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Horrible management o como destruir el exito

La gente no se va de la empresa para cambiar de trabajo. Se va para cambiar de jefe.

Como reconocer a los malos gerentes
Un Buen manager produce cientos de exitos. El management destruye personas y aleja el exito



Algunos investigadores advierten que la mayoría de las personas dejan sus trabajos debido más a sus gerentes o jefes que al trabajo en sí mismo. Están más desconformes con un management pobre que con sus trabajos. La principal razón citada durante las entrevistas de salida es la relación que tenían con sus managers directos.
Creo que aquí deberíamos hacer un alto para estudiar y plantear algunos de los usos que encontramos en diversos estudios desde HBR hasta artículos periodísticos en WSJ sobre este asunto.
Los CEOs deben tener elementos mensurables que les permitan evaluar y administrar la manera en que los managers proceden en el cotidiano de trabajo con sus equipos. En particular con las personas que están bajo su administración.

Existen algunos ejemplos de lo que llamamos un mal gerenciamiento o un management pobre en sus técnicas y procedimientos. Me atrevo a decir incluso en la manera de tomar decisiones que afectan directa o indirectamente a un equipo de trabajo que debería brillar.
Aquí algunos de los más usuales.


Desoír, no escuchar o no hacer nada para que la gente se sienta valorada

La gente prefiere trabajar con aquello gerentes que son más profesionales y los hacen sentir valorados. Un gerenciamiento pobre, no se toma el tiempo para activamente escuchar a los equipos de trabajo, en lugar de ello prefieren revisar sus correos, tomar el teléfono y tomar cualquier tipo de distracciones adicionales, muchas veces mientras están teniendo reuniones o simples conversaciones con su propia gente. Debe sentirse muy frustrada una persona que siente que no está siendo escuchada mientras habla.
En cierta oportunidad, me acerque a un banco para mostrarles un proyecto de inversión. Mi interlocutor, me aviso mientras yo hablaba que “por favor continúe” mientras revisaba sus correos y hasta en un momento decidió tomar una llamada relacionada a algún tema que le informaban. Todo eso mientras yo le explicaba de que manera ganarían dinero…”.

¿Cómo cree usted que se sentirá alguien cuando nosotros lo hacemos?




“La gente no se va para cambiar de trabajo. Se va para cambiar de jefe”



Emplear el micro-management o mostrar falta de confianza

Si usted dedica todo su tiempo a observar que es lo que los otros están haciendo, ¿cuándo hace usted su trabajo? No existen los managers cuya responsabilidad sea ver que es lo que hacen los demás. Es solo parte de sus responsabilidades.
La gente nunca dará lo mejor, si usted considera que debe controlar que es lo que está haciendo. Si les permitimos dar lo mejor, lo veremos inmediatamente sin necesidad de buscarlo.
Si en cambio, espera usted lo peor de las personas, entonces no deje de observar que están haciendo a toda hora o incluso escríbalo y muéstrele que usted registra el tiempo que tiene de teléfono, tiempo de correo, tiempo en el toilette, y a la hora que se retira.
En cierta oportunidad, tenía yo un equipo de trabajo con cientos de personas, se acerco uno de mis jefes a preguntarme porque el Sr. Tal y cual llegaba todos los días con quince minutos a media hora de demora y durante el día era visible que estaba distraído.
Mi mayor preocupación con estas expresiones eran las responsabilidades de mi jefe. No estaba yo seguro de quien las estaba haciendo cuando él se dedicaba a ver que hacen los demás.   



