{"id":1406,"date":"2005-01-11T16:07:55","date_gmt":"2005-01-11T21:07:55","guid":{"rendered":"https:\/\/balmert.com\/?p=1406"},"modified":"2019-02-14T16:46:30","modified_gmt":"2019-02-14T21:46:30","slug":"biggest-mistake-number-4","status":"publish","type":"post","link":"https:\/\/balmert.com\/es\/2005\/01\/11\/biggest-mistake-number-4\/","title":{"rendered":"El mayor error n\u00famero 4"},"content":{"rendered":"
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El error m\u00e1s grande n\u00famero 4: pensar que administrar la seguridad no requiere liderazgo<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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"Administras el inventario y lideras a las personas<\/em>"<\/p>

~ H. Ross Perot<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Esto puede ser una revelaci\u00f3n impactante para las organizaciones que dirigimos, pero pocos de nosotros, los gerentes, crecimos con la idea en mente de que alg\u00fan d\u00eda llegar\u00edamos a ser l\u00edderes. No es as\u00ed como sucedi\u00f3.<\/p>

Cuando \u00e9ramos ni\u00f1os creciendo en la escuela, todos sab\u00edamos qui\u00e9nes eran los l\u00edderes. Ellos eran los mejores atletas, ten\u00edan las mejores personalidades, y s\u00ed, eran los m\u00e1s atractivos. Todos, incluidos nosotros, los seguimos. Hicieron que el liderazgo pareciera f\u00e1cil y genial.<\/p>

Compensamos nuestra falta de talento natural de liderazgo estudiando mucho y obteniendo buenas calificaciones. En \u00faltima instancia, eso condujo a la graduaci\u00f3n y al comienzo de una buena carrera. Entonces, un d\u00eda, alguien se dio cuenta del buen trabajo que est\u00e1bamos haciendo y decidi\u00f3 convertirnos en el l\u00edder: conseguimos nuestro primer trabajo en la gesti\u00f3n.<\/p>

Ahora era nuestro turno de ser el l\u00edder. R\u00e1pidamente descubrimos que nadie pensaba que \u00e9ramos tan geniales, y no necesariamente siguieron nuestro ejemplo. Fue entonces cuando decidimos que el juego se trataba de \u201cadministrar\u201d y realmente no ten\u00edamos que liderar.<\/p>

Gesti\u00f3n, Definici\u00f3n

<\/strong><\/h4>

El consultor Louis Allen defini\u00f3 los cuatro elementos de la gesti\u00f3n como planificaci\u00f3n, liderazgo, organizaci\u00f3n y control. Todos son de vital importancia para el objetivo de enviar a las personas a casa a salvo al final del d\u00eda. La planificaci\u00f3n consiste en tener sistemas y m\u00e9todos que pongan las herramientas, el equipo y los m\u00e9todos adecuados en manos de quienes est\u00e1n haciendo el trabajo. El trabajo de organizaci\u00f3n asegura que las personas adecuadas est\u00e9n haciendo el trabajo y que tengan el conocimiento, las habilidades, el apoyo y la supervisi\u00f3n. Controlar, como Allen lo defini\u00f3, es el trabajo de medir y dar seguimiento.<\/p>

Luego est\u00e1 el liderazgo. Es un concepto tan simple. Desglosar la gu\u00eda en los elementos componentes (acciones como comunicarse, tomar decisiones, escuchar, motivar) no parec\u00eda tan dif\u00edcil.<\/p>

Pero no funcion\u00f3 as\u00ed cuando lo hicimos. Anunciar\u00edamos una decisi\u00f3n importante a nuestro personal, comunic\u00e1ndola explicando todas las razones por las que ten\u00eda mucho sentido, y encontrar\u00edamos una fuerte resistencia. Le recordamos a la gente lo que hab\u00edamos dicho antes, y dicen que es la primera vez que lo escuchan. Escuch\u00e1bamos con paciencia, pero lo que sol\u00edamos terminar escuchando eran quejas y excusas.<\/p>

Ser el l\u00edder es un deber duro.<\/p>

Nuestros l\u00edderes m\u00e1s admirados

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Piense en la pregunta: "\u00bfQui\u00e9nes son los l\u00edderes que hemos conocido en nuestra vida y que m\u00e1s admiramos?" Examinamos las filas de entrenadores, generales, funcionarios electos y figuras p\u00fablicas; no es dif\u00edcil hacer una lista. Gracias a la televisi\u00f3n y al cine, hay muchas probabilidades de que los nombres en la lista de los Baby Boomers sean bastante similares.<\/p>

Es sorprendente lo que nuestros l\u00edderes m\u00e1s admirados no tienen en com\u00fan. Algunos eran oradores brillantes y otros completamente introvertidos. Algunos lideraron con autoridad formal, y otros simplemente parec\u00edan ser capaces de \u201ccrear seguidores\u201d para sus ideas. Algunos eran tipos duros de ojos acerados, como el general Patton, y otros lideraban de una manera muy pasiva, como Gandhi.<\/p>

Lo que nuestros l\u00edderes m\u00e1s admirados tienen en com\u00fan es una lista muy corta: todos hab\u00edan tenido algo importante que quer\u00edan lograr; actuaron de acuerdo con sus convicciones; y sus acciones produjeron resultados. Pero la forma en que lograron lo que hicieron parec\u00eda depender solo de sus fortalezas y personalidades personales: Vince Lombardi y Tom Landry disfrutaron del \u00e9xito en el campo, siguiendo dos estilos de entrenamiento completamente diferentes.<\/p>

Los l\u00edderes que admiramos no lo tuvieron f\u00e1cil. En alg\u00fan momento del camino, la mayor\u00eda sufri\u00f3 por lo que cre\u00edan: en el peor de los casos, fueron fusilados o encarcelados. O bien, podr\u00edan haber sido quemados por la opini\u00f3n p\u00fablica y amenazados con ser despedidos.<\/p>

\u00a1Ser el l\u00edder es realmente un deber!<\/p>

Todo eso ayuda a explicar por qu\u00e9 el liderazgo real es tan raro. Y por qu\u00e9 es mucho m\u00e1s c\u00f3modo y seguro simplemente administrar: planificar, organizar y controlar.<\/p>

Cuando se trata de desempe\u00f1o en seguridad, siempre hay mucho que administrar. Realizar las inspecciones; mantener el equipo; proporcionar la formaci\u00f3n; completar las evaluaciones. Como gerentes, todos conoc\u00edamos perfectamente el ejercicio; la mayor\u00eda de nosotros \u00e9ramos realmente buenos en estas actividades de gesti\u00f3n.<\/p>

El problema con eso, como Ross Perot resumi\u00f3 tan bien, es que "administras los inventarios y lideras a las personas".<\/p>

La gesti\u00f3n del desempe\u00f1o en seguridad exige liderazgo

<\/strong><\/h4>

Siempre hay huellas dactilares de las razones por las que las personas se lastiman. En \u00faltima instancia, la seguridad se reduce a un juego de personas. Con las personas, no hay forma de evitar la necesidad de liderar y, con eso, trae consigo todos los desaf\u00edos que conlleva ser el l\u00edder.<\/p>

Ser el l\u00edder es un deber realmente duro.<\/p>

Pensar que pod\u00edamos obtener excelentes resultados de seguridad simplemente administrando, pero sin liderar, fue uno de los mayores errores que cometimos los gerentes.\u00a0<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

Cuando \u00e9ramos ni\u00f1os creciendo en la escuela, todos sab\u00edamos qui\u00e9nes eran los l\u00edderes. Ellos eran los mejores atletas, ten\u00edan las mejores personalidades, y s\u00ed, eran los m\u00e1s atractivos. Todos, incluidos nosotros, los seguimos. Hicieron que el liderazgo pareciera f\u00e1cil y 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