TRUMP: a preocupação do México

Em 2011, o pré-candidato republicano à presidência Herman Cain causou um grande susto ao sul do Rio Grande ao propor a construção de uma cerca elétrica na fronteira com o México — como era de se esperar. Os padres, a imprensa e um ex-presidente manifestaram sua indignação. Cain rapidamente se retratou, alegando que era brincadeira: — O plano não tem nada de sério. Os EUA precisam de um pouco de humor. Era só uma piada, tá? Essa atitude reflete bem o vai-não-vai que definiu a relação entre mexicanos e norte-americanos durante décadas. Sabia-se que, de vez em quando, um político atacaria o México, mas havia um limite: se a crítica fosse muito feroz, as vozes certas se levantariam e o sujeito teria que se retratar. Isso até surgir Donald Trump, que deu o pontapé inicial na própria campanha com a frase terrível: "São estupradores". O ministério das Relações Exteriores mexicano o denunciou por "preconceito, racismo e total ignorância", enquanto as maiores empresas do país o boicotaram. Mas ele insistiu. Seu bordão – "Vamos construir um muro; e quem vai pagar?" – leva seus correligionários à loucura. Normalmente os canais de TV mexicanos mostram pouca coisa sobre as primárias norte-americanas, mas neste ano a corrida presidencial americana já vêm recebendo cobertura quase diária. Horrorizados, os telespectadores veem o rosto vermelho e o olhar malicioso que os insulta de Michigan ao Mississippi – e sendo ovacionado por uma multidão. Alguns aqui pedem calma, alegando que a melhor maneira de lidar com a truculência é ignorá-la. Outros dizem que é perigoso manter silêncio face à intolerância e o incitamento, principalmente quando a linguagem inconsequente se traduz em violência — como quando os seguidores de Trump bateram em um hispânico em Boston, em agosto passado. O posicionamento linha-dura de Trump e o espectro de sua provável nomeação criaram um verdadeiro desafio na política externa para o atual líder da nação, Enrique Peña Nieto. Geralmente o presidente em exercício evita comentar as eleições norte-americanas por medo de acabar do lado errado da disputa. Mas, com a angústia crescendo a cada dia, ficou politicamente difícil para Peña Nieto manter o silêncio. Assim, em uma série de entrevistas realizadas neste mês, ele finalmente abordou o tema – e não se conteve, comparando inclusive Trump aos fascistas. — Foi assim que Mussolini subiu ao poder, foi assim que Hitler subiu ao poder, tirando vantagem de uma situação, um problema — desabafou ele ao jornal “Excelsior”. Suas palavras causaram furor na imprensa norte-americana, mas nada disso afetou o desempenho de Trump nas pesquisas, nem o fizeram se retratar. Dias depois, o candidato, quando perguntado se declararia guerra ao México para fazer o país pagar pelo muro, respondeu: "Depois que eu renovar o nosso Exército, o México não vai brincar mais com essa história de guerra." Agora, políticos e analistas mexicanos discutem como lidar com Trump. Para o país, já não é mais questão de orgulho ou de correção política — mas sim de manter uma relação de trabalho decente entre duas nações que dividem uma das fronteiras mais longas do mundo, como também um volume de negócios e um fluxo de imigrantes altíssimos (há onze milhões de cidadãos mexicanos nos EUA e 22 milhões de norte-americanos de ascendências mexicana). O México pode se livrar dos ataques de Trump se ele garantir a nomeação e mudar o tom radicalmente para conquistar o público nas eleições gerais. Mas, sendo imprevisível como é, não há garantias. O que quer que aconteça, talvez o trumpismo já tenha mudados as regras da retórica política norte-americana em relação ao vizinho. Outros podem ver seu sucesso como permissão para criticar o México e seus imigrantes, seja em comícios ou mesmo no Congresso. Foi uma luta árdua para eliminar o preconceito anti-hispânico do discurso político dos EUA e pode ser ainda mais difícil tentar colocar o gênio de volta na garrafa. O trumpismo também pode ter um efeito tóxico fora dos corredores do poder, ou seja, nas ruas. Quando Trump era apenas um intruso fanfarrão, era mais fácil para os mexicanos ignorarem suas provocações, contra-atacando com seus próprios comentários bem-humorados, como se metessem o pau em uma piñata feita à imagem do magnata de cabelo e pele laranja – mas agora, como favorito à nomeação, não dá mais para rir. Os golpes machucam. Embora a opinião do México em relação aos EUA seja complicada, os americanos, sem dúvida, são vistos de forma positiva por aqui – afinal, somos o país que recebe mexicanos em maior número (25 milhões/ano) e certamente abriga a maior comunidade de expatriados. Porém, com Trump revelando um sentimento xenófobo compartilhado por milhões, essa visão otimista pode acabar afetada e assim permanecer por muito tempo depois das eleições. Aqueles que aplaudem nos comícios deveriam se lembrar de que a xenofobia e o ódio são uma rua de mão dupla.

