The 70-20-10 Rule for Leadership Development

The 70-20-10 Rule for Leadership Development

A research-based, time-tested guideline for developing managers says that you need to have 3 types of experience, using a 70-20-10 ratio: challenging assignments (70%), developmental relationships (20%), and coursework and training (10%).

The 70-20-10 rule emerged from 30 years of our research, which explores how executives learn, grow, and change over the course of their careers.

The underlying assumption is that leadership is learned. We believe that today, even more than before, a manager’s ability and willingness to learn from experience is the foundation for leading with impact.

The 70-20-10 rule seems simple, but you need to take it a step further.

A Taxonomy of Troublemakers (via @firstround)

 “If in workplace after workplace you are the only one who's right and everyone else is a jerk, schmuck or idiot, take note: there’s a common denominator and it’s you,” says Foster.

A Taxonomy of Troublemakers for Those Navigating Difficult Colleagues | First Round Review



Here’s a list of eight difficult personality types — and how their behavior can manifest positively or negatively in the workplace.

Narcissus - thinks highly of oneself, ballooning self-esteem

• As a positive trait: willingness to try new things with any possibility of success
• As a negative trait: entitled, condescending, self-centered, attention-seeking

Venus Flytrap - very appealing initially, eventually brings chaos

• As a positive trait: incredibly persuasive and relatable to many people
• As a negative trait: shifts expectations/emotions, creating unstable relationships

Swindler - systematic and charming, but dangerous and self-propagating

• As a positive trait: magnetic, influential, savvy and resourceful
• As a negative trait: no regard for rules, laws, or for other people

Bean Counter - controls quality, but becomes a bottleneck

• As a positive trait: focused, persistent and involved
• As a negative trait: obsessive, paralyzed, blocks progress

Distracted - a nutty professor, can’t time-manage, organize or finish tasks

• As a positive trait: brilliant, curious and informed
• As a negative trait: procrastinating, preoccupied and noncommittal

Robotic - process-oriented, but struggles to connect with people

• As a positive trait: structured, focused, rule-bound
• As a negative trait: rigid, aloof, disconnected, mechanical

Eccentric - unique individual, but with peculiar ideas

• As a positive trait: original, strong beliefs, big thinker
• As a negative trait: difficult to understand, detached, irrational

Suspicious - Self-protective, but paranoid, often with a conspiratorial world view

• As a positive trait: vigilant, prizes loyalty/trust, confidential
• As a negative trait: insecure, fearful, always at war

Regardless of which disruptive colleagues you may encounter, she recommends taking agency with the following five steps:

• Check yourself. “When someone is causing you trouble or you're having difficulty with someone at work, check yourself. Have you ever just disliked somebody because they reminded you of somebody else you disliked? It happens. Take a beat and make sure that your reaction is calibrated.”
• Name the beast. “It's very easy to call someone a jerk or a schmuck. But people aren't necessarily schmucks at all — there’s a mismatch between their personality-driven behavior and the situation. Define exactly what it is that’s causing trouble because once you can define the behavior, it can really help you with your intervention.”
• Empathize with their anxiety. “Take what you know about people. People love to tell you about themselves. Listen. If they're having interpersonal trouble, figure out which bucket they might fall into and try to empathize with the anxiety that’s causing them to act that way.”
• Call out the behavior. “Decide whether you're going to call out the behavior or not. Some behavior's so egregious that you absolutely have to call it out in the moment. Other times when you notice the behavior recurring, schedule a private meeting to talk about that pattern.”
• Keep it short. Be direct. “If you do call out the behavior, keep it short, be concise, and be direct. And try to do this feedback or intervention as close to a recent event as possible to give the other person the best chance of hearing the message.”

If all that fails, Foster has one final tip. “If in workplace after workplace you are the only one who's right and everyone else is a jerk, schmuck or idiot, take note: there’s a common denominator and it’s you,” says Foster. “If and when you figure this out about yourself — or if you're lucky enough to have somebody point it out to you — consider yourself fortunate. You have been given a roadmap for self-betterment. Eat humble pie and take it under advisement. Do what you need to do to make changes. It’ll improve your life — in and outside of work.”

