domingo, 6 de septiembre de 2015

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.


Sent from my iPhone

Álvaro Galindo Barraza

sábado, 6 de junio de 2015

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 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 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)

Imagen de la Copa de Europa

Copa de Europa

1991-92, 2005-06, 2008-09, 2010-11, 2014-15

5

Imagen de la Copa Mundial de Clubs

Copa Mundial de Clubs de la FIFA

2009-10, 2011-12

2

Imagen de la Recopa de Europa

Recopa de Europa

1978-79, 1981-82, 1988-89, 1996-97

4

Imagen de la Copa de ferias

Copa de Ferias

1957-58, 1959-60, 1965-66 (guanyada en propietat el 1971)

3

Imagen de la Supercopa de Europa

Supercopa de Europa

1992-93, 1997-98, 2009-10, 2011-12

4

Imagen de la Copa latina

Copa Latina

1948-49, 1951-52

2

Imagen de la Copa de los Pirineos

Copa de los Pirienos

1909-10, 1910-11, 1911-12, 1912-13

4

Imagen de la Copa de la Liga

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

Imagen de la Copa del Rey

domingo, 26 de abril de 2015

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, PlatiniGarrincha, 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’sTalentTechnic, 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, KubalaCruyffBeckenbauerSchusterRivelinhoOverath, 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

 

domingo, 19 de abril de 2015

Things that Boss must communicate

Good bosses are honest with their employees. But even the best managers don't tell us everything.

PJ Brice says there are three things in particular most bosses will never tell you, but should.

They are:

1. 'Take a vacation when you feel like you need one.'

Most bosses won't encourage you to take a vacation — but they should, says Brice. Everyone needs a break from time to time — and your vacation can actually be beneficial to everyone in the company.

"Taking time off allows you to get a little distance from your work and therefore enables you to see things more clearly," Brice explains. "You'll come back a new person, amped and full of new ideas. Just don't wait until you're burnt out — start planning your next vacation now, whether you think you need one or not."

Getting the "okay" from a manager makes most people feel less guilty about taking time off (even though they shouldn't feel bad about it in the first place), so more bosses should let their employees know they support them taking vacations.

2. 'Take notes.'

Most bosses don't think to tell their employees, especially new ones, to take notes. "But bringing a notebook to every meeting will impress those around you," Brice says. "Your boss, buyers, customers, and anyone else you work with will appreciate that you jot down what they say. Taking notes shows you respect what they have to say and are listening closely. It helps you identify their thought process. And you'll thank yourself later when you've written down something brilliant." 

3. 'Work isn't always fun.'

Managers don't always remind us of this, but it's a fact of life: Work isn't always enjoyable.

"Sometimes you have to buckle down, put in the hours, and take on work that's not altogether sexy," says Brice. "The secret is the satisfaction isn't always in the content of the work. If you're doing it right and working hard, you'll get in a flow and that's really fun."


miércoles, 8 de abril de 2015

5 Signs It’s Time for a New Job

All this explains why it is so hard to leave a job, no matter how uninspiring or monotonous it may be. In order to help you decide whether it may be time for a career change, here are five critical signs, based on psychological research, that you would probably benefit from a career switch: 
1.  You are not learning. Studies have shown that the happiest progression to late adulthood and old age involves work that stimulates the mind into continuous learning. This is particularly important if you are high on Openness to Experience/Inquisitiveness, a personality trait associated with curiosity, creativity, love of learning, and having a hungry mind. 
2. You are underperforming. If you are stagnated, cruising in autopilot, and could do your job while asleep, then you’re almost certainly underperforming. Sooner or later, this will harm your resume and employability. If you want to be happy and engaged at work you are better off finding a job that entices you to perform at your highest level. 
3. You feel undervalued. Even when employees are happy with their pay and promotion prospects, they will not enjoy their work unless they feel appreciated, especially by their managers. Furthermore, people who feel undervalued at work are more likely to burnout and engage in counterproductive work behaviors, such as absenteeism, theft, and sabotage. And when the employee in question is a leader, the stakes are much higher for everyone else because of their propensity to behave in ways that could destroy the organization. 
4. You are just doing it for the money. Although people tend to put up with unrewarding jobs mostly for financial reasons, staying on a job just for the money is unrewarding at best, and demotivating at worst. As I pointed out in a previous post, employee engagement is three times more dependent on intrinsic than extrinsic rewards, and financial rewards extinguish intrinsic goals (e.g., enjoyment, sheer curiosity, learning or personal challenge). 
5. You hate your boss. As the saying goes, people join companies but they quit their bosses. This implies that there is a great deal of overlap between employees who dislike their jobs, and those who dislike their bosses. In our research, we find that 75% of working adults find that the most stressful part of their job is their immediate supervisor or direct line manager. Until organizations do a better job at selecting and developing leaders, employees will have to lower their expectations about management or keep searching for exceptional bosses. Of course, these are not the only signs that you should pay attention to. 
There are many other valid reasons for considering a job switch, such as work-life balance conflicts, economic pressures, firm downsizing, and geographical relocation. But these reasons are more contextual than psychological, and somewhat less voluntary. They are therefore less likely to lead to decision uncertainty than the five reasons I listed. At the end of the day, real-world problems tend to lack a clear-cut solution. Instead, the correct answer depends on its consequences and how pleased we are with the outcome, and both are hard to predict. 
As Abraham Lincoln said, “the best way to predict the future is to create it,” so the only way to know whether a career move is actually right for you is to make it.

jueves, 2 de abril de 2015

Ideas to be focused on the main objectives and tasks.

Many of us are afraid to take a vacation, for fear that when we return we will never catch up with email or what had transpired when we were offline. Or worse yet, we constantly check our email and social networks to stay up-to-date, afraid to even let our phones out of reach even when we sleep.

Multitasking seems the norm nowadays. Workers no longer seemingly have the luxury of being able to do just one thing at a time. 

There are several ways to be relaxed...

Focus

“Be pointed about everything you do. To stay on track, prioritize your information into three categories: must know, should know and nice to know,” recommends Fox Business writer Lindsay Broder. It is a good exercise to mitigate information overload, and one that shouldn’t take too long.

Maintain

Another often-mentioned technique is to maintain a zero email inbox, or at least, trying to keep it that way. This means keeping just a few messages in your inbox and handling the vast flow immediately. The more unread messages that pile up in your inbox, the more out of control the world seems. I know many people who never delete a single message, or who are somewhat proud of the accumulation, as if it is some sort of badge of honor. Start using folders and archiving messages that aren’t important, and use that delete key liberally.

Stay on task

We all have been in situations where minutes or hours are lost to surfing the Web researching for work (or reading your favorite blogs). Again, remember to review your daily priorities and keep them in sight. Information overload doesn’t just impact you and the team around you, but your company’s broader workflow and processes. If one employee is bogged down in too much information, the bottleneck they create can cause a ripple effect all the way down the line, and that’s bad news for productivity.

How to improve your relationship with your team

There are some areas that every manager must pat attention to impprove the communication with his team to achieve the company goals:

1. Consistent and meaningful communication.

 Regular communication — whether it occurs in person, over the phone, or electronically — is linked to higher engagement.

For example, employees whose managers hold regular meetings with them are almost three times as likely to be engaged as those with managers who do not, the report says.

It also found that engagement is highest among employees whose managers communicate daily, using a combination of mediums — and those who converse not just about their role and responsibilities, but also about what happens in their life outside of work.

2. Performance management beyond annual reviews.

Employees appreciate managers who help them set work priorities and goals throughout the year — not just in their annual performance review.

Clarity of expectations is "perhaps the most basic of employee needs and is vital to performance." It also discovered that employees want and need to completely comprehend what they should be doing and how their work fits in with everyone else's work. That's why the best managers don't just tell employees what's expected of them; they regularly discuss their responsibilities and progress.

When "performance management" is done well, employees become more productive, creative, and profitable contributors.

3. A focus on strengths, not weaknesses. 

When managers help employees grow and develop through their strengths — rather trying to improve their weaknesses — they are more than twice as likely to be engaged at work.

A strengths-based culture is one in which employees learn their roles more quickly, produce more and significantly better work, stay with their company longer and are more engaged.

viernes, 27 de marzo de 2015

Estrategia vs. Táctica

Táctica vs. estrategia No hace mucho y hablando con un alto directivo de una empresa, me confesó en un suspiro: “es el día de hoy que aún no me queda muy claro la diferencia entre táctica y estrategia”. ¿Es posible?¿Puede ser cierto que aún hoy existan dudas sobre su diferencia? Definitivamente, porque son conceptos relacionados y no siempre bien explicados (o ejemplificados). Convivimos día a día con la táctica. Táctica es la acción, el detalle. Es una fortaleza indudable, cuando se dice que una organización tiene “poder de delivery”. Le da riqueza, contenido al “que hacer”, le da certeza y posibilidad de ejecución. Una empresa con poder táctico tiene asegurado mínima presencia notoria en un mercado, como resultado de su propia dinámica hacedora. La táctica es oportunista, tiene un horizonte cierto (cortoplacista) y tiene intrínseco el resultado (consecuencia de la acción) como parámetro de su desempeño y medida. La táctica es intuitiva, define rápidamente una alternativa a seguir y sobre ella se basa (autoconvencidos y convenciendo a otros). La táctica se guía más que nada por impulsos, donde la duda o la espera tienen poco margen. ¿Qué se le puede criticar entonces a una empresa que desarrolla su accionar táctico eficientemente? NADA, sólo si no se la confunde con estrategia. La táctica necesita de la estrategia. Se complementan. La estrategia no es intuitiva u oportunista, sino analítica y racional. Toma decisiones, pero contemplando siempre distintas alternativas y basando elecciones en función de criterios definidos (para justificar esa escala de opciones). La estrategia necesita tiempos y no urgencias, y el tiempo para el análisis abre el abanico de pros y contras, permitiendo ver el más allá, y detectar cosas que la táctica no contempla. La estrategia llega a diagnósticos más severos que la táctica, donde el marco de referencia no se desarrolla sólo superficialmente como en la táctica, sino necesariamente con mayor profundidad. La estrategia incorpora el criterio del peligro y del riesgo (y su evaluación), y por ende los valores de prudencia y orden. El entendimiento de los problemas y las causas se anteponen a la solución, para luego seguirle la decisión más apropiada. Mientras que la estrategia sigue la secuencia “reflexión- acción”, la táctica sigue la secuencia “acción-justificación”. Ambas son necesarias y ambas son importantes (más allá que la estrategia puede sonar más "cool"). Son aspectos distintos que deben ser contemplados y que se enriquecen de su complementariedad y no de su antagonismo. Estrategia sin táctica, no actúa. Táctica sin estrategia, suma mayores riesgos a su acción.

viernes, 13 de marzo de 2015

Is sales role the best Job?

6 Reasons Sales is the Toughest Job on Earth:

  1. Time Management – Sales professionals have a lot of latitude in how we spend our time, but with that freedom comes responsibility to be disciplined and focused on the most important (vs. easiest) tasks.
  1. Facing Rejection – The frequency and regularity with which sales professionals encounter rejection requires a unique level of resiliency and self-motivation.
  1. Customers are Never Satisfied – Customer expectations have never been higher, and are reflected in a prolific “what-have-you-done-for-me-lately” attitude. This can be difficult and even disheartening for sales professionals seeking to exceed customer expectations.
  1. Getting to Decision Makers – Identifying and accessing the appropriate decision-maker is essential, but can be equally elusive.
  1. Work Follows You Home – Gone are the days when physically leaving our office signaled the official end of our work day. Mobile communications have enabled around-the-clock sales response and fuelled customer expectations for the same. The result is our home and office life melding into one, and upending our life/work balance in the process.
  1. Complexity of the Sales Role – The complexity that makes our job incredibly interesting also makes it very challenging! Sales effectiveness requires mastery of both functional skills and interpersonal skills, and it’s an extremely broad spectrum.

sábado, 21 de febrero de 2015

Dominating Your Industry

Dominating Your Industry Running a business is so multifaceted, it may start to feel like what you really are is a professional juggler. And though there are just about a thousand things to think about every day as an entrepreneur, there are a few that stand out as being especially important if you want to totally dominate your industry… 1. Have a Great Product Maybe this seems obvious, but I can’t count how many ventures I’ve seen fail because people weren’t fully committed to their product. With so many sharp competitors to face, there’s just no substitute for being the best at what you do. The most savvy businessmen and women know that cutting corners is a recipe for the short track. If you’re in the food and beverage industry like I am—put thought into every ingredient, every flavor. Nine times out of ten, the market is saturated with choices—it’s hard for consumers to keep up with all the options they’re given when they’re staring at that shelf. If you want a business that’s still thriving 20, 30, 40 years from now, don’t just be relevant, be exceptional. In the end, it’s more than worth the effort. 2. Let Your Consumer Be Your Guide The most successful businesses understand that without the consumer, all you have is a good idea. Customer feedback isn’t just interesting—it’s everything. Find out who your customers are and why they’re your customers. What holds you apart from your competition in their eyes? This information is critical for researching marketing options, brand collaborations, packaging—you name it. The Internet makes interaction incredibly convenient—keep all portals of communication open, and maintain a continued conversation with your clientele. You keep them at the forefront, and they’ll keep you in business. 3. Live the Brand To keep yourself pushing every day, you have to really believe in your brand. Not just love it—but live it. Here’s what I mean… To really dominate your industry, your focus needs to be on investing in a lifestyle you fully believe in. Your brand should be an extension of who you are, what you love, and where your values lie. The more meaningful your brand is to you, the more that sincerity will translate to your customers, and the more success will find you.

Career Directions: Our own future...

How to increase your value to the organization: 1. Be part of the bottom line. If you want to be valuable to your company, then you need to help it make money. The company measures its ROI on you, so you should measure the ROI on yourself as well. Focus on the activities that use your time, skills, and resources most effectively to connect back to the bottom line. 2. Remember that time is money. Your most valuable commodity is your time; spend it wisely. Don't invest eight hours in putting together a presentation when you can deliver the same results with less prep time. Management will value the content of your message, not a bunch of fluff and pretty artwork. 3. Sing your own praises (but not too loudly). Your work generally won’t speak for itself. You must speak for yourself. Make sure that managers understand the effort you put into your job and the results you produce. A bit of modest bragging will not only help you come promotion time, but it will also help discredit any attacks levied against you. Provide the right amount of information about yourself, but don't beat your accomplishments to death. Too many trips to the boss's office may work against you. 4. Recognize “deal or no deal” situations. Most people don't negotiate well because they really want what the other person has and they don't want to risk losing it. But whether it's a big contract, a job, a promotion, or a new car, you have to be willing to walk away. When you are willing to do so, you will be pleasantly surprised at how much better your negotiations turn out. Suddenly, what you offer carries value, and the tables often turn. 5. Get smart. Too many people don't understand the basic operation of their companies. Familiarize yourself with the organizational chart and reporting structures. Study and understand the financials. You never know where your life may lead. Learn as much as you can along the way, even though what you're learning may not seem relevant at the time. 6. Be a confident innovator. When you pitch your ideas to management, be prepared to defend your views and also to receive criticism. Management will challenge you simply to test your level of enthusiasm for the idea and its viability. There are a lot of variables to consider, and management wants to know you've thought about them. If you support your ideas with solid research and show some passion, management will be more likely to embrace your concept. 7. Keep an eye on your e-trail. Save all important e-mail and electronic data. If you have ever received an e-mail from someone asking you to confirm something, that person is likely covering himself. This is not a bad thing, and in many cases can clear up any confusion later. Disk space is cheap compared to the trouble it may save you. 8. Don't be afraid to say no (assuming that you're doing such a great job your company can't afford to get rid of you). If you don't set limits, you will find yourself on a perpetual treadmill. 9. Know which rung on the ladder is right for you. Do you want to be responsible for the success or failure of your company? If so, move up the ladder. Do you want to go home at five every day and forget about work until the next morning? Then moving up the ladder is not for you. The important thing is that you do your job to the best of your ability and that you are happy doing it. 10. Shut up and listen. If you don't know what you don't know, then seek out some experienced advice. A mentor can warn you about things you may never have considered and keep you from being blindsided by unforeseen events or costs. As difficult as it may be, admit to yourself that you don't know everything. 11. Learn the difference between e-communication and real communication. Communicating with people is an opportunity not only to transfer information but also to build relationships with them. In an age of electronic communication, our conversations are becoming increasingly impersonal. Effective employees must be able to interact with people and solve problems. If you can't interact with people directly, you have no value. 12. Add sales to your skill set. When it comes to You, Inc., there is only one person on the sales team: you! Despite what your resume says, adding sales to your skill set is a must. Whenever you are trying to pitch a new idea to your company, you'll need a sales pitch that is convincing and sound. Moreover, if you are vying for a promotion or raise, you'll need to be prepared to pitch yourself. Be ready to defend your views and have answers for the tough questions. If someone disagrees with you, be ready to support your ideas with solid research and your own enthusiasm. You’ll soon persuade people to see things your way. 13. If it isn't broken, don't fix it. The only reason to change something is to make it better. In business, change is often confused with progress. Likewise, employees feel the pressure to constantly make changes to keep up the appearance of productivity and to prove their worth. Put a time limit on your own goals so that you don't chase a bad idea longer than you should. In addition, if the system, idea, or product you currently have in place works well—then let it be, and concentrate your efforts on changing the things that truly need it. 14. Get a life. It's good to be committed to the company, and corporate accomplishments are rewarding; but when all is said and done, a lifetime goes by quickly. Try not to take your job home with you. I am a firm believer that you get what you give. If you are happy, those around you will be happy as well. 15. Say “no” to working vacations. When you take your vacation, take your vacation! Don't offer to check e-mail and voicemail while you are away. I have made this mistake and I can tell you if you do it, you might as well have stayed at work. A lot of companies offer rewards and perks like club trips or weekend getaways. Although these are great and can be a lot of fun, they are not vacations. They are still about the company, and you will still be working. You'll just be out of the office. Finally, if you spend your workdays worrying about losing your job, you are probably headed for trouble. Push those negative thoughts out of your mind and focus on the work you do and how you add value to your company. Demonstrate positivity and a can-do attitude to your team. Work smarter than your competition and you’ll get ahead, every time.