“Muchas veces la falta de foco en lo que debo hacer, nos lleva a observar lo que hacen los demás. De este modo abandono el cuidado por lo que debo controlar y pongo atención en algo que escapa a mi control”




Poner demasiado foco en las tareas, olvidando a las personas que las realizan

Cuando los gerentes tienen solo atención en los logros, las metas y las métricas; pierden de vista que las personas son las que tienen el control de tales logros, metas y métricas.
Los seres humanos tenemos personalidades, una vida, una familia, situaciones que no podemos manejar y todas ellas aunque tengamos una larga lista de actividades de trabajo.
Cuando de manera honesta y sincera nos interesamos por gerenciar negocios que están manejados por personas y tales personas requieren un BUEN clima de trabajo y un GRAN equipo que lo acompañe en sus metas en la compañía tanto como al menos en una grata conversación en un break, entonces comenzamos a hacerlos sentir parte de algo.



“Conozca a su equipo de trabajo. ¿Tienen familia? ¿Qué les gusta hacer? ¿En que son EXCELENTES? ¿Qué hacen para distenderse? ¿Qué los está motivando?”




No cuidar de las normas

La gente requiere una clara comprensión de su rol y las expectativas sobre ellos e igualmente importante conocer cómo deben llevar a cabo tales cosas.
Los buenos gerentes deben definir claramente cuáles son las normas o los estándares con los cuales deberán trabajar para llegar a los objetivos y debe hacerlos respetar tomando acciones apropiadas. Ni pocas, ni pobres ni desmedidas. Cuando no lo hace, está diciendo que las normas no son relevantes y por lo tanto están en debate.
Nos ganamos el respeto de las personas cuando ven fortaleza, integridad y sentido del fair play.



“La gente debe comprender que no seguir normas tiene consecuencias”




No comunicar expectativas eficientemente

La gente debe conocer con claridad de que manera logran lo que deben lograr y que obtienen a cambio. Esto les da un conocimiento claro de “cómo se siente el éxito!”. Una vez que esto está definido sin ningún lugar a dudas existe un solo camino que pueden seguir.
Cuando la gente no conoce con detalle lo que se espera de ellos o esto que se espera no está definido de manera estable, es responsabilidad única del manager definirla.
En numerosas oportunidades he oído definiciones tales como “Esa persona es así porque nunca vino a preguntarme que debía hacer…”.
¿Cómo esperamos que las personas alcancen sus objetivos si no les comunicamos nuestras expectativas con claridad?


“Una definición sencilla de las expectativas y la definición de cómo alcanzarlas crea en las personas una fuerte autoconfianza y un mayor compromiso por lograr las metas.”



Falta de feedback positivo o negativo

Si no nos tomamos el tiempo para decirla a las personas como lo están haciendo, sobre todo antes de finalizar lo que hemos solicitado; como se supone que sabrán cuando deben mejorar.
Cuando les entregamos nuestro feedback de cualquier manera, escrito, oral, etc de manera regular y en un rango que sea de fácil comprensión; obtenemos autocontrol y muchas veces auto-supervisión a lo largo de los equipos de trabajo.
Para lograr una buena comunicación a este respecto todo feedback debería ser entregado de manera constructiva y de algún modo estandarizada. Uso mucho esta palabra para definir un lenguaje que todos definamos de antemano y que no sea críptico. Por ejemplo. Una calificación de 1 a 10 es una manera. Para no ser tan “métrico” si me permiten, pase lo que pase utilizo no más de cuatro términos: “Mal”, “Bueno”, “Muy bueno” y “QUIERO MAS!”, este ultimo cuando excede las expectativas. Como ven en esta última mensura y el cambio de tono provoca una sonrisa y suele promover el desafío a alcanzarlo al menos una vez en la mayoría de los casos.
¿Da usted feedback regular a su equipo?

Gracias por leerme. 







Mariano STEMPLER
Senior Manager, Partner at Krauss & Livic ® 





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Costos de proyectos – 2 Tácticas de control

Lucha usted con costos de sus proyectos ?
Dejeme recordarle un par de maniobras de control

La gestión de proyectos requiere de controlar 3 pilares fundamentales: El plan (Schedule), La calidad /alcance (Quality/Scope) y el costo (Cost). En diversas oportunidades nos encontramos con cambios en el plan más allá de nuestro poder de decisión, ya sea porque nuestro cliente quiere hacer mas con la misma inversión o bien porque quiere mejorar la calidad sin cambiar el plan de delivery del proyecto.

