Gestionar equipos y obtener resultados
Para ser eficientes en la definición de roles y designación de responsabilidades debemos saber esencialmente a dónde queremos ir y qué somos. Es a partir de ese norte que se definen las posiciones y los perfiles necesarios de los colaboradores. En síntesis, siempre, siempre la estrategia precede a la estructura.
Clarificada esta orientación, se buscan las personas y se articulan los equipos. Esto, de por sí, marca definitivamente al proceso de búsqueda, selección, inducción y formación como pilares sostén de nuestras metas y objetivos.
Como ejemplo, si hemos definido que nuestra organización estará definitivamente centrada en el cliente y su experiencia como tal, definiremos los roles poniendo al cliente en el centro, organizando procesos que den cumplimiento a ese propósito y buscando colaboradores con las competencias necesarias para cumplir con esa misión.
Fortalecer habilidades
Adoptando una metáfora relacionada a equipos deportivos, existen equipos que se organizan y juegan en función de un jugador estrella y están los otros donde la estrella se adapta al estilo del equipo. En el primer caso, toda vez que la estrella esté “encendida” hay probabilidades de éxito. En el segundo, la regularidad y la identidad del equipo es capaz de sostener resultados más consistentes.
El aporte de habilidades personales es esencial en la medida que contribuya a que la suma de las partes sea más efectiva que la impronta personal. En definitiva, el cliente es quien dará el juicio de valor final; puedo contar con el mejor vendedor, pero si mis procesos de logística o administrativos no están centrados en el cliente definitivamente tendremos impactos en la calidad de los servicios ofrecidos.
Por esa razón es de vital importancia trabajar en competencias y habilidades blandas como trabajo en equipo, comunicación asertiva y orientación al cliente de manera a sostener los resultados
Es de vital importancia trabajar en competencias y habilidades blandas como trabajo en equipo, comunicación asertiva y orientación al cliente de manera a sostener los resultados.
Fomentar el compromiso de los colaboradores
Este tema es crucial hoy en día. No hay forma posible de ser una empresa centrada en el cliente si como condición no me he preparado para estar centrado en mi gente.
Sabemos que liderar un equipo humano es gerenciar la complejidad, seria utópico creer que basta mi declaración para contar con una alineación precisa, perfecta y homogénea.
Ya Newton decía que “la unidad es la variedad y la variedad en la unidad es la ley suprema del universo”, pero esto que es tan claro para la física no siempre lo es para el management.
Por eso, si usted como líder no se pregunta primero “¿qué creo que es un colaborador?” tendrá fuertes tentaciones de caer en formulas o modelos que prometen cohesión de equipo y de a poco verá frustrada la intención. Revisionar su creencia profunda en este tema le ayudará a verificar su rumbo; usted sabe que es a partir de una creencia que se define una acción, la acción se hace visible en conductas y son siempre las conductas las que aportan resultados.
Entonces, si usted como líder es el primero que está comprometido con esto, se generará el compromiso y se promoverá una energía sinérgica que impulsará grandes resultados.
Si usted ve en su colaborador a una persona que, además de habilidades de gestión, posee pensamientos, ideas, sentimientos y posibilita espacios y acciones que así lo reconozcan, entonces está sembrando una fértil opción de compromiso por parte de sus colaboradores.
La motivación del equipo y sus resultados
La motivación es un factor aglutinante de positivismo, pero durante mucho tiempo hemos creído que la motivación es algo que se instala en las personas, que está fuera, mediante algún programa, algún outdoor, algún premio etc. Se incorpora y ya está. La realidad parece que nos desmiente: esas acciones son útiles, sí, generan motivación, pero tangencial y breve.
Para sostener una autentica motivación usted debe preguntarse si cada uno de sus colaboradores tiene motivos de automotivación. Por eso, a hoy, es tan fuerte la tendencia a trabajar el concepto de asociar nuestro nombre como si fuese nuestra marca y aplicar la misma estrategia del marketing a nuestro nombre, pero basada en Desarrollo, Visibilidad y Reputación, y esta es una decisión personal.
Podemos estar reunidos en una misma sala con nuestro equipo y saber que dentro de su unidad conviven diferentes expectativas, estará aquel que trabaja y lleva adelante su familia, sus proyectos personales y aquellos que buscan su desarrollo profesional. Entonces, en su mismo equipo tiene 3 agendas diferentes y la performance de cada uno puede estar vinculada a esa intención; es claro que un programa de motivación externa no tendrá el mismo efecto en los 3, usted debe salir al encuentro de cada colaborador, detectar y liderar expectativas que sumen a su visión final del negocio para el logro de los resultados.
Salir al encuentro de cada colaborador, detectar y liderar expectativas que sumen a su visión final del negocio.
Datos Técnicos:
Artículo Escrito por: Ulisses Cabral
Cargo: Country Manager – ManpowerGroup Paraguay
Biografía: Especialista en Gestión del Talento y Estrategia Corporativa. Licenciado en Marketing, con posgrados en Management, Gestión Empresarial y Dirección Comercial. Cuenta con experiencia de más de 20 años en la dirección de empresas Nacionales y Multinacionales. Especializaciones en Liderazgo, Innovación & Change Management. Certificado en Coaching Ontológico & PNL
Acerca de ManpowerGroup Paraguay: ManpowerGroup es líder mundial en soluciones innovadoras de capital humano. Empresa multinacional con presencia en 85 países y más de 4000 sucursales; presente en Paraguay hace 22 años, siendo líder en servicios de tercerización y selección de personal, selección ejecutiva, evaluación de potencial y soluciones de consultorías.
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