6 consejos para gestionar un conflicto en tu equipo (@Sialapyme)

Gestionar un conflicto entre tus empleados | Si a la Pyme le va bien

7 Types of Companies You Should Never Work For

 @glassdoor "And just say no to places who define “hard work” as 15-hour days and long weekend email threads."

 7 Types of Companies You Should Never Work For

1. The High Turnover Outfit

Red flags: Key roles pop up consistently on a company’s job site.

2. The Culture Clash Corp

Red flags: Negative employee reviews, lack of focus on a true employee experience, recruiters evading your questions.

3. The Curb Appealer

Red flags: Pristine and ideal image in marketing materials and publicity, however, the day-to-day operation is far from glamorous. Only the leaders have what can pass as offices, staff is dispersed amongst shoddy cubicles, lighting is awful, technology is from the ’90s, and let’s not get started on the break room.

4. The Top Heavy Business

Red flags: Too many executives brainstorming, too few employees tasked with executing.

5. The Perpetual Promisor

Red flags: Unfulfilled corporate expectations, employees report a lack of trust in CEO, inability to live up to brand promises.

6. The “Stagnator”

Red flags: Lack of learning opportunities, fails to promote mentorship, offers little more than the role you’ve applied for.

7. The Directionless Ship

Red flags: No clear plan for the future, employees don’t know long-term goals, senior leadership fails to adequately communicate.

Is Resilience the Secret to Being Happy at Work?

 No doubt. Resilience and contentedness…

Is Resilience the Secret to Being Happy at Work?

There are three main qualities of resilience.

1. Challenge: Resilient individuals view adversity as a challenge and opportunity to learn, not a permanent situation or reflection of their self-worth.
2. Commitment: Those of a resilient mindset have personal and professional goals, and stick with them. They maintain contact with people and participate in events during difficult times.
3. Personal Control: People who are resilient focus on events and situations they can control. They thus feel empowered and confident, and take action accordingly.

It is also worth considering some negative consequences of resilience. Like any strength, if resilience is overused, it can become a weakness. Overly resilient individuals are more likely to:

• Pursue unattainable goals
• Accept difficult situations, especially in the workplace, for too long
• Develop aggressive coping mechanisms
• Become socially distant in times of pressure
• Possess less self-awareness as they tend to push through all challenges instead of recognizing their limitations.

Cultivating Resilience

1. Develop a Growth Mindset 

2. Challenge Your Self-Talk

3. Recovery

4. Positive Attitude

5. Organizational Resilience

5 ways to get out of your own way and communicate clearly

by @saralindberg13
I still find some trouble listening to the intent behind the words and not making assumptions.

Headspace blog – 5 ways to get out of your own way and communicate clearly B

Be impeccable with your word.Avoid taking things personally.Avoid making assumptions. The problem with making assumptions is that they’re really only a version of our own observations and feelings.Always do your best.Be skeptical, but learn to listen. “Listen to the intent behind the words, and you will understand the real message.”

8 Questions You Need to Ask in Your Employee Engagement Surveys

8 Questions You Need to Ask in Your Employee Engagement Surveys — Impraise Blog - Employee performance management, reviews and 360 feedback

1.     On a scale of one to ten, how happy are you in your work?
2.     Do you have a good work/life balance?
3.     What three words would you use to describe our company work culture?
4.     Do you think you’ll be able to reach your full potential here? Why?
5.     Does your team support you to work to your full potential?
6.     Do you understand the link between your work and the company’s overall strategy?
7.     How often do you receive recognition for your work from a supervisor?
8.     Do you think we provide a good service to our customers/clients? Why?

Micromanagement: The Employee Engagement Killer — Impraise Blog - Employee performance management, reviews and 360 feedback

So how do you avoid micromanagement?
1. Set clear expectations
2. Clearly communicate what accountability is
3. Clearly define a plan

Coaching Your Team: Tips For Managers — Impraise Blog - Employee performance management, reviews and 360 feedback

Listen: get to know the individual
Ask questions
Focus on people, not tasks
Emotional Intelligence
Feedback is key

La empresa en la que creo

 @sintetia Cadenas de inspiración …  como dice Xavier Marcet en el artículo, rindamos homenaje a los buenos.

