A good part of the function of leaders and of the people who are in charge of others, is not only to achieve the objectives and expected results, in their prospects made long ago, as well as the adequate monitoring of the parameters and standards used to compliance with them. The great challenge has to do with issuing the commitment and responsibility that the work team and each of the members that comprise it must and can have. And in a much more desirable setting, give feedback and interact with the joy and pleasure of being part of the team and having the opportunity to contribute to it with the talent and personal resources of each one.
The company in our country experiences firsthand the problem of educational deficiencies that we have been dragging on for some decades.In which it has been a mainly memory and cognitive-behavioral education. In which the main emphasis at the school and family level has been pointing out the error at first and then the conditioning: reward-punishment, the emphasis on the result over the method or strategy, doing things by “ Hay se va ”, the“ I pretend to work ”if I am being seen, prioritizing the world of rights far above the world of responsibilities, drawing attention even if it is“ bad ”. Always being evaluated and not teaching us self-evaluation. In having a route to explore, which are the subjects, having a vehicle that would be books and notebooks, but it was forgotten in this part that someone had to pull the horse or at least travel in the carriage and be the observer.
The challenge faced by the leader is interesting, certainly in his priority work, which is people and all that this entails. The leader, like those who make up his team, was formed in this society and with this educational system. And depending on your training, experience and personal evolution, many elements of reality can also escape you. In this way, he can easily fall into what he perceives and that does not work for his people. Analysis can become a dead end, execution a disappointment, the meeting a labyrinth, decisions made in substance thrown on deaf ears, daily goals in shooting stars, communication in mere confusion and muddle. Problems can sprout out of nowhere. The line that separates the harmonic from the chaotic is very thin.The difference that could make a difference is that the leader has a clear distinction of when he can jump from technique to art.
Key 1: Be present and open
It is very curious but we were educated through methods and strategies that time was in charge of showing us that they would not be enough to meet the future reality. And how to pretend that the rote can be useful in a world where maps and environments change vertiginously? How to pretend that a person works with a conditioning, if when she was little there were in her perception three variables and a thousand constants while now there are a million variables and 5 constants? It is nothing more and nothing less than trying to face our mental grooves with its turtle speed against the vicissitudes of life that go at the speed of lightning and the force of the Tsunami. We are in the era of the multifactorial and the only way to adequately attend to it is systemically like the artist: by being open to intuition.
To be in the technique is to fight with life, to be in art is to flow or let yourself be carried away by life. Buddhists say that “ if you want to know your past, you must examine the present which is the consequence and, they add, that if you want to know your future, examine your present which is the cause.. " For a leader who wants to artistically carry out his work, it means learning to be authentically present and open, both in what happens inside in his subtle world and what happens outside in the gross world; within the subtle world -be attentive- to everything that makes it up: thoughts, emotions, feelings, sensations, kinesthesias, intuitions… within the dense world in the same way: desires, attitudes and behaviors, beliefs, interests, paradigms, actions or not actions, facts and interpretations, events and so forth.
Key 2: enjoyment
The second clue for the leader to realize that his actions are within art, is if he is enjoying what is happening. If you're not doing it, you're almost certainly still in the art. Within the technique, he will be looking for solutions or the origins in what has already been lived. You may want to find the answer in a book, or in your course notes, or in last year's report. It is in the technique of repeating yourself in a mental process and, it is not that it is not worth doing it, but rather it has to see if you are realizing it on the one hand, and on the other if your intention to do so is clear. that way.
Being in the technique is a deductive process, it is getting into a bottleneck; Being in the technique would be like believing at face value that the process or method learned will solve the problem that “x” person presents, simply because of the similarities it has to another case, forgetting that it is simply another story. Being in the technique would be like realizing that the cognitive still outweighs the Being. When the results are more important than the paths, one is in the technique; It is urgent to have the answer to a problem, it is urgent that a “bad” pass ends. That can generate stress and so it is very difficult for enjoyment to occur. When both are equally important, you can aspire to be in art. If you are trying to solve a problem from the mental or from the pressure, the leader is in the technique.If you give yourself the permission to do it from the intuitive, you are in the art, and it is very likely that you may be enjoying it, especially if it is combined with one of the other two keys.
Key 3. Choose or refound your intention daily
To move with art is to choose to be authentically present for whatever appears along the way, many times the administration or marketing calls this "service"; it means feeling the expanded present, which is known to be complex but not intractable. By silencing the mind, the door to holistic perception is opened and it is known that if the intention is clear, even "the error" appears at the right moment, as yet another opportunity for development and expansion, personal and / or equipment.
The artist leader knows that the energy of a work team can break the stagnation and begin to circulate, as he knows that just blowing on a hose can cause the clogged garbage to come out, as he also knows that if he is going on a congested road he can search get there faster by an alternate route that you sense exists, as you know that by tuning the instruments one by one, you can reach the desired harmony in the orchestra, even though one of them could fail at the time of the concert. He knows that failure also plays a role and that it can be squeezed and integrated for the shared growth of the team. And one very important thing, the leader who has learned to move with art knows that every day he must make the conscious choice to continue on this path that can be so "saturated", "crowded", "stumbled","Full of uncertainty", "with many bumps", but he knows that the path is worth it and chooses again to continue growing and developing from the challenges that surround this path. They are the vicissitudes through which he has consciously chosen to GROW. He knows with certainty that the path is conquered on a daily basis.