En estas ocasiones los directores de proyectos debemos hacer revisar en el portafolio de proyectos y apelar a maniobras tácticas que nos permitan ejecutar acciones de contención de costos o de reducción directa.
No quisiera entrar en las aburridas formulas de manual para reducir costos porque son archi-conocidas. Quisiera aportarle algo mejor a este asunto de la propia experiencia si puede resolver vuestros problemas futuros en esta querida disciplina.
Estos son: Definir costos en la etapa de planning, los recursos materiales y humanos deben ser los requeridos según el plan aprobado, autorizar contingencia (dinero) antes del inicio del proyecto.  
Dependiendo de la industria donde usted se desempeñe con mayor asiduidad o su foco de conocimiento sabrá aplicar e identificar estas maniobras en el adecuado escenario:

Estricto control de los costos
Habitualmente fijo el proceso de registro y liquidación de gastos, pagos a proveedores, contratistas, o salarios pero en caso que mi curva de costo este arrojando una tendencia no adecuada, centralizo la autorización de los pagos de manera tal que ningún pago se efectúe sin mi visado.
Esta escala burocrática en el proceso me ha agregado al menos una hora mas diaria sobre todo en el comienzo de mes cuando se resuelven los pagos pero permiten tener el mando de la curva de gastos bajo estricto seguimiento.
En casos de emergencia, esta maniobra me dará la posibilidad de mantener el mando cuando deba negociar delays en pagos si ese escenario es necesario.
En cierta oportunidad al tomar una cuenta (Servicio compuesto por proyectos y servicios a clientes) con personal distribuido en diversas locaciones con cuentas de gastos personales bastó con enviar un correo indicando “A partir de la fecha los gastos personales deberán ser visados por el director” para lograr una reducción en torno del 50% mensual en los dos primeros meses. Esto no solo solventó los desvíos que tenían algunos proyectos sino tambien permitió aumentar el profit (ganancia) que tenía la cuenta. (Recordemos que las cuentas de este tipo de servicios profesionales multidisciplinarios de consultoría deben reportar una cuenta de resultados).


Revisión de la capacidad productiva de los recursos asignados
En todo tipo de proyectos se disponen recursos humanos y materiales para llevar a cabo el resultado esperado. En el momento de la planificación se hacen estimaciones de costos basados en la utilización de determinados recursos (ej. Durante un proyecto comercial un proveedor debe producir generación de 10.000 Leads diarios, o un Ingeniero Informático con una experiencia mayor a 5 años en C# que nos permite acometer el plan del proyecto de desarrollo del producto de software en 12 meses, etc) pero a veces esos recursos planificados producen un Delta o Gap frente a la realidad y resulta que por las razones que fueran el proveedor de Leads esta produciendo la mitad o el Ingeniero informático que estaba disponible solo tiene 1 año de experiencia y puede producir el resultado esperado en un tiempo mayor a 12 meses produciendo un desvío en el gasto.
Una maniobra que ha resultado exitosa siempre, es comparar la capacidad productiva de los recursos asignados, ya sean humanos o materiales y facilitar la reasignación según la demanda real.
Dicho en español, significa que si tengo un proveedor de marketing que fue contratado para la impresión de cartelería y flyers pero que también se dedica a producir Business Leads on demand, entonces podemos negociar con el actual proveedor y el nuevo para encontrar posibles re-asignaciones de gastos, tareas.
Resulta igual con el caso de los recursos humanos. Nos encontramos muchas veces con una variación estacional en la demanda que tienen ciertos ingenieros en algunas épocas del proyecto que pueden ofrecer colaboración productiva para los casos donde existan Deltas o Gaps.
En el caso anterior durante la gestión de una cuenta existen numerosas oportunidades para resolver casos como estos por la dimensión que adquieren para ciertas compañías.
Los casos mas difíciles son aquellos en los cuales los proyectos tiene una dimensión reducida en recursos, tiempo y costos. En dichos casos los riesgos se multiplican con mucha facilidad y nuevamente es conveniente apelar a planes de contingencia (dinero).
En todos los casos es conveniente desde el inicio mantener un adecuado proceso de comunicación con stakeholders y sponsors en plazos regulares y que la anticipación a los problemas sea visible “caminando” por nuestros reportes.
Me gusta usar el término "caminar" para mostrar un problema. Primero los problemas potenciales se informan en la lista de Riesgos. Luego si un riesgo no ha logrado una adecuada mitigación entonces lo veremos aparecer en la lista de Issues (Problemas) y luego ese issue probablemente lo veamos aparecer en una lista de Defectos. A este proceso de aparición de un mismo tema en diversas partes de mis reportes lo llamo yo “caminar”.


