LIDERAZGO AL MÁS MÁS ALT ALTO NIVEL Cómo crear y dirigir organizaciones de a!o desem"e#o
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Resumen Resumen elaborado del libro LIDERAZGO AL ALTO MÁS ALTO NIVEL por Ken Blanchard
INTROD$CCI%N
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Definimos el liderazgo al más alto nivel como el proceso de lograr resultados valiosos a la vez que se actúa con respeto, cuidado y justicia, para bien de todos los interesados. (Pág. XIX)
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SECCI%N I &i'e s( mirada en e o)'e!i*o y a *isión adec(ados CA+,T$LO .Es s( organización de a!o desem"e#o/ Si no se le apunta siempre a la excelencia, nunca se tendrá la oportunidad de alcanzarla. (Pág. 3)
E "ro*eedor eegido Ser el proveedor elegido es un desafío cada vez mayor. mayor. a competencia se !ace cada vez más intensa intensa a medida medida "ue surgen surgen de manera manera inesper inesperada ada nuevos compet competido idores res.. os clientes son más e#igentes y tienen a su disposici$n muc!as más opciones.
Si no se cuidan los clientes, otros lo harán. Para mantener a los clientes% no &asta con satisfacerlos' es necesario crear clientes incondicionales. (Pág. *) os cliente clientess incondi incondicio cional nales es son creados creados por las empres empresas as cuyo cuyo servic servicio io so&rep so&repasa asa considera&lemente al de la competencia e incluso e#cede las e#pectativas del cliente. +ales +ales empresas tienen por rutina !acer lo inesperado. (Pág. ,)
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Ser el empleador es un desafío similar. similar. -on la gran demanda e#istente e#istente de tra&aadore tra&aadoress competentes y con &astante movilidad% los empleadores de&en !allar maneras de atraer y conservar a sus meores cola&oradores. (Pág. /)
Los colaboradores que son tratados mal tienden a trasladar esa actitud a los clientes. 0tra raz$n por la cual !oy los cola&oradore cola&oradoress son tan importantes importantes es "ue actualmente actualmente las organizaciones se eval1an por la rapidez con la cual responden a las necesidades y los pro&lemas de los clientes. Decir2 +engo "ue !a&lar con mi efe ya no soluciona nada. nadie le importa "ui4n es el efe. efe . as 1nicas personas "ue importan a los clientes son a"u4llas a"u4ll as "ue contes contestan tan el tel4f tel4fono% ono% saludan% toman nota de su pedido% !acen la entre entrega ga o responden a sus "ueas. os clientes "uieren el meor servicio y lo "uieren pronto. (Pág. 5) Las organizaciones de alto desempeño son empresas que, a lo largo largo del tiempo, continúan produciendo resultados extraordinarios, extraordinarios, con el más alto nivel de satisfaccin !umana y de compromiso con el "xito. (Pág. 67)
In0ormación com"ar!ida y Com(nicación a)ier!a 8n las organizaciones de alto desempe9o% la informaci$n necesaria para tomar decisiones &ien fundadas está a disposici$n de las personas y se comunica a&iertamente. a comunicaci$n comunicaci$n a&ierta a&ierta es el alma de la organizaci$n organizaci$n.. 8stimular 8stimular el diálogo diálogo reduce el peligro de la territorialidad y mantiene a la organizaci$n sana% ágil% fle#i&le y fluida.
Visión con*incen!e :na visi$n convincente es el sello distintivo de una organizaci$n de alto desempe9o. (Pág. 63)
A"rendiza'e con!in(o
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Concen!ración incesan!e en os res(!ados con os cien!es as organizaciones de alto desempe9o entienden "ui4nes son sus clientes y miden sus resultados en concordancia. (Pág. 6;)
Sis!emas y es!r(c!(ras 1(e in0(nden energ2a 8n las organizaciones de alto desempe9o% los sistemas% las estructuras% los procesos y las prácticas están alineados% en apoyo de la visi$n% la direcci$n estrat4gica y las metas de la organizaci$n.
