Archive for Junho, 2009

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Delegue, não “delargue” (versão em Inglês)

Junho 23, 2009

CB101910Most managers don’t know how to delegate. That’s not really surprising, because no one ever delegated anything to them. How else are they going to learn?

Many times, managers dump their work onto someone else, but there is a big difference between delegating and dumping. When you delegate something to a subordinate it should serve two purposes.

•First, it must lighten your load so you can concentrate on more important issues.

•Second, it must help the receiver learn and grow.

When you delegate, as opposed to dumping, you give the other person the same authority to complete the task as if you had done it yourself. If the task means signing a requisition, the person to whom you delegated the task must have the same authority to sign that requisition as you have. That doesn’t mean you delegate all your authority to that individual, only that you have to give them the authority to do what you would have been able to do. For instance, if you can sign requisitions up to $10,000 and the delegated task means signing a requisition for $2,000, the person to whom you delegated must be able to sign that $2,000 requisition, but not necessarily one for $3,000.

Remember, though, that you can delegate the authority, but you cannot delegate the responsibility. It is up to you to see that the person is adequately trained before you delegate to them and is adequately supervised after you delegate. They won’t necessarily do it the same way you would have, and they probably won’t do it as well to begin with. That doesn’t matter. Keep them from making any major blunders as they get the feel of the task and you will have successfully delegated. You will have lightened your load and you will have helped one of your people develop further.

Anúncios
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Você tem claro o sentido de vida? Apresse-se pois ele aumenta a longevidade…

Junho 19, 2009

42-15717839“Ter um propósito na vida pode fazer toda a diferença na longevidade. É o que mostra uma pesquisa feita pela Rush University Medical Center, nos Estados Unidos.
Durante cinco anos, os cientistas avaliaram mais de 1.200 voluntários idosos. Nenhum deles era portador de demência. Para os autores, ter um propósito de vida estava associado às capacidades de encontrar um sentido para as experiências vividas e de ser focado nos objetivos.
Os resultados mostraram que os idosos com grande capacidade de dar um sentido à própria existência tiveram metade do risco de morrer durante o período estudado.
Para os pesquisadores, isso reforça o elo entre aspectos positivos da personalidade e o envelhecimento saudável.
Por outro lado, os estudiosos observaram maior índice de mortalidade entre os que mais concordavam com afirmativas como “Eu costumava estabelecer objetivos, mas agora vejo que foi perda de tempo” ou “Minhas atividades diárias me parecem triviais e sem importância”.”

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Gerencie sua energia, não o seu tempo

Junho 11, 2009

DBU2018As organizações estão demandando cada vez mais um maior desempenho por parte de sua força de trabalho. As pessoas estão tentando atender este novo cenário, mas o metodo usual – dedicar mais horas – não está resolvendo. Elas estão ficando exaustas, desengajadas e pior: doentes. E elas estão desertando em busca de  ambientes de trabalho mais saudáveis.

Dias mais longos no escritorio não funcionam pois tempo é um recurso limitado. Por outro lado, energia pessoal é renovável, diz Tony Schwartz e Catherine McCarthy. Encorajando como quem não quer nada alguns simples rituais que auxiliam regularmente os funcionários a repor suas energias, as organizações fortalecem a resiliência fisica, emocional e mental dos empregados. Esses rituais incluem tomar breves intervalos com expecifica frequência, expressar reconhecimento aos demais, reduzir interrupções, e dedicar mais tempo às atividades que as pessoas desempenham melhor e curtem mais.

Ajude seus funcionarios a sistematicamente rejuvenescer sua energia pessoal e os beneficios irão diretamente para o resultado da empresa. Tome como exemplo o Wachovia Bank: participantes de um programa de renovação de energia produziram 13 pontos porcentuais a mais vs ano anterior no faturamento proporcionado por emprestimos do que o grupo de controle obteve. E eles excederam os ganhos do grupo de controle em faturamento proveniente de depositos por 20 pontos percentuais.

Este é o ponto de vista de Schwartz e McCarthy. Leia mais a respeito aqui e dê sua opinião.

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Tres palavras que todo líder deve aprender a dizer. Você esta preparado para elas?

Junho 1, 2009

Este interessantissimo artigo foi postado pela Professora Rosabeth Moss Kanter no Harvard Business Blog há um par de semanas e meus amigos da Egon Zehnder International me avisaram de sua existência. Compartilho o mesmo 110-rosabeth-moss-kantera seguir com vocês:

“There are three little words that extraordinary leaders know how to say, and I’m not thinking of “I love you” (but those are pretty good). The magic words are “I was wrong.” Husbands and wives know that saying those words to each other can be even more endearing than endearments. When leaders say them to their teams in a timely fashion, they build confidence and can move on to a better path.

The simple sentence “I was wrong” is the hardest for leaders to utter and the most necessary for them to learn.

