ExpoManagement On the occasion of 2001 in Buenos Aires, Peter Drucker predicted that in a few years, this time in history will be recognized, above all, by the change in the human condition.
Within a few hundred years, when the history of our time is written from the perspective of the long term, the most significant fact that probably will not be considered by historians of technology, Internet or electronic commerce, but the unprecedented change in the human condition. Throughout history, very few were able to choose their profession. Until about 1900 and even in more developed countries, the overwhelming majority continued activity his father, if he was lucky. Mobility was downward, not upward. Today's executives face different choices. Many have more than one race, because the working lifespan of around 60 years now. Three times more than it was in 1900. From these changes, the executive who claims to be efficient must do for himself. You should start by looking in the mirror and ask: Do I want to be the person I see?. Think about what you see is what everyone sees. I want to be seen as an intelligent person? I want to be seen as someone careful? "As a technician or a businessman? What should I change? Are very important questions. Make you an efficient executive seems easy but it is not. Many executives, bright and hardworking, not necessarily
eficientes.Conocimiento and election knowledge gives us a choice. To succeed in this new world, we must first know who we are. Regardless of the success we enjoy, not many people who can answer these questions: Why am good? What I have to learn to make better use my strengths? and fewer still dare to ask them. Paradoxically, many are proud of their ignorance. There are people working in human resources who pride themselves on not being able to read a balance sheet, but if you want to be effective in today's world must be able to do so. In my experience, there is no better way to understand the strengths and discover what is the place that belongs to volunteer for a nonprofit organization. This is probably the biggest opportunity of the social sector and especially in their relation to clear objectives
negocios.Tener Throughout the history of mankind, which achieved success, and only they, knew when to say No. You always knew where they wanted to come and where they locate. Now we have to learn to do the same and not very difficult. The key is to record the results of our decisions. Each time you do something it considers importantly, write what you expect on the strengths
suceda.Apoyarse generally underestimate our strengths. We believe they are part of us. That for which we are good comes easily, but we tend to believe that if something is not very difficult to not be good. As a result, we know our strengths and we can not have them. The only way to discover them is by analyzing the results (feedback analysis). Every time you make a decision or a key measure, type what you think will happen. Nine or 12 months, compare actual results with expectations. I have practiced this method for 20 years and every time I do, I'm shocked. I showed, for example, I have an intuitive correspondence with the technicians, whether engineers, accountants or market researchers. He also showed me that I do not identify easily with the general. We do not know very well what we have. We must learn what our place, what we must learn to get the full benefit of our strengths, where our weaknesses and what are our values. We must also learn to know better: I work well with people or prefer to work alone? What things I commit? What is my contribution? Improve productivity
understand our strengths, to express our values, knowing our place is also essential to tackle one of the greatest challenges of organizations: improving the abysmally low productivity of knowledge workers. Effective organizations assigned to those tasks they can do better. These people are located, and even allows them to locate themselves-according to their strengths. Self-management offers organizations four ways to develop and better motivate knowledge workers:
To know the strengths of employees
· Located where they can make their greatest contribution as partners
• Seek
· Exhibits a competitive advantage desafíosLa United States is that it attracts the best workers knowledge of the world-not just because they earn more money but because they are treated as colleagues, not as subordinates. Knowledge workers do not believe that they are paid to work 9 to 5, believe that they are paid to be effective. Organizations that understand this, and ignore everything that appears in the path of knowledge workers, will be able to attract, retain and motivate the best performers. This will be the major factor of competitive advantage
the next 25 years.
Within a few hundred years, when the history of our time is written from the perspective of the long term, the most significant fact that probably will not be considered by historians of technology, Internet or electronic commerce, but the unprecedented change in the human condition. Throughout history, very few were able to choose their profession. Until about 1900 and even in more developed countries, the overwhelming majority continued activity his father, if he was lucky. Mobility was downward, not upward. Today's executives face different choices. Many have more than one race, because the working lifespan of around 60 years now. Three times more than it was in 1900. From these changes, the executive who claims to be efficient must do for himself. You should start by looking in the mirror and ask: Do I want to be the person I see?. Think about what you see is what everyone sees. I want to be seen as an intelligent person? I want to be seen as someone careful? "As a technician or a businessman? What should I change? Are very important questions. Make you an efficient executive seems easy but it is not. Many executives, bright and hardworking, not necessarily
eficientes.Conocimiento and election knowledge gives us a choice. To succeed in this new world, we must first know who we are. Regardless of the success we enjoy, not many people who can answer these questions: Why am good? What I have to learn to make better use my strengths? and fewer still dare to ask them. Paradoxically, many are proud of their ignorance. There are people working in human resources who pride themselves on not being able to read a balance sheet, but if you want to be effective in today's world must be able to do so. In my experience, there is no better way to understand the strengths and discover what is the place that belongs to volunteer for a nonprofit organization. This is probably the biggest opportunity of the social sector and especially in their relation to clear objectives
negocios.Tener Throughout the history of mankind, which achieved success, and only they, knew when to say No. You always knew where they wanted to come and where they locate. Now we have to learn to do the same and not very difficult. The key is to record the results of our decisions. Each time you do something it considers importantly, write what you expect on the strengths
suceda.Apoyarse generally underestimate our strengths. We believe they are part of us. That for which we are good comes easily, but we tend to believe that if something is not very difficult to not be good. As a result, we know our strengths and we can not have them. The only way to discover them is by analyzing the results (feedback analysis). Every time you make a decision or a key measure, type what you think will happen. Nine or 12 months, compare actual results with expectations. I have practiced this method for 20 years and every time I do, I'm shocked. I showed, for example, I have an intuitive correspondence with the technicians, whether engineers, accountants or market researchers. He also showed me that I do not identify easily with the general. We do not know very well what we have. We must learn what our place, what we must learn to get the full benefit of our strengths, where our weaknesses and what are our values. We must also learn to know better: I work well with people or prefer to work alone? What things I commit? What is my contribution? Improve productivity
understand our strengths, to express our values, knowing our place is also essential to tackle one of the greatest challenges of organizations: improving the abysmally low productivity of knowledge workers. Effective organizations assigned to those tasks they can do better. These people are located, and even allows them to locate themselves-according to their strengths. Self-management offers organizations four ways to develop and better motivate knowledge workers:
To know the strengths of employees
· Located where they can make their greatest contribution as partners
• Seek
· Exhibits a competitive advantage desafíosLa United States is that it attracts the best workers knowledge of the world-not just because they earn more money but because they are treated as colleagues, not as subordinates. Knowledge workers do not believe that they are paid to work 9 to 5, believe that they are paid to be effective. Organizations that understand this, and ignore everything that appears in the path of knowledge workers, will be able to attract, retain and motivate the best performers. This will be the major factor of competitive advantage
the next 25 years.
0 comments:
Post a Comment