Learning4Managers Focus Areas

La Escasez de los Líderes

El entender lo que hace que las personas pierdan confianza en otras personas y pericia en lo que refuerza la credibilidad rápidamente son dos de las habilidades más importantes para los líderes de hoy. ¿Tiene su organización una estrategia para la confianza y credibilidad?

Fuentes:

  1. Brandon Hall (2015) State of Leadership Development 2015. Retrieved from  http://www.ddiworld.com/DDI/media/trend-research/state-of-leadership-development_tr_brandon-hall.pdf?ext=.pdf
Link to this article in Spanish (Español)

¿Necesita ayuda para establecer una estrategia de desarrollo de líderes en su organización? Contáctenos para una consulta gratuita.

Leaders Are in Short Supply

Knowing what triggers individuals to lose trust in others and expertise on how to build trust quickly are two critical skills for today’s leaders. Do you have a trust and credibility strategy?

Sources:

  1. Brandon Hall (2015) State of Leadership Development 2015. Retrieved from  http://www.ddiworld.com/DDI/media/trend-research/state-of-leadership-development_tr_brandon-hall.pdf?ext=.pdf
Link to this article in Spanish (Español)

Need help building a strategy to build trust and credibility for your business? Contact Us for a free initial consultation.

Confianza, Credibilidad y Negocios

La confianza y la credibilidad son necesidades absolutas para conducir negocios con cualquier persona. Los individuos no compran de personas o de empresas a quienes no le tienen confianza, empleados no se comprometen cuando tienen jefes a quienes no les tienen confianza, y empresas no contratan a quienes les hace falta credibilidad. Confianza y credibilidad son pre-requisitos para hacer negocios.

En la era de “noticias falsas” la confianza y credibilidad en el mundo de los negocios han recibido un golpe fuerte y el cinicismo y la sospecha están a los puntos más altos de todos los tiempos. Edelman(1) advierte que siete de cada diez personas sienten que la información falsa se está utilizando como un arma.

Teniendo en consideración que en el día de hoy muchos negocios reciben calificaciones en medios sociales y en catálogos en línea, uno tiene que pensar en la posibilidad de que estas secciones de opinión pueden usarse para afectar negativamente a los negocios. Empleados con quejas pueden poner información falsa y negativa acerca de jefes, competidores pueden disfrazarse de clientes para dejar quejas falsas acerca de servicios o de productos, y pesonas como los hackers quienes simplemente quieren causar problemas pueden usar estos sitios de opinión para diseminar falsas noticias y así interrumpir negocios.

¿Cómo mantiene confianza y credibilidad en su negocio? ¿Podemos dejar que todo pase por si mismo con la esperanza de que se desaparezca con el tiempo sin nuestra intervención? ¿Existe alguna manera de reforzar nuestra credibilidad y confianza de manera activa?

El entender lo que hace que las personas pierdan confianza en otras personas y pericia en lo que refuerza la credibilidad rápidamente son dos de las habilidades más importantes para los líderes de hoy. ¿Tiene su organización una estrategia para la confianza y credibilidad?

Fuentes:

  1. Edelman (2018) 2018 Edelman Trust Barometer. Retrieved from https://www.edelman.com/trust-barometer
Link to this article in Spanish (Español)

¿Necesita ayuda para establecer una estrategia para mejorar la confianza y credibilidad de su negocio? Contáctenos para una consulta gratuita.

Trust, Credibility and Business

Trust and credibility are an absolute necessity to be able to conduct business with anyone. People don’t buy from companies or sales people they do not trust, employees don’t feel engaged when they can’t trust their manager, and companies don’t hire consultants or employees who lack credibility. Trust and credibility are pre-requisites to doing business.

However, in the age of “fake news” trust and credibility in the business world have being hit hard and cynicism and suspicion are at an all-time high. Edelman(1) warns that seven in ten individuals feel that false information is being weaponized.

Considering that today many businesses are rated on social media sites or on catalogs online, one must consider the possibility that these review sections could be used to hurt business. Employees with a grudge could post untrue negative reviews about management practices, competitors posing as customers could post fake negative reviews about services or products, and people like hackers who simply want to disrupt business could use review sites as a means to create havoc.

How do you maintain trust and credibility of your business? Can we assume false information will sort itself out without our intervention? Is there anything we can do to be proactive to strengthen our credibility?

Knowing what triggers individuals to lose trust in others and expertise on how to build trust quickly are two critical skills for today’s leaders. Do you have a trust and credibility strategy?

Sources:

  1. Edelman (2018) 2018 Edelman Trust Barometer. Retrieved from https://www.edelman.com/trust-barometer
Link to this article in Spanish (Español)

Need help building a strategy to build trust and credibility for your business? Contact Us for a free initial consultation.

El Compromiso de los Empleados

Según Gallup(1), el porcentage de empleados que se sienten comprometidos con su empresa en EEUU entre los años 2014 y 2017 estaba entre 30% y 35%, alcanzando su unto más alto en 2017 a un poco más del 38%.

Si estas estadísticas son aplicables a su negocio, tres o cuatro de cada diez de sus empleados no están produciendo a su máxima capadidad y no estan interesados en seguir creciendo profesionalmente con su compañía. La falta de compromiso añade un costo a su negocio que varía de una compañía a la otra, pero es importante considerarlo.