Está claro que prefiero reírme con ese termino de los problemas que habitualmente manejamos quienes nos dedicamos a esto pero lo cierto es que como en la vida, no siempre podemos resolver aquellas situaciones que se nos presentan, pero siempre debemos comunicarnos con nuestro entorno para divulgarlas e informar nuestro plan para enfrentarlas. En especial para las dificultades inherentes a gestionar costos de proyectos y utilizar tácticas adecuadas 


Mariano STEMPLER
Senior Manager, Partner at Krauss & Livic ® 
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Survival kit for office politics

Image is just ilustrative and taken from THE OFFICE TV show - All rights reserved to NBC
Politics is about social environments
Many times we heard terms like Organizational Politics or just Office Politics and see people falling into traps all over the company just cause they weren’t able to react accordingly or politically aware.
I’ve been around corporate life and enjoying Organizational politics as a human expression in social environments but I’ve also been dismayed at the number of times strong participants have been tossed to the curb in favor of those who used not their job skills but their carefully honed political strengths to succeed.

I’ve made that observation myself. I recall complaining many years ago about the high conflict politics that seemed to run rampant at the major organizations.

We usually don’t like politics because we’re not good at it. So we’ve made it out to be wrong.

We must admit that politics is a human social side of our own and since corporate life is about relationship with people in a work environment and a social place we would be inmerse sonner or later in the need for a political response to any situation that may come up or lose our position or job in the try.

Corporate life has many times what may call confrontations some time constructive and sometimes not so but always in the need for political skills.
In order to have suggest a sort of tools from my brief experience corporate atmosphere would force participants to defend their positions thoroughly. Usually high confrontation would allow the strongest vantage points (and most of the times higher positions) to prevail. However, even after I’d given the idea full consideration beyond my “knee-jerk” reaction to the culture’s high stress, it was still clear the environment could never work well for most of us.

I disagree to teach people to deal with it. I believe it’s more useful to guide people towards working in environments which are in keeping with their personalities and systems of beliefs. Surely this is a far better way for people to achieve a level of personal and professional satisfaction. To align ourselves with the corporate philosophies and accept politics is about human interaction.

Then for those in social environments such as companies you can’t influence or control, what can you do? here is some points as a survival kit to sail the politics waters we’re not able to avoid:

Follow office protocols: Avoid sticky situations by paying attention to the office protocol. If you make a misstep, make amends quickly. Document all what you do and keep it public and acceptable and even approvable if possible.

Remain on your values: There are those who’ll do anything to “win,” but on the whole, character and credibility will eventually prevail. Keep always calm even in case to lose a battle while you can win a war or future combats. Army generals do not send divisions if in doubt to to win. Don’t give in to the temptation to play underhanded games to rise through the ranks.

Align your message: Refine your message and approach to your audience (co-workers in all levels). What is it that a particular listener wants to know and needs to frame the information within? What are their priorities and goals? As employees we should apply tactics to communicate with co-workers. See their unique work styles, priorities and communication preferences in order to best adapt our approach.

