It is a clear, concise and informative introduction to the wisdom of the world's best entrepreneurs.
It is the combination of the best business writings presenting the essence of their work, then we analyze them and take advantage of the knowledge learned.
It is the summary of 79 Gurus who have written since the 80s, this does not mean that they are the best but they are the most famous. Since your Ctas. Banks affirm so.
THE LEADERSHIP
For many thousands of years the topic of leadership has been discussed. The Gospel of Matthew 15:14 states that "if a blind man leads the blind both will fall into the pit"
Ingredient according to Warren Benis
Basic ingredients of leadership, according to Warren Venus.
View. You have a clear idea of what you want - professionally and personally - and the strength to persist in the event of setbacks, and even failures.
Passion. She has a fundamental passion for the promises of life, combined with a very particular passion for a vocation, profession, action. Love what he does
Integrity. Your integrity stems from self-knowledge, openness, and maturity. He knows his strengths and weaknesses, acts in accordance with his principles and has learned from experience how to learn from and work with others.
Trust. You have earned the trust of others.
Curiosity. He questions everything and wants to learn as much as possible.
Audacity. You are willing to take risks, experiment and try new things
Source: Waren Bennis, how to become a leader (Editorial Norma, 1990).
The Seven Mega Leadership Skills, According to Burt Nanus
Future vision. He keeps his eyes steady on the distant horizon, even when walking towards it.
Domain of changes. Regulates the speed, direction and pace of change in the organization, so that its growth and evolution are consistent with
Organization design. He is a builder in the institution whose legacy is an organization capable of succeeding by fulfilling its desired predictions.
Early learning. He is a lifelong learner who is committed to promoting organized learning.
Initiative. Demonstrate the ability to make things happen
Mastery of interdependence. Inspire others to have ideas and trust each other, to communicate well and frequently, and to seek collaborative solutions to problems.
High levels of integrity. He is serious, honest, tolerant, trustworthy, caring, open, loyal, and committed to the best traditions of the past.
Source: Burt Nanus, The Leaders: the seven Keys to Leadership in a Turbulent World (New York Contemporary books, 1998), 81-97.
The Characteristics of Values-Based Leaders, According to James O'Toole
Integrity. Never lose sight of your goals or compromise your principles. She is simultaneously a person of strong principles and pragmatics.
Trust. It reflects the values and aspirations of its followers. Accept leadership as a responsibility, not a privilege. Serve others
Know how to listen. You listen to those you serve, but you are not a prisoner of public opinion. It stimulates dissenting opinions among its advisers. He puts dissenting opinions among his advisers. You test ideas, explore all possible consequences, and convey the full range of opinions.
Respect for the followers. He is a leader of leaders. He is pragmatic on the essentials but passionately believes in what he says and does.
Source: James O Toole, Leading Change: The Argument For Values-Based Leadership (New York: Ballantine, 1996), pp. 23-34.
The Seven Habits of Highly Successful People, According to Stephen Covey
Be proactive. She is responsible for her own behavior. She does not blame the circumstances or her conditions for her conduct. Choose your answer for each situation and each person.
Start with the end in mind. You can visualize the future you want to achieve. You have a clear idea of where you want to go and what you want to achieve. Live life according to deeply held beliefs, principles, or truths.
Put the important things first. Live a disciplined life. It focuses on those activities of great importance but not necessarily urgent, such as “building relationships, writing personal goals, long-term plans, exercising, preparing - all those kinds of things that we know we have to do, but that gives somehow we don't do them because they are not urgent ”(Covey 1990, p. 154). Say "no" to things that seem urgent but are not important.
Win-win thinking. He has a “hearty” mentality. She believes that there is a lot for everyone. She does not believe that for one person to succeed, another has to fail. Look for synergistic solutions to problems. Try to find solutions that all parties benefit from.
Try first to understand, and then to be understood. Listen with the strong intention of fully and deeply understanding the other person, both emotionally and intellectually. Diagnose before counseling.
Synergy. Is creative. He is a pioneer and explorer. He believes that the whole is more important than the sum of the parts. It takes into account the differences between people and tries to build on those differences. When presented with two conflicting alternatives, he looks for a third, more creative one.
Fine tune. It continually seeks to improve, innovate and refine. He always wants to learn something new.
Source Stephen R. Covey, The Seven Habits Of Highly Effective People: Powerful Lessons In Personal Change (New York: Fireside, 1990), pp. 63-309 and Stephen R. Covey, Principle-Centered Leadership (New York: Summit, 1991), pp. 40-47.
This is a great disagreement among the Gurus when it comes to seeking qualities. For some all the above details are individual for others they are only Gurus and still others do not accept any.
According to John Gardnes after he published his list of attributes of leaders in 1990, he says the following.
