Linkedin & Twitter

Showing posts with label cambioorganizacional. Show all posts
Showing posts with label cambioorganizacional. Show all posts

Thursday, October 26, 2017

How a Leader can build Psychological Safety
by Rita Gunther McGrath


Innovation team members must feel comfortable sharing doubts, mistakes and contrarian views, says WSJ Leadership Expert Rita Gunther McGrath, an associate professor at Columbia Business School and author of “The End of Competitive Advantage: How to KeepYour Strategy Moving as Fast as Your Business”.

The classic image of an effective leader of teams is as a commander—taking charge, setting priorities, driving for results and imposing penalties when people don’t deliver.

In other words, just the kind of leadership style that you don’t want if you’re trying to create innovative new products or services. The reason is that casting blame, singling people out for praise or punishment and accentuating power differences are all factors that damage the psychological safety people feel within a team.

As Amy Edmondson and Jeff Polzer observe, “psychological safety describes a climate where people recognize their ability and responsibility to overcome fear and reluctance to speak up with potentially controversial ideas or questions.” If this sense of safety is missing, then concerns, critical information and ideas that diverge from the rest of the team don’t become part of the conversation. Subordinates may not articulate what they don’t know, which—in an innovation project arena—can do a lot of damage.

If people on your team are reluctant to confess ignorance, voice doubts or challenge a boss’s perspective, the whole process of learning is stunted. What you have to work with is just consensus information that everyone feels comfortable sharing, and will result in a mediocre product.

For example, I spoke with a team member who was involved in making a choice regarding a mobile-based application aimed at providing financial information to millennials. A huge debate among the team members was whether the app’s interface should use slang, emojis and have a very casual feel, or whether it should be more serious and grown-up in its communication style. Rather than take sides or offer his own opinion, the team leader suggested that they do an experiment. So the team mocked up an inexpensive prototype of the user interface and tested it with a group representative of the target market for the service. What they found surprised them—by far, users preferred the more serious-sounding interface. An initial assumption that young people would be comfortable with a casual tone because that’s how they interact socially was disproved when it came to something as important as their money.

In many such cases, a decisive boss — the kind of boss who is portrayed as having the ideal characteristics of a leader — would have seen it as his or her responsibility to make the call, shutting down the debate. Had the company then gone to market with the casual interface they would have conceivably bombed or been forced to redo the interface at enormous expense.

So how can companies offer the psychological safety that is so crucial? Here are some suggestions:
  • Collect people’s opinions on important decisions in writing before you meet to discuss them. This will give them the chance to offer a perspective before they know which way the group is going, and potentially provide you with a richer pool of information than might come up in a typical meeting.
  • Don’t—even nonverbally—reveal which ideas you support until everyone has had a chance to make their perspective known.
  • When there are plausible arguments for multiple choices, try to do an experiment to find out which one works better.
  • Discourage people from working out their differences in pairs or in small groups. If the group is having a disagreement, be open to hearing about it and having the group work through the resolution together.
  • Personally model the tolerant behavior you are trying to encourage.
  • Publicly appreciate when your views are challenged.
  • Make a point of seeking out and respecting the voices of people who have less power or are otherwise different from the bulk of the team.
  • Actively seek dissenting views and encourage your team members to do so too. Beware of shutting people down. Any hint of that kind of behavior on your part and people are likely to retreat to cautious behavior.
  • Create a “no interruption” rule to limit the ability of the loudest or most confident members from dominating the quieter voices.
  • Finally, don’t be afraid to show your own vulnerability and willingness to be open. You might talk about a time you missed something important and failed. You might tell a story about how you took advice from someone far lower down in the hierarchy than yourself, to a good outcome.
Psychological safety is not just a nice-to-have part of your corporate culture. It’s essential for innovative projects to work.

Fuente: The Wall Street Journal

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:








    Consultas al email: mamc.latam@gmail.com
    ó al TE: +5411.3532.0510


    .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
    Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
    Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
    Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
    Representante de The George Washington University para LatAm desde 1996
    Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
    The George Washington University (Washington DC)
    CEO, MANAGEMENT SOLUTIONS GROUP LatAm
    TE Oficina: ( 0054) 11 - 3532 - 0510
    TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
    TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
    Skype: medinacasabella


    MANAGEMENT SOLUTIONS GROUP LatAm ©
    (mamc.latam@gmail.com; +5411.3532.0510)
    es una Consultora Interdisciplinaria cuya Misión es proveer
    soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

    Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
    Management Estratégico,
    Gestión del Cambio,
    Marketing Estratégico,
    Inversiones,
    Gestión Educativa,
    Capacitación

    de Latino América (LatAm), para los Sectores:

    a) Industria y Servicios,
    b) Universidades y Centros de Capacitación,
    c) ONGs y Gobiernos.
    Posted by at No comments:
    Labels: , , , , , , , , , , , ,

    Wednesday, September 27, 2017

    Las 11 Reglas del Éxito de Apple
    por el Dr. Miguel Ángel Medina Casabella, MSM, MBA, MHSA



    Huxley Dunsany, ex empleado de Apple, entró al equipo de ventas en 2004, y junto con su credencial le fueron entregadas 11 reglas para lograr el éxito, ideadas por John Brandon, entonces vicepresidente de ventas para los Estados Unidos y el Pacífico.

    La empresa, aún no tan grande como en la actualidad, tenía entre sus filas a Steve Jobs y ya estaba trabajando en el primer celular con pantalla táctil, el iPhone...

    La tarjeta reza:

    • Deja ir lo viejo; aprovecha al máximo el futuro.
    • Siempre dí la verdad, queremos escuchar las malas noticias lo antes posible.
    • Se espera el más alto nivel de integridad; cuando estés en duda, pregunta.
    • Aprende a ser una buena persona de negocios, no sólo un buen vendedor.
    • Todos limpian el piso.
    • Sé profesional en tu estilo, discurso y seguimiento.
    • Escucha al cliente, ellos casi siempre tienen razón.
    • Crea relaciones con nuestros asociados donde ambos ganen.
    • Cuídense entre ustedes, compartir información es algo bueno.
    • No te tomes muy seriamente a ti mismo.
    • Diviértete, de lo contrario no vale la pena.

    En la publicación original, cuyo destino fue la comunidad GetMotivated de Reddit, Dunsany explicó algunas de las reglas.

    Su favorita es la número 5, “todos limpian el piso”, y aclaró: “Quiere decir que ningún trabajo es tan bajo o poco importante como para que cualquier colabore. En otras palabras, no seas cabezón, aunque trabajes en Apple, hayas recibido un ascenso o ganes tanta plata por año, lo básico aún importa, y siempre esperarán que ayudes sin importar cuán alto creas estar”, escribió Dunsany.

    Fuente: Apertura

    Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
    TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
    de las necesidades de su Organización:








      Consultas al email: mamc.latam@gmail.com
      ó al TE: +5411.3532.0510


      .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm desde 1996
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (Washington DC)
      CEO, MANAGEMENT SOLUTIONS GROUP LatAm
      TE Oficina: ( 0054) 11 - 3532 - 0510
      TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
      TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
      Skype: medinacasabella


      MANAGEMENT SOLUTIONS GROUP LatAm ©
      (mamc.latam@gmail.com; +5411.3532.0510)
      es una Consultora Interdisciplinaria cuya Misión es proveer
      soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

      Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
      Management Estratégico,
      Gestión del Cambio,
      Marketing Estratégico,
      Inversiones,
      Gestión Educativa,
      Capacitación

      de Latino América (LatAm), para los Sectores:

      a) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
      Labels: , , , , , , , , , , , ,

      Tuesday, August 15, 2017

      How to Lead with an Open Mind
      by Steve Axelrod, Ph.D. 

      “What we’ve seen [at Google] is that the people who are the most successful here, who we want to hire, will have a fierce position. They’ll argue like hell. They’ll be zealots about their point of view. But then you say, ‘here’s a new fact,’ and they’ll go ‘Oh, well, that changes things; you’re right.’ – Laszlo Bock, SVP of People Operations at Google (New York Times).

      True open-mindedness, the kind described by Laszlo Bock, is a critical, but unappreciated component of CEO leadership. As a trait first measured by social psychologists in the ’50s, open-mindedness has not been studied in relation to leadership effectiveness. Here are the key characteristics of open-mindedness and how it can be cultivated by organizational leaders.

      What does “open-minded” mean in organizational life?

      On the simplest level, open-mindedness means being receptive to new ideas and new information. In organizational life, it has several dimensions:

      An openness to internally generated inspiration or innovation (creative dimension)
      An openness to the ideas of others in the organization (collaborative or team dimension)
      An openness to new trends and needs evident in customers and markets (external sensing dimension)

      How to develop open-mindedness

      Guided self-reflection can help you cultivate the collaborative dimension of open-mindedness. Either solo or in concert with a coach/thought partner, use the following prompts:

      • Are you able to admit you’re wrong? Take note of your own tendencies to make excuses, extensively explain and argue. Dissect recent disagreements to examine whether you were appropriately defending your position or shutting out others’ opinions and important observations.
      • Can you describe instances where you, as a leader, changed your mind on a fundamental organizational issue? How did you come to see things differently?
      • Are there key people in your organization whom you turn to because they will give you the “unvarnished truth?”
      • Can you describe a time when your team took your initial point of view or decision, reworked it, and came out with a better decision? How did you respond?
      • Finally, reflect on how your organizational culture either fosters or devalues open-mindedness. As a leader, do you promote or hinder open-mindedness as part of the culture? As the CEO you can elevate the importance of open-mindedness as both a value and a behavior.

