It is incredible all that can be learned from the extraordinary Spanish-Mexican production El Laberinto del Fauno, whose direction and script correspond to Guillermo del Toro, who also shares the production with Álvaro Augustín, Alfonso Cuarón, Berta Navarro and Frida Torresblanco.
This cinematographic work was awarded by the North American Academy and received the Oscar for Best Cinematography, Best Art Direction and Best Makeup… but, without a doubt, it would have won Best Managerial Coach, if this category existed.
The management lessons of Pan's Labyrinth seem to be written in three times, perhaps like the story itself that this film tells, since so much can be deduced from the initial story, represented by the escape of the princess, the particular story that the girl and, finally, the relationship of power and resistance between the opponents and the general who represents the Franco regime. In this brief summary only one of the times will be addressed, since the rest will be sufficiently well developed in my book "Inept Managers" soon to be published.
As is logical to warn, it would be necessary to make direct reference to the film to place in the context who will read the lessons that have emerged from the interpretation of the plot that it exposes, however, doing so would mean moving forward, perhaps in an awkward way (because the plastic and art that well deserved the Oscar is lost); moments that should definitely be experienced by the audience from the primary source, therefore, the essence of the lessons will be exposed in a general title in this summary, without going so far as to explain details of the frames that inspired it.
In the second half, the Faun subjects Ofelia to three tests of increasing impact and responsibility, each of which explores different competencies (operational, strategic and emotional) on which the achievement of the goal depends. The tests, although presented in simple language, adjusted to the story that is told, can be assimilated to the administrative and managerial context, where cause and effect, according to how it is interpreted, can generate some lessons.
Here is an example of them.
Second Half - First lesson: The real credit comes when you face the objective without pretending not to get involved.
It will not always be possible to solve problems from a desk, through a phone call or by making use of text messages, emails or chats, sometimes the job requires us to dive into the problem, to the point of forgetting how comfortable, elegant and refined we are and seem, and accept the fact that such claims are useless if the problem is not solved at its roots.
Second half - Second Lesson: Do not lose sight of your objective and, if you do, do not ignore whoever reminds you, no matter how basic the position you occupy.
If you have been entrusted with a task or have self-imposed a goal, focus on it, do not lose sight of the main objective, and if this happens, be open to comments and suggestions, do not let your position or particular condition cloud your mind. vision making you believe that you are the only one empowered. There is always someone who sees what we ignore.
Second half - Third Lesson: Take responsibility for your actions and decisions without putting third parties at risk.
There is nothing easier than making others pay for the broken dishes when it comes to reaching a goal. This unethical conduct is very easily observed in the managerial and administrative scene, since the figure of the manager cannot be questioned by a minor failure, however, the film makes us reflect on it and invites us to assume with integrity the responsibility of our decisions and our actions, as there is no better professional than the one who, regardless of the outcome of an event, assumes responsibility for it and faces it.
Second half - Fourth Lesson: If a member of your team achieves the objective with unnecessary sacrifices, do not exclude them, point out the error, seek reflection and internalization of the learning and offer another opportunity.
It may happen that the objective is achieved, but that in its search, either due to immaturity, ignorance or inexperience, mistakes are made that put the balance of the team, the company or organization at risk. One of the immediate answers that is offered to such results is the momentary or definitive separation of the person in charge of our ranks, highlighting mainly the error or the unnecessary sacrifices that could be incurred. This happens as a consequence of the equivocal handling of emotions and the absence of a behavior oriented to coaching and the development of competences. If circumstances allow, do not expose the team member to a terminal sentence, first assess the pros and cons of what happened, put your emotions in order, perhaps what was lacking was better guidance,Go ahead and give it another try, the next results may surprise you.
As the film proposes, in its final scenes, everyone looks at things from their own particular perspective. Those who have seen Pan's Labyrinth as one more film, may have been moved by its narrative and visual impact, those who saw it as a documentary may have found in it references to a terrible and dark time in Spanish history, but who decides keep an open mind, without putting limits to its content, you will be able to observe in it what is forbidden for others… lessons that can be applied especially in the managerial field.