Habits of critical thinkers

Successful executives use critical thinking skills every day, to sift through incomplete and complex information, ask the right questions, recognize strong versus weak arguments, and to assimilate the information they need to make logical business decisions. Today’s rapidly changing business environment allows no time for poor decision making. If not quickly recognized before too much investment is made, a poor decision can hinder a corporation’s chances for success in quarterly results and throw a monkey wrench in the opportunity for timely intervention in fast-moving markets. Although the consequences of poor critical thinking increase exponentially for higher-level positions in a company, critical thinking is not just the province of executives. Employees at all levels make decisions that affect their level of productivity and the efficient use of resources. When the maintenance mechanic has the critical thinking skills to problem solve effectively, he can get a piece of equipment back in working order more quickly, thereby enhancing productivity. A sales representative with good critical thinking skills will ask the right questions of her customers so she can best meet their specific needs and create successful, long-term relationships. 8 Habits of Stellar Critical Thinkers The best critical thinkers practice eight particular habits when processing information, solving problems, and reaching decisions: Habit #1: They are more concerned about getting it right than about being right. They can put aside their egos to recognize that they do not need to have all the answers. They are willing to admit to not knowing something or to making mistakes. They know the importance of asking questions and seeking out the best available information. Habit #2: They avoid jumping to conclusions and rushing to judgment. They take time to gather as much information as possible to better understand a complex situation before taking action. They recognize that the consequences of some decisions are more important than others and these decisions require more scrutiny. Habit #3: They do not accept information at face value. They ask questions to discover what is behind the data. They recognize that it is important not only to confirm that the facts are correct but also to understand that information can be presented in a way designed to support a particular agenda. Similarly, they know to inquire about information that may have been left out because it does not lend support to a particular position. Habit #4: They avoid over-analysis that leads to paralysis in decision-making. They seek clarity by looking for order or patterns in the data while avoiding the trap of forcing information to fit a particular need. By looking at both the forest (the big picture) and the trees (the details) they have a sense of when they have enough information to make a decision. They know that they will never have all the information they might like but are confident that once they have explored the available information fully and objectively, they will likely make sound decisions. Habit #5: They are continuous learners and work to stay well-informed. They are inquisitive about a wide range of topics and issues, making a regular effort to read and to educate themselves, gathering information that may be important for making decisions now and in the future. Habit #6: They show flexibility in their willingness to consider alternative ideas and opinions. They seek to understand the perspective of a potential customer or even a competitor. This ability to see more than one side of an issue allows them to position their approach more effectively and reflects their confidence in their ability to reason. Habit #7: They use critical thinking on themselves. They can explain how they arrived at a conclusion, allowing others to follow their reasoning and understand their thinking. Through self-examination and sensitivity to their own biases, they ask themselves questions such as: “Do I have all the necessary information? If my conclusions are true, what are the likely implications?” They are willing to change their views when they are provided with more information that allows greater understanding. Habit #8: They have a distinctive behavioral style. They are confident but not cocky, reflective yet able to take action, and decisive while showing reasonable analysis. They can demonstrate patience when the stakes are high and the issues are not black-and-white. They read more than the average person and communicate their ideas clearly. They can think independently but place value on different perspectives. They accept responsibility when things go wrong and seek to understand what happened so they can learn from their mistakes. Critical thinking skills cannot be developed overnight. Nonetheless, practicing these eight habits described here will improve one’s critical thinking ability. As individuals become more successful in using good critical thinking in their everyday decision making, their companies will be more successful in meeting the challenges of continuously changing expectations of customers and markets.

