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Crear un EAD, o cómo enviar astronautas a la luna

Gestionando equipos de alto rendimiento   [dropcap style="font-size: 60px; color: #33cccc;"] P[/dropcap]or primera vez en la historia, el mercado laboral cuenta entre sus filas con cuatro generaciones de profesionales diferentes, cada una de ellas con rasgos y peculiaridades que definen su forma de entender y afrontar el trabajo. Partiendo de esta nueva, a la vez que natural, configuración de la fuerza laboral, la alta competitividad, la globalidad y los avances disruptivos propios de esta era del cambio en la que estamos sumergidos, las organizaciones que quieran sobrevivir y posicionarse dentro de su ámbito de actuación tienen muchos retos a los que enfrentarse. Uno de los desafíos es el que hoy tratamos en este artículo: creación y gestión de equipos de alto rendimiento, pero ALTO de verdad. Con independencia de si tenemos una pequeña empresa o una multinacional con miles de empleados, en todos estos escenarios, si queremos alcanzar el éxito, será fundamental contar con una óptima dirección de equipos. "No es lo mismo el "trabajo en equipo" o "un equipo de trabajo" que el trabajo de un equipo de alto rendimiento, o como se conoce en inglés, high-performing leadership team" Tampoco podemos entender un grupo de trabajo con buenos resultados per se un equipo de alto rendimiento. No es una premisa válida en el siglo XXI. Dejemos en un par de líneas esto aclarado, según la definición de Deborah Mackin, experta en Team Building, en su artículo Difference between team and group: Equipo de trabajo: pequeño grupo de personas con habilidades complementarias centrados en la consecución de un objetivo común, aunque cada uno asume su propia responsabilidad. Grupo de trabajo: dos o más individuos que trabajan de forma independiente para alcanzar un objetivo global y pueden, o no, trabajar en el mismo departamento. Los comportamientos, formas de trabajar, responsabilidad y liderazgo en un grupo son muy diferentes a los de un equipo. La diferencia clave respecto al equipo de trabajo es que en este caso no todos sus miembros tienen las mismas habilidades, pero juntos son mejores. Equipo de alto desempeño (EAD) es un grupo de profesionales que comparten conocimientos,...

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March: The Myth of the Nice Girl by Fran Hauser

A candid guide for ambitious women who want to succeed without losing themselves in the process In THE MYTH OF THE NICE GIRL, Fran Hauser deconstructs the negative perception of "niceness" that many women struggle with in the business world. If women are nice, they are seen as weak and ineffective, but if they are tough, they are labeled a bitch. Hauser proves that women don’t have to sacrifice their values or hide their authentic personalities to be successful. Sharing a wealth of personal anecdotes and time-tested strategies, she shows women how to reclaim “nice” and sidestep regressive stereotypes about what a strong leader looks like. Her accessible advice and hard-won wisdom detail how to balance being empathetic with being decisive, how to rise above the double standards that can box you in, how to cultivate authentic confidence that projects throughout a room, and much...

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April: The Right and Wrong Stuff by Carter Cast

Nearly a quarter century ago Carter Cast seemed to have it all together: he had a first-class education, an all-American athletic career, and was a very bright and energetic rising star on the fast track at a Fortune 100 company, PepsiCo. But blissfully unaware of how negative perceptions were shaped, he was stunned when called into his boss's office, and told he was "unpromotable" because he was "obstinate," "resistant," and "insubordinate." Baffled, scared, and embarrassed, that defining moment led to Cast's years-long effort to try to understand why he came so close to going off track, discovering that what he saw as idiosyncratic was actually widespread. His research shows that 98 percent of people have at least one derailment risk factor and that half to two-thirds actually go off the rails. More often than not, people get fired, demoted, or plateau not because they lack the "right stuff," but because they let the "wrong stuff" act out. Derailment often afflicts talented people who are either unaware of a debilitating weakness or an interpersonal blind spot, or are arrogant enough to believe that feedback doesn't apply to them. Cast's experiences and research led to five defining archetypes--Captain Fantastic, the One-Trick Pony, the Solo Flyer, Version 1.0, and the Whirling Dervish--that express traits that cut across gender and every level of seniority and that play out everywhere, from big corporations to small law firms, from education institutions to raw start-ups. He shows how these archetypes fail and succeed, and how to recognize blind spots that can lead to downfall. He provides ways to improve self-understanding--digging into topics like values, needs, and motives--and provides the reader with new ways to take charge of his or her...

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May: The innovator’s dilemma by Clayton M. Christensen

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors A Wall Street Journal and Businessweek bestseller. Named by Fast Company as one of the most influential leadership books in its Leadership Hall of Fame. An innovation classic. From Steve Jobs to Jeff Bezos, Clay Christensen's work continues to underpin today's most innovative leaders and organizations. The bestselling classic on disruptive innovation, by renowned author Clayton M. Christensen. His work is cited by the world's best-known thought leaders, from Steve Jobs to Malcolm Gladwell. In this classic bestseller--one of the most influential business books of all time--innovation expert Clayton Christensen shows how even the most outstanding companies can do everything right--yet still lose market leadership. Christensen explains why most companies miss out on new waves of innovation. No matter the industry, he says, a successful company with established products will get pushed aside unless managers know how and when to abandon traditional business practices. Offering both successes and failures from leading companies as a guide, The Innovator's Dilemma gives you a set of rules for capitalizing on the phenomenon of disruptive innovation. Sharp, cogent, and provocative--and consistently noted as one of the most valuable business ideas of all time--The Innovator's Dilemma is the book no manager, leader, or entrepreneur should be...

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June: The knowing-doing gap. Jeffrey Pleffer and Robert I Sutton

The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear-firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business....

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July: The Great Game Business. 20 Aniversary

The Great Game of Business started a business revolution by introducing the world to open-book management, a new way of running a business that created unprecedented profit and employee engagement.   The revised and updated edition of The Great Game of Business lays out an entirely different way of running a company. It wasn’t dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes. What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years—an approach that is perhaps the last, best hope for reviving the American...

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