      A question of balance

      Our traditional view of leadership stresses forcefulness, courage and risk-taking. But as important as these ideas are, when coupled with closed-mindedness, intolerance of dissent and groupthink they can lead to organizational ruin.

      Open-mindedness is foundational to both good decision-making and organization-wide engagement. We need to do more to value, select for and develop open-mindedness, for it is the dynamic balance between forceful action and open-mindedness that defines outstanding leadership.
      Source: Chief Executive

      Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
      TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
      de las necesidades de su Organización:








      Consultas al mail: mamc.latam@gmail.com
      ó al TE: +5411.3532.0510


      .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm desde 1996
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (Washington DC)
      CEO, MANAGEMENT SOLUTIONS GROUP LatAm
      TE Oficina: ( 0054) 11 - 3532 - 0510
      TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
      TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
      Skype: medinacasabella


      MANAGEMENT SOLUTIONS GROUP LatAm ©
      (mamc.latam@gmail.com; +5411.3532.0510)
      es una Consultora Interdisciplinaria cuya Misión es proveer
      soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

      Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
      Management Estratégico,
      Gestión del Cambio,
      Marketing Estratégico,
      Inversiones,
      Gestión Educativa,
      Capacitación

      de Latino América (LatAm), para los Sectores:

      a) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
      Labels: , , , , , , , , , , ,

      Thursday, August 3, 2017

      3 ways CEOs can find Hidden Leaders in their Organization
      by  Craig Guillot


      While organizations often try to cultivate leaders through programs or look for them outside their walls, they already may have “hidden” leadership potential in their own ranks. Many people with strong leadership skills often can remain invisible due to unconventional backgrounds, a loss of motivation, or because they have fallen off a development path.

      Overlooking leadership potential not only leaves the individual feeling alienated and de-motivated, but it also robs the organization of potentially great leaders. Here are 3 ways CEOs can find hidden leaders in their workforce.

      1. Look for people who haven’t had a chance to rise to the top.

      Organizations should start by having managers scan their departments for promising individuals who are not on a list of high potentials. Managers can look for workers that show high performance and they can also leverage technology and personnel databases for educational and training backgrounds. McKinsey said “patterns often emerge” and can present people with solid credentials who had a bad experience early on and never recovered, people who started strong and didn’t continue to grow, or people who have simply had adverse experiences with particular managers.

      “Patterns often emerge and can present people with solid credentials who had a bad experience early on and never recovered, people who started strong and didn’t continue to grow, or people who have simply had adverse experiences with particular managers.”

      In The Hidden Leader, authors Scott Edinger and Laurie Sain say that hidden leaders often have 4 key identifiers: they demonstrate integrity, lead through relationships, focus on results and remain customer-focused. They said integrity is an “absolute bottom-line requirement of hidden leadership” and that their thoughts and actions are guided by a strong ethical code of conduct that is “focused on the welfare of everyone.”

      2. Entice leaders to identify themselves.

      Organizations also can engage in fishing with “bait” to encourage these hidden leaders to identify themselves. This could include offering rewards for atypical performance in things like quality control, innovation, inspirational leadership, or problem-solving skills. Workforce solutions provider Adecco, which runs a “CEO for One Month” program, offers work-based training program opportunities for young people, but also has found it to be a great system to find hidden leads.

      McKinsey said a successful fishing strategy requires that companies know what leadership attributes are needed and design a bait accordingly, noting that “It’s counterproductive to arouse the expectations of leadership candidates, only to discover they don’t meet the company’s needs.”

      3. Analyze social networks.

      CEOs also can use social dynamics to flush out potential hidden leaders. McKinsey said they should dig more broadly into employees’ work environments to find leadership capabilities that might be more apparent to peers and front line workers than to those in the boardroom. Some companies use anonymous surveys to learn more about which individuals are playing influential roles in operations, regardless of their positions.

      Leaders in lower roles often may exhibit superior problem-solving abilities. A person’s ability to figure things out proactively, rather than waiting to be “fed” information or opportunities, is a strong indicator of a person’s ability to lead. Because leaders rarely have a roadmap of how to lead effectively and because there is no one there to tell them what to do, being able to make optimal decisions with dispersed information is essential.

