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KEN BLANCHARD
En la
década de 1980, un gerente generalmente supervisaba a cinco
personas. Hoy en día, es común encontrar un gerente con 25 o
incluso 75 subordinados directos, que a menudo incluyen una
cantidad de trabajadores remotos con los que es posible que el
gerente nunca se encuentre cara a cara. Está sucediendo una
realidad laboral completamente diferente donde los jefes ya no
juegan el papel tradicional de decirle a la gente qué, cuándo y
cómo hacer todo. El éxito de las iniciativas organizativas
actuales depende del comportamiento proactivo de
las personas empoderadas .
tener éxito.
Back in
the 1980s, a manager typically supervised five people. Today,
it’s common to find one manager with 25 or even 75 direct
reports, often including a number of remote workers that the
manager may never meet face to face. An entirely different
workplace reality is happening where bosses no longer play the
traditional role of telling people what, when, and how to do
everything. The success of today’s organizational initiatives
depends on the proactive behavior of empowered individuals.
Leaders and managers ask me all the time how they can help
their people become self leaders. Self leaders are created
through the teaching of skills and attitudes that foster
empowerment. Here are the three skills of self leadership:
that the constraints are not the problem; it’s that we think
succeed.