+oder com"ar!ido y a!a "ar!ici"ación 8n las organizaciones de alto desempe9o% el poder y la toma de decisiones se comparten y están distri&uidos en toda la organizaci$n' no se guardan en la la cima de la erar"uía. a participaci$n% la cola&oraci$n y el tra&ao en e"uipo constituyen la forma de vida. (Pág. 6,)
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CA+,T$LO 3 E "oder de a *isión La im"or!ancia de a *isión
$na visin es una gu%a para p ara las decisiones cotidianas, de manera que los individuo apunten !acia el mismo objetivo y no entablen entre s% un diálogo de sordos. (Pág. 37)
Tres Tres eemen!os ca*e de (na *isión con*incen!e4 • • •
Prop$sito significativo2 significativo2 <8n "u4 negocio se encuentra uno= Imagen del futuro2 futuro2 <-$mo será el futuro si tiene 4#ito= >alores claros2 claros2
+ro"ósi!o signi0ica!i*o 8l primer elemento de una visi$n visi$n convincente es un prop$sito significativo. significativo. 8l prop$sito es la raz$n de ser de una organizaci$n. organizaci$n. @esponde @esponde a la pregunta
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Dic!a imagen del resultado final no puede ser a&stracta. De&e ser una imagen mental "ue en verdad pueda verse. (Pág. 3,)
Vaores Va ores caros as organizaciones de alto desempe9o tienen valores claros .
Los valores definen el liderazgo y la manera como los colaboradores actúan día tras días al llevar a cabo su trabajo. os valores proporcionan pautas so&re c$mo de&e procederse al &uscar el logro del prop$sito y de la imagen del futuro. (Pág. 3/) os valores de&en apoyar el prop$sito de la organizaci$n. as personas no pueden concentrarse en más de tres o cuatro valores "ue realmente produzcan impacto so&re el comportamiento. os valores de&en estar ordenados por rango para ser eficaces.
Cómo se crea Si &ien la responsa&ilidad inicial en la redacci$n de una visi$n organizacional descansa en la alta gerencia% la organizaci$n de&e esta&lecer mecanismos "ue permitan a los demás tener la oportunidad de ayudar a darle forma2 a poner en ella su !uella digital.
Cómo se com(nica (Pág. ;7)
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SECCI%N II Tra!e )ien a s(s cien!es CA+,T$LO 5 Ser*ir a os cien!es a m6s a!o ni*e (Pág. ;B) as organizaciones organizaciones de alto desempe9o se aseguran aseguran de poder responder responder con rapidez rapidez a las necesidades de los clientes y adaptarse a los cam&ios del mercado. Prev4n las tendencias y se anticipan a ellas. (Pág. *A)
Decida cómo 1(iere 1(e sea a e7"eriencia de s(s cien!es (Pág. *3) l decidir "u4 e#periencia se desea "ue tengan los clientes% se crea una imagen de la forma como se verán las cosas si todo funciona como está planeado. (Pág. *;)
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Superar las e#pectat e#pectativas ivas del cliente cliente no es s$lo una teoría2 teoría2 es una práctica. :n servicio servicio para clientes incondicionales inspira a los clientes a contar !istorias so&re una compa9ía. Si los clientes !acen relatos positivos so&re usted y su nivel de servicio% no se puede pedir meor pu&licidad. pu&licidad. (Pág. /3) <-$mo puede uno crear un servicio servicio al cliente cliente de e#celencia e#celencia cuando usted usted tiene personal personal desmotivado y no comprometido= 8n primer lugar% la gente necesita necesita tener un trabajo que valga la pena. Para !acer del mundo un sitio meor% las personas necesitan un prop$sito superior y valores compartidos "ue guíen todos los planes% planes% decisiones decisiones y acciones. :n tra&ao valioso valioso permite permite "ue las personas se levanten por la ma9ana y caminen con &ríos. 8n segund segundo o t4rmi t4rmino% no% la gente gente necesit necesitaa controlar el logro de las metas. metas. 'uando las personas saben por qu" están trabajando y !acia dnde se dirigen, quieren llevar su cerebro al trabajo. Ser respon responsa& sa&les les e#ige e#ige lo meor meor de las person personas as y les permit permitee aprender y actuar como si fueran los los propietarios de la empresa empresa donde tra&aan. (Pág. 56) Por 1ltimo 1ltimo%% para para "ue puedan puedan continu continuar ar generan generando do energí energía% a% las person personas as necesi necesitan tan estimularse mutuamente. (Pág. mutuamente. (Pág. 57)