The US presidential election. Trump: the nightmare of US and Mx bilateral trading

The first 100 days of a president are often used as a measure of accomplishment. They are also supposed to be a honeymoon, or a period in which the newly appointed president has a high political capital to implement policies. Trump is still far from becoming president and his volatile character makes it hard to know what he would do should he ever make it to the White House; however, some of his pledged policies towards Mexico provide a motive to analyze the implications for the U.S.-Mexico economic relation. More than trying to make any prediction (actually, most of Trump policies are not legally possible), this article intends to show several facts on the strength of the relationship between Mexico and the U.S. The close ties that these countries share make impossible to imagine the consequences of Trump’s policies. More than a honeymoon, Trump’s 100 first days would be a nightmare. It will take less than that for both countries to witness sharp declines in economic growth. Mexico is not paying for the wall. It simply will not. Trump has affirmed that if the country denies, he will increase tariffs on Mexican exports and charge fees on remittances sent by Mexican workers. If that ever happens, it is not hard to assume retaliatory tariffs from Mexico. Then, trade would be the immediate mechanism that would affect both countries in a considerable way. The border between Mexico and the U.S. is one of the busiest in the world, where $1.3 billion in goods where exchanged every day in January 2016 ($40.5 billion in the month). In 2015, Mexico and U.S. traded $531 billion, similar to the size of Argentina’s GDP. That means that every year, the two countries trade an amount of goods worth the value of all final goods and services produced in Argentina. The effect of a sudden and sharp increase in tariffs for Mexican products is more intuitive. This would probably immerse Mexico in the deepest recession ever seen. International commerce would simply implode. In its open economy, trade flow represented 70% of its GDP in 2015. Only exports to the U.S. constituted 71% of total exports and 24.7% of Mexico’s GDP the same year. The Mexican economy is also highly dependent on foreign direct investment (FDI) coming from the U.S. During 2015, Mexico received $28.4 billion in FDI. Around 53% came from the United States, most of which was invested in the manufacturing industry. Without the preferential access to the U.S., companies would have fewer incentives to open factories in Mexico. Car manufacturers would leave and the country would witness a considerable disinvestment in many sectors. The deterioration of the economy would also trigger a departure of portfolio investments. Around 35% of local denominated governmental bonds, equivalent to more than $115 billion, are in the hands of foreigners. This is a higher share than other emerging markets such as Hungary (16%), Malaysia (25%) or Brazil (19%). The sudden selloff the Mexican peso would cause a sharp depreciation of the currency. The central bank, Banxico, would be forced to intervene selling reserves and increasing the interest rate significantly. This would weaken economic growth even more. Trump’s planed fees on remittances would end asphyxiating the inflows of USDs to Mexico. Remittances became the second largest contributor of dollar inflows to Mexico after FDI. The money sent by Mexican workers in the US to their homes in 2015 reached $24.8 billion, which, for the first time, was larger than the $23.4 billion of Mexican oil exports. What Trump and his supporters do not realize is the impact that the Mexican collapse would have in U.S. Again, trade would be the where the contagion starts; Mexico is the second largest importer and exporter of goods for the U.S. In Figure one, it is possible to see the share that Mexico represents for US imports and exports by state. In terms of exports, Mexico is the main destination of products from California, Arizona, New Mexico and Texas. For other 26 states, Mexico is the second largest importer. New Mexico (44%), Arizona (40%), Texas (37%) and South Dakota (28%) are the states that sent in 2015 a larger share of their exports to the southern neighbor. Mexico buys nine times what China buys from Texas, an equivalent to 5.7% of Texas’ GDP every year—Texas has the second largest economy in the U.S. Mexico displaced Canada as the second largest supplier of goods to the U.S. last year. It sends around $24 billion every month. Here, Arizona (39%), Michigan (35%), Texas (33%), New Mexico (28%) and Utah (28%) are the states that bought in 2015 a larger share of their imports from Mexico. In the case of imports, 13 states have Mexico as its first or second largest partner; however, the importance of Mexico in some cases is striking. Michigan buys from Mexico an equivalent to 9.5% of its GDP every year. Practically all of it related to the auto industry. One might be inclined to think that a decrease in exports to Mexico would hit the U.S. economy harder than a decrease in imports. This might not be the case for many states. Higher tariffs for Mexican products would not only cause inflation in the tomatoes that U.S. imports, it will affect the sophisticated intra industry trade that exists between the two countries. Mexico and the U.S. make millions of products together. Supply chains are deeply integrated. Take cars for instance, which explain most of the trade that Mexico has with the Midwest. It all starts with energy. Mexico doubled in the last three years the import capacity of natural gas from the U.S., reaching around 4bcf/d in 2015. With the Ramones pipeline and other projects that the Mexican government is currently building, Mexico will import around 11bcf/d by 2018. Most of the natural gas comes from Texas and it is being used to manufacture seats and engines in Mexico that are sent to Michigan, Missouri, Kentucky and South Dakota. To this states, Mexico also sends crude oil, so US companies can built on the parts sent from Mexico and return them, so cars can be ensemble in Silao, Mexico. With more expensive products coming from Mexico, or without Mexican products at all, U.S. manufacturers would lose competitiveness or have a hard time to produce their final goods. Only the states at the border, plus Iowa, Missouri and Michigan, which have closer ties with Mexico as importers and exporters, represent 30% of U.S. GDP. A deep recession in these states would drag the U.S. economy, which has not been able to consolidate its recovery from 2008 financial crisis. Trump’s wall and tariffs would blow him in the face within his first 100 days.

