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General Colin Powell

General Colin Powell Q uien fuera general del ejército y posteriormente secretario de estado de Estados Unidos, es actualmente uno de los autores y motivadores más respetados de ese país Estas son 12 de sus lecciones de liderazgo:. LESSON 1. " Nunca tengas miedo de volver loca a la gente .".

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General Colin Powell

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  1. General Colin Powell Quien fuera general del ejército y posteriormente secretario de estado de Estados Unidos, es actualmente uno de los autores y motivadores más respetados de ese país Estas son 12 de sus lecciones de liderazgo:

  2. LESSON 1 "Nunca tengas miedo de volver loca a la gente." • El buen liderazgo implica la responsabilidad del bienestar de todo el grupo. Algunas de las decisiones que tomes podrán molestar a ciertos individuos: esto es inevitable. Tratar de ser bueno con todos invitará a la mediocridad y a poner en peligro tus objetivos como líder.

  3. LESSON 2 "El día que tus subalternos dejen de traerte sus problemas, es el día en que dejaste de liderarlos." Mantente disponible y accesible. Con frecuencia, pedir ayuda se ve como un acto de debilidad, que llevan a bajo desempeño. Muestra tu preocupación por la gente que está debajo tuyo.

  4. LESSON 3 "No te dejes confundir por los expertos y élites. Los expertos usualmente tienen más datos que buen juicio." Cuestiona siempre lo que dicen los expertos, si no lo entiendes. No asumas que saben más que tu, y nunca dejes que te hagan aceptar algo que no entiendes completamente.

  5. LESSON 4 "No tengas medio de retar a los profesionales, aún en su propio terreno." Aprende de los profesionales; búscalos como mentores y socios. Pero si no estás de acuerdo con lo que dicen, déjales saber esto. La reputación no debería ser un obstáculo para el progreso.

  6. LESSON 5 "No descuides los detalles. Cuando las mentes de todos están distraídas, el líder debe estar doblemente pendiente." Todas las ideas y visiones en este mundo no tienen ningún valor si no pueden ser implementadas en forma rápida y eficiente. Los buenos líderes delegan y empoderan a otros en forma liberal, pero siguen prestando atención a los detalles cada día.

  7. LESSON 6 "No sabes cuando te puedes salir con la tuya, hasta que pruebas." • No esperes a que te den permiso – hazlo. Si le preguntas a demasiadas personas, seguramente alguno de ellos te dirá que no. Entonces, no preguntes.

  8. LESSON 7 "Siempre busca debajo de la apariencia superficial." • No asumas que las realidades de hoy continuarán mañana en una forma limpia, linear y predecible. Toma los pasos necesarios para resolver problemas a medida – o si es posible antes de – que surjan.

  9. LESSON 8 "Sólo atrayendo a las mejores personas conseguirás grandes logros." Rodéate con los más brillantes y los mejores. Harán la diferencia entre una organización y el logro

  10. LESSON 9 "Nunca dejes que tu ego se acerque tanto a tu posición, que cuando desaparezca tu posición, tu ego se vaya con esta" El cambio suele ser aplastado por gente que se aferra a su territorio. Los líderes efectivos crean un clima en el cual el valor de una persona es determinado por su disposición a aprender nuevas habilidades y asumir nuevas responsabilidades.

  11. LESSON 10 "El optimismo perpetuo es un multiplicador de fuerzas." • Los líderes que culpan a otros y se quejan mucho, promueven esas mismas conductas en su gente. Tenga una actitud que diga “aquí podemos cambiar las cosas, podemos alcanzar nuestras metas, podemos ser los mejores”.

  12. LESSON 11 "Diviértete en tu misión. Toma un descanso cuando te lo merezcas. Pasa tiempo con tu familia." • Conseguir el equilibrio adecuado es fundamental; una vida feliz en el hogar implica mayor productividad en el trabajo.

  13. LESSON 12 "El liderazgo es solitario." • La esencia del liderazgo es la disposición para tomar decisiones difíciles. Prepárate para estar solo porque no siempre tus decisiones serán aceptadas por todos.

  14. “Leadership is the art of accomplishing more than the science of management says is possible.” El liderazgo es el arte del logro, más de lo que la ciencia de dirección dice que es posible

  15. LESSON 13 "Never let your ego get so close to your position that when your position goes, your ego goes with it." Too often, change is stifled by people who cling to familiar turfs and job descriptions. One reason that even large organizations wither is that managers won't challenge old, comfortable ways of doing things. But real leaders understand that, nowadays, every one of our jobs is becoming obsolete. The proper response is to obsolete our activities before someone else does. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?"

  16. LESSON 14 "Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission." Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains organizational coffers. Blindly following a particular fad generates rigidity in thought and action. Sometimes speed to market is more important than total quality. Sometimes an unapologetic directive is more appropriate than participatory discussion. Some situations require the leader to hover closely; others require long, loose leashes. Leaders honor their core values, but they are flexible in how they execute them. They understand that management techniques are not magic mantras but simply tools to be reached for at the right times.

  17. LESSON 15 "Powell's Rules for Picking People:” Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done. How often do our recruitment and hiring processes tap into these attributes? More often than not, we ignore them in favor of length of resume, degrees and prior titles. A string of job descriptions a recruit held yesterday seem to be more important than who one is today, what they can contribute tomorrow, or how well their values mesh with those of the organization. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have integrity, judgment, energy, balance, and the drive to get things done. Good leaders stack the deck in their favor right in the recruitment phase.

  18. LESSON 16 "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand." Effective leaders understand the KISS principle, Keep It Simple, Stupid. They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. Their decisions are crisp and clear, not tentative and ambiguous. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint. The result: clarity of purpose, credibility of leadership, and integrity in organization.

  19. LESSON 17 Part I: "Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired.” Part II: "Once the information is in the 40 to 70 range, go with your gut." Don't take action if you have only enough information to give you less than a 40 percent chance of being right, but don't wait until you have enough facts to be 100 percent sure, because by then it is almost always too late. Today, excessive delays in the name of information-gathering breeds "analysis paralysis." Procrastination in the name of reducing risk actually increases risk.

  20. LESSON 18 "The commander in the field is always right and the rear echelon is wrong, unless proved otherwise." Too often, the reverse defines corporate culture. This is one of the main reasons why leaders like Ken Iverson of Nucor Steel, Percy Barnevik of Asea Brown Boveri, and Richard Branson of Virgin have kept their corporate staffs to a bare-bones minimum - how about fewer than 100 central corporate staffers for global $30 billion-plus ABB? Or around 25 and 3 for multi-billion Nucor and Virgin, respectively? Shift the power and the financial accountability to the folks who are bringing in the beans, not the ones who are counting or analyzing them.

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