3o de custos para os organizadores e assistentes, somaram-se outras vantagens pela flexibilidade do formato, pela extens\u00e3o do tempo de networking<\/em> ou pela fluidez das din\u00e2micas de di\u00e1logo durante as palestras suportadas por plataformas de chat<\/em>, f\u00f3runs de discuss\u00e3o e ferramentas de trabalho colaborativo online<\/em>.<\/strong><\/p>\n

H\u00e1, no entanto, impactos negativos que devemos corrigir <\/strong><\/p>\n

Promover um debate por videoconfer\u00eancia ou realizar uma palestra num webinar<\/em> torna-se esgotante. J\u00e1 o sab\u00edamos porque o faz\u00edamos h\u00e1 anos, por necessidade do gui\u00e3o. N\u00e3o obstante, verific\u00e1mos que reduzir todas as intera\u00e7\u00f5es a este m\u00e9todo \u00e9 extenuante.<\/p>\n

Tamb\u00e9m sab\u00edamos que estas f\u00f3rmulas de comunica\u00e7\u00e3o \u00e0 dist\u00e2ncia n\u00e3o eram apropriadas para determinados processos de decis\u00e3o e de cocria\u00e7\u00e3o. Vermo-nos obrigados a descansar todo o peso da atividade nestas t\u00e9cnicas gerou frustra\u00e7\u00f5es que, em muitos casos, se foram ultrapassando apenas por se tratar de uma necessidade pontual.<\/p>\n

As nossas equipas e todas as pessoas que dependem dos nossos projetos, os nossos stakeholders<\/em>, e, em \u00faltima an\u00e1lise, tamb\u00e9m os nossos neg\u00f3cios se ressentem destes dois fen\u00f3menos. Devido \u00e0 persist\u00eancia da pandemia e ao aproveitamento das vantagens que acarretam, a continuidade destas pr\u00e1ticas apresenta um enorme desafio. Tanto o esgotamento quanto a frustra\u00e7\u00e3o minam a sa\u00fade das rela\u00e7\u00f5es, desafiam a cultura das organiza\u00e7\u00f5es e amea\u00e7am os processos cr\u00edticos das empresas, que implicam socializa\u00e7\u00e3o e confian\u00e7a.<\/p>\n

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\u201cNuma das pr\u00e1ticas empresariais que maior impacto sofreram quanto a restri\u00e7\u00f5es, a dos congressos, \u00e9 mesmo poss\u00edvel identificar benef\u00edcios na ado\u00e7\u00e3o de modelos virtuais\u201d<\/h2>\n

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A aprendizagem das conven\u00e7\u00f5es democrata e republicana<\/strong><\/p>\n

Agora que esta nova normalidade veio para ficar, devemos introduzir nos momentos de decis\u00e3o e de reflex\u00e3o a reconce\u00e7\u00e3o da l\u00f3gica de todos estes encontros. N\u00e3o podemos reduzir a solu\u00e7\u00e3o \u00e0 reprodu\u00e7\u00e3o do que faz\u00edamos presencialmente numa videoconfer\u00eancia permanente.<\/p>\n

Cultural e organizativo<\/strong><\/p>\n

O desafio n\u00e3o \u00e9 menor. Repensar \u00e9 simples; reaprender, um desafio infernal. Introduzir um novo processo ou uma nova ferramenta implica um esfor\u00e7o enorme em qualquer organiza\u00e7\u00e3o. A resist\u00eancia \u00e0 mudan\u00e7a, por mais p\u00e1ginas que tenhamos lido com receitas para a superar, surpreende pela constante persist\u00eancia. Esquecer a rotina assumida exige questionar os princ\u00edpios sobre os quais esta assenta, e n\u00f3s, seres humanos, necessitamos de muito tempo para enfrentar esta realidade, e tempo \u00e9 precisamente o que n\u00e3o temos. N\u00e3o tivemos tempo com a explos\u00e3o da crise, n\u00e3o tivemos durante a gest\u00e3o da crise e n\u00e3o vamos ter face \u00e0 imperiosa necessidade de a superar.<\/p>\n

Por este motivo, uma das dimens\u00f5es do problema \u00e9 a cultural. As empresas que chegaram a esta conclus\u00e3o est\u00e3o a criar programas que preparam os profissionais, come\u00e7ando por mudan\u00e7as menores, mas que trazem um impacto positivo consider\u00e1vel.<\/p>\n

Tecnol\u00f3gico<\/strong><\/p>\n

A tecnologia facilitou e, simultaneamente, dificultou as coisas. Disp\u00fanhamos das ferramentas, ainda que a maioria carecesse de funcionalidades para as situar no centro do relacionamento das empresas.<\/p>\n

