«You have to recognize a job well done and not feel envy or jealousy»

«You have to recognize a job well done and not feel envy or jealousy»


Leadership, change management, motivation, communication, etc. The ideal manager is not born, it is made, and anyone could become one with adequate training, which should naturally begin in the student age. These are some of the conclusions highlighted by José Manuel Muriel in his book "Creating the ideal manager". The author knows firsthand the characteristics that the good leader must meet, since he has accumulated a long career as a manager of large national and multinational companies. Throughout his work, he mentions practical cases of leadership that lived in crisis situations in various companies. "There are multiple definitions of this word, but possibly one of the most accurate, in my opinion, is one that describes it as a combination of influence and power. That is, a leader can be a person without authority, but with the ability to influence and power a collective. Therefore, a person with authority may not be a leader. "

Muriel offers no miraculous formula that guarantees success; He knows they do not exist. But he also says that "the human brain is well prepared to adapt to the behavioral and behavioral habits necessary to be an ideal manager, if you really have an interest in achieving it and are willing to work for it".

Another key feature that an ideal manager should have is the ability to manage change. It may be the most important and also the most difficult to exercise, says the author. "The changes are not detected until they have been produced and, then, the time to adapt is very short for the measures that must be taken. Therefore, the ideal would be to have a system to prevent changes and to help us decide when to start adapting measures, it would be an effective aid and avoid many risk situations in companies. Only those who have the keys to anticipate the change and start adaptation well in advance will be one of the winners in this war that is the business world of contemporary society. How many companies have desaperacido for not knowing how to adapt to change! In this chapter of the book, Muriel cites several examples, such as Kodak, the undisputed leader in photography, the reels, the development elements, etc. until digital photography appeared and went bankrupt. «He did not know how to anticipate and take action. And this despite the fact that we are talking about one of the big companies of its time, market leader, listed on the stock exchange and with everything in favor to have led that transformation and, nevertheless, it was the first of its victims ». The same has happened with the telephony sector and the emergence of smartphones or white brands in the food sector. "Therefore, the changes occur and will continue to occur in the future, and the ability to adapt to them is what makes only the companies that see them come and take measures to adapt survive, while the rest disappears »

To pilot the change you have to know how to choose the right collaborators. "They must be people who hate routine and who dispense with comfort for the pleasure of the challenge. And directing the area of ​​change is necessary to appoint a professional who especially knows people. That can influence the organization, stay calm, be a fighter and do not lose sight of what you are looking for profitability.

Serenity is, according to Muriel, another characteristic of the ideal manager. "I do not remember the number of times we had the threat of a labor dispute on the table. The secret was not to lose the serenity, to leave an open crack in each rupture and to return to resume the negotiation. The opposite pole is that of executives unable to withstand the pressure and who literally flee at the slightest risk. "

The lack of coherence

On the other hand, what most demoralizes a staff is probably that the messages coming from top management are not reflected in the mode of action of the latter. Preaching by example is therefore another of the characteristics of the good leader. "One can not speak of austerity in spending if the manager does not show any concern for which he originates the company. You can not talk about dedication if the manager is the last to enter and the first to leave. You can not talk about discretion if the manager is the one who directs "radio Macuto". Launching a message without being willing to practice it is the surest key to open the door to failure. " Another quality equally essential for the ideal manager is motivation, and it is absolutely necessary to obtain good results. "No human being, however intelligent, however hardworking, can compete with a team, if it works motivated. You have to have the humility to know how to recognize what has been done well and not feel jealousy or envy (our two biggest enemies in the workplace), warns Muriel.

«Mediocre leadership»

In his book «Creating the ideal manager», José Manuel Muriel offers practical advice for executives as well as for entrepreneurs in order to exercise good leadership. "Without a doubt, the ideal director is built," says Muriel. Managing change is, in his opinion, the most difficult characteristic to develop by the ideal manager. Advises to run away from ambition and surround yourself with the best. "The mediocre leader is always surrounded by medioce," he concludes in this regard. He points out that there are endless aptitudes and attitudes that can help us in this construction, and for this a new theoretical formation is necessary and, above all, a lot of practical experience and a desire always unsatisfied to learn. "It is necessary to live with the feeling that you will never get to learn everything you need. Every day in your work is like attending a new master class. You always have to be attentive to learn everything that surrounds you and do not lose the humility necessary to continue your learning ».

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