Build support: Lobby for the respect and trust of all your colleagues, including those at the grassroots level. Build alliances by sharing credit for successes and delivering on scheduled.


"You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you” Dale Carnegie


Set your behavior before hand: This is essentially impulse control. You don’t need to always say what is on your mind or jump right in with your solution. If you are composed (especially when things don’t go your way), people are more likely to be at ease around you, allowing you to have difficult conversations, gain support and build political influence. Practice self-regulation.

Avoid email games: Don’t participate in the email and telephone game: Gossip will inevitably reach your cubicle, but ask yourself if there’s any credibility to the rumors. Whether there is or there isn’t, don’t pass it on. People who enjoy gossip usually only have half the story, and taking part is a sure way to wind up with your foot in your mouth.

Instead of join gossip, use it to better know the people around you:
You need to know better your social environment before any situation arises. Just listen twice and speaks only once. Listen the gossip and do not fall into the trap of repeating all around. Someone would use it against you in somehow when the time comes. We all speak from our facts so keep in yours first.

Avoid smearing campaigns: Gossiping or mudslinging can only damage your own credibility. When you are upset or frustrated, wait until you’ve calmed down to express your concerns. Be direct but tactful. Focus on the black and white facts and avoid not clear speeches.

Identify people that do extremely aggressive politics. Do not avoiding them or distance yourself from them, consider getting to know these people better. Try to understand their motivations and goals to work more harmoniously with them (or at least avoid being in the crossfire as much as possible). Be polite, but be careful about what you say as well.

Thank you for reading to the end. Please don’t go away without leaving your thoughts or comments about this article

Partner at Krauss & Livic ® 

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How to get smarter when interviewed for a dream job


Do you still believe an interview is a one way information flow? You can take control of information flow in your next interview without effort
How to control the flow of information during an interview?

Let me show you how I use to slowly take control of information flow during many job interviews.

Step 1. Listen carefully your conterpart
You must be a clever listener. Introductory questions such us “Tell us about you and about your experience for current position” means there’s probably a stable and documented procedure, solid standards in HR or a strong leadership. Questions might contain hidden declares so you should be ready to understand facts (“Have you experience on JDEdwards?” – Straight questions in a junior interviewer most of the times implies a top requirement or almost unique need, sometimes desperate needs when isolated questions arises)
In this step, we carefully follow introductory questions, focus questions and closure questions throughout the interview.

Step 2. Understand the mood of your interviewer
Since we’re not machines, at least by now, we’re not on the right mood the whole week so you can be confronted before bad moods or even not your mood.
Whether the person is kind, unkind or distant, you must put yourself as open enough. Not an smiler, not ridicully serious. 
In this step you make the interviewer feels quickly confortable for the conversation.

Step 3. Start slowing down the flow of info
If you’re a quick responder it could be understood as anxious or on the need to next step.
More over if you start taking an additional second next answer, will force  interviewer to raise focus in you, instead of the paper or the questionnaire, transferring relevance from the procedure to the person. If you’re able to very slightly reduce the tone of your voice you’ll promote an even profound need to focus.
In this step we stimulate change in focus axis.

Step 4. Test the interviewer before you make your move
How to make sure we reach the focus level we need in the interviewer’s ongoing process to get to know about us? We should test it!
In the past, I used to make a little face or corporal language gesture such as a tiny shake. The kind of shake or gesture you feel when feeling an air current on a closed corner of the office in a windy day.
Most of the times, at such moment on the interview our counterpart react with a stop on speaking or a straight question “Is it cold the office for you?”
You should be able to make sure you get minimum reaction from the other side before to proceed.
In this step we confirm sensitivity from interviewer


Step 5. If ready, start asking for the information you couldn’t get at the moment
Avoid making silly questions like those interviewer already show you.
I believe by this moment on the interview you should be enough information accumulated from the questions so what used to remain is something clever like ‘What is your understanding about the future of the current role you’re looking for?”
This is a smart question because you’re now in position to receive a personal insight from the company itself about the role. If you’re a good body language and a good listener, you’ll get more from this question than you get from the entire interview.