Al menos a los que creemos que son buenos… que puede ser algo así (en sus palabras):

Pero en las organizaciones hay muchas personas fantásticas, gente que nos hace sentir especiales por pertenecer a comunidades de las que vale la pena participar. Gente que con la edad gana pasión por los detalles, por la innovación, por militar en una sabia inocencia. Personas que construyen alegrías por cualquier banalidad pero que nos arman de sonrisas capaces de relativizar todo. Pequeños ilusionistas que nos retornan a una reunión justo en el momento que íbamos a desconectar. Están también los esforzados inteligentes. Aprendemos de líderes que aprenden y saben construir cadenas de inspiración que son el oxígeno de la empresa. Llegan los novatos y hacen preguntas de una ingenuidad radical capaz de hacer repensar todo. Están los que saben llevar el talento sin arrogancia, los que ponen este conocimiento que parece que les sobra a disposición de los demás. También los que distinguen bien entre el respeto profundo del respeto impuesto o impostado. Incluso hay sensatos que saben que no hay que verlo todo y gente madura que es consciente que la comunicación es no decirlo todo. 

Esta buena gente aguanta los equipos, les da rendimiento y lo hace sorteando obstáculos de gente tóxica, que un día se torció, que plantó la bandera en la cara amarga de la vida. La buena gente que pone paciencia para ganar agilidad y pone urgencia para entender el sosiego. Están los que se leen la letra pequeña para asegurar la calidad, no para restregarla por la cara de los más superficiales.

Working with different personality types, "it starts with education, not assumptions"

 How to manage introverts and extroverts | Network World

We asked managers in the tech world to share what they've learned about working with different personality types. One fundamental lesson emerged: It starts with education, not assumptions.  

As someone who self identifies as an introvert, I find that the label is not binary, but rather a sliding scale. There are times when I act very extroverted – leading a meeting, giving a presentation, networking at events – and in those cases many people believe I'm an extrovert. At the end of those days, though, my energy is drained and I require time alone to recharge.” 

“Introversion isn't about talking less. It is about the preference for an individual to move inward to explore the rich and expansive corners –perspectives and experiences– of their mind and how those may inform the situation at hand.” 

–Introverts: “Given the choice, introverts will devote their social energy to a small group of people they care about most, preferring a glass of wine with a close friend to a party full of strangers. Introverts think before they speak, have a more deliberate approach to risk, and enjoy solitude. They feel energized when focusing deeply on a subject or activity that really interests them. When they’re in overly stimulating environments (too loud, too crowded, etc.), they tend to feel overwhelmed. They seek out environments of peace, sanctuary, and beauty; they have an active inner life and are at their best when they tap into its riches.” 

–Extroverts: “Extroverts relish social life and are energized by interacting with friends and strangers alike. They’re typically assertive, go-getting, and able to seize the day. Extroverts are great at thinking on their feet; they’re relatively comfortable with conflict. Given the choice, extroverts usually prefer more stimulating environments that give them frequent opportunities to see and speak with others. When they’re in quiet environments, they’re prone to feeling bored and restless. They are actively engaged in the world around them and at their best when tapping into its energy.” 

–Ambiverts fall somewhere in the middle of the introvert-extrovert spectrum. “In many ways, ambiverts have the best of both worlds, able to tap into the strengths of both introverts and extroverts as needed.”

Managing larger groups of introverts works best when individual and collective goals are consistent, transparent, account for different skill sets and talents, and encourage coordinated efforts… 

In the work environment, there are many factors – from how teams are assembled, to how many meetings are scheduled, to how office space is organized – that can be tailored to maximize employees’ strengths and temperaments. 

A clear communication rhythm and framework are essential for a highly productive team, and can really assist introverted team members by allowing them to mentally prepare for interactions/meetings/communications. 

When in doubt, ask employees about their work preferences. 

“As managers we need to learn how to leverage an individual’s strengths instead of focusing on perceived weaknesses.” 

…cautions against letting preconceived ideas about personalities limit managers’ expectations of their team members. “Just because a person is an introvert doesn’t mean they’re not good at something which might be seen as an extrovert thing to do.” 

