General Colin Powell
Quien fuera general del ejército y posteriormente
secretario de estado de Estados Unidos, es
actualmente uno de los autores y motivadores más
respetados de ese país
Estas son 12 de sus lecciones de liderazgo:
LESSON 1
"Nunca tengas miedo de volver loca a la gente."
El buen liderazgo implica la responsabilidad del bienestar
de todo el grupo. Algunas de las decisiones que tomes
podrán molestar a ciertos individuos: esto es inevitable.
Tratar de ser bueno con todos invitará a la mediocridad y a
poner en peligro tus objetivos como líder.
LESSON 2
"El día que tus subalternos dejen de traerte sus
problemas, es el día en que dejaste de liderarlos."
Mantente disponible y accesible. Con frecuencia, pedir
ayuda se ve como un acto de debilidad, que llevan a bajo
desempeño. Muestra tu preocupación por la gente que está
debajo tuyo.
LESSON 3
"No te dejes confundir por los expertos y élites. Los
expertos usualmente tienen más datos que buen juicio."
Cuestiona siempre lo que dicen los expertos, si no lo
entiendes. No asumas que saben más que tu, y nunca dejes
que te hagan aceptar algo que no entiendes completamente.
LESSON 4
"No tengas medio de retar a los profesionales, aún en su
propio terreno."
Aprende de los profesionales; búscalos como mentores y
socios. Pero si no estás de acuerdo con lo que dicen, déjales
saber esto. La reputación no debería ser un obstáculo para
el progreso.
LESSON 5
"No descuides los detalles. Cuando las mentes de todos
están distraídas, el líder debe estar doblemente
pendiente."
Todas las ideas y visiones en este mundo no tienen ningún
valor si no pueden ser implementadas en forma rápida y
eficiente. Los buenos líderes delegan y empoderan a otros
en forma liberal, pero siguen prestando atención a los
detalles cada día.
LESSON 6
"No sabes cuando te puedes salir con la tuya,
hasta que pruebas."
No esperes a que te den permiso – hazlo. Si le preguntas a
demasiadas personas, seguramente alguno de ellos te dirá
que no. Entonces, no preguntes.
LESSON 7
"Siempre busca debajo de la apariencia superficial."
No asumas que las realidades de hoy continuarán mañana
en una forma limpia, linear y predecible. Toma los pasos
necesarios para resolver problemas a medida – o si es
posible antes de – que surjan.
LESSON 8
"Sólo atrayendo a las mejores personas conseguirás
grandes logros."
Rodéate con los más brillantes y los mejores. Harán la
diferencia entre una organización y el logro
LESSON 9
"Nunca dejes que tu ego se acerque tanto a tu posición, que
cuando desaparezca tu posición, tu ego se vaya con esta"
El cambio suele ser aplastado por gente que se aferra a su
territorio. Los líderes efectivos crean un clima en el cual
el valor de una persona es determinado por su disposición
a aprender nuevas habilidades y asumir nuevas
responsabilidades.
LESSON 10
"El optimismo perpetuo es un
multiplicador de fuerzas."
Los líderes que culpan a otros y se quejan mucho,
promueven esas mismas conductas en su gente. Tenga una
actitud que diga “aquí podemos cambiar las cosas, podemos
alcanzar nuestras metas, podemos ser los mejores”.
LESSON 11
"Diviértete en tu misión. Toma un descanso
cuando te lo merezcas. Pasa tiempo con tu
familia."
Conseguir el equilibrio adecuado es fundamental; una vida
feliz en el hogar implica mayor productividad en el trabajo.
LESSON 12
"El liderazgo es solitario."
La esencia del liderazgo es la disposición para tomar
decisiones difíciles. Prepárate para estar solo porque
no siempre tus decisiones serán aceptadas por todos.
“Leadership is the art of accomplishing
more than the science of management
says is possible.”
El liderazgo es el arte del logro, más de lo que la ciencia de dirección dice que es posible
LESSON 13
"Never let your ego get so close to your position that
when your position goes, your ego goes with it."
Too often, change is stifled by people who cling to familiar turfs and job
descriptions. One reason that even large organizations wither is that
managers won't challenge old, comfortable ways of doing things. But
real leaders understand that, nowadays, every one of our jobs is becoming
obsolete. The proper response is to obsolete our activities before someone
else does. Effective leaders create a climate where people’s worth is
determined by their willingness to learn new skills and grab new
responsibilities, thus perpetually reinventing their jobs. The most
important question in performance evaluation becomes not, "How well
did you perform your job since the last time we met?" but, "How much
did you change it?"
LESSON 14
"Fit no stereotypes. Don't chase the latest management
fads. The situation dictates which approach best
accomplishes the team's mission."
Flitting from fad to fad creates team confusion, reduces the leader's credibility,
and drains organizational coffers. Blindly following a particular fad generates
rigidity in thought and action. Sometimes speed to market is more important
than total quality. Sometimes an unapologetic directive is more appropriate
than participatory discussion. Some situations require the leader to hover
closely; others require long, loose leashes. Leaders honor their core values,
but they are flexible in how they execute them. They understand that
management techniques are not magic mantras but simply tools to be
reached for at the right times.
LESSON 15
"Powell's Rules for Picking People:”
Look for intelligence and judgment, and most critically,
a capacity to anticipate, to see around corners. Also
look for loyalty, integrity, a high energy drive, a balanced
ego, and the drive to get things done.
How often do our recruitment and hiring processes tap into these attributes?
More often than not, we ignore them in favor of length of resume, degrees and
prior titles. A string of job descriptions a recruit held yesterday seem to be
more important than who one is today, what they can contribute tomorrow, or
how well their values mesh with those of the organization. You can train a
bright, willing novice in the fundamentals of your business fairly readily, but
it's a lot harder to train someone to have integrity, judgment, energy, balance,
and the drive to get things done. Good leaders stack the deck in their favor
right in the recruitment phase.
LESSON 16
"Great leaders are almost always great simplifiers,
who can cut through argument, debate and doubt,
to offer a solution everybody can understand."
Effective leaders understand the KISS principle, Keep It Simple, Stupid. They
articulate vivid, over-arching goals and values, which they use to drive daily
behaviors and choices among competing alternatives. Their visions and
priorities are lean and compelling, not cluttered and buzzword-laden. Their
decisions are crisp and clear, not tentative and ambiguous. They convey an
unwavering firmness and consistency in their actions, aligned with the picture
of the future they paint. The result: clarity of purpose, credibility of leadership,
and integrity in organization.
LESSON 17
Part I: "Use the formula P=40 to 70, in which P stands
for the probability of success and the numbers indicate
the percentage of information acquired.”
Part II: "Once the information is in the 40 to 70 range,
go with your gut."
Don't take action if you have only enough information to give you less than a
40 percent chance of being right, but don't wait until you have enough facts to
be 100 percent sure, because by then it is almost always too late. Today,
excessive delays in the name of information-gathering breeds "analysis
paralysis." Procrastination in the name of reducing risk actually increases risk.
LESSON 18
"The commander in the field is always right and the
rear echelon is wrong, unless proved otherwise."
Too often, the reverse defines corporate culture. This is one of the main
reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea
Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs
to a bare-bones minimum - how about fewer than 100 central corporate
staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion
Nucor and Virgin, respectively? Shift the power and the financial accountability
to the folks who are bringing in the beans, not the ones who are counting
or analyzing them.
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Colin Powell on Leadership