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a s(s coa)oradores CA+,T$LO 8 &ac(!ar es a ca*e Cacu Cacult ltar ar sign signif ific icaa perm permit itir ir "ue "ue las las pers person onas as lle lleve ven n su cere cere&r &ro o al tra& tra&a ao o y proporcionarles la posi&ilidad de utilizar su conocimiento% e#periencia y motivaci$n para crear un triple &alance final s$lido. (Pág. 5*)
.9(: es e 0ac(!amien!o/ Caculta Cacultarr consis consiste te en desenca desencaden denar ar el poder poder de las person personas as su conocim conocimien iento% to% su e#perie e#perienci nciaa y su motivaci motivaci$nEE $nEE y concent concentrar rar dic!o dic!o poder poder en el logro de result resultados ados positivos para la organizaci$n. (Pág. 5,)
C(!(ra 'er6r1(ica Planeamiento -omando y control
C(!(ra 'er6r1(ica Fonitorizaci$n @eceptividad individual 8structuras piramidales Procesos de fluo de tra&ao Gerentes
C(!(ra de 0ac(!amien!o -reaci$n de visi$n lianza para el desempe9o
C(!(ra de 0ac(!amien!o utomonitorizaci$n @esponsa&ilidad de e"uipo 8structuras interfuncionales Proyectos 8ntrenadoresHlíderes de e"uipo
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Com"ar!ir in0ormación genera con0ianza (Pág. B5)
Com"ar!ir in0ormación "rom(e*e e a"rendiza'e organizaciona as organizaciones de alto desempe9o transfieren conocimiento mediante el estímulo del diálogo% la indagaci$n y la discusi$n. (Pág. BB)
Seg(nda ca*e de 0ac(!amien!o4 Crear a(!onom2a "or encima de as 0ron!eras (Pág. 6A6)
Tercera ca*e de 0ac(!amien!o4 Reem"azar a an!ig(a 'erar1(2a "or indi*id(os y e1(i"os a(!odirigidos (Pág. 6A*) La divisin percibida entre entre los superiores superiores y los colaboradores ya no es muy útil en las organizaciones organizaciones empresariales. empresariales. n realidad, realidad, va directamente contra el "xito. -oy en d%a, d%a, "ste depende del esfuerzo individual y de equipo. (Pág. 6A,)
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CA+,T$LO ; Liderazgo si!(aciona E conce"!o in!egrador (Pág. 663) os gerentes completos son fle#i&les y capaces de adaptar su estilo de liderazgo a la situaci$n. a verdad es "ue todos nosotros nos encontramos en distintos niveles de desarrollo% depen dependi dien endo do de la tare tareaa en la cual cual nos nos encon encontr trem emos os tra& tra&a aan ando do en un mome moment nto o determinado. #ara extraer lo mejor de otros, el liderazgo liderazgo debe ajustarse al nivel de desarrollo de la persona que se lidera (Pág. 66;) 8l liderazgo situacional se &asa en las suposiciones suposiciones de "ue las personas pueden y "uieren
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E diagnós!ico4 a "rimera
La cometencia es la suma de conocimientos y !a&ilidades "ue un individuo lleva consigo para el cumplimiento de una meta o una tarea. 8l segundo factor por &uscar al diagnosticar el nivel de desarrollo es el comromiso! la motivaci$n y la confianza de una persona con respecto a una meta o tarea.
La 0e7i)iidad4 a seg(nda
La aianza "ara e desem"e#o4 a !ercera
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es la etapa final del viae de transformaci$n. "l liderazgo organizacional es a clave para desarrollar una organizaci$n eficaz es crear un am&iente "ue valore tanto las relaciones como los resultados. (Pág. resultados. (Pág. 633)
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-uando los autolíderes pueden tomar la iniciativa para !acer lo "ue necesitan para triunfar triunfar y los líderes responden responden a tales necesidades% necesidades% la pirámide pirámide prover&ial se invierte invierte y los líderes sirven a "uienes lideran. 8sto convierte el poder en facultamiento. facultamiento. (Pág. 63*) $na organizacin llena de autol%deres es una organizacin con una fuerza de trabajo comprometida.