Ensuring that everyone has a meeting agenda and topics ahead of time allows introverts, in particular, to absorb the information and prepare their questions or comments.
While more extroverted team members love group discussions and whiteboarding sessions to brainstorm ideas, I’ve found that more introverted team members prefer to brainstorm on their own time.

There are risks and costs to a program of action…

 but they are far less than the long-range risks and costs of comfortable inaction. ~ John F. Kennedy

The Doing Mindset > The Thinking Mindset – The Mission – Medium

When you value “the thinking mindset” more than “the doing mindset” you will eventually end up with a note app or notebook full of dozens or even hundreds of ideas and plans. Greater percentage of them will never be done. 

Being a Doer instead of just a Thinker requires an insane amount of discipline and commitment. Doing involves risk but it’s the only way to make progress. 

If you really need to get something done, you will find a good reason why you have to pursue it otherwise your excuses will constantly convince you why it can’t be done. 

Small deeds done are better than great deeds planned. ~ Peter Marshall 

Thinking and planning in advance is important, vital in fact, to your success but acting is even more crucial to long-term achievement. 

Does it really matter if you wanted or really intended to do something, but ended up just not doing it? 

Being overwhelmed with many things to do and no sense of priority (no deadlines) usually means nothing will get done. 

Get that simple task done as quickly as you can. Sometimes you’ll flow effortlessly into another task. And you will experience the “first action effect” that makes it easy to stay productive. It may take a little practice to use this strategy to consistently take action. 

Not only is doing easier than thinking about doing, but doing also gives you the ability to check something off your to-do list, giving you a sense of progress, engagement, fulfillment, and accomplishment.

People in superstar mode want a world they can change. Those in rock star mode seek a world they can stabilize.

@FirstRound Warning: This Is Not Your Grandfather’s Talent Planning | First Round Review

How to Tell Your Stars Apart

There’s a lot of jargon to describe superior performers on teams: 10x engineer, sales wizard, growth ninja. “Superstar” and “rock star” are also thrown about liberally, but Scott is on a mission to reclaim them —not as labels for people — but to understand what mode people are in at any given point in time. …
Here’s what she meant:
•Superstar mode: the people on your team who are going to change everything; responsible for Schumpeterian change; a force —and source— of growth on a team.
•Rock star mode: the people on your team who don’t want their boss’ job; very talented at their role and will keep doing and digging into it for years if a boss doesn’t screw it up; a force —and source— of excellence and stability on a team.

People in superstar mode want a world they can change. Those in rock star mode seek a world they can stabilize. You’ll need both.

“But often when we think about so called ‘talent planning’ — we use the word ‘potential.’ ‘Potential’ is exactly the wrong word.”
The problem with “potential” is that when you mark someone as low-potential, you devalue your rock stars off the bat. “Instead, use the word growth trajectory. There’s nothing good or bad about a steep growth trajectory or a gradual growth trajectory. It just references different phases in our career,” says Scott. “When you look at your team this way, you identify five different modes that people can be in. They can be in superstar mode. They can be in rock star mode. Or on various paths to reaching or recessing from those modes.”




Before you start to write your team into these buckets, let this one lesson sink in: don’t use a permanent marker. “I can’t stress this enough for managers. There are no permanent markers. Don’t write people’s name in a box and leave them there,” says Scott. “Don’t use this as a label for individuals. Use this to understand what a person wants at a moment in time. Remember, these are modes, not personality labels. Use this to understand what the dreams are of the people who work for you and to help them take a step in the direction of their dreams, not your dreams. Their ambitions, not your ambitions.”

Superstar mode.
For the people who are in superstar mode — those who are going to drive growth on your team — what you want to offer them is new challenges. You want to keep them learning. The last thing you want to do is squash them.
…take note of the lifetime of superstars. “Make sure you identify a successor because you often can’t retain your superstars. They’re going to leave you better than they found you. Make the most of them while you get them, but don’t assume they are going to stick around forever because they often don’t,” says Scott. “Whatever you do, don’t confuse management and growth. Don’t automatically manager-track the people on a super steep growth trajectory. Often, especially for engineers, the last thing in the world they want to do is be a manager, but that doesn’t mean that they are not on a super steep growth trajectory. Make sure you’re giving the right kinds of challenges to the right people.”

Rock star mode.
People in rock star mode want a pasture, not a runway. You’re not giving them a route to take off, but making space to settle into their work. What they need is freedom to do their superb work, not a path to promotion, which may distract them.

The choice of the manager here goes beyond just one rock star’s role. “Don’t create an organization that is so obsessed by promotion and status that it feels humiliating for the rock stars to stick around,” says Scott. “Set them up as internal experts. Your rock stars love their craft and are great at it. They’re better than anybody in the company and they can help bring the people in the middle along. They can help turn good performance into excellent performance from others. If they have an interest in teaching, by all means, let them teach.”
…give them respect.

The bottom line is that it works out, but only if you respect your rock stars — and keenly balance your need for growth with stability on your team. Early-stage and high-growth startups will over-index on superstars, but they’ll need to add in rock stars as they grow, guaranteed.

Middle performance column

-Low performance, steep trajectory mode. Those in the upper left quadrant are people who ought to be doing great but are failing for some reason.
-Low performance, gradual growth trajectory mode. There will be people who aren’t doing well and aren’t getting better.

The Best Type of Manager For High-Performers
-One of the biggest mistakes that managers make with the people who are doing the best on their team is just get out of their way. … It means approaching their work with curiosity and with an aim to be equals in discussing it.
If you’re not a thought partner, you may easily fall into two other buckets when you manage high-performers:
·the absentee manager
·micro-manager

The Start of It All

Building a kickass team starts with something incredibly simple, not a big company process, but something you already know how to do: get to know people at a fundamental human level. This is one of the most important — and also the most enjoyable — parts of your job as a leader. Understanding what kind of growth trajectory each person on your team wants to be on, and what motivates them at work, is a concrete first step.

“Having three different career conversations — life story, dreams, and career action plan — is a much better course of action. It’ll help you decode who’s in superstar mode, rock star mode and — most critically — who is changing modes,”

The No Excuses Culture

 by @sgblank (Steve Blank) Think Growth - The No Excuses Culture

Making excuses instead of producing timely deliverables meant we were failing as an organization. We weren’t supporting the mission of the company (generate revenue and profit), and the lack of honesty diminished our credibility, and our integrity. …with no consequences our entire department acted as if schedules and commitments didn’t matter… 

By accountable I meant, “We agreed on a delivery date, and between now and the delivery date, it’s OK if you ask for help because you’re stuck, or something happened outside of your control. But do not walk into my office the day something is due and give me an excuse. It will cost you your job.” That kind of accountable. 

The goal wasn’t inflexible dates and deadlines, it was to build a culture of no surprises and collective problem solving. 

…Asking for help, and/or saying you were stuck created cognitive dissonance for many people. Even as we publicly applauded those who asked for help, some just couldn’t bring themselves to admit they needed help until the day the project was due… 

One other thing needed to be fixed before we could implement “no excuses.”… We quickly put in a capacity/priority planning process. Each marketing group, (product marketing, marcom, trade shows, etc.) calculated their number of available man-hours and budget dollars. Then every week each department stack-ranked the priority of the projects on their plate and estimated the amount of time and budget for each. …If we didn’t have the resources to support them, we helped them find resources outside the company. And finally, each of the projects we did accept had to align with the overall mission of the company and our department. 

Over time, accountability, execution, honesty and integrity became the cornerstones of our communication with each other, other departments and vendors. 

We became known as a high-performance organization as we delivered what said we would — on time and on budget. 

Lesson Learned:

• No excuses for failures given, just facts and requests for help
• No excuses for failures accepted, just facts, and offers to help
• Relentless execution
• Individual honesty and integrity

Los CEO psicópatas abundan en Silicon Valley

 y tal vez fuera… ;-)

Psychopathic CEOs are rife in Silicon Valley, experts say – MacDailyNews - Welcome Home


"Hay una alta proporción de CEOs psicópatas en Silicon Valley, permitido por inversores protectores y departamentos de recursos humanos débiles, según un panel de expertos en el festival SXSW", informa Olivia Solon para The Guardian. Aunque el término" psicópata "suele tener connotaciones negativas, algunos de los atributos asociados con el trastorno pueden ser ventajosos en un entorno empresarial".

"Un verdadero psicópata es alguien que tiene una mezcla de deficits emocionales, para las relaciones  interpersonales, de estilo de vida y de comportamiento, pero una extraña capacidad de enmascararlos. De apariencia encantadora, muy gregarios. Pero debajo hay una profunda falta de remordimiento, crueldad y falta de empatía", dijo el psicólogo forense y clínico Michael Woodworth, que ha trabajado con asesinos psicópatas en prisiones de alta seguridad, informa Solon. "Según estudios recientes hay una alta prevalencia de la psicopatía entre los ejecutivos de alto nivel en un ambiente corporativo: 4-8% comparado con 1% en la población general."

"Esto tiene sentido, según el capitalista de riesgo de Silicon Valley, Bryan Stolle, porque "poner en marcha una empresa es un acto irracional", señala Solon. "'Tienes que tener una tremenda cantidad de ego [y] auto-engaño para embarcarte en ese viaje', dijo. "Tienes que hacer sacrificios y renunciar a las cosas, incluso a veces a un matrimonio, la familia y los amigos. Y tienes que convencer a otras personas. Por lo tanto, son en su mayoría muy carismáticos, encantadores y te hacen suspender la incredulidad de que algo no se puede hacer. "Sin embargo, cuando un psicópata no está consiguiendo su camino, pierden su pátina de encanto. "Cuando las cosas no están sucediendo de la forma en que pensaban que iban a suceder, tienden a dar un completo giro y recurrir a la intimidación", dijo Stolle.

(Google translator –que mejora a pasos agigantados– y una ligera revisión)

Yes, charisma can be learnt

It's all about personal mindsets you can adopt, and the nonverbal cues you can use to present them. If you want to boost your charisma, practice a combination of power, warmth and presence.
Finally, learn to be a great storyteller.

Leadership Qualities To Develop At Work — Impraise Blog - Employee performance management, reviews and 360 feedback


Power
Power is what others perceive as your ability to make things happen. Show that you believe in your abilities, values, and knowledge.
-Posture
-Dress code
-Voice


Warmth
Stay warm and connected. It's important to know that you cannot fake warmth.

"Power without love is reckless and abusive, love without power is sentimental and anaemic"
~ Martin Luther King Jr

Presence
You need to be completely here, in this moment.
The ability to notice when your mind wanders and redirect your thoughts back into the present moment is a leadership habit.
Some nonverbal behaviours you should pay attention to:
-Eye contact
-Body language


The stories you tell
… He put his story in the context of his adopting history. He drew people in with the value that is core to most if not all: family. He shared personal information. …

Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?

 HBR – Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?

Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. A recent HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges. 

There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader. 

In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow.
How can you tell where your EI needs improvement — especially if you feel that it’s strong in some areas?
Simply reviewing the 12 competencies in your mind can give you a sense of where you might need some development.

We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get. 

Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction. Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.

Icebreaker Games: How To Get To Know Your Office

Icebreaker Games: How To Get To Know Your Office

This infographic was crafted with love by Officevibe, the engagement software that encourages things like office games to help companies improve morale.

Liderazgo y regulación emocional

 … escuchando a @alvaromerino

Estas son las notas de lo que nos contó o lo que yo entendí:

En el mundo de la empresa no se entrena, solo se compite. Como en el deporte de élite, esto no es saludable. A mayor responsabilidad, menor salud.

Se debe entrenar:
- la comunicación
- la toma de decisiones
- el pensamiento crítico

En realidad desde la escuela, si queremos tener profesionales responsables frente a profesionales obedientes. Tradicionalmente se ha premiado esto último en todos los ámbitos: estudios y trabajo.

El optimismo está bien, pero ojo, que no sea tan grande el optimismo que nos impida hacer autocrítica.

Liderar hoy es estimular en contextos complejos e incomodos. Volátiles, inciertos, complejos y ambiguos (VUCA por sus siglas en inglés).

Ojo al aprendizaje de las personas con que nos relacionamos… que no nos moleste porque nos cueste re-etiquetarlos (mejor todavía si no etiquetáramos, pero en su defecto…)

El liderazgo se entrena en situaciones adversas.


Las denominadas por Alvaro ideas fuerza de su presentación:

- Un equipo es un estado de ánimo. Hay dos estados inquietantes… resentimiento (por el pasado) y resignación (por el futuro).

- El lubricante del equipo es la confianza, que consiste en dar responsabilidad y acompañar.
Sin confianza, todo es manipulación.

- El equipo de Alto Rendimiento no busca consensos, busca la mejor solución.

- Si quieres idiotizar a un equipo, da feedback muy rápido… primero hay que autoevaluarse.
Ser vulnerable no es ser débil.

- Para tener equipos más inteligentes, necesitaremos miembros más inteligentes, más responsables.
El responsable no suele ser dócil.

- No existe el talento individual… o más bien, en una época de hiperconexión, el talento individual es aquello que hacemos bien para mejorar el equipo.

- Hay que aprender de los errores y de los éxitos. Si no aprendemos de los éxitos, podríamos caer en la arrogancia.

- ¿Es el éxito una excepción? ¿Cuenta la suerte? sí, es lo que


Por último mencionaba a Jim Collins, al recordar que las empresas caen por:

• la arrogancia del éxito
• el crecimiento indisciplinado
• el optimismo vital (no ver los riesgos)
• la búsqueda de "salvadores"
• la mediocridad

- Hay una sutil diferencia entre manipular e influir … la manipulación es en interés propio. La influencia es por el interés del equipo.

- Y cerró hablando del inevitable balanceo de la amabilidad a la firmeza y viceversa…

"Ser amable es respetar al otro, ser firme es respetarte a ti. Liderar es simultanear las dos posiciones."

Como yo hago en mis presentaciones… al final dijo que lo que el decía era su punto de vista, no necesariamente "la única y absoluta verdad", y claro cuando un ponente de su nivel dice eso y coincide contigo, cómo no le vas a agradecer la conferencia  ;-)

Gracias (y a la Universidad Europea en Valencia, por traerlo).

Cómo tratar a las personas y obtener los mejores resultados

…magnífico @vorpalina como tantas veces.
Cómo tratar a las personas y obtener los mejores resultados | iniciativa vorpalina

A considerar:

1. Toda persona sin excepción siempre lo es
2. Toda persona es el resultado de lo que hace de forma repetida y de las personas que le rodean
3. Toda persona busca sentirse sinceramente valorada
4. Toda persona necesita tu confianza y confiar en tí
5. A toda persona le interesa lo que ella piensa y no lo que tú piensas
6. Toda persona solo quiere ser feliz
7. Toda persona ama algo o a alguien
8. Toda persona es el término medio entre lo que a tí te gustaría que fuera y lo que tú crees que es
9. Toda persona lo ha pasado en algún momento bien y en algún momento mal
10. Toda persona es útil para algo
11. Toda persona tiene miedo
12. Toda persona acierta unas veces y se equivoca otras

No te sientas (tan) mal si el trabajo domina tu vida

 tampoco dejes de intentar arreglarlo…

We don’t realise to what an extent our feelings are guided by our sense of what is normal and of what we should expect from others. We are highly flexible creatures, but with a generally strong desire to fit in. There are many ways we could be living fine – if we had time to adjust and enough social support.

How Not to Let Work Explode Your Life | The Book of Life

Although so often it seems incredibly personal that one fails to combine work harmoniously with family life or with exercise or with maintaining old friendships, the charge should not really be laid primarily against oneself. The fault lies with something much larger than our own individual failings (real though those are). It lies with where we are in history, with the nature of the economy and in the slow pace of evolution.

claves para el entrenamiento del pensamiento propio

Porque el criterio propio ayuda a conquistar ese territorio perdido por la sociedad de consumo recuperando lo que denomino derecho de sitio.

@vorpalina claves para el entrenamiento del pensamiento propio | iniciativa vorpalina

HABILIDADES PARA EL ENTRENAMIENTO DEL CRITERIO PROPIO. 

ENTRENAR:

• EL SENTIDO

• LA AUTOAFIRMACIÓN

• LA PERSISTENCIA

• LA PRESENCIA

• LA ACEPTACIÓN

• LA RESPONSABILIDAD

• LA AUTOCRÍTICA

• EL APRENDIZAJE

• LA CERTEZA

• LA COMPASIÓN