30May 2019

A norm is any uniform attitude or action that two or more people share by virtue of their membership in a group. We experience our attitudes toward productivity as private and personal, as originating in our own thinking, experience, and motivation, and as unique to each of us. What we fail to realize is that our attitudes arise from the norms of the groups in which we hold memberships. As a result, group norms for productivity and our attitudes toward them regulate a greater part of our work effort or lack of it than we realize.

Norms are the most powerful silent catalyst in teams. They draw a line in the sand between being a member and being an outsider. Norms define a team’s culture and dictate what behaviors are acceptable and unacceptable. Norms are not necessarily written in policy manuals, but every team member has a vivid understanding of them.

To get an understanding of your own team norms, imagine that you have been assigned to orient a new team member to routine team operations. Think about your team norms and all the issues you would have to cover with an outsider who knows nothing about your team. Some examples of statements that indicate norms are:

  • “I know the policy says that, but we do it this way.”
  • “Stay away from that person (or group). You don’t want to be associated too closely with them.”
  • “It may seem unusual, but that’s the way we do it.”
  • “Policy says these reports need to be done weekly, but we probably only do them once a month. No one pays any attention to them anyway.”
  • We conduct meetings like this…”

Norms are the silent and powerful forces that direct and guide behavior. They are not good or bad, but a simple fact of life. In other words, norms are like a landscape. Sound norms are the blossoms that enhance team performance. Unsound norms are weeds that, when left unchecked, hinder team performance. Given that, teams and leaders need to understand how to create sound norms or change existing unsound norms into ones that inspire excellence in teamwork and performance.

Norms are the building blocks for a company’s culture. To illustrate how norms work to shape a culture, picture two aquariums side by side. Both aquariums look identical from the outside. They seem to have the same variety of fish, plants, water, food, etc. When you look closer, however, one aquarium has the perfect number of fish, the ideal amount of food, and the best balance of plant life, along with the right temperature and light. The aquarium has a healthy culture. The fish and plant life thrive with energy and health.

The other aquarium appears the same from the outside but its temperature is off by a couple of degrees. The plant life is a little out of balance. There are a few too many fish, and not quite enough food. The aquarium has an unhealthy culture. The fish and plant life struggle to survive.

If you take a fish from the unhealthy aquarium and put it into the healthy aquarium, the fish will begin to improve and, over time, become invigorated with new, vibrant energy and color. Conversely, if you take a fish from the healthy aquarium and put it into the unhealthy aquarium, that fish begins to adapt to the conditions of the unhealthy environment. Colors fade, it becomes sluggish and disoriented.

Now picture a row of corporate office buildings, all looking strong, powerful, and healthy from the outside. The same principle applies as with the aquarium when introducing new people into an established culture.

Group Dynamics: How Norms Form

Leaders are the captives of their cultures. Choices remain unseen because those responsible for change are surrounded by the mirrors of the very culture they have created.
– Drs. Robert R. Blake and Jane S. Mouton

Group dynamics can make or break a change effort. They are the silent drivers and primary source for change that either encourage or impede momentum. Norms develop through three basic laws of human behavior demonstrated through relationships, teams, and organizations:

  1. Convergence
  2. Cohesion
  3. Conformity

In the same way that comprehending the law of gravity helps to understand the behavior of objects, comprehending the basic laws of group dynamics helps in understanding the power of norms and their influence on behavior and performance. Moreover, there is a natural source of power in these dynamics that a skilled and knowledgeable team can harness for maximum effectiveness.

People think of values and attitudes as private, personal, and unique, but research shows that most personal attitudes arise from group norms. As a result, team attitudes determine the quality of individual work effort more than most people realize. The norms of a group are reflected in its traditions, precedents, habits, rites, rules, rituals, regulations, policies, operating procedures, customs, taboos, and past practices. These norms begin forming through a process known as convergence.

Convergence

Convergence initiates norms spontaneously by shifting individual attitudes or patterns of behavior toward a uniform group pattern that every member shares. Few social pressures are more important for understanding change than the human tendency to converge around a common idea in a group setting. For example: a team has several members, each of whom starts out a planning meeting with an opinion regarding how much productivity is “enough.” One person thinks fifteen “units” per day is adequate, another recommends only five, while other members suggest thirteen, nine, or eight, etc. As people work together and exchange ideas, the opinions expressed lead to a shift in attitudes around a more uniform norm. Research has shown that this common dilemma is almost always resolved by a common convergence to the middle position. In the illustration, the agreed-upon productivity benchmark becomes ten, or close to ten.