      Michael McKinney, president of LeadershipNow, said that hidden leaders often are easier to find in “flatter” organizations and those with a greater number of areas to contribute. “By recognizing hidden leaders, we help to create a culture that develops more leaders. The hidden leaders are there. It’s a leader’s responsibility to discover and develop them,” said McKinney.
      Source: Chief Executive

      Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
      TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
      de las necesidades de su Organización:




      Consultas al mail: mamc.latam@gmail.com
      ó al TE: +5411.3532.0510


      .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm desde 1996
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (Washington DC)
      CEO, MANAGEMENT SOLUTIONS GROUP LatAm
      EMail: mamc.latam@gmail.com
      TE Oficina: ( 0054) 11 - 3532 - 0510
      TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
      TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
      Skype: medinacasabella


       MANAGEMENT SOLUTIONS GROUP LatAm ©
      (mamc.latam@gmail.com; +5411.3532.0510)
      es una Consultora Interdisciplinaria cuya Misión es proveer
      soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

      Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
      Management Estratégico,
      Gestión del Cambio,
      Marketing Estratégico,
      Inversiones,
      Gestión Educativa,
      Capacitación

      de Latino América (LatAm), para los Sectores:

      a) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
      Labels: , , , , , , , , , , ,

      Tuesday, July 11, 2017

      The Truth about Authentic Leaders
      by Bill George

      The debate over which form of leadership works best seems settled, in my view. Most leading companies globally are focusing on developing "authentic leaders" within their ranks. As the Harvard Business Review declared in January 2015, “Authenticity has emerged as the gold standard for leadership.”

      In 2003, our book Authentic Leadership proposed a new kind of leader, whose character was the ingredient that mattered most—more than characteristics or style. We also challenged older models of leadership, including the “great man theory” and competency-based leadership models. Previous generations of business people spent more time trying to “market” themselves as leaders, rather than undertaking the transformative work that leadership development requires.

      Critiques of authenticity

      But recently three leading scholars at Insead, Stanford, and Wharton challenged the concept of authentic leadership. Like all movements—Harvard University Professor Michael Porter’s famous five forces of strategy comes to mind—growing acceptance of an idea often attracts contrarian critiques, which ultimately are healthy in clarifying our understanding.

      In Leadership BS, Stanford’s Jeff Pfeffer says, “the last thing a leader needs to be at crucial moments is authentic.” Insead’s Herminia Ibarra adds, “We have to find a way to fake it till we become it.” The most recent salvo comes from Wharton’s Adam Grant, who wrote in the June 5 New York Times, “’Be yourself’ is actually terrible advice… Nobody wants to see your true self.”

      While these writings have garnered plenty of press attention, their critiques of authentic leaders reflect a fundamental misunderstanding of authenticity. Webster defines authenticity as “real or genuine; not copied or false; true and accurate.” It comes from the Greek word for author, which led author Warren Bennis to say, “You are the author of your life.”

      Ibarra postulates two types of authentic leaders: “low self-monitors” and “high self-monitors.” Low self-monitors tend to say whatever comes to mind, whereas high self-monitors watch carefully what they say for its impact on others. This distinction creates a false dichotomy because low self-monitoring is the opposite of being authentic, and is a sign of immaturity and insensitivity to the feelings of others. Leaders who do this, such as telling a colleague, “I’d like to go to bed with you,” as Grant proposes, are anything but authentic.

      Authentic leaders monitor their words and behaviors carefully to be attuned to their audiences and to enroll their colleagues and teammates. They do so because they are sensitive to the impact their words and actions have on others, not because they are “messaging” the right talking points.

      Ibarra’s second critique of authentic leaders is that they are often locked into a rigid sense of themselves, much like their immature teenage selves. This is the antithesis of authentic leaders, who are constantly developing themselves to increase self-awareness and improve relationships with others. They don’t hide behind their flaws; instead, they seek to understand them. This lifelong developmental process is similar to what musicians and athletes go through in improving their capabilities.

      How leaders develop their authenticity

      Rather than trying to redefine what it means to be authentic, research and leadership development programs should focus on how leaders develop their authenticity. Being authentic as a leader is hard work and takes years of experience in leadership roles. No one can be authentic without fail; everyone behaves inauthentically at times, saying and doing things they will come to regret. The key is to have the self-awareness to recognize these times and listen to close colleagues who point them out.

      The essence of authentic leadership is emotional intelligence, or EQ, as articulated by Daniel Goleman. People with high IQs and low EQs can hardly be called authentic leaders. In contrast to IQ, which basically does not change in one’s adult lifetime, EQ can be developed. The first and most important step on this journey is gaining self-awareness.