Alan Greenspan came close to saying it in the heat of the global financial meltdown, but not quite. When the former chairman of the Federal Reserve Board, revered as the guru of global growth, testified before Congress last fall, he said he was “in a state of shocked disbelief” – but not that his actions had been wrong. He conceded that “Yes, I have found a flaw. I don’t know how significant or permanent it is.” When asked directly by California’s Henry Waxman, “Were you wrong?” he hedged by replying, “Partially.”

Former President Bill Clinton is slightly better at saying it. He told a recent United Nations World Food Day audience that “we all blew it including me” by neglecting aid for farmers in development strategies. I’ve heard him say he was wrong for failing to intervene in the Rwanda genocide. But he was impeached for failing to say under oath, “I did it, and I was wrong” about his private behavior.

If a leader cannot admit being wrong in a timely fashion, he or she can never correct mistakes, change direction, and restore success. The consequences get worse the longer denial prevails. Hiding bad news from stockholders and creditors while offering rosy forecasts has brought down many a CEO. Samsung’s 20-year chairman stepped down after being indicted on tax evasion charges, but this was not his first mistake. He faced corruption scandals and a bribery charge in the 1990s. Had he said then “I was wrong” and chosen a more ethical course, perhaps he could have preserved his job and his legacy.

Some people find it so hard to admit a mistake that they dig themselves into a deeper hole even when given an easy chance to correct themselves. Eason Jordan’s inability to back down from an extreme position taken at a World Economic Forum session in Davos cost him his job. On a panel in a packed room (I was there), Jordan, then head of CNN International’s news operations, accused the American military of targeting journalists in Iraq, causing injuries and deaths. Shock waves rippled through the audience of leaders. The moderator gave him several opportunities to modify his stance and soften his words, but Jordan ignored them. He was forced to resign from CNN the next day.

The arrogance of success is well-known. Powerful people start to believe that they are above the rules, that what applies to ordinary people does not apply to them. That’s how officials get into trouble in the first place, using their power to suppress criticism. They never have to say “I was wrong,” because everyone conspires to hide mistakes.

Fortunately, there are better leaders who do not view themselves as infallible. Jim Kilts, former Gillette CEO, characterized himself as “often wrong, never uncertain.” Decisive yes, but also ready to be swayed by new information to change direction. Maurice Levy, CEO of Publicis Groupe, said “I was wrong” to himself, his board, and later, the public — and meant it. Publicis is now the world’s fourth largest advertising and communications group, but in the early 1990s it was just a French-based European network looking for global reach. Levy formed an alliance with True North in the U.S that unraveled in acrimony after a few years. Saying “I was wrong” about the alliance turned Levy from bitter victim to active acquirer. He won several big prizes, including buying Saatchi and Saatchi, Leo Burnett, and Digitas.

Of course, we do not want leaders who are forced to say “I was wrong” too often. We count on leaders to exercise good judgment. The best leaders manage the risk that they could be wrong by surrounding themselves with people are smarter than they are, at least in some things. They create conversations, weigh facts, listen to arguments, and then make better-informed and less self-serving decisions.

Perhaps apology training will become a growth business. Actually, I hope not. But I do hope that smart leaders will be more alert to problems, and if mistakes are made, they can utter the three magic words and take corrective action.”

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Por que Edson Bueno (da Amil), Roberto Setubal (do Itaú Unibanco) e João Castro Neves (da AmBev) estão desconfortáveis?

Junho 1, 2009

Eles estão desconfortáveis porque eles são os melhores naquilo que fazem… e os melhores nunca estão confortáveis onde estão. Por quê? Porque eles têm um urgente desejo de aprimorar e de crescer – o que naturalmente provoca um saudável desconforto.

A maior parte das pessoas acredita que os melhores vivem uma vida feliz, relaxada, à sombra do sucesso alcançado, mas esse não é o caso. Ao contrário, eles estão sempre pensando em formas de avançar com o seu “jogo” para o próximo patamar, estão sempre empurrando a si mesmos para fora de sua zona de conforto.

Você pode fazer o mesmo. Você precisa apenas estar apto a se sentir desconfortável. Precisa parar de se refugiar na segurança e no conforto do status quo. Precisa aceitar a mudança e a incerteza. Precisa se enxergar como um projeto em desenvolvimento, uma obra de arte não terminada, que ainda está sendo construída e moldada. E você definitivamente precisa se dar permissão de errar neste esforço de ser o seu melhor. Isto é um processo, e nem sempre é divertido, mas vale a pena.

Você está pronto para se sentir desconfortável? Que passos você está disposto a dar para ir além de sua zona de conforto? Compartilhe seu ponto-de-vista aqui.

Um abraço.

Pablo

P.S. – Se você estiver tendo problemas em sair de sua zona de conforto, procure um coach para ajudá-lo. Bons coaches empurram as pessoas para fora de suas zonas de conforto e as ajudam a superar suas auto-limitações