Managing leaderships: people are human based

Las personas podemos ser complejas hasta el infinito, pero nuestra base emocional nos simplifica y convierte en un humano más. ¿Quién es más que una aportación a la vida en la tierra?

Centrándonos en los liderazgos y la capacidad de gestión, es clave entender que somos humanos y trabajamos con humanos. La bondad y la amabilidad se han olvidado en un entorno de antipáticos-malhumorados crónicos.

Sinceramente, ¿no recuerdas y valoras más a los jefes que tuviste por sus amabilidades y sus bonanzas que por sus resultados? ¡pruébalo! sin duda, el factor tiempo tiende a borrar las partes más ariscas de las personas, pero aún así podrás ser capaz de clasificarlos.

En la HBR, he encontrado dos artículos sobre este tema. Espero que nos ayude a cambiar un poco el mundo que nos rodéa.

The Importance of Kindness at Work

Gill Corkindale

Until recently, my life has moved along at a steady pace, with periods of hard work interspersed with concerted efforts to slow down and relax. Like most people, I put in long hours, try to improve myself, and worry too much about unimportant everyday things.

This has been the norm for most of my adult life. Apart from an illness in my thirties, I have never experienced any serious interruptions to my work and have always looked ahead positively. Until two months ago, when everything changed during an ordinary midweek evening when I was idly checking my emails. I received a call to say that a close and dear relative had passed away very unexpectedly. I lost my bearings and for several weeks I was unable to think or speak about work. Life stopped, and I didn't want it to start again.
I realize now that my life had left me completely unprepared for such loss. Shock hit me, like a hard physical blow to my core. Grief followed, dissolving all my certainties about myself and life. Apart from a vague awareness of the work of Elisabeth Kubler-Ross, I had no coping strategy: all I could do was to sit still and wait for the pain to pass.
Thankfully, it did begin to subside and I am now reconnecting with life and work. But I see things very differently: I have developed a greater awareness of just how many people are dealing with similar personal shocks. I have been humbled to realize that this is happening all around me, all the time.
In the few weeks since my return to work, I have come across several people who have shared — unprompted — stories of grief and pain. I hadn't fully appreciated such stories before. One young banker told me he how had just left a rehabilitation centre where he had been admitted for emotional stress following the sudden death of his 27-year-old sister. Another 42-year-old leader of a retail company told me he was fighting his workaholic impulses as his father, brother, and uncle had all died before the age of 50. And a woman partner in a professional services firm confessed she was exhausted and emotionally drained because her six-year-old child was terminally ill.
I now realize I have been working with my eyes closed. I appreciate even more a professor with whom I work occasionally: he always makes the point that leaders, managers — everyone in fact — should never underestimate the importance of kindness at work. Bereavement, the diagnosis of an illness or a personal tragedy can strike anyone at any time. It is the mark of a good leader, he says, to notice the signs and be sensitive in handling such matters.
I recall very well a manager who did just the opposite, when he made a point of asking in an open office why a colleague had been for neurological tests and what
could possibly be wrong with him. That memory lasted a long time and certainly won the manager no support in the office.
Fortunately, I have not had to deal with such crass behaviour. My colleagues and bosses have been unfailingly supportive. They have given me space and time to grieve and recover myself sufficiently to return to work. They have respected my wishes to be alone and have encouraged me to take small steps back to normal. Their kindness has made a real difference. Another source of unexpected support came from the U.S. colleagues and friends of my relation, whose warm tributes and shared memories replenished our strength and resolve.
Although I always knew that support is important for those affected by loss, illness, or tragedy, I hadn't fully understood until now how critical it is in helping people get back on their feet. Of course, business has its own imperative and some people would argue that there is no justification for extended kindness at work. I would remind them that tragedy can strike anyone — including them — at any moment, and none of us can ever prepare for it.
Had I been pressed back to work, forced to meet deadlines, take responsibility, and deliver efficiently when everything around me had changed so profoundly, I would have failed miserably. Instead, I was able to step back, take some time to reflect and reconfigure, and, I hope, get back to normal. Managers and leaders should seek some guidelines for how to support their people.
As ever, I am interested in your thoughts on dealing with personal shocks at work. What have been your experiences — as a colleague or manager? How do you support a colleague or report through such moments?
Your comments and thoughts open up and extend the discussion immensely — and are very much appreciated.

The Most Important Question a Manager Can Ask

Linda Hill & Kent Lineback

When is the last time you asked the group you manage, and the individuals in it, this simple question:
What can I do to help you be more effective?
What question could be more central to being a good boss? If you want to manage and lead successfully, you've got to know what the people doing the work need. So why not ask them? But the truth is, this question is not asked by bosses nearly enough.
You'll get a variety of answers, especially in the beginning — including non-answers ("Gee, nothing. Keep doing what you're doing.") and requests you can't do much about — personal problems, company policies you can't change, complaints about colleagues who make this person's work life miserable, as well as personal requests you can't or won't address (such as "Raise my pay" from someone whose performance is mediocre). Take everything under advisement, if you can't respond immediately. Promise to take action when you think it's warranted but resist efforts to "delegate up."
You will also get answers that are implicit or even explicit criticisms of you. Respond to these by explaining yourself, but don't argue or react defensively. Admit mistakes, if appropriate. At the least, respond with, "Let me think about that. Thanks for telling me."
Discuss, listen, explain, educate, and, above all, understand what the person or group is saying. Be caring but candid. If you can't change company policies or pay grades, explain that. If you disagree with what you're hearing, talk about that respectfully. These are opportunities for both or all of you to learn.
Beyond such answers, however, you will hear ways you really can make people more effective. Finding that may require discussion, careful listening, and respectful probing, and a willingness on your part to hear hard things and to change. Perhaps you really do need to step back and let people do their work; or, perhaps you should get more involved. Perhaps some group work processes need to change. Perhaps you need to talk to a colleague who heads another group about how uncooperative her people are. These things are often easy to do and can make an immediate difference.
Once you start these discussions, you'll find they don't take much time, except when they deserve more time. And they pay dividends. They build trust, they help people work together better and do better work, they identify and remove obstacles.
They also make you more effective because they reveal what's on people's minds. Like it or not, what people think is what they think, and you need to know what that is. Above all, you need to know what people expect from you, the boss. If you don't know what they expect, and their expectations are unreasonable, you can't negotiate new ones and you'll go on disappointing them.

In many organizations, expectations are assumed to flow in only one direction — down. In fact, they flow up as well, though few organizations pay much attention. Too bad. Being a boss is a two-way street. People are more likely to rise to your expectations if you try to understand and rise to what they expect of you.

Personalmente, admiro a las personas capaces de acercarse a cualquiera y poner la mano encima del hombro para tranquilizar, animar y ayudar. Más humanos, más cercanos, mejores gestores.