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Becerikli, \u00e7al\u0131\u015fkan, \u00fcreten ve bununla motive olan y\u00f6netici dan\u0131\u015fanlar\u0131mda, s\u0131kl\u0131kla kar\u015f\u0131la\u015ft\u0131\u011f\u0131m durum kendi etki alanlar\u0131 konusunda net olmamalar\u0131d\u0131r. Her \u015feyi yapabileceklerine olan inanc\u0131n g\u00fcc\u00fc, ba\u015far\u0131lar\u0131n\u0131 sa\u011flayan bir yak\u0131tt\u0131r. Di\u011fer yandan s\u0131n\u0131rlarda net olunmamas\u0131 farkl\u0131 etki alanlar\u0131nda hedeflemeye neden olabilmektedir. Bu konu, y\u00f6netici de ba\u015far\u0131s\u0131zl\u0131k hissi olu\u015fturabilmektedir.\\n\\nKurumun belirledi\u011fi hedeflerin \u00fczerinde hedefleri olan ancak bunlar\u0131 ger\u00e7ekle\u015ftiremedi\u011fi durumlarda, kurumun \u00f6l\u00e7\u00fcmlemelerine g\u00f6re ba\u015far\u0131l\u0131 olmas\u0131na ra\u011fmen kendini ba\u015far\u0131s\u0131z g\u00f6ren ve etraf\u0131na ba\u015far\u0131s\u0131z oldu\u011fu alg\u0131s\u0131 yaratan y\u00f6neticilerin \u015fu sorular\u0131n yan\u0131tlar\u0131n\u0131 vermeleri gerekmektedir.Kurum kendisini nas\u0131l ba\u015far\u0131l\u0131 saymaktad\u0131r? Kurum y\u00f6neticiden neler beklemektedir? Y\u00f6neticinin kurum hedefi \u00fczerinde ki\u015fisel hedefi oldu\u011fu durumlar olabilir. Ancak bu hedeflemelerin ger\u00e7ek\u00e7i olmas\u0131 ba\u015far\u0131 i\u00e7in kritiktir. Yanl\u0131\u015f hedefleme, y\u00f6neticide ba\u015far\u0131s\u0131zl\u0131k hissiyat\u0131 olu\u015fturabilir, self motivasyon d\u00fc\u015f\u00fckl\u00fc\u011f\u00fc yaratabilir. Y\u00f6neticinin d\u00fc\u015f\u00fck motivasyonu, t\u00fcm ekibe sirayet eder. Bu konular\u0131n tamam\u0131 ba\u015far\u0131, motivasyon, verimlilik ile\\nilgilidir. Ki\u015fiyi ve kurumu do\u011frudan etkiler.\\n\\nHangi y\u00f6netim kademesinde olursa olsun, y\u00f6netici dan\u0131\u015fanlar\u0131mda ortak \u00f6zellik belli seviyelerde ba\u015far\u0131s\u0131zl\u0131k hissidir. Y\u00f6neticinin kendini takdir etmesi, kabulu, kendine aferin demedi\u011fini g\u00f6zlemlemekteyim. Kurumun kendisini takdir etmesini beklemektedir. Hatta \u00f6zel ya\u015fam\u0131nda e\u015finin, dostunun kendisini takdir etmesini beklemektedir. Bu tip takdir edilme ihtiya\u00e7lar\u0131, ki\u015finin kendini yetersiz g\u00f6rmesinden, kendi yapt\u0131klar\u0131n\u0131 ortaya koyup kendisine aferin diyememesinden kaynakland\u0131\u011f\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyorum.\\n\\nY\u00f6neticinin kendi ba\u015far\u0131s\u0131n\u0131 g\u00f6rmesi, kendi takdirini yapacak seviyede olmas\u0131, olaylar\u0131 net ve basit g\u00f6rebilmesi ve uygun bir ileti\u015fim kurabilmesi, verimli ve rasyonel y\u00f6netilmesi sonucunu do\u011furacakt\u0131r. \u00c7ok say\u0131da y\u00f6netici dan\u0131\u015fan\u0131m kendini kariyer yolunda edilgen g\u00f6rebilmektedir. Oysa ki kariyer yolunda, y\u00f6neticiler etkendir. S\u00fcre\u00e7ten ve kendisi ile ilgili al\u0131nan kararlardan sorumludur.\\n\\nY\u00f6neticinin kendine g\u00fcven, kabul, tolerans, takdir konusunda kendisini de\u011ferlendirmesi gerekti\u011fini d\u00fc\u015f\u00fcn\u00fcyorum. Bu tespitlerin do\u011fru olmas\u0131 ba\u015flang\u0131\u00e7 noktas\u0131d\u0131r.Y\u00f6neticilerin takdir edilme iste\u011fi, \u00e7al\u0131\u015fmalar\u0131mda s\u0131k\u00e7a g\u00fcndeme gelmektedir.Takdir edilme ihtiyac\u0131n\u0131n arkas\u0131nda, ki\u015finin \u00f6zg\u00fcven eksikli\u011fi, kendini kabul ve tolerans taraf\u0131nda yeterli seviyede olmamas\u0131 yatabilir. Y\u00f6neticilerin do\u011fru tespitler neticesinde geli\u015fim konular\u0131 \u00fczerinde geli\u015fim sa\u011flamas\u0131 m\u00fcmk\u00fcnd\u00fcr. Kurumlar\u0131n \u00e7ok \u00f6nem verdi\u011fi konular\u0131n ba\u015f\u0131nda \u00e7al\u0131\u015fan mutlulu\u011fu, \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131, aidiyet gibi konular gelmektedir. Y\u00f6neticilerde, fark\u0131ndal\u0131k, kendini takdir ve kendi ile ilgili do\u011fru tespit ve geli\u015fim planlar\u0131, i\u015f performans\u0131n\u0131 ve karl\u0131l\u0131\u011f\u0131 do\u011frudan etkileyecektir.\\n\\nY\u00f6neticilerin \u00e7al\u0131\u015ft\u0131\u011f\u0131 kurumlarda kendilerine uygun programlar sunulmamas\u0131 halinde geli\u015fim ve de\u011fi\u015fim taraf\u0131 k\u0131s\u0131tlan\u0131r. Dolay\u0131s\u0131yla, y\u00f6neticilerin \u00e7al\u0131\u015ft\u0131\u011f\u0131 kurumlar\u0131n liderlik, de\u011fi\u015fim, geli\u015fim konular\u0131nda ki b\u00fct\u00e7eleri ve verdikleri \u00f6nem konusu y\u00f6neticilerin k\u0131sa ve uzun vadede ba\u015far\u0131s\u0131n\u0131 do\u011frudan etkilemektedir.\\n\\nDi\u011fer yandan, ko\u00e7luk liderlik yetkinliklerinin i\u015f ya\u015fam\u0131 \u00f6ncesi kazan\u0131lmas\u0131 gerekti\u011fine inan\u0131yorum. B\u00f6ylelikle fark\u0131ndal\u0131\u011f\u0131 y\u00fcksek, net ve basit tan\u0131mlamalar yapabilen, ne istedi\u011fini bilen ki\u015filer hayata haz\u0131rlanm\u0131\u015f olacaklard\u0131r. \u0130\u015f ya\u015fam\u0131nda farkl\u0131 alanlarda bu yetkinliklere ihtiya\u00e7 duyulmaktad\u0131r ve bunun i\u00e7in e\u011fitim \u00e7al\u0131\u015fmalar\u0131 yap\u0131lmaktad\u0131r.\\n\\nG\u00fcc\u00fcn\u00fc tan\u0131mlayan ki\u015fi hedefine ula\u015fmada zaman kazan\u0131r, verimli \u00e7al\u0131\u015f\u0131r. \u0130\u015f ve \u00f6zel ya\u015fam\u0131nda daha motive olur. 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