Things that make a boss unforgettable

Here are some of the most common and meaningful characteristics of memorable bosses.

1. They’re passionate. 
Few things are more demotivating than a boss who is bored with his life and his job. If the boss doesn’t care, why should anybody else? Unforgettable bosses are passionate about what they do. They believe in what they’re trying to accomplish, and they have fun doing it. This makes everyone else want to join the ride.

2. They’re transparent. 
Unforgettable bosses are who they are, all of the time. They don’t lie to cover up their mistakes, and they don’t make false promises. Their people don’t have to exert energy trying to figure out their motives or predict what they’re going to do next. Equally as important, they don’t hide things they have the freedom to disclose. Instead of hoarding information and being secretive to boost their own power, they share information and knowledge generously.

3. They’re proactive. 
Some bosses will throw people under the bus without a second thought. Great bosses pull their people from the bus’s path before they’re in danger. They coach, and they move obstacles out of the way—even if their people put those obstacles there in the first place. Sometimes, they clean up messes their people never even knew they made. And, if they can’t stop the bus, they’ll jump out in front of it and take the hit themselves.

4. They’re insightful. 
Great bosses play chess, not checkers. Think about the difference. In checkers, all the pieces are basically the same. That’s a poor model for leadership, because nobody wants to feel like a faceless cog in the proverbial wheel. In chess, on the other hand, each piece has a unique role, unique abilities, and unique limitations. Unforgettable bosses are like great chess masters. They recognize what’s unique about each member of their team. They know their strengths, weaknesses, likes, and dislikes, and they use that insight to draw the very best from each individual.