Cohesion

Cohesion is the phenomenon by which people in groups congregate around common interests and values. People prefer to associate with other people like them and by whom they are liked. Cohesion is one of the most significant forces for social organization. People are naturally drawn to others who share a common experience that allows them to bypass the formalities they follow with outsiders. Examples of cohesion surface in every aspect of life as people tend to gravitate toward and give preference to others who share common interests or experiences. This preference may follow the lines of race, gender, religion, politics, socioeconomic status, or education. In organization life, other dimensions apply, such as years of service, position, level of training, or common work experience.

Cohesion is the emotional attraction people feel toward one another, and as such it accelerates the development of norms. On a social basis, we call this “bonding.” When cohesion is strong, people relate to each other with a stronger sense of trust, confidence, and commitment. They embrace the norms with pride because the shared experience feels comfortable and right. Cohesion is demonstrated in comments like, “We’ll do whatever it takes to make this happen.”

Conformity

Once a norm is established, conformity is the natural force that influences group members to maintain that norm. Conformity enforces the norm by creating pressure, often subtly, to “fall in line” with the group in reinforcing the norm. Conformity happens every time a co-worker says, “I know it’s a little unusual, but we don’t use a formal agenda for these meetings,” or “You’re coming across too strong in meetings. We like to keep these meetings relaxed and spontaneous.” The message, whether given by a gesture, comment, or outright directive, is “You need to change your behavior to fit in.” The price of non-conformity is rejection.

The Impact of Norms on the Organization and Team

Only through a never-ending effort to override the automatic behavior of the past could a change in relationships even be a remote possibility.
– Dr. Robert R. Blake

Once the dynamics are understood, the key question for every organization is “Are we conforming to norms that help us or hinder us?” In the same way that individuals can become aware of individual behavior and its impact on others, teams and entire organizations can become aware of their norms and the impact on results.

Like norms themselves, the laws of convergence, cohesion, and conformity are neither good nor bad, but are dynamics that simply happen. The influence they wield can bring power to an organization that chooses to understand and lead these norms. Left alone, they can evolve into norms that may devastate a company’s fortunes because leaders are looking elsewhere (the economy, government, or competition) for causes of poor performance. Like other natural laws, group dynamics operate 24 hours a day, rain or shine, profit or loss, in every organization. Ineffective norms have a way of creeping up unnoticed like weeds in a garden, hampering an organization’s efforts to change. To avoid this, successful organizations prevent the weeds from growing by constantly challenging unsound norms and continually reinforcing sound ones.

In Good to Great, Jim Collins compares the executive culture of two steel industry companies, Bethlehem Steel and Nucor. Both companies faced devastating setbacks in the 1980s due to a recession and the competitive challenge of cheap, imported steel. Bethlehem Steel reacted with deep cuts throughout the organization, while at the same time constructing a 21-story office building to house its executive staff. At extra expense, it designed the building in the shape of a cross in order to accommodate the large number of vice presidents who needed corner offices. Other norms for executives included using the corporate jets for weekend getaways. There were also executive golf memberships, and rank even determined shower priority at these clubs. Collins says, “Bethlehem did not decline in the 1970s and 1980s primarily because of imports or technology—Bethlehem declined first and foremost because it was a culture wherein people focused their efforts on negotiating the nuances of an intricate social hierarchy, not on customers, competitors, or changes in the external world.” Unsound norms were so strong as to manage the organization instead of the organization managing its norms.

At the other side of the spectrum was Nucor, which at the same time “took extraordinary steps to keep at bay the class distinctions that eventually encroach on most organizations.” Facing the same industry conditions, executives did not receive better benefits than front-line workers. In fact, executives had fewer perks. For example, all workers (but not executives) were eligible to receive $2,000 per year per child for up to four years of post-high school education. When Nucor had a profitable year, everyone in the company benefited. When Nucor faced tough times, everyone from the top to the bottom suffered. But people from the top suffered more. In a recent recession, for example, worker pay went down 25 percent, officer pay went down 50 percent, and the CEO’s pay went down 75 percent.

