The administrative model that we have been working on, and that for so many years has given us great satisfaction; it is already widely outgrown and must evolve deeply; It is not about the latest administrative fashion, it is about a latent need in companies and for the current conditions of the country and the environment, now that everything is stress, chaos and complex problems, this great opportunity is presented to reorient and reoxygen our current culture.
An administrative model used since the beginning of the century where success has always belonged to those organizations that are obsessive in technical-scientific aspects, oriented to the hierarchical control of people, where growth has only been represented in economic power and in the domain of the market; where the manager (understood as a manager, all of us who have the responsibility of producing results with collaborators) have become a qualified vigilante who bases his functions on excessive control, permanent pressure and on dictating rules lacking in flexibility; It must be changed and that is our responsibility, as managers we also have to evolve,We have to change and rethink our strategies to allow us a 180 degree turn in our administrative style and adapt to changes in the market, in technology and in people.
More than 15 years ago, John Naisbitt raised the issue arguing:
“The challenge for the industry is to change the managers who traditionally and supposedly had all the answers and indicated to all their collaborators what they should do and how they should do it; by managers who act as facilitators and develop human potential. The challenge is to retrain the managers and not retrain the workers so much ”.
There is no doubt that the management model used so far must change profoundly and reorient itself towards a cultural reengineering in which ethical, sociological, and ecological principles such as love, respect, trust, commitment, autonomy, credibility, etc. begin to impose themselves within our current culture and that the existing values in each one of the people acquire a new and enriching dimension, when they are involved and applied to the different activities of the company; because we would be changing our current culture based on having to give way and create a new culture based on being. "Being above having."
The current time that we are living is characterized by chance, uncertainty, risk, contingencies, and sudden but constant changes; what as managers forces us to be totally convinced that we cannot continue to rely only on technical-scientific aspects, or on literally applied reason; because this is only valid in stable situations and this is a utopia.
With plenty of arguments, we justify ourselves by saying that people do not want change, when what is really happening within companies is not fear of the result of change, it is fear of a poorly conceived change process, of poor preparation of people for change and this is catastrophic for companies. W. Steven Brown, director of the Fortune Group assures:
“ Companies fail mainly because their managers fail. And when managers fail it is not because they do not dominate finance or marketing, but because they try to dominate or manipulate people, or because they undervalue them ”.
Yes, it is possible for people to look at change in a positive way, but this change has to be associated with learning, (the manager as coach) their ego, their values and their own personal development. It is here where the manager risks his life assuming the challenge of leading a process in which he is the protagonist of a new way of thinking, acting and doing things within companies; we have to lead the new spiritual and values management; But for this, we have to be sensitive people endowed with responsible freedom, with the maximum creative potential and aware that there can be no creativity without freedom.
We cannot continue to pretend and believe that leaders are manufactured in seminars and conferences lasting one or two days and that they only pretend to change the actions of people in accordance with and for the benefit of the demands and needs of the company. You are a leader when you manage to transform and improve people's lives, and through this change, you can improve and develop the organization.
The true art of managing is not just about winning; The art of obtaining the assent of others is indispensable, because people will only follow those whom they respect and value because they have also respected and valued them. We have to change the concept that a better quality of life is a higher income, a better vehicle, a higher bonus or a higher status position; for with this we would continue to support our current culture of having over that of being.
In many cases, when people turn to their boss to ask for a salary increase or promotion to another position; Many times what it really means is that you failed, as a coach and as a leader, therefore you allowed them to no longer find your job or your company stimulating, and therefore, your personal development is in question, since your values are not are sufficiently compatible with those of the organization or vice versa.
Running these companies with that organizational change is not easy, it is no longer a question of who runs and who is run; but about how we design a new cultural structure that allows us to have solid relationships of help and support framed by values such as autonomy, self-esteem, cooperation, commitment, trust, etc. It is another culture that, while maintaining control mechanisms over the results, strategically opts for the development of the potential of each and every person in the company.
The basic strategic purpose of any company is to survive and obtain the maximum possible economic benefits, honestly; but we can also fulfill it, giving the company a more humanized form and a more socio-technical and less technical-scientific mission.
Only when we are fully convinced that companies are not only wealth-generating structures, and that a set of walls, machines and capital is nothing; if not that companies are also a human structure possessing a culture, a set of values and a spirituality; We would be basing our managerial mission on the human and professional fulfillment of people and thus we would be giving way to a new culture based on being.
