The order and stability of yesteryear no longer exist. Currently, our country, but also the world, is characterized by chaotic and complex contexts, that is, constant changes at high speed and an innumerable number of variables to consider that will undoubtedly continue to expand in the coming years.
The aforementioned produces in the people in charge of making decisions in companies an increase in uncertainty with emotional states of fear, demand, anxiety, frustration plus consequences such as chronic fatigue which deteriorates their quality of life added to the expected results without achieving.
In these contexts, trainings based on the transfer of knowledge to do are not enough, they are even ineffective due to their rapid outdating. So, new ways and processes of learning are needed to develop competencies that allow us to observe, distinguish and design who we need to be in the face of circumstances that appear as obstacles to achieving extraordinary results (understood as those that differ substantially from those that being achieved with usual practices).
These forms and learning processes contemplate a cultural transformation, possible through education and training in a different way from Being a Manager to Doing Management. This different way understands that observable in management:
• Communication: Distinguishes when speaking and listening, conversations that describe, explain and/or justify the results not achieved and can create, through conversations with himself, collaborators and/or others, the results he wants.
• Emotional and Body: Distinguish if the emotions and ways in which you put your body to action do not serve you. Then, he accepts them and generates those that open up possibilities for him to act effectively to achieve the results he wants.
• Relational: Distinguishes that trust (not fear) is the basis of effective relationships, therefore it constitutes a trustworthy being, competent in creating relationships based on trust and, in turn, that this arises from the acceptance of the another thus avoiding any type of manipulation.
• Results: He is competent in creating and coordinating actions with himself, collaborators and/or others to achieve the results he wants in different areas of his work.
In addition, he is a person with values such as:
• Integrity: Does (thinks, speaks, listens, relates) in congruence with who they say they are.
• Ethics: Takes charge of how your actions affect other people, relationships and systems in which you interact.
• Vulnerability: It distinguishes and accepts its spaces of ignorance from the commitment to its constant learning, development and transformation.
• Fullness: He lives committed to his vision for which his actions are chosen, have meaning, purpose, that is, he knows why he does what he does.
Being a Manager includes a leader who develops more leaders. This conception renews leadership by proposing a different style to those already known. In this sense, those who work to develop their Being Manager will make a difference in their Doing Management.
Lic. Luciano M. Giordano
by CEDOC