Companies that never challenge unsound norms or reinforce sound norms can find themselves at a severe disadvantage when trying to compete. A simple norm like executive perks may seem minor, but it communicates a powerful message to non-executives throughout an organization that undermines commitment and a sense of personal stake.

Changing Norms

It is only when we examine the extent to which personal attitudes, thoughts, and feelings are shared with primary group members that the regulating effect of informal norms and standards become clearly visible.
– Drs. Robert R. Blake and Jane S. Mouton

A chaos of conflicting, reluctant, and confused responses develops every time a change is introduced. This chaos creates the first stage of convergence and conformity. This stage provides teams with a critical opportunity to influence change because within the confusion lies valuable potential for leadership, creativity, and standards of excellence. This is where the “how much is enough” question is being asked and tested, when norms are in their early stages. At this pivotal point, when the group is beginning to form new norms, a leader’s style can influence how the group converges.

It is essential for leaders to be aware that these three valuable sources of energy—convergence, cohesion, and conformity—exist during periods of change. Learning how to harness them productively makes the difference between developing sound or unsound norms. There is little as demotivating to people as leadership that continues to ignore obvious realities and continues with ineffective strategies because it cannot or will not face reality.

In Good to Great, Jim Collins described the following quality as being a key factor in all “Good to Great” companies:

“On the one hand, they (‘good to great’ companies) stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts.”

Companies that succeed in staying on the cutting edge of competition all have one thing in common: they question everything and constantly challenge norms so that complacency never sets in. Unless they are challenged, norms can become outmoded, ineffective, and deeply entrenched in the culture. When this occurs, companies perpetuate unsound practices because “That’s the way we do it around here,” even when better ways are available.

Setting Soundest Norms for Team Development

Teams establish sound norms by examining the effectiveness of existing norms. Conditions required for setting sound team standards include:

Involvement: Those who will be guided by the standards participate in establishing them.

Clarity: The standards are realistic and clearly defined.

Challenge: The standards inspire and motivate team members to achieve new levels of performance. If they do not challenge people, business will simply continue as usual and the standard-setting exercise will have been in vain.

Understanding: Every team member fully understands the meaning of each standard.

Commitment: Team members resolve to perform by the standards they set for themselves.

Excellence: Team members agree on what constitutes excellent performance and adopt standards to foster such excellence.

At Grid International, we work with clients to help them maximize their human capital. Every strategy is different and every challenge unique, but the patterns of group dynamics and culture are universal and absolutely critical for gaining a performance edge. Having a clear understanding of the group dynamics of culture and how they work is essential for mobilizing both small and large groups of people. All change efforts must begin by understanding the existing culture and how to manage and maximize this invaluable resource. We give clients the power to develop cultures that constantly reinforce standards of excellence.

 

 

 

30May 2019

Will technology kill jobs and exacerbate inequality, or usher in a utopia of more meaningful work and healthier societies?

While it is impossible to know what tomorrow holds, research by global professional services company PwC explores four possible futures – or “worlds” – driven by the “mega trends” of technological breakthroughs, rapid urbanization, ageing populations, shifting global economic power, resource scarcity and climate change.

The Red World – innovation rules

The world becomes a perfect incubator for innovation in one PwC scenario. Digital platforms enable those with winning ideas and specialist, niche profit-makers, to flourish.

However, PwC warns, the risks are high if innovation outpaces regulation. “Today’s winning business could be tomorrow’s court case.”

Projects will develop at a fast pace and specialists will only stay with them as long as they, or the business, last. There will be few in-house human resources teams, with outsourcers or automation providing the human services needed.

Companies may see little regulation that prevents them doing what they like, while workers will enjoy fewer benefits like health insurance, pensions and long-term employment.

The Blue World – corporate is king

Corporations grow so big and influential that some become more powerful and larger than national economies.

In a frightening vision, almost worthy of Aldous Huxley’s Brave New World, PwC predicts: “Human effort [will be] maximized through … physical and medical enhancement techniques and technology and, along with automation, analytics and innovation, push performance in the workplace to its limits.”

While rewards for some will be high, the price will be people’s data, which will “predict performance and anticipate people risk [predict behaviour that may damage a business financially or reputationally]”.