5. They’re a port in a storm.
Unforgettable bosses don’t get rattled, even when everything is going haywire. Under immense pressure they act like Eugene Kranz, flight director for the Apollo 13 mission. In the moments after the explosion, when death looked certain and panic seemed like the only option, Kranz kept his cool. He said, “Okay, now, let’s everybody keep cool. Let’s solve the problem, but let’s not make it any worse by guessing.” In those initial moments, he had no idea how they were going to get the astronauts home, but, as he later explained, “You do not pass uncertainty down to your team members.” People who’ve worked for an unforgettable boss often look back later and marvel at their coolness under pressure. That’s why, 45 years after Apollo 13, people are still talking about Eugene Kranz and his leadership during that crisis.

6. They’re human. 
Unforgettable bosses are human and they aren’t afraid to show it. They’re personable and easy to relate to. They’re warm. They realize that people have emotions, and they aren’t afraid to express their own. They relate to their people as a person first and a boss second. On the other hand, they know how to keep their emotions in check when the situation calls for it.

7. They’re modest. 
Unforgettable bosses don’t gloat or seek recognition. Their work is truly a team effort, and their people feel accomplished when group goals are met. Since these bosses don’t believe they are above anyone or anything, they openly address their mistakes so that everyone can learn from them. Their modesty sets a tone of humility and strength that everyone else follows.

Bringing it all together 
For many unforgettable bosses, things clicked once they stopped thinking about what their people could do for them, and started thinking about what they could do to help their people succeed.

Inspire. Teach. Protect. Remove obstacles. Be human. If you cultivate these characteristics, you’ll become the unforgettable boss that your people will remember for the rest of their careers.


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Álvaro Galindo Barraza

FCB 2 tripletes

Siete equipos con tripletes

Además del Barça (2009 y 2015), hay seisequipos más que a lo largo de la historia hanconseguido en alguna ocasión sumar los trestítulos principales en el ámbito de clubes:

· Celtic de Glasgow (1967)
· Ajax (1972)
· PSV (1988)
· Manchester United (1999)
· Inter de Milán (2010)
· Bayern de Múnich (2013)

2008/09 y 2014/15. Dos temporadas históricas.Dos triples coronas. Con la quinta Liga de Campeones azulgrana, que ha levantado Xavi Hernández en el Olympiastadion de Berlín, el Barça ha culminado una temporada de ensueño, con los títulos de Liga, Copa del Rey y Champions League.Así, el Barça de Luis Enrique ha conseguido elsegundo triplete de la historia del Club y pasa a ser el único equipo que ha alcanzado este hito en la historia del fútbol.

Hasta ahora eran siete los equipos que habíanconseguido la triple corona, pero el Barça ya es el único que lo ha logrado dos veces. Hace seistemporadas, la primera con Pep Guardiola en el banquillo, el Barça escribió una de las páginas másdestacadas de la historia del Club. De aquellatemporada se recuerdan multitud de momentoshistóricos, empezando por el 2-6 en el SantiagoBernabéu. Los culés ganarían su 20ª Liga, la 24ªCopa del Rey contra el Athletic Club en Mestalla y la tercera Champions de su historia, en Roma ante el Manchester United.

Los éxitos de aquella temporada no pararían con el final de curso. El 2009 seguiría con más títulos.Los de Guardiola se llevarían las Supercopas de España y de Europa y cerrarían el año con el Mundial de Clubes, que acababa certificando un año más que histórico con seis títulos.

Seis años después, y de nuevo con un entrenadordebutante en el banquillo del primer equipoazulgrana, el Barça lo ha vuelto a hacer. Ha repetido triplete, hito inédito hasta ahora en lahistoria. Luis Enrique ha conducido al Barça hasta la consecución de la 23ª Liga, la 27ª Copa del Reyy la quinta Champions League del FC Barcelona.Este triplete ha llegado en sólo tres semanasdesde que se gana matemáticamente la Liga en el Vicente Calderón hasta que se levanta la orejudaen Berlín contra la Juventus. Este último, además,ha sido aún más especial para Xavi, que se despide del Barça después de 17 temporadas en el primer equipo levantando el máximo trofeoeuropeo como capitán azulgrana.