Creación de a(!o2deres median!e E a"rendiza'e indi*id(a l aprendizaje individual, uno de los elementos cruciales de una organizacin de alto desempeño, es esencial para el autoliderazgo. autoliderazgo. as organiza organizaciones ciones "ue no animan animan a sus cola&oradores a aprender tienen menos pro&a&ilidades de ser de alto desempe9o% por cuanto las !a&ilidades de una organizaci$n no son mayores "ue las !a&ilidades de sus cola&oradores. La organizacin no puede aprender, aprender, a menos que el individuo aprenda. aprenda. 8n la organizaciones del alto desempe9o% se trata a las personas como activos preciados "ue aumentan su valor con la e#periencia y el conocimiento. (Pág. 635) l facultamiento es lo que los l%deres l%deres dan a sus sus colaboradores. colaboradores. l autoliderazgo es lo que los colaboradores !ace para poner
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8l oder or osici#n es el punto de poder más reconocido. reconocido. 8s in!erente a la autoridad de la posici$n. Se tiene poder por posici$n posici$n cuando la tareta de negocios tiene tiene impreso impreso un título "ue indica "ue se tiene el poder de manear personas u ordenar recursos. 1Los mejor mej ores es l%deres l%deres son aqu" aqu"llo lloss que tienen tienen pode poderr por su pos posici icin n y nun nunca ca tie tienen nen que usarlo2. (Pág. usarlo2. (Pág. 6;3). 8l oder ersonal proviene de atri&utos personales como la fuerza de carácter% la pasi$n% la inspirac inspiraci$n i$n o la sa&idurí sa&iduría. a. 8l poder persona personall aument aumentaa aun más con !a&ilid !a&ilidade adess interpersonales s$lidas% como la la capacidad de comunicarse &ien y ser persuasivo. persuasivo. Si a las personas les gusta estar en torno suyo% usted tiene poder personal. 8l oder or tarea surge de una tarea o un empleo empleo particular. 8s un poder "ue se tiene al ser capaz de ayudar a otros en un proceso o procedimiento "ue necesitan llevar a ca&o o% a la inversa% &lo"uear o demorar a otros el cumplimiento de una tarea. 8l oder or relaciones proviene del poder de alianza con otros% mediante la creaci$n de una amistad% la comprensi$n de un colega% el cultivo de una relaci$n o el conocimiento de alguien "ue de&e a uno un favor. 8l oder or conocimientos procede de tener un sa&er o !a&ilidades especiales% pero tam&i4n se evidencia cuando se tienen ciertos grados o certificados "ue indi"uen una capacitaci$n especial.
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CA+,T$LO > La aianza "ara e desem"e#o 8n el meor de los casos% el liderazgo es una alianza "ue supone confianza mutua entre dos personas "ue tra&aan untas para lograr metas metas comunes. -uando esto sucede% tanto el líder como el seguidor tienen la oportunidad de influenciarse mutuamente. (Pág. 6*3) 8sta&lecimiento de un sistema eficaz
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clarar las metas supone asegurarse asegurarse de "ue las personas entiendan entiendan dos cosas2 primero% lo "ue se les pide "ue !agan sus campos campos de responsa&ilidad y% segundo% c$mo es un &uen desempe9o las pautas de desempe9o d esempe9o por las cuales se les va a evaluar. (Pág. 6*B)
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Dismin(ción de desem"e#o
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CA+,T$LO ? @a)iidades esenciaes "ara a aianza "ara e desem"e#o4 E e'ec(!i*o a min(!o (Pág. 65/)
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as metas de&en ser2
Es"ec20icas Es"ec20icas y mens(ra)esB mens(ra)esB Ser específico refuerza el vieo refrán2 Si no se puede medir medir%% no se puede puede manear manear. . o&serva&les y mensura&les.
Por consig consiguie uiente nte%% las metas metas de&en de&en ser
especí específic ficas% as%
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:na reprimenda es adecuado s$lo para alguien "ue tiene las capacidades para !acer el tra&ao% pero "ue por alguna raz$n raz$n carece de compromiso. -on este en mente% piense en las cuatro claves para dar una reprimenda2 Prim Prim
nd
ta
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sibl sibl
de u4
de
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•
• •
:n gerente en esta situaci$n de&e% si es pertinente% asumir la culpa por no aclarar la tarea. @epase en detalle la tarea y aseg1rese de "ue se entiende con claridad. Pone de manifiesto su continua confianza y credi&ilidad en la persona. (Pág.
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CA+,T$LO
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De a!o desem"e#o Definimos Definimos un e"uipo como dos o más personas que se unen para un propsito común y que son mutuamente responsables responsables de los resultados. resultados. (Pág. 777)
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
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Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.
Trusted by over 1 million members
Try Scribd FREE for 30 days to access over 125 million titles without ads or interruptions! Start Free Trial Cancel Anytime.