"We’re all able to see what others are not saying if we’re clever to understand and smart to deduce facts. Get your next dream job interview having this boaring article in mind and you’ll never need take control of the interview to know more about the position your about to get offered.


Partner at Krauss & Livic ® 

The author has a more than twenty years in leadership position in large global companies managing large multicultural teams in several countries.



Crisis Management - 4 key areas to lead

Crisis most of the time, makes prepared people shine


Do you have a crisis management plan for your organization? This brief article addresses the four key areas  of crisis management you need to understand: (RRRL) Readiness, Response, Reaction and Learning. It will be especially useful for executive leadership and governance issues, organizational management and liability issues.

 

Introduction
This checklist of how to respond to possible catastrophic events is designed to help organizations think through what to do.  There four parts of crisis management - Readiness, Response, Reaction and Learning.  Readiness includes protection of physical and intellectual assets.  Response includes communications and restoration.  Reaction includes the emotional toll of a catastrophe and Learning addresses the lessons the organization should record to trigger action in preparation for next issue and integrate into Readiness part.

Every organization should have detailed emergency response and communications plans.  In developing these plans, it is helpful to prepare scenarios of possible catastrophic events to allow staff and leaders to determine how to deal with them before the fact. 

Crisis Management
1. Define the scope of the crisis
  • Local, regional or national
  • Organizational areas involved
  • Search for what have others done in similar situations


2. Establish a unified response
  • Designate one person authorized to clear statements to the media and the public; responsible for getting clearances from lawyers, public safety officials, etc; make arrangements in advance
  • Develop and maintain a unified position and supporting messages
  • Keep messages simple, clear and consistent
  • Tailor messages to audiences
  • Designate one authorized spokesperson and one alternate; tell staff and members who they are, where they are and how they can be reached day or night


3. Create a Head Quarter for central information service
  • Set up an adequately staffed and equipped media headquarters away from the crisis site; know how to arrange for additional phone lines
  • Staff and volunteers should refer all crisis questions to the central source:
  • Request stakeholder cooperation
  • Arrange for the receptionist and voice mail to refer calls to the crisis center
  • Have emergency numbers (police, fire, public safety, medical) available
  •  
  • To avoid inconsistencies in media responses, have all requests funneled through information central

"Four key areas  of crisis management you need to understand: (RRRL) Readiness, Response, Reaction and Learning"

4. Act immediately  
  • Gather facts calmly
  • Notify media and cooperate with reporters
  • Target communications to those affected by the crisis and who can effect action
  • Staff, leaders, stakeholders, government officials, media
  • Different crises have different focuses
  • Disasters/industrial accidents/environmental problems affect local communities first
  • Takeovers, mergers, acquisitions affect financial markets and media
  • Product recalls/consumer boycotts affect customers, stakeholder sales forces, suppliers distributors

  • Immediately make a simple statement indicating awareness of the situation, action being taken and willingness to inform media and public of details when they are known
  • Openly and honestly provide as much detail as possible
  • Extent of problem, damages, injuries
  • Actions being taken by organization, stakeholders
  •  
  • Arrange for a news conference for the designated spokesperson as soon as facts are known
  • Make spokesperson available for interviews
  •  
  • Console the stricken, reassure the affected, offer help
  • Use facts to squelch rumors
  • Work with hospitals/public safety organizations to designate spokespersons
  • Keep stakeholders informed of developments (staff, leaders, association members, government officials