Siete jugadores en los dos tripletes

La plantilla del Barça ha ido sufriendo los relevos lógicos con el paso de los años, pero hay sietefutbolistas que tienen el honor de haberparticipado, y de manera muy notoria, en los dostripletes del FC Barcelona. Son Xavi Hernández,Andrés Iniesta, Leo Messi, Gerard Piqué, Dani Alves, Sergio Busquets y Pedro Rodríguez, que, además, han tenido mucho protagonismo en ambos tripletes.

Palmares FCBarcelona

La grandeza del Fútbol Club Barcelona se explica, entre muchos otros factores, por su impresionante palmarés, que le convierte en el equipo con más títulos del estado español y uno de los más laureados del mundo. Las vitrinas del museo barcelonista acogen todos los trofeos posibles, encabezados por las Copas de Europa conseguidas en las finales de Wembley (1992 y 2011), París (2006), Roma (2009), el Mundial de Clubes de Abu Dhabi y Japón (2009 y 2011)

• 
  El Barça gana la cuarta Copa de Europa en Wembley (2011)

	Copa de Europa 1991-92, 2005-06, 2008-09, 2010-11, 2014-15	5
	Copa Mundial de Clubs de la FIFA 2009-10, 2011-12	2
	Recopa de Europa 1978-79, 1981-82, 1988-89, 1996-97	4
	Copa de Ferias 1957-58, 1959-60, 1965-66 (guanyada en propietat el 1971)	3
	Supercopa de Europa 1992-93, 1997-98, 2009-10, 2011-12	4
	Copa Latina 1948-49, 1951-52	2
	Copa de los Pirienos 1909-10, 1910-11, 1911-12, 1912-13	4
	Liga 1928-29, 1944-45, 1947-48, 1948-49, 1951-52, 1952-53, 1958-59, 1959-60, 1973-74, 1984-85, 1990-91, 1991-92, 1992-93, 1993-94, 1997-98, 1998-99, 2004-05, 2005-06, 2008-09, 2009-10, 2010-11, 2012-13, 2014-15	23

Fútbol y Sociedad: La inteligencia

Desde que este hermoso deporte llamado fútbol se transformó en un negocio mediático, el 80% de todo lo que se escribe y se habla en su entorno está ligado al negocio y no al deporte. Cada día se habla menos del juego y cada opinión, casi siempre, está ligada a vender un supuesto éxito con la complicidad del engaño.

Un ejemplo de ello son aquellos entrenadores que cuando les va bien, sostenidos por algún éxito momentáneo, quieren aparecer como forjadores y creadores de algo nuevo, y entre la cantidad de disparates que dicen y hacen, comienzan a presentar supuestas ideas nuevas, modelos inéditos presentados en un lenguaje raro y confuso. 

Uno de los pioneros de tantas mentiras fue el argentino Carlos Bilardo que pretendió hacer creer que la Selección de Argentina que fue Campeón del Mundo en México 1986, había triunfado gracias a un modelo "moderno", diseñado por él mismo, pero que en lo táctico no ofrecía ninguna cosa que no fuera lo mismo que había hecho Italia o Alemania años atrás y que como sistema retomó el entrenador Cesare Maldini con la selección de Italia del Mundial de Francia ‘98. 

Aquel equipo argentino contaba con la figura de Diego Armando Maradona en su mejor momento creativo y estado físico, y fue uno de esos jugadores que con su sola presencia refuerzan y hacen indiscutibles todos los sistemas, el fue el salto de calidad superlativa. A tal punto que se escuchó que con Maradona, no todas, pero cinco selecciones, al menos, pudieron haber ganado aquel Mundial.