In both the Blue and Red Worlds, people who have strong skills – and update them – will be in demand, those who do not will be discarded.

The Green World – companies care

“This is a world where corporate responsibility isn’t just a nice-to-have, but it’s a business imperative,” PwC says.

A strong social ethos places a heavy emphasis on diversity, human rights and the non-financial impacts of business on the planet and people’s lives.

Competition for talent is intense and financial rewards are still important, while incentive packages include “three weeks’ paid leave a year to work on charity and social projects”.

However, workers are expected to reflect their employers’ values at work and at home and travel is tightly controlled.

“In this world,” the writers say, “automation and technology are essential elements to protect scarce resources and minimize environmental damage … But … technology is a double-edged sword: it allows organizations to meet their ethical and environmental agenda, but at what cost to humans?”

The Yellow World – humans come first

Financial technology enables more crowd-funded capital to reach ethically “blameless” brands, while workers and companies seek greater meaning and relevance in everyday life.

Artisanal skills return, as do workers’ guilds, which protect members’ rights and train new craftspeople: “It’s a world where humanness is highly valued,” says PwC.

Non-financial rewards are given in a trade-off for less money, work is often a fluid concept and the standard 9-to-5 working week is rare, while the divisions between home and work blur.

 

However, while the automation of tasks that are dull, damaging or impossible for humans continues, the writers say: “Conflicts remain around the use of technology, as people are less likely to take the downsides of automation without a fight.

“As more people are impacted by technical advances and see their skills become obsolete, disaffection and the push-back against policies that favour the elite grow.”

Which way to the future?

All of the four possible futures in PwC’s report share the common theme of increasing use of technology to assist, augment and replace human work.

Some foresee the dominance of global corporations, others predict the growth of smaller, more individual endeavours. All, however, depend on digital technology to link talent pools and customers, and create financially beneficial relationships, whether these are between individuals and corporations, or groups of people.

“By replacing workers doing routine, methodical tasks, machines can amplify the comparative advantage of those workers with problem-solving, leadership, emotional intelligence, empathy and creativity skills,” PwC says.

“Those workers performing tasks which automation can’t yet crack become more pivotal – and this means creativity, innovation, imagination and design skills will be prioritized by employers.”

Changing lanes

Any of these futures – or a combination of them – are possible, but how we reach 2030, and who will benefit, needs careful planning and consideration.

In the film Escape from the Planet of the Apes, a scientist compares reaching the future to a driver changing lanes: “A driver in lane ‘A’ may crash while a driver in lane ‘B’ survives. It follows that a driver, by changing lanes can change his future.”

Working out which lane will lead to a less fractured world is one of the greatest challenges facing policy makers and corporate leaders today.

Have you read?

29May 2019

Vivimos en una era de las emociones, con todo su matiz y profundidad. Todos tenemos un cerebro que ayuda a hacer que las cosas sucedan, o no. Si las compañías invierten tiempo, esfuerzo y recursos en interpretar sus señales, en estimularlo, cuidarlo y acompañar el equilibrio que se necesita para que crezca sano y fuerte, su neuroplasticidad se convierte en la clave para el desarrollo.

El principal órgano del cuerpo humano también rige el cerebro emocional. Se trata de esta parte tan necesaria para dar significado, propósito, entendimiento, y para sobrevivir en condiciones ambientales tan cambiantes y turbulentas como las que se presentan diariamente. Por eso, la era de la innovación está regida por el cerebro emocional; el universo de las personas no se centra ya en lo mental y puramente técnico, sino que, si las compañías logran encauzar positivamente los aportes individuales, tienen más oportunidades de transformarse y reinventar.

¿Qué es la innovación emocional?

En cualquier toma de decisiones ya sea en el plano personal, y dentro del Alma que tienen todas las empresas (por más “desalmadas” que parezcan), las emociones juegan un papel preponderante. Se puede tener toda la tecnología del mundo, los recursos de dinero infinitos, la llegada a todo el universo. Sin embargo, si no se tiene la voluntad de cada colaborador alineado con el espíritu creador y hacedor, el camino será corto e irremediablemente, escaso de proyección.

La toma de decisiones en todos los niveles de una empresa no se basa sólo en los parámetros lógicos que eran dominantes hasta hace pocos años. Se sabe que más del 80% de las decisiones en las empresas se mueven alrededor del universo emocional de los líderes, sus equipos, y, en cascada, todos los colaboradores.

La ausencia de decisiones es en sí misma una política empresaria, porque la “no decisión” es una elección, aunque no lo parezca. Así, las empresas que demoran en transformarse pierden valiosas oportunidades e inevitablemente, estarán rezagadas en el mundo global del que forman parte.

Hay organizaciones en terapia intensiva, encabezadas por personas que se creen líderes, cuando son, en el mejor de los casos, meros jefes. Hay empresas agonizantes, deseosas de una mano salvadora externa. Sin embargo, no han tomado consciencia aún de que el único salvataje posible proviene desde adentro.

Hay compañías en todo el mundo que están siendo transfundidas, como si eso fuese a resolver sus problemas. Si no se tratan los males que las aquejan de raíz, volverán a aparecer en corto tiempo. Por increíble que parezca, el principal motor del cambio y combustible para la transformación que evite la muerte empresarial está arriba de todo, en cada integrante de esas empresas que han perdido su alma, su propósito, y su ser. Se llama cerebro y pesa menos de un kilo y medio.

 

¿Cómo implementar la innovación emocional?

La innovación emocional requiere del abordaje en simultáneo de 10 planos: cuerpo, mente, cerebro, espíritu, creencias, paradigmas, resiliencia, entornos, evolución y propósito. De su correcto articulado resultará la transformación y trascendencia, capaz de atravesar cualquier desafío externo.  Aquí comparto algunos rasgos de mi modelo de innovación emocional que ya están implementándose en muchas compañías que se centran en el cuidado de los recursos humanos.

 

  1. Date tiempo para reflexionar más allá de tener objetivos de negocio basados en obtener resultados. Es necesario escuchar, dialogar, poner las conversaciones en primer plano, aprender a disentir con respeto y coherencia. Fluir, entender y cooperar.
  2. Entrena tu cerebro, coopera en desarrollar espacios de reflexión, pausas conscientes para recalcular las acciones diarias, y retomar con mayor impulso. El cerebro de casi todos los seres humanos está sobre estimulado. Es necesario bajar su frecuencia si se necesita tomar mejores decisiones. A más información a procesar, más complejos son los procesos, y si no se le encuentra sentido, como el cerebro se especializa en ahorrar recursos al producir resultados, no “prestará toda su colaboración”.
  3. El psicólogo israelita Daniel Kahneman, ganador del Nobel de Economía, afirma que el cerebro utiliza un tipo de sistemas automáticos o intuitivos, que no dependen de la voluntad; y se deja engañar con “efectos halo”, que son los que se producen cuando hay generalizaciones excesivas, procesos que se repiten o simplificaciones sin sentido. Entonces, las compañías que lleven adelante Innovación Emocional necesitan manejar cautelosamente el flujo de información, dar el tiempo necesario para procesarla en una mezcla de racionalidad con intuición, y espacios de creatividad para que puedan aflorar las transformaciones apropiadas. Como se ve, esto es diametralmente opuesto a lo que vienen haciendo casi todas las empresas del mundo.
  4. La innovación emocional es compleja de gestionar. Si ya los procesos racionales son difíciles, se necesita entrenarse en áreas blandas para lograr la mayor satisfacción personal de los colaboradores, para, luego, hacerlas confluir en dinámicas de equipo en la empresa. Como el cerebro selecciona lo que queremos escuchar y prioriza en base a aquello que nos es más familiar, hay que estimular los neurotransmisores para que dejen de premiar el autoengaño de seguir en el camino de siempre, y que abran los puentes de la transformación.
  5. Dejar la seguridad de los hábitos. Mantener ciertas rutinas productivas es saludable siempre que se obtengan los resultados innovadores. Sin embargo, es de necios mantenerla si estamos fracasando. Hay un efecto del cerebro como carcelero de los deseos de un futuro mejor, que proviene de las percepciones limitadas. El cerebro responde exactamente a lo que le ordenemos. Entonces, si ordenamos de acuerdo a viejos esquemas mentales, eso es lo que resultará. La innovación emocional se basa en sacudir estos esquemas.

