In a world where technical knowledge and experience are highly valued, Ingrid Rivera proposes a transformative look on leadership and professional success. The key, according to his vision, does not lie only in the aptitude, but in the attitude he faces each challenge.
The fundamental difference between the two is that the aptitude is linked to hard skills: professional doing, process mastery, technical knowledge and accumulated experience. However, Ingrid emphasizes that these skills, although necessary, are not enough to guarantee extraordinary results.
The attitudeon the other hand, it is the true engine of success. This is how a person manages changes, regulates their emotions, communicates and coordinates with others. In simpler terms, it is the soft competition of doing: the human factor that determines the effectiveness in any field.
Ingrid points out that in any organizational or leadership process, the relationship with others is decisive. In order for a team to reach its maximum potential, it is necessary that the connection between its members is more than the simple sum of their individual skills. This is where soft competitions come into play.
With a sports metaphor, Ingrid explains that “the pass must be enabled.” Just as in football a well executed pass can change the direction of the game, in leadership and team management it is essential to create a relational and emotional context that allows processes to flow naturally.
This vision implies a transformation in the way people relate:
- The relationship with himself, based on self -confidence and self -knowledge.
- The relationship with others, from empathy and effective communication.
- The relationship with circumstances, accepting the unexpected and managing uncertainty.
- The relationship with the past, understanding that, although it cannot be changed, the perception of it can be transformed.
- The relationship with the future, understanding that this is built from the decisions and actions of the present.
Today’s leadership demands from managers and professionals, in addition to technical knowledge, emotional competences that enhance the relationship and, therefore, the results. “The relationship from where we are interpreting is directly proportional to the result,” he says firmly.
This perspective invites a deep reflection on the way in which teams are led and projects are managed. Because, at the end of the day, success does not depend only on what we know how to do, but on how we do it and the quality of our relationships in the process.
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