      In preparing to write Discover Your True North, my research team and I conducted in-depth interviews with 172 authentic leaders. This research highlighted the vital role of self-awareness in leadership development. Here are some recommended steps people undertake to develop a deeper understanding of themselves in order to become authentic leaders:

      • Explore their life stories and their crucibles in order to understand who they are. As my HBS colleague Lakshmi Ramarajan says, the process of learning, growing, and developing an integrated self is a process of construction and meaning–making. As leaders explore their life stories and crucibles, and process their experiences, they develop deeper understanding of themselves and feel increasingly comfortable being authentic. This is a lifelong journey in which we are always discovering the next layer, much like peeling an onion. As leaders discover their truth, their True North, they gain confidence and resilience to face difficult situations.
      • Engage in reflection and introspective practices by taking time every day to step back from the 24/7 world, turn off all electronics, and reflect on what is most important to them. This can be done through introspective practices that are growing rapidly in popularity, such as meditation, mindfulness, prayer, long walks to clear one’s mind, or simply sitting quietly and reflecting. The key here is set aside preoccupation with task lists, iPhones, and the latest news in order to reflect privately. In this way the urgent does not take precedence over the important in one’s life, and leaders examine how they are living their lives and engaging with the world around them.
      • Seeking honest feedback from colleagues, friends, and subordinates about themselves and their leadership. One of the hardest things for leaders to do is to understand how other people see them, which is often quite different than how they want to be seen. To gain greater understanding of how they are coming across, authentic leaders obtain real-time feedback by listening to their “truth tellers,” who give them candid critiques about their leadership. Those that surround themselves with loyal sycophants, who only tell them how well they are doing rather than being brutally honest, risk going off track. Leaders also gather feedback through regular 360 degree reviews from peers and subordinates. The qualitative comments shared in 360 reviews can be of great benefit if leaders take them to heart, and genuinely try to change.
      • Understand their leadership purpose so they can align people around a common purpose. Purpose defines the unique gifts people bring to leadership challenges, through which they can align others with their purposes in order to create positive impact. This is far more important than focusing entirely on achieving success in metrics like money, fame and power, yet ultimately produces sustained success in those metrics as well.
      • Become skilled at tailoring their style to their audiences, imperatives of the situation, and readiness of their teammates to accept different approaches. There are times when leaders have to make difficult decisions that are sure to displease people, and they’ll need to give tough feedback. At other times they need to be inspiring, good coaches, and consensus builders. These flexible styles aren’t inauthentic if they come from a genuinely authentic place. In this sense leaders’ styles become the outward manifestation of their authenticity. As leaders gain experience and develop greater self-awareness, they become more skillful in adapting their style, without compromising their character.

      What is needed now is a deeper understanding of how leaders become authentic, as they navigate the practical dilemmas and paradoxes they face. For example, Karissa Thacker’s recent book The Art of Authenticity takes authenticity to a deeper level by exploring topics like relational transparency and honest conversations, making peace with paradox, and seeking the truth.

      My colleagues at HBS are working on the challenges of being authentic, such as how and when to be vulnerable, cognitive distortions, making meaning of who we are by integrating the constructed self with the true self—or True North—and going from purpose to impact. These are fertile areas for research by academics and in-company leadership experts.

      Rather than creating false postulations about authentic leaders, we need to focus on how we can enable leaders to become more authentic, and give them the tools to do so. In this way authentic leaders will be able to create better lives for everyone they serve.

       Source: HARVARD BUSINESS SCHOOL

      Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
      TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
      de las necesidades de su Organización:




      Consultas al mail: mamc.latam@gmail.com
      ó al TE: +5411.3532.0510


      .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en Haas School of Business (University of California at Berkeley) y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm desde 1996
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (Washington DC)
      CEO, MANAGEMENT SOLUTIONS GROUP LatAm
      EMail: mamc.latam@gmail.com
      TE Oficina: ( 0054) 11 - 3532 - 0510
      TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
      TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
      Skype: medinacasabella


      MANAGEMENT SOLUTIONS GROUP LatAm ©
      (mamc.latam@gmail.com; +5411.3532.0510)
      es una Consultora Interdisciplinaria cuya Misión es proveer
      soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

      Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
      Management Estratégico,
      Gestión del Cambio,
      Marketing Estratégico,
      Inversiones,
      Gestión Educativa,
      Capacitación

      de Latino América (LatAm), para los Sectores:

      a) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
      Labels: , , , , , , , , , , ,
      Subscribe to: Posts (Atom)