{"id":326,"date":"2013-04-30T17:18:00","date_gmt":"2013-04-30T17:18:00","guid":{"rendered":"http:\/\/scqa.hult.edu\/en\/news\/news\/2013\/april\/tem-certeza-de-que-quer-ser-um-ceo-epoca\/"},"modified":"2026-03-23T11:01:35","modified_gmt":"2026-03-23T11:01:35","slug":"tem-certeza-de-que-quer-ser-um-ceo-epoca","status":"publish","type":"post","link":"https:\/\/www.hult.edu\/blog\/tem-certeza-de-que-quer-ser-um-ceo-epoca\/","title":{"rendered":"TEM CERTEZA DE QUE QUER SER UM CEO? [EPOCA]"},"content":{"rendered":"

\u201cEu n\u00e3o queria ser CEO\u201d, afirma o americano Marshall Goldsmith, coach de alguns dos maiores l\u00edderes do mundo. Aos 61 anos, ele j\u00e1 atendeu cerca de 150 presidentes de grandes empresas e \u00e9 autor de bestsellers como\u00a0MOJO<\/em>\u00a0e\u00a0What Got You Here Won\u2019t Get You There<\/em>, entre outros 31 livros. Em 2011, liderou a lista\u00a0Thinkers50 Leadership Award<\/em>, da Harvard Business Review. Em visita a S\u00e3o Paulo para uma palestra na Faculdade Internacional de Neg\u00f3cios Hult (em parceria coma Funda\u00e7\u00e3o Dom Cabral), na semana passada, ele falou a NEG\u00d3CIOS sobre o alto pre\u00e7o que os executivos que escolhem este caminho t\u00eam que pagar. \u201cN\u00e3o podem mais falar sem pensar. \u00c9 preciso pesar os impactos de cada gesto, de cada olhar, de cada decis\u00e3o\u201d, diz o consultor.<\/p>\n

Se voc\u00ea est\u00e1 pensando em guiar sua carreira para o topo da hierarquia, pare por alguns instantes para colocar na balan\u00e7a alguns dos itens que far\u00e3o parte do pacote.<\/p>\n

1. Aprenda a abrir m\u00e3o da vit\u00f3ria
\n<\/strong><\/p>\n

Um CEO acostuma-se \u00e0 sensa\u00e7\u00e3o de ganhar, segundo Goldsmith. Portanto, quer repetir a experi\u00eancia sempre \u2013 seja em uma discuss\u00e3o na mesa do restaurante, com um amigo, seja uma causa relevante para os resultados da empresa. \u201c\u00c9 dif\u00edcil para as pessoas inteligentes e que est\u00e3o acostumadas a ganhar na vida n\u00e3o vencer o tempo todo\u201d, afirma o consultor.<\/p>\n

Se livrar dessa necessidade \u00e9 um desafio. Goldsmith d\u00e1 um exemplo: imagine que teve um dia dif\u00edcil no trabalho. Quando chega em casa e encontra sua mulher, ela comenta: \u201cVoc\u00ea n\u00e3o faz ideia do que tive que aguentar hoje!\u201d. Nessa hora, a tend\u00eancia do CEO \u00e9 responder: \u201cVoc\u00ea acha que o seu dia foi dif\u00edcil porque voc\u00ea n\u00e3o sabe o que eu passei!\u201d. \u201cN\u00f3s somos t\u00e3o competitivos que temos que provar que sofremos mais do que as pessoas com quem vivemos\u201d, afirma o especialista. \u201cMas para que fazer isso mesmo? Nessa hora, seria bem melhor respirar e falar: \u2018Espera! O que eu estou ganhando com isso? Qual \u00e9 o sentido dessa discuss\u00e3o?”, diz. “A resposta \u00e9: n\u00e3o tem sentido\u201d.<\/p>\n

2. Um simples coment\u00e1rio n\u00e3o \u00e9 mais um simples coment\u00e1rio
\n<\/strong><\/p>\n

Tudo o que uma pessoa bem-sucedida diz vem com um acr\u00e9scimo de valor agregado.<\/p>\n

Por exemplo, um profissional inteligente e entusiasmado vai at\u00e9 o chefe e apresenta uma ideia. O gestor acha a sugest\u00e3o \u00f3tima. Mas se \u00e9 o presidente da empresa, n\u00e3o deve dizer isso dessa forma, de acordo com Goldsmith. \u201cEle deve falar que a ideia \u00e9 boa, n\u00e3o \u00f3tima. Porque sua opini\u00e3o tem um peso imensur\u00e1vel\u201d. Ele conta que um de seus clientes disse que, no cargo de CEO, aprendeu “a dura li\u00e7\u00e3o de que suas sugest\u00f5es viram ordens”, afirma. “Sejam elas inteligentes ou est\u00fapidas. Por isso \u00e9 preciso ter muito cuidado\u201d.<\/p>\n

O mesmo cuidado vale para todos os outros momentos da vida de um presidente de empresa. Como uma celebridade, ele est\u00e1 sempre sendo seguido e avaliado pela imprensa. \u201cQualquer coisa que voc\u00ea diz, vai sair na internet ou no jornal”, diz o consultor. “At\u00e9 seus e-mails ser\u00e3o de conhecimento p\u00fablico\u201d. Nesse contexto, esque\u00e7a a ideia de fazer piadinhas sobre os outros. \u201cSe eu sou um garoto que est\u00e1 tr\u00eas n\u00edveis abaixo do presidente, fa\u00e7o uma apresenta\u00e7\u00e3o e ele faz um coment\u00e1rio sarc\u00e1stico, minha carreira acabou\u201d.<\/p>\n

3. Evite come\u00e7ar frases com \u201cn\u00e3o\u201d, \u201cmas\u201d nem \u201centretanto\u201d
\n<\/strong><\/p>\n

Se inicia sua fala com uma dessas palavras, s\u00f3 est\u00e1 tentando provar que a outra pessoa est\u00e1 errada ou que n\u00e3o a est\u00e1 ouvindo de verdade, segundo Goldsmith. \u201c\u00c9 o mesmo que falar: ‘Pode esquecer tudo o que voc\u00ea disse’\u201d. N\u00e3o \u00e9 recomend\u00e1vel que um CEO assuma essa postura.<\/p>\n

\n

Written by\u00a0Ariane Abdallah for\u00a0\u00c9poca, continue reading the article in full here<\/a>.\u00a0<\/em><\/p>\n

\n
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