Archivo por meses: octubre 2014

Los 15 comportamientos que deberás evitar para ser un buen jefe

Ilustrados con tiras de Dilbert, uno de los mejores comics satíricos sobre el mundo de la empresa.

1.- Ausencia de principios morales sólidos


2.- Carece de habilidades para inspirar y motivar

3.- No tiene un rumbo definido, carece de visión


4.- Actúa en base a su propia comodidad y beneficio


5.- No tiene credibilidad entre los suyos

6.- Desconoce las necesidades e intereses de sus colaboradores

7.- No muestra entusiasmo ni pasión por el proyecto


8.- No proporciona feedback de su desempeño a los miembros del equipo

9.- No practica la escucha activa

10. No comunica o lo hace mal

11.- Falta de autoconciencia y autocrítica

12.- No se interesa por la formación y desarrollo de sus colaboradores

13.- Proporciona claras muestras de incompetencia

14.- Desacredita a algún miembro de su equipo en público

15.- Mala capacidad de toma de decisiones

¿Conoces a alguien que correspondería con alguna de estas características? Espero que no 😉


Aquí el blog original, con más extensión y más chistes.

Tom Peters on leading the 21st century organization

Insightful interview with one of the most influential gurus at McKinsey. Here are some interesting opinions:

  • “Why is it so bloody obvious for a theater director, a ballet company or a sports coach that you’re as good as your talent, and it isn’t to somebody who’s running a company with 200000 employees? Why?”
  • “Peter Drucker once said the number-one trait of an effective leader is that they do one thing at a time. Today’s technology tools give you great opportunities to do 73 things at a time or to at least delude yourself that you are. I see managers who look like 12-year-olds with attention deficit disorder, running around from one thing to the next, constantly barraged with information, constantly chasing the next shiny thing.”
  • “Lou Gerstner has this wonderful passage in his book that says something to the effect of, “When I came to IBM I was a guy who believed in strategy and analysis. What I learned was that corporate culture is not part of the game: It is the game.””
  • “Unless you were born with a very, very silver spoon, you’re going to spend the majority of adult life at work. Why shouldn’t this be a joyful experience or an energetic experience or a vivid experience?”
  • If you’re a leader, your whole reason for living is to help human beings develop—to really develop people and make work a place that’s energetic and exciting and a growth opportunity.”
  • “You’re in the people-development business. If you take a leadership job, you do people. Period. It’s what you do. It’s what you’re paid to do. People, period. Should you have a great strategy? Yes, you should. How do you get a great strategy? By finding the world’s greatest strategist, not by being the world’s greatest strategist. You do people. Not my fault. You chose it. And if you don’t get off on it, do the world a favor and get the hell out before dawn, preferably without a gilded parachute. But if you want the gilded parachute, it’s worth it to get rid of you.”

You can read the whole interview and watch some videos here.