“Research has shown time and again that we should not think seriously or mechanically. In the affairs of leaders, then, the attributes of the leaders after the type of leadership that they have to exercise in the context, and the way of being of the followers.
Leader Personality, "leader style, and" leader traits "do not exist.
Other writings like Peter Duckes says: the personality of a leader; leader style;
Among the most effective leaders I have known and worked with for half a century, there were those who locked themselves in their offices and others who were ultra-aggregate. Some (though not many) were "nice guys" and some were "tough military." Some were quick and impulsive; others studied and studied and took years to make a decision. Some were effusive and friendly; others kept their distance. Some talked about their families; others never mentioned anything unrelated to their work. Some leaders were terribly conceited - and this never affected their performances… Some were excessively modest - and this did not affect their performances as leaders either. Some were as austere in their private lives as hermits in a desert; others were ostentatious and lovers of pleasures,and they bragged whenever they got a chance to do so. Some could listen, but among the most effective I worked with, there were also some loners who only listened to themselves. The one personality trait that all effective leaders I met had in common was "charisma."
These examples of leaders
Christ
Duarte
Kennedy
Hitller
Balaguer
Martin Luther King
What do these leaders have in common? What component made these gentlemen leaders?
FOLLOWERS:
It is the only thing that clearly differentiates the leaders from those who are not.
The people that I detail above were leaders because there were people who followed them.
natural laws of leadership 1.9 p15 Para. 18 that leaders should cause in their followers
The Nine Natural Laws of Leadership, According to Warren Blank
- A leader has followers - allies of good will. Leadership is a reciprocal action. Leadership happens just like an event happens. Leaders use their influence even above their formal authority. Leaders act beyond the limits of procedures. defined by their organizations. Leadership implies risk and uncertainty. Not everyone will follow a leader's initiative. Knowledge - the ability to process information - creates leadership. Leadership is a process of author referencing. Leaders and followers process information according to a subjective and internal reference system.
Source: Waren blank, the nine laws of leadership (new york: AMACOM, 1995), p.10
So if you want to understand leadership, don't focus too much on personality traits or characteristics. Leadership is an event and not a trait. It has more to do with what you do and who you are with, than who you are. In short, leadership has to do first with understanding one's own strengths and weaknesses and then with assuming leadership roles and responsibilities with which one connects in a special way with followers. What are the roles and responsibilities of leaders? As you can imagine, our gurus have a lot to say about it.
Finally, Martin Luther King expressed his dream for America in these words:
My friends, today I tell you that despite the difficulties and frustrations at the moment, I still have a dream. It is a dream deeply rooted in the American dream.
I have a dream that one day the nation will rise up and live the rest of its life with the true meaning of creation: “We hold that these truths will become obvious; that all men have been created equal.
I have a dream that one day in the red mountains of Georgia, the children of former slaves and those of former masters will be able to sit together in the child (brotherhood).
I have a dream (I tell you that some hard, smooth state of Mississippi, a desert state burning in the heat of injustice and oppression, will become an oasis of freedom and justice.
I have a dream that my four children will one day live in a nation where they will not be judged on the color of their skin, but on the content of their character.
I have the dream today…
All of these visions are compelling and full of force. They have what James Collins and Jerry Porras call the "drink" factor. "When people begin to understand what it would mean to get the vision, there is a 'drink' that you can almost hear."
KEY IDEAS
Although there are some characteristics common to various leaders, such as the desire to lead, the willingness to take risks, the need to achieve objectives, etc., these characteristics are not necessarily shared by all leaders.
The only characteristic that differentiates leaders from non-leaders is that leaders have followers.
Leadership occurs as a consequence of a series of independent events. Therefore, a person who succeeds as a leader today may not be a leader tomorrow or in a different group of followers.
The new leader has to be more:
- visionary who strategist
- storyteller who commander
- agent of change and server that systems architect or engineer.
Learning to lead is a slow, ongoing process that dates back to childhood. Training, seminars, short courses, and mentoring can only hone the leadership qualities that a person already possesses.
THE MANAGEMENT OF CHANGE:
The ability to change beings org. it is a key factor for its good operation both short and long term »
The org. What will be most successful in the future will be those that are able to rapidly and effectively adopt lasting fundamental changes and of all systems. '
factors contributing to resistance to change
perception of negative consequences:
The group that has to change will be negatively affected by the bone change that they will immediately see the process of change, without knowing we will think before any manuscript that this will be to negatively affect, increase in work, layoffs, loss of good conditions
fear of having to work more:
Employees believe that the change will cause an increase in the amount of work. And months of opportunity to reward.
need to break habits:
These changes require employees to alter the habits they have maintained for long periods.
lack of communication:
The org. It effectively communicates the what, why, and how of change and does not spell out future performance expectations.
do not consider that efforts for change have to be global to include all aspects of globalization
The structure of the org. Business programs, technology, core competencies, employee knowledge and skills, and culture. They are not integrated into the effort to make a change.