¿Cómo respondemos a estos números? ¿Los tratamos como si fueran parte del costo de hacer negocios? ¿O tomamos acción? ¿Pero qué es lo correcto?

Una reacción natual sería eliminar los empleados que no se sienten comprometidos. Sin embargo, ¿qué pasa si la a siguiente ronda de empleados les falta compromiso también? Tácticamente, lo mejor sería ver más de cerca lo que hacemos a la hora de contratar a nuevos empleados.

Pero entonces,  ¿que pasa si contratamos a buenos empleados y se desaniman después por la manera en que la empresa conduce sus negocios? Como vemos, la solución no es sencilla pero no es imposible. Tenemos que crear una estrategia para abordar el compromiso y de esa manera forjar la más alta productividad de empleados estrella en el trabajo desde contratación a jubilación.

Fuentes:

  1. Gallup (2017) Gallup Daily: U.S. Employee Engagement – All. Retrieved from https://news.gallup.com/poll/180404/gallup-daily-employee-engagement.aspx
Enlace al artículo en inglés (English)

¿Necesita ayuda para establecer una estrategia de compromiso con sus empleados? Contáctenos para una consulta gratuita.

Employee Engagement

According to Gallup(1), employee engagement in the USA between 2014 and 2017 ranged mostly between 30% and 35%, reaching a highest point in 2017 slightly above 38%.

If these statistics are true at your business, three to four out of every ten employees are not producing at their highest potential, nor are they invested in growing in their career with your company. The cost of this lack of engagement varies widely across companies, but it is certainly important to consider.

How do you respond to these numbers? Do you assume it is part of the cost of doing business? Or do you take action. But, what is the correct action to take?

A natural reaction could be to want to remove the employees that are not engaged. However, what if the next round of new hires lack engagement too? A better tactical step would be to take a closer look at your hiring practices.

But what if you do hire engaged individuals who later become disengaged due to the way your company conducts business? As you can see, the solution may not simple, but it is also not impossible to find. We must take a strategic approach to engagement to ensure we keep and nurture highly productive star employees from hire to retire.

Sources:

  1. Gallup (2017) Gallup Daily: U.S. Employee Engagement – All. Retrieved from https://news.gallup.com/poll/180404/gallup-daily-employee-engagement.aspx
Link to this article in Spanish (Español)

Need help building a strategy of engagement for your business? Contact Us for a free initial consultation.

 

Nuevo Curso en Español GRATIS!

FODAopenEl Curso Básico de la Matriz FODA es completamente gratuito pero valioso para aquellas personas buscando la oportunidad de aprender cómo crear una estrategia para alcanzar metas. El curso empieza usando el ejemplo de cómo decidir qué dirección se debe tomar en una meta personal y después habla de como aplicar los mismos principios para decidir la dirección a tomar para fijar y alcanzar una meta de negocios.

Para registrate sin costo y tomar el curso en línea sigue este enlace: Curso de la Matriz FODA

Hope Vs Training

TrainingLeadsToSuccess

[Originally published on Linked-In by Learning4Managers] Year after year line employees are promoted to supervisory and management positions due to their exemplary work. Kudos to all of them. But what is it they get when these people are promoted?

The promotion comes with a bundle of new responsibilities, high expectations, and pressure. To meet performance expectations on these new responsibilities, newly promoted managers are expected to instantly become leaders, coaches, and performance experts.

Here is what the promotion does not always include: a plan. Don’t get us wrong. Top management has plans and expectations for newly promoted employees. What is missing is a plan for the new manager to transition into the supervisory or management position to learn and practice the new skills required.

Let’s take a look at a few basic managerial tasks: interviewing candidates for a job, managing conflict between employees, and deal with employees who are not performing up to expectations. Are newly promoted managers expected to handle these issues effectively and efficiently? Yes.

Here is the problem. Are the tasks mentioned earlier the kind of duties they were expected to handle before the promotion? In most cases, the answer is no. So how are they supposed to know how to handle these new duties and meet expectations? How did you learn to deal with these issues? Take our survey on our site and let us know.

From the responses in surveys conducted in previous years we learned that 42% of managers taught themselves how to conduct interviews, as opposed to being taught on the job or via formal training. 37% taught themselves how to manage conflict and 31% taught themselves how to manage low performing team members.

In other words, around 1/3 of new managers or more figure things out on their own hoping that what they figure out is the right thing to do. Hoping is not planning and as the old adage says, if we fail to plan, we plan to fail. These conditions ought to be simply unacceptable to us.

Training is not the answer to all problems and we know that. However, it is an important step that paves the way to better performance, innovation, and overall to better business results. We encourage you to go back to your management and supervisor teams and survey them to see what they know and how they acquired this information. Offer training on key management topics to those who need it.

Next, take a look at your promotion practices and incorporate an onboarding program for newly promoted managers and supervisors. Finally, teach them to become Viral Leaders. As such, they will begin to plant the seeds of leadership in their respective teams, which will help prepare your next generation of promotion-worthy leaders. If you need assistance with any of these steps, Contact Us Today!