Por lo tanto, si queremos ser serios en la discusión de ideas y sistemas, tenemos que intentar dar respuestas con un análisis que se base en el desarrollo del espectáculo, del buen juego y no entrar a mezclar el fútbol-juego con fútbol-negocio. 

Alguna vez dijo aquel maestro del fútbol que fue Adolfo Pedernera, un futbolista de raza, resumiendo su tiempo: "todo lo que veo ya lo vi y lo que veía antes no lo veo más". Puesto que hoy creo lo mismo, me gustaría enumerar algunos conceptos que me pertenecen y que podrían explicar o desarrollar la frase de Adolfo, servir como respuesta a tantas otras que escucho a menudo.

 

1.- El fútbol de hoy ¿es más rápido que en el pasado? 

A diferencia de otros deportes, el atletismo por obvias razones o el basquetbol, no es más rápido el que llega primero sino el que resuelve antes. El francés ZinedineZidane se movía como un jugador de todas las épocas y eso que no fue más veloz que Valencia, Robben o Ribery, y resuelve por buen jugador y no por velocidad física. Cristiano Ronaldo es el mejor ejemplo del presente del fútbol actual. La velocidad está ligada a la técnica y a la inteligencia. Anticipar, saber decidir y resolver siguen siendo las premisas del buen jugador de fútbol. El que es más veloz llega primero, el que es más inteligenteresuelve mejor. Sin duda hoy vemos, semana a semana,jugadores más atléticos casi hechos por el capricho de la genética, sacados de comics de superhéroes pero nos siguen deslumbrando aquellos que entienden que el objetivo del juego, no es ser más fuerte o rápido sino que es la eficiencia y la eficacia quienes rigen los resultados. El fútbol de todas las épocas requiere que la inteligencia combine la eficiencia y la eficacia en fracciones de segundo. 

 

2.- ¿Hoy se marca más y más duro, con mayor velocidad? 

A las grandes estrellas de antes como Pelé, Maradona, Platini, Garrincha, Gerson, Cruyff, los marcaron de todas las maneras posibles, tan fuerte y tan al hombre como lo marcan hoy a Zidane, Toti, Raúl, Rivaldo, Ronaldinho, Messi o a cualquier otro. Los que creen que tienen que anular a los creadores del fútbol como una marca férrea y personal existen ya desde hace 40 años. La gran diferencia es lo mediático del negocio. Hoy se juzga al juicio, al valor de la regla y no de la acción, a la intención y a la interpretación de la regla de juego. La inmediatez del mundo de hoy permite que los juicios coqueteen entre la justicia de las leyes y la frivolidad de la permisible.

 

3.- ¿La marca en la zona es más riesgosa?

Los sistemas en sí no lo son, disminuyen los riesgos cuando se hacen bien y se acrecientan cuando se hacen mal. En el fútbol, como en la vida, es imposible evitar los riesgos; quien no lo intenta se arriesga a morir de nada, y éste es el peor de los riesgos. 

 

4.- Hoy es imposible jugar tocando, la velocidad y la cantidad de jugadores en el medio campo hace que no haya espacio. 

Esto no es verdad, el tema pasa por determinar una manera de lograr la eficacia. Hay que hacer la elección, decidir lo que se quiere, como Holanda o el FC Barcelona, que apuesta a la tenencia de la pelota como punto de partida de su juego. ¿Y cuántos toques? Quién lo sabe, esto lo determina el talento del jugador, pueden ser 5, 10 o 25. Otros lo miden por el porcentaje del tiempo en que se posee el balón, por  cierto, el FC Barcelona ha llegado a tener más del 73%. Esto es posible por las siguientes razones: el rival juega con 11 jugadores, 10 de campo repartidos en un terreno de 100 por 70 metros, lo que significa que cada jugador puede controlar, él solo, 63 metros cuadrados. Donde se puebla un lugar, se despueblan los otros. 