Os fornecedores reagiram rapidamente e lan\u00e7aram-se numa corrida para melhorar os servi\u00e7os: foram buscar todo o arsenal de novas funcionalidades aos laborat\u00f3rios; renovaram as capacidades de administra\u00e7\u00e3o, as l\u00f3gicas de funcionamento, a utilidade, as capacidades de interconex\u00e3o, e incentivaram os parceiros a inovar a partir do core<\/em> dos produtos. Entre eles, as tecnologias mais solicitadas e ativas durante a pandemia foram:<\/p>\n

    \n
  • As plataformas de VR\/AR \u2013 viram renovadas as expetativas e o uso a partir da necessidade de recriar desde eventos a exposi\u00e7\u00f5es, provas de conceito, oficinas de cocria\u00e7\u00e3o etc.; agora dispomos de novos espa\u00e7os de realidade virtual, conte\u00fados interativos, conetividade com outras plataformas virtuais e com ambientes de trabalho colaborativo.<\/li>\n
  • Videoconfer\u00eancia \u2013 as mais relevantes do mercado lan\u00e7aram novas vers\u00f5es que apostam em facilitar a intera\u00e7\u00e3o (por exemplo: gest\u00e3o do uso da palavra, prepara\u00e7\u00e3o dos conte\u00fados e debates pr\u00e9vios, distribui\u00e7\u00e3o dos participantes em grupos e respetiva reuni\u00e3o, gest\u00e3o da comunica\u00e7\u00e3o personalizada, da tradu\u00e7\u00e3o ou de sistemas de transcri\u00e7\u00e3o dos assuntos tratados); a partilha de conte\u00fados (uso de diferentes formatos de ecr\u00e3 e melhor integra\u00e7\u00e3o de conte\u00fados multim\u00e9dia); a gest\u00e3o das din\u00e2micas de delibera\u00e7\u00e3o (gest\u00e3o de vota\u00e7\u00f5es, coment\u00e1rios, grupos paralelos); a gest\u00e3o \u00e1gil do v\u00eddeo e do som (atalhos para o controlo do mute<\/em> e das qualidades da c\u00e2mara); a disponibilidade de funcionalidades para melhorar as explica\u00e7\u00f5es e o look & feel<\/em> (quadros, post-it<\/em>, mindmaps<\/em>, backgrounds<\/em>), e a integra\u00e7\u00e3o com o universo de ferramentas de trabalho colaborativo (vincula\u00e7\u00e3o \u00e0 cloud<\/em>).<\/li>\n
  • Webinar<\/em> \u2013 renovaram as din\u00e2micas de participa\u00e7\u00e3o, as capacidades de gest\u00e3o do orador, a vincula\u00e7\u00e3o a sistemas multim\u00e9dia, a incorpora\u00e7\u00e3o de suportes de forma\u00e7\u00e3o e simuladores, a integra\u00e7\u00e3o com diferentes groupware<\/em> e CRM, os f\u00f3runs e as salas paralelas, a conviv\u00eancia com diferentes tipos de navegadores, apps<\/em> e hw<\/em> de \u00e1udio e v\u00eddeo, a gest\u00e3o e o acompanhamento de convidados e assistentes, e as op\u00e7\u00f5es para personalizar desde o fundo at\u00e9 aos elementos dos menus <\/em>\u00e0 disposi\u00e7\u00e3o de organizadores, oradores e participantes.<\/li>\n
  • Colabora\u00e7\u00e3o e gest\u00e3o de projetos e conhecimento \u2013 tal como as plataformas de videoconfer\u00eancia e os webinar<\/em> inclu\u00edram funcionalidades de mensagens e colabora\u00e7\u00e3o, as centradas em facilitar o trabalho em equipa est\u00e3o a fazer aquilo que se espera das mesmas, incorporando funcionalidades de comunica\u00e7\u00e3o por v\u00eddeo e outras semelhantes.<\/li>\n
  • Servi\u00e7os de apresenta\u00e7\u00e3o \u2013 as ferramentas alternativas aos programas cl\u00e1ssicos de diapositivos tamb\u00e9m est\u00e3o a oferecer novas possibilidades pensadas para a utiliza\u00e7\u00e3o \u00e0 dist\u00e2ncia; est\u00e3o a fortalecer as funcionalidades para mostrar gr\u00e1ficos e v\u00eddeos de uma forma mais simples, favorecendo a integra\u00e7\u00e3o com o resto das ferramentas colaborativas e desenvolvendo funcionalidades de di\u00e1logo em torno do conte\u00fado.<\/li>\n
  • Plataformas de delibera\u00e7\u00e3o \u2013 com a necessidade de simplificar e operacionalizar a tomada de decis\u00f5es nas reuni\u00f5es, os servi\u00e7os que oferecem m\u00f3dulos para integrar com o resto dos sistemas referidos que facilitam a recolha de ideias, opini\u00f5es e que articulam f\u00f3rmulas para que os participantes preparem, valorizem e, inclusivamente, votem as poss\u00edveis alternativas, representam um excelente complemento ao resto dos modelos.<\/li>\n<\/ul>\n