5. Establish communication response policy
  • Schedule regular briefings to relay data, correct misconceptions and maintain positive media relations
  • If appropriate and acceptable to public safety officials, arrange for access to disaster area
  • Provide no information about victims until families have been notified
  • Keep media away from families until approved by appropriate person
  • Do not stonewall or deny that there is a crisis
  • Treat all media equally; no exclusives
  • Stick to the facts
  • Limit statements to the immediate problem
  • Keep records of all replies (media, reporter name, date, time, respondent, summary of response, follow up requests)
  • Have media monitoring plan
  • Arrange for photographer/videographer to document important developments for media, lawyers, insurance companies, organizational records


6. Document everything
  • Keep thorough and accurate records of everything - planning sessions, crisis management team meetings, reports and all public conferences; tape thoughts and reasons for making decisions because these will give a solid basis for quotes; document decision making and protect from blame fixing


7. Conduct a post-crisis review
  • Appoint a crisis evaluation team to assess handling of the crisis and recommend changes in crisis procedures
  • Evaluation team members should be different from crisis management team members
  • Answer following questions: Did the crisis plan work?  Where did it break down?  What should be added?  What was unnecessary and obsolete?  Who should be on the next crisis management team?


8. Learn from the worst
  • Recommend changes in crisis procedures
  • Select a team that was not involved in crisis management in order to have an “aseptic” point of view on recently finished crisis.
  • Answer following questions: Did the crisis plan work?  Where did it break down?  What should be added?  What was unnecessary and obsolete?  Who should be on the next crisis management team? How to avoid having a new crisis with same scenario ?


Partner at Krauss & Livic ® 

Communication management - Validate your message before execution start

If your message wasn't understood, the problem is on management side.
Improve your communications skill by validating the aim of your message once receipt.

One of the bad sides of mixing the richness of language, intelligence and creativity generally represented by successful managers, is the jargon, acronyms, and occasional gobble-de-gook that passes for effective manager communication in most organizations.


"communication management requires message receipt validation from receptor side

Especially in most large organizations, there are so many alphabetical acronyms that it is almost impossible to keep up as each new sub-organization, program, or initiative is immediately translated into 3 or 4 letters, which are then sounded out as if they were real words. In a similar vein, broadly suggestive words, concepts, and phrases — or word adaptations — are often substituted for simpler modes of expression. For example: instantiate, concretize, operationalize, synergize, re-engineer, leverage, actionable, tipping point, bandwidth, organizational DNA, user-friendly, game changer, thought leader, touch base, organizational architecture, down-size, right-size, blue sky, and the always popular drink the cool aid. But what is all this or what is this useful for?

While most of us come to understand the acronyms and what is generally intended by all the jargon, the majority of your subordinates simply tune it out as “management speak”. If you listen to your subordinates in conversation, you quickly realize they do not speak this way with each other.

Moreover, from the your subordinate’s point of view, jargon, acronyms, and abstractions are of little value. They crave specifics; what do you precisely want, how many of them, by when,  how often, and how will you judge quality. Why are these questions important to them? Because, in most cases, their performance evaluation depends on concrete, observable, measurable deliverables not abstractions.

Managers face the same challenge when they encourage subordinates to demonstrate qualities, especially those that are the hallmark of high performing organizations – leadership, initiative, creativity, passion, and teamwork. Statements like “We could sure use more leadership around here”, “how about showing a little more initiative if you want to get promoted”, or “what we need is a little more creative thinking on this project” sound sufficiently motivational but what behaviors does the manager really have in mind? Alone these qualities are simply labels that derive real meaning for most subordinates only when attached to specific observable behavior they can understand.

So managers, when talking to your subordinates, speak plainly and describe what you want done in behavioral terms as often as you can. When you want more leadership, creative thinking, or initiative, provide some examples of observed behavior you and your subordinate have seen that is worthy of that label.  Most of us can all learn to emulate behavior we have seen, especially if it is consistently rewarded.

One thing I have always admired about football is that excellence is so easily measured in precise, observable ways. A football player can run during a match 14kms or just 2km, that represent most of the time his position, commitment with results or even coach management.  
Managers rarely can define what they want with that sort of precision. However, the better you get at being concrete and specific and at translating abstractions and labels into observable, measurable behavior, the better you will get at evaluating subordinate performance in meaningful ways.   More importantly, subordinate compliance with your instructions increases substantially when they know exactly what it is you really want to see.