La pelota siempre, por lo menos hasta hoy o hasta que me demuestren lo contrario, sigue siendo más rápida que la carrera de un jugador. Siempre es más rápido un pase que un traslado. Por la tanto, la tenencia de la pelota y por ende el juego en sí se resuelve con técnica, movilidad y participación. Los tiempos de aceleración o pausa, de pase-gol o pase de distracción los maneja el talento. El talento de aquellos de los que cada día hay menos: los buenos jugadores de fútbol. Saber jugar bien al fútbol es el gran secreto y esto no tiene que ver con correr mucho, sino con desplazarse bien; tampoco es bueno quedarse parado, sino encontrar los mejores lugares, ni tener que ser muy hábil, sino aprovechar la habilidad para clarificar el juego, ni alcanza tener técnica, si después se elige mal. Es decir, no por técnica o habilidad, por fuerza o velocidad sé es automáticamente un buen jugador de fútbol. 

 

Para ser un buen jugador de fútbol hay que saber jugar con todo lo que esto implica. Franz Beckenbauer no fue el más hábil, ni el más rápido, ni el más técnico, ni el más fuerte; fue uno de los grandes defensores de la historia del fútbol porque fue ante todo inteligente. El alemán Overath o la pareja del siglo Xavi e Iniesta del FCBarcelona, no sé si son los más hábiles, más veloces, más potentes, más combativos, más dinámicos que otros de su generación, pero lo que sí sé es que son muy inteligentes.

El fútbol quizás sea el mejor reflejo de la sociedad contemporánea. Se siguen reglas universales, la ética juega al ritmo del balón, los equipos usan los estandartes del pasado que incluso pretenden simbolizar el pueblo de un país pero lo que hace diferentes los unos a los otros, no es la fortaleza, ni el tamaño, ni la diferencia genética o racial, la diferencia radica en los mismos principios con que se mide el desempeño y el progreso de la sociedad actual, las 5 T’s: Talent, Technic, Training, Timing y TeamWork. Cuando se ejecuta en armonía alcanza niveles de arte fugaz que despierta emoción y pasión, que refleja la belleza estética y honra el espíritu deportivo.

 

Quiero cerrar con una anécdota que viene de otro deporte pero que bien la podemos utilizar para lo que estamos planteando. Una vez le preguntaron a Jackie Stewart, aquel fenómeno de la Fórmula 1 de los años sesenta y ahora comentarista de F1 TV, si el quíntuple Campeón Mundial, Juan Manuel Fangio, podría correr en la Fórmula 1 de hoy y él respondió: "estoy seguro que sí, lo que no podría asegurar es si todos nosotros hubiéramos corrido en su época". Esto mismo acontecen en la actualidad con lo jóvenes estudiantes. Los padres de biblioteca asombran por el uso de tablets o medios de comunicación de la tecnología de la información en sus hijos menores, “esta generación nació con el chip incluído” dicen al unísono, a mi me gustaría saber si esta generación puede tener la capacidad analítica y sintética de la generaciones pasadas para hacer obras portentosas. Crear algo de la nada no es o mismo a usar lo creado.

 

Estoy seguro que Pelé, Garrincha, Cubillas, Kubala, Cruyff, Beckenbauer, Schuster, Rivelinho, Overath, hoy serían figuras indiscutibles, pero no sé si los que hoy lo son, lo habrían sido en el pasado. Mientras los jugadores no se preocupen por entender el juego y supongan que es sólo un juego de habilidades, no aparecerán los grandes jugadores. 

No se entrena ni se aprende a jugar al póker fumando habanos, tomando whisky y preparándose para estar 10 horas sin dormir, sólo son los buenos jugadores de póker los que saben jugar, aquellos que saben decidir, quien tiene Talento, enTrenan diariamente, desarrollan Técnica, conocen la virtud del Tiempo y Trabajan en equipo.