 

  1. La innovación emocional requiere del acompañamiento de profesionales expertos para ayudar a conducir esta energía nueva a un buen puerto.
  2. Es ilógico que las empresas luchen contra las emociones de sus colaboradores, que, a su vez, determina su propia emocionalidad corporativa. Hay que aprovechar esas emociones como palanca para crear nuevos modelos de toma de decisiones adaptadas al presente y a la innovación que se persigue.

Finalmente, valores como la escucha atenta, la asertividad, empatía, bondad, sentido de pertenencia genuino, comunicación abierta y receptiva y el entendimiento, son esenciales para articular esta Innovación Emocional que viene a contribuir con la evolución de todo lo conocido para situarnos en un nuevo estadío de las cosas: ni mejor ni peor que antes. Simplemente, distinto.

23May 2019

Cada uno de nosotros creemos tener una idea sobre lo que significa ser un buen líder, pero a la hora de definir el concepto, la cosa no está tan clara. Para algunos el liderazgo es motivación, para otros es sinónimo de resultados, para otros, inspiración.

Sea como sea, podemos definir el liderazgo basándonos en unos elementos comunes con los que todos coincidimos. Estas son las 10 maneras de definir el arte de liderar:

1. Visión

Liderar implica tener una visión y compartirla con los demás. Sólo cuando se consigue inspirar a los demás, se logra compartir una meta común hacia la que dirigir los esfuerzos y dedicación de todo el equipo. ¿Cuál es tu visión?

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2. Motivación

El líder sabe motivar como nadie, es una de sus principales funciones como gestor de personas. A través de la motivación, el líder canaliza la energía y el potencial profesional de sus compañeros, con el fin de conseguir los objetivos.

3. Servir

El líder está al servicio del equipo, y no al revés. Los miembros del grupo deben contar y sentir el apoyo de su líder, tener al alcance las herramientas necesarias para desempeñar su trabajo de forma adecuada, ver reconocidos sus esfuerzos y saber que hay una persona atenta para corregir los malos hábitos. Todo eso forma parte de un liderazgo que sirve a su equipo, y no al revés.

4. Empatía

Una de las cualidades básicas en todo líder que se preste al éxito es precisamente la inteligencia emocional, esa capacidad -a menudo innata- que tienen los líderes para ponerse en el lugar de los demás, comprender sus preocupaciones y dar solución a los problemas. Los líderes conocen los secretos de su negocio y por eso pueden mostrar empatía con los clientes y con los miembros de su equipo: esa empatía consigue inspirar y establecer lazos que conducen al éxito.

5. Creatividad

La definición de liderazgo también tiene que ver con la creatividad. Los buenos líderes son capaces de crear un entorno que anime a todos los miembros de su equipo a desarrollar sus habilidades y su imaginación, de manera que contribuyan con su sello personal al proyecto cómun y la visión de la empresa. Si quieres liderar con éxito, respeta la creatividad de los demás y aprende de la gente que te rodea, seguro que sus ideas suman en lugar de restar.

6. Exigencia

Un buen líder pone el listón muy alto a los suyos, porque quiere lograr los objetivos y sacar lo mejor de su equipo. Solamente un líder exigente logrará grandes resultados. Además de esa exigencia, el líder tiene que saber escuchar, para conocer las necesidades de sus compañeros y poder después ofrecerles el tiempo y los recursos necesarios para que hagan bien su trabajo y, por tanto, cumplan con lo que se les exige.

7. Dirigir

El líder debe estar al frente para dirigir y servir de guía a su equipo durante todo el proceso hasta que se cumple el objetivo marcado. Pero además de esa “avanzadilla”, los líderes también saben cuándo dar un paso atrás para que sea su equipo quien tome la iniciativa, de esta forma logra brindar a su equipo la oportunidad de desarrollarse personal y profesionalmente. La gestión pura se centra en las tareas, el liderazgo auténtico, en las personas.

8. Hacer equipo

El verdadero liderazgo busca trabajar en equipo para alcanzar un objetivo común. La gestión de personas es una de las tareas más difíciles a las que se enfrentan los líderes. Gracias a la actitud positiva imprescindible en los buenos líderes, y a la confianza que éstos depositan en sus compañeros, las personas obtienen mejores resultados. Los líderes con conciencia de equipo saben asumir la responsabilidad cuando algo no va bien, y recompensar al grupo tras un trabajo bien hecho.

 

9. Asumir riesgos

El líder es el encargado de asumir riesgos que los demás no están dispuestos a asumir. Es quien tiene la confianza suficiente para tomar una decisión, y si se equivoca, el líder debe tener el coraje suficiente para rectificar, asumir su culpa y tomar el camino correcto, sin culpabilizar al equipo. Los buenos líderes saben adelantarse a su tiempo, ven oportunidades donde otros no las ven y saben contagiar la ilusión por su visión para tratar de hacerla realidad.

10. Mejorar

El verdadero liderazgo busca la mejora continua. Los líderes tienen la capacidad de convertir a los individuos de su equipo en estrellas, personas que han mejorado sus capacidades y han logrado desarrollar habilidades gracias a la influencia de su líder.

En resumen, la definición de liderazgo no tiene que ver con la jerarquía ni la posicion de nadie en la empresa, no tiene que ver con imponer opiniones sino con escuchar a los que saben. El liderazgo es la actitud que asumen aquellas personas que buscan algo diferente, que están comprometidas a lograr un objetivo y cuya convicción logran transmitir a los demás a través de la ilusión y el optimismo, para lograr un objetivo común.

04Apr 2019

Health care professionals deal on a daily basis with several job demands – emotional, cognitive, organizational and physical. They must also ensure high quality care to their patients. The aim of this study is to analyse the impact of job demands on quality of care and to investigate team (backup behaviors) and individual (positivity ratio) processes that help to shield that impact. Data was collected from 2,890 doctors and nurses in 9 European countries by means of questionnaires. Job demands have a negative impact on the quality of care delivered by health professionals. Backup behaviors had a mediating effect between job demands and quality of care. Also, the positivity ratio of professionals (ratio of positive and negative emotions experienced) was also found as a significant mediator between most job demands and quality of care dimensions. Finally, we found a double mediation between most job demands and quality of care, where backup behaviors influenced the positivity ratio. Quality of care in hospitals is closely related to job demands. Hospital managers should consider the importance of cooperation within health care professionals’ teams and ought to find ways to develop teamwork in order to promote patients’ safety.

Phone : 01 800 838 1363    direccion@estrategia.com

01Apr 2019

What sets us apart is our systematic process that prepares people for change. Most companies do a great job of defining what and why to change. MPC  completes the strategy by offering a proven process for how to change. Our exclusive approach addresses and removes common stumbling blocks so behaviors like mutual trust, respect, and candor become naturally embedded in the culture.

We stand out by giving people The Power to Change® through timeless skills that transform relationships and culture.

Our process consists of six steps:

1: DIAGNOSE

MPC Management Consultants use multiple diagnostic processes to work “below the waterline” and document a vivid, accurate, and measurable map of the client’s existing culture. Our diagnostics transcend self-deception and other common distortions by using proven methods based on decades of applications.

2: MPC DEVELOPMENT

Our multi-stage, exclusive, and worldwide tested process takes people through individual, team, and team-to-team transformation, and is truly an example of “teaching a man to fish.” We put the client in the driver’s seat by building human capacity with core skills that empower people at all levels to diagnose, build, and deliver their own best path to sought-after changes.

3: EMBED

MPC offers a variety of customized processes to immediately embed new skills into day-to-day teamwork. Examples include post-meeting reports that summarize conclusions and commitments; individual and team improvement goals; online, one-to-one, and team coaching; meeting management guidelines; and follow-up meetings.

4: SUPPORT

Ongoing mutual team support is built into the development process. Efforts include personal and team action plans, shared agreement on soundest behavior and norms, and one-to-one strategies for improving individual relationships in the team. These and other support channels are built on core candor skills that make teamwork more rewarding and fulfilling.

5: MEASURE

MPC provides strategies to measure behaviors with the same rigor and clarity as traditional “above the waterline” metrics. The most important measurement is quantifying team synergy to reveal how each team member contributes (positively or negatively) to team performance. Other important measures include ongoing evaluation of behavior and its impact on people and results.

6: REINFORCE

The main objective of reinforcement is to support daily use of new skills so improvement strategies are strengthened until they become second nature. We help clients build internal structures and systems to sustain and support desired changes. Examples vary by company but often include linking behavior shifts to KPIs in the annual performance objectives and bonus targets where applicable, internal communication portals, candor rooms, and behavior surveys.

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