{"id":1442,"date":"2005-01-04T12:52:11","date_gmt":"2005-01-04T17:52:11","guid":{"rendered":"https:\/\/balmert.com\/?p=1442"},"modified":"2019-02-18T12:59:41","modified_gmt":"2019-02-18T17:59:41","slug":"biggest-mistake-number-9","status":"publish","type":"post","link":"https:\/\/balmert.com\/es\/2005\/01\/04\/biggest-mistake-number-9\/","title":{"rendered":"Mayor error n\u00famero 9"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"1442\" class=\"elementor elementor-1442 elementor-bc-flex-widget\" data-elementor-post-type=\"post\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-871eb12 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"871eb12\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-a7d6218\" data-id=\"a7d6218\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-d0eb0af elementor-widget elementor-widget-text-editor\" data-id=\"d0eb0af\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h2>Mayor error n\u00famero 9:<br>No hacer buenas preguntas<\/h2>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-dd3f98b elementor-widget elementor-widget-text-editor\" data-id=\"dd3f98b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p align=\"center\"><em>\u00a0\u201cMi mayor fortaleza como consultor es ser ignorante<\/em><br \/><em>y haz algunas preguntas &quot;.<\/em><\/p><p align=\"right\">~ Peter Drucker<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-9439a47 elementor-widget elementor-widget-text-editor\" data-id=\"9439a47\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>Haga una lista corta de los que tuvieron el mayor impacto en la conducci\u00f3n de los negocios en el siglo XX, y el nombre Peter Drucker seguramente aparecer\u00e1. Como profesor, autor y consultor, Drucker ha tenido un profundo efecto en aquellos de nosotros que nos hemos desempe\u00f1ado como gerentes en la industria en los \u00faltimos cincuenta a\u00f1os. Nos ense\u00f1aron sus m\u00e9todos en cursos de negocios y nuestras empresas hicieron un uso extensivo de sus conceptos para administrar el negocio.<\/p><p>Entonces, si Drucker encontr\u00f3 que hacer preguntas era tan poderoso, \u00bfpor qu\u00e9 tantos gerentes hacen tan poco uso de la pregunta como herramienta de gesti\u00f3n? \u00bfQu\u00e9 tiene hacer preguntas que las hace tan poderosas?<\/p><p>Buenas preguntas que merecen buenas respuestas.<\/p><p>Las buenas preguntas pueden hacer el trabajo pesado para los gerentes. Una pregunta comienza haciendo que alguien m\u00e1s hable. Para todas las teor\u00edas sofisticadas que se han ofrecido sobre el arte de la comunicaci\u00f3n interpersonal, \u00bfla comunicaci\u00f3n no se reduce fundamentalmente a que alguien hable y otros escuchen lo que se dice?<\/p><p>Entonces, cuando un gerente hace una pregunta y la gente comienza a responder, el gerente obtiene informaci\u00f3n sobre lo que est\u00e1 sucediendo y lo que la gente est\u00e1 pensando. \u00bfQu\u00e9 gerente no se beneficiar\u00eda con eso?<\/p><p>Las preguntas involucran a la gente. Es dif\u00edcil escuchar una pregunta y no empezar a pensar en ella. