Almost all consultants in the administrative area agree that some entrepreneurs and managers are reluctant to continuous learning, do not show much willingness to train or evade, sometimes very creatively. Sent to middle managers and operational, but to them it is difficult to have them in a seminar, saying they have little time, there are other things to do, regardless of the training is the task of quadrant II, significant but not urgent. And if we add that the vast majority do not like reading, it is difficult to absorb knowledge and information, so healthy for decision making. The tragedy occurs when skilled employees returning to the company and speak to the heads of the changes to be made by putting into practice what they learned, no one understands what they are talking. Result: frustration and nagging that we've heard before: "Here things will continue as always have done."
would therefore be desirable and necessary for employers to be good leaders were allowed to teach, as stated Miguel Angel Cornejo and Rose in "Be excellent":
"The leader who humiliates, belittles or mistreats his subordinates increases what is called" accounts receivable "that sooner or later be charged humiliated, either take it out on the product, customer treated badly or creating some discomfort their leader to give in return the ill-treatment. "
"Through 20 years of interviews with leaders in many different countries, I find it curious that the leaders of excellence not speak to me of power or charisma, but the common denominator that I have identified is that they are all apprentices of excellence have the rare ability of being taught and what is more curious still, permanently are learning about themselves, their own mistakes, so much so that after each error, resurfacing with greater confidence in themselves by the wisdom gained from the last experience. " (1)
Read what he says about Peter Drucker, one of the greats of administrative consulting iglo S XX:
"Never stop learning. Management is a profession, not a right or an inheritance. Accept that there will often be things that you do not know and finding better ways of doing things is part of their work. "" The development and maintenance of superior management skills is a lifelong search. You should read books and magazines, have courses, attend seminars and workshops and learn from other professionals. We are experiencing a very rapid change in administrative practices and the environment of organizations. You must keep up, not only for their future success, but for their survival as a manager. "(Peter Drucker, born in Vienna in 1909, closed his eyes forever in Claremont, Virginia, 2005) (2)
but occurs Often the decision maker is reluctant to be trained, to file for continuous learning, and irony, senior management is where you should start training, because that is where decisions are strategic. What do you do to encourage curiosity of our senior management?
David Kearns, former chairman and chief executive officer of Xerox, the company won the "Baldridge Award" explains how you can get the commitment to participate in all levels of the company through the process of LEADERSHIP THROUGH QUALITY :
"The training begins with the working group of the highest level, ie, my immediate subordinates and myself. This is dispersed after cascading across organizations headed by senior staff and gradually spreads to the world to affect about 100,000 employees "(3)
So you've been warned. Training your business means higher profits.
Posted November 14, 2009 by Ricardo Yohalmo gerenciayempresa
By Leon E.
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