{"id":1057,"date":"2023-08-16T11:16:16","date_gmt":"2023-08-16T11:16:16","guid":{"rendered":"https:\/\/tpcleadership.com\/tr-tr\/?page_id=1057"},"modified":"2024-01-19T16:32:19","modified_gmt":"2024-01-19T16:32:19","slug":"liderlerin-dikey-gelisim-ihtiyaci","status":"publish","type":"page","link":"https:\/\/tpcleadership.com\/tr-tr\/yasadiginiz-zorluklar\/liderlerin-dikey-gelisim-ihtiyaci\/","title":{"rendered":"The Leadership Development Block"},"content":{"rendered":"\t\t
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Ya\u015fad\u0131\u011f\u0131n\u0131z zorluklar<\/b><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Liderlerin dikey geli\u015fim ihtiyac\u0131<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\t\t\t\tG\u00fcn\u00fcm\u00fcz\u00fcn karma\u015fa ve belirsizliklerle dolu d\u00fcnyas\u0131nda organizasyonlar\u0131n stratejik hedefleri do\u011frultusunda ilerleyebilmek i\u00e7in liderlerinin deneyimlerini farkl\u0131 perspektiflerden bakarak anlamland\u0131rabilecekleri geli\u015fim hedeflerine ihtiya\u00e7lar\u0131 bulunmaktad\u0131r. \r\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tYolculu\u011funuza ba\u015flay\u0131n<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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M\u00fc\u015fterilerimizden baz\u0131lar\u0131\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\"Accenture\"<\/figure><\/div>
\"Adidas\"<\/figure><\/div>
\"Aksigorta<\/figure><\/div>
\"Allianz\"<\/figure><\/div>
\"Anadolu<\/figure><\/div>
\"Anadolu<\/figure><\/div>
\"Ansell\"<\/figure><\/div>
\"Arc\u0327elik<\/figure><\/div>
\"Astra<\/figure><\/div>
\"Atlas<\/figure><\/div>
\"Avon\"<\/figure><\/div>
\"Bayer\"<\/figure><\/div>
\"Borusan<\/figure><\/div>
\"Bridgestone\"<\/figure><\/div>
\"Bristol<\/figure><\/div>
\"BSH\"<\/figure><\/div>
\"Cartier\"<\/figure><\/div>
\"CCI\"<\/figure><\/div>
\"Chanel\"<\/figure><\/div>
\"C\u0327imSa<\/figure><\/div>
\"Clear<\/figure><\/div>
\"Coca<\/figure><\/div>
\"Cushman<\/figure><\/div>
\"Daimler\"<\/figure><\/div>
\"DB\"<\/figure><\/div>
\"Deutsche<\/figure><\/div>
\"Deutsche<\/figure><\/div>
\"Dog\u0306adan<\/figure><\/div>
\"Eczacibasi<\/figure><\/div>
\"Eczac\u0131bas\u0327\u0131<\/figure><\/div>
\"SABANCI<\/figure><\/div>
\"Eon\"<\/figure><\/div>
\"Eti<\/figure><\/div>
\"Eurofins\"<\/figure><\/div>
\"Experian\"<\/figure><\/div>
\"EY\"<\/figure><\/div>
\"Ford<\/figure><\/div>
\"Fresenius\"<\/figure><\/div>
\"Garanti\"<\/figure><\/div>
\"Garanti<\/figure><\/div>
\"Hasbro\"<\/figure><\/div>
\"Hermes\"<\/figure><\/div>
\"Ideal<\/figure><\/div>
\"I\u0307pragaz-logo\"<\/figure><\/div>
\"Irdeto\"<\/figure><\/div>
\"Johnson<\/figure><\/div>
\"Koc\u0327<\/figure><\/div>
\"Linde\"<\/figure><\/div>
\"Loreal\"<\/figure><\/div>
\"Mammoet\"<\/figure><\/div>
\"Mapfre\"<\/figure><\/div>
\"Media<\/figure><\/div>
\"Mercedes-Benz\"<\/figure><\/div>
\"Methanex\"<\/figure><\/div>
\"Mey<\/figure><\/div>
\"Nestle\"<\/figure><\/div>
\"NHS\"<\/figure><\/div>
\"Novartis\"<\/figure><\/div>
\"Omron\"<\/figure><\/div>
\"Opet_fuchs_logo\"<\/figure><\/div>
\"Otokoc\u0327<\/figure><\/div>
\"Pirelli\"<\/figure><\/div>
\"Prometeon\"<\/figure><\/div>
\"Proximus\"<\/figure><\/div>
\"PWC\"<\/figure><\/div>
\"Qubica<\/figure><\/div>
\"Richemont\"<\/figure><\/div>
\"RWE\"<\/figure><\/div>
\"Sabanc\u0131<\/figure><\/div>
\"S\u0327ekerbank\"<\/figure><\/div>
\"Sephora\"<\/figure><\/div>
\"Siemens\"<\/figure><\/div>
\"SmartEnergy\"<\/figure><\/div>
\"Sofra<\/figure><\/div>
\"Sopra<\/figure><\/div>
\"SunExpress\"<\/figure><\/div>
\"Tchibo\"<\/figure><\/div>
\"Tofas\u0327<\/figure><\/div>
\"Toyota<\/figure><\/div>
\"True<\/figure><\/div>
\"Tu\u0308pras\u0327<\/figure><\/div>
\"Tu\u0308rk<\/figure><\/div>
\"Watsons\"<\/figure><\/div>
\"Zalando\"<\/figure><\/div>\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t
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Verimsizlik d\u00f6ng\u00fcs\u00fcn\u00fc k\u0131r\u0131n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Hedefler, \u00f6l\u00e7\u00fcmler ve \u00f6d\u00fcller \u00e7al\u0131\u015fanlar\u0131n\u0131z\u0131 bir yere kadar g\u00f6t\u00fcrebilir; ancak eninde sonunda organizasyonlar\u0131n daha temel bir konuyu ele almas\u0131 gerekir. Ve bu, – y\u00f6netim kurulu dahil olmak \u00fczere t\u00fcm seviyelerdeki – t\u00fcm liderlerin farkl\u0131 sorular sormas\u0131yla ba\u015flar.<\/span><\/p>