Bottom line: Be specific, and use metrics and measurable data to verify is your message and direction reaches the shore of understanding before execution started. 

Build great teams. 9 tips to do it.

Building great teams in 9 tips


A manager’s role has become extremely challenging since organizations have expanded their scope across various demographics, cultures, disciplines, functions and challenges within groups.

It has become critical to find “team players” when selecting people for a job or business project. An organization’s potential will end where the imagination of a sharp team does. There is a lot more involved than simple complimentary skills when building an elite team.

Whether you’re just starting to hire or expanding your existing team, attracting and encouraging top talent can be difficult. You want to find the best of the best – and find ways to help them thrive in your company.
In general, I’ve found that the following tips that might help you make sure that your employees are happy and successful – and that you are, too!

Avoid supporting poor performance level

It’s not fun to fire people, so employers often settle for the “not the better professional” person they hire. However, this practice can lead to weaknesses within a team. Once you realize a member of the team is performing at a mediocre level, call him out, but more importantly, support him to do better. If there’s no improvement, it’s time to find a new star for your team.

Be a Leader

Top talent is too good to work for middling companies with weak brands. The more you can position yourself as an authority in your industry, the more talent will naturally be attracted to your business. I try to contribute to linkedin writting articles twice a weak to share my expertise with others, and those articles show up when potential hires research my company.

In addition you may be interested to read: 7 Leadership Qualities You May Not Know You Have

Build trust at all cost

A team member can be highly intelligent and a hard worker, but if you can’t trust that person, it’s time to let him go. If you keep that person on, you’ll have a bigger problem to deal with sooner or later. Your daily operation is at risk if you retain people you can’t trust.

Take cares about people’s motivations

Hire a person whose motivation is to build a team, or people who has passion for your business. Money is very important, but when it’s the main thing on someone’s mind, it can be a distraction or even worse, the only motivation!. It’s important for your team and employees to care about the success of your business, and if all they see are the money, their hearts and minds may not be on it.

Sustain Systematic Processes

Once you’ve achieved success in a certain area, create a process that institutionalize and loop that success over and over. Write brief policies, standards and procedures for your teams. When the team knows exactly what to do, your chances of success will get you high.

                        “Build trust”

You can be a leader and a friend

In most offices, you’ll spend more time with your coworkers than you do with your family. Being friends and getting along not only increases performance, it also leads to a great work environment. Just keep the team goal-oriented focus and hold people accountable, you shouldn’t be scared of a team that’s made up of your friends.
Friendship is not the problem. The problem is the lack of leadership.

Give the credit and take the blame

Do not indulge in fault-finding or blame games. Pigeonholing a particular member of the team may spread negative vibes within the team and cost you time and quality. Celebrating every small success and appreciating team members will build a sense of camaraderie between team members.
Be a coach rather than the star player and let people make mistakes — that’s the only way they will learn. Put sustainable processes in place and ensure clarity of role and accountabilities so team members become empowered and don’t drop the ball. A manager must have the smarts to balance the good of the individual with the good of the team. Appreciate and acknowledge the positive behaviors so that they turn into consistent practices.

Diversity eases innovation

There’s a reason why diversity is a common topic among employers. To build a great team, you need diverse thinkers. A variety of races, ages, and sexes can help a team think outside the box and hit problems from many different angles. Plus, it makes your office a more interesting place to work.

Personal Lives is important and gives you opportunities

Accept that your people have personal lives. It’s easy to take small steps to celebrate birthdays, weddings, or other significant moments in their lives. If you see an opportunity to help a team member outside of work, it pays to take it. It helps build loyalty with your employees, and they tend to pay it forward with other team members. Just be honest, do not act as script player, rather than that, play like leader supporting people.



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