If the change is not made general the areas that have not been changed. They will be a stumbling block for the change that is why you must fully know the company to be able to unify the efforts and changes as necessary.
the uprising of the employees:
Those who resist change do so because they believe this obligation is being given to them beyond their ability.
People do not resist change as such, people resist when they believe that what is familiar will cease to be relevant, people do not resist change, but rather to be changed. slightly necessary for the change of a business:
establish a need for changes:
Explain clearly to the employer that the change is important even if it is shocking, make them see that if the change, everything that appears safe, will not be in a while.
but one of the ways to encourage change is not to give people another option, or they change or change
Daring ways to meet employees in need of a change.
believe a clear and convincing conviction that shows you will live better
Creating a vision is the important point that works from the manager as a leader, not saying slogans aimed at clients or a change company that does not have a clear plan.
The people who work at Cía. They must be aware that it will bring a final benefit that their effort will have a reward even if it now seems difficult.
Search Positive And Fast Results
The change program is positive when it begins to generate results in the company, it is necessary to celebrate two progresses. You can not calculate the activities but witness the results since this pleases customers and shareholders make a circle between activity result.
Short-term successes help the entire change process. For example:
- They show that the sacrifices are worth it. They reward the agents of change, who can relax for a few moments and celebrate it. They are a testo to see the viability of the long-term vision and act as a guide to see how the change has to be approached. vision Weaken those who opposed the change Help maintain the support of bosses for the effort
They fuel efforts for change, turning neutrals into followers of change.
Communicate Communicate Communicate
Why do most change efforts work? Due to the lack of information that leads to oblivion, lack of commitment and these times to failure.
John Kotter's Seven Principles for Successfully Communicating a Vision
Be simple. Focused, jargon-free information can be communicated to a large number of groups at a lower cost than complicated and confidential communication.
Bad: our objective is to reduce the average time we spend to repair parameters, and thus achieve that these are percentage lower than our competitors in the United States and abroad. In a similar vein, we have set out to spend some time developing new products, improving order delivery processes and other relevant processes for the customer.
Better: we will be the fastest in our sector to meet customer needs.
Use metaphors, analogies and examples
Bad: We need to retain the advantages of the large-scale economy, and become much less bureaucratic and slow in making decisions, to help ourselves retain and win customers in this tough and competitive business environment.
Better: We need to be less like an elephant and more like a Tyranosaurus rex, a friend of his clientele.
Use different forums. A vision tends to be communicated more effectively when multiple media are used: group meetings, memoranda, newspapers, posters, informal face-to-face meetings. When the same message reaches a person through six different avenues, they are more likely to read and remember it, both intellectually and emotionally.
Repeat, repeat, repeat. All successful cases of relevant change seem to include thousands upon thousands of communications that help employees strive to resolve difficulties intellectually and emotionally. One sentence here, one paragraph there, two minutes in the middle of a meeting, five minutes at the end of a conversation, three quick references in a conference - collectively, these brief mentions make a good contribution to effective communication, which is generally the it takes to win over people's hearts and minds.
Lead by example.
Wrong: Department Head Sally O'Rourke tells her 1,200 employees that speed should become the hallmark of her organization. Then it takes nine months for her to approve an investment proposed by the production manager, thus allowing the competition to take the M lion share in a new M market segment.
Better: The Essential M New Transformational Effort of an Aviation Company is about customer service. Whenever a CEO receives a complaint letter from a client, he must personally write the response and send it within 48 hours. Before long, stories about his letters are circulating throughout the company.
Explicitly refer to apparent inconsistencies
Bad: During a big cost-cutting initiative, employees feel it, but top management continues to rent jets for executive use and maintain sumptuous offices.
Better: Sell jets, sumptuous offices, and reduce other excessive expenses; Or at least explain why selling these kinds of luxuries doesn't make sense right now.
Listen and be heard
Bad: Some computer savvy employees would have realized immediately if they had been informed that the basic concept behind the new hardware and software purchases for the sales force was wrong. But they were only informed once the equipment was received. By then making corrections was too expensive.
Better: Have lots of two-way conversations. Most human beings, especially those with an academic education, endorse an idea only after they have discussed it.
SOURCE: JOHN P. KOTTER, LEADING CHANGE (BOSTON: HARVARD BUSINESS SCHOOL PRESS, 1996) P.90.
Form a resulting and committed guiding coalition area in which senior management is included. No director or manager is competent to produce organizational change alone.
For the change to be successful, you must have a team of ready-made board promoters, and informal leaders who can help CEOs clearly express the vision to communicate to remove obstacles and generate successes over time people do not resist their own ideas: It is the most important advice of all since he give participation to people within the company by themselves, and disagreements between the obstacles to change cease.
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