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    \u201cA tecnologia facilitou e, simultaneamente, dificultou as coisas. Disp\u00fanhamos das ferramentas, ainda que a maioria carecesse de funcionalidades para as situar no centro do relacionamento das empresas.\u201d<\/h2>\n

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    Para poderem avan\u00e7ar<\/strong><\/p>\n

    A opini\u00e3o recorrente de muitos l\u00edderes de opini\u00e3o \u00e9 de que a pandemia levou a um avan\u00e7o no uso e desenvolvimento das tecnologias de relacionamento sem precedentes. A maioria dos profissionais foi surpreendida pela relativa simplicidade com que as rotinas se impuseram, dado que as organiza\u00e7\u00f5es ofereciam uma resist\u00eancia enorme, e todos pudemos verificar que, ao faz\u00ea-lo, nos trouxeram vantagens interessantes: poupan\u00e7as no que respeita a tempo e custos, maior transversalidade dentro das equipas, acessibilidade a stakeholders<\/em> que, de outra forma, pareciam inalcan\u00e7\u00e1veis, e uma mudan\u00e7a cultural que favorece a colabora\u00e7\u00e3o, a rastreabilidade dos processos e, curiosamente, a confian\u00e7a.<\/p>\n

    Estes resultados parecem confirmar que muitas destas novas rotinas adotadas em massa, e n\u00e3o apenas pelos early adopters,<\/em> vieram para ficar. Com este objetivo em mente, devemos empenhar-nos nestas orienta\u00e7\u00f5es de trabalho:<\/p>\n

      \n
    • Identificar os pontos de contacto que mantemos com os nossos stakeholders<\/em>.<\/li>\n
    • Definir os elementos comuns que queremos transferir para as experi\u00eancias que queremos proporcionar aos nossos<\/li>\n
    • Sistematizar o acompanhamento das tecnologias que melhor se adaptam aos nossos objetivos para monitorizar o constante processo de atualiza\u00e7\u00e3o.<\/li>\n
    • Delimitar as compet\u00eancias e aptid\u00f5es imprescind\u00edveis que a nossa equipa exige para que a comunica\u00e7\u00e3o interpessoal tenha a efic\u00e1cia de que todos precisamos.<\/li>\n
    • Mapear os problemas que d\u00e3o origem ao esgotamento e \u00e0 frustra\u00e7\u00e3o dos utilizadores.<\/li>\n
    • Conceber e desenvolver por meio de guias as novas din\u00e2micas e funcionalidades para fazer experi\u00eancias e medir o impacto positivo que t\u00eam nos nossos interlocutores e no alcance das metas que estabelecemos.<\/li>\n
    • Preparar as nossas organiza\u00e7\u00f5es para aproveitar estas pr\u00e1ticas sem subestimar o esfor\u00e7o de reaprendizagem.<\/li>\n
    • Dotar-nos de um painel de avalia\u00e7\u00e3o que incentive a aprofundar as din\u00e2micas que oferecem bons resultados e a eliminar as que n\u00e3o acrescentam valor.<\/li>\n<\/ul>\n

      Se percebermos at\u00e9 que ponto os nossos neg\u00f3cios dependem de passar da simples adapta\u00e7\u00e3o \u00e0 antecipa\u00e7\u00e3o, abordaremos estas tarefas com sentido de urg\u00eancia e com os recursos adequados.<\/p>\n

      S\u00f3 assim tiraremos proveito de todas as vantagens, minimizaremos os inconvenientes e competiremos melhor. Al\u00e9m disso, faremos da necessidade virtude, algo que as organiza\u00e7\u00f5es mais bem-sucedidas sempre planearam: contribuiremos para a mudan\u00e7a cultural coerente com os tempos em que vivemos, reduziremos os esfor\u00e7os excessivos que a adapta\u00e7\u00e3o improvisada gerou, a ansiedade perante a revolu\u00e7\u00e3o nas opera\u00e7\u00f5es di\u00e1rias que sofremos, e fortaleceremos a confian\u00e7a de todos nos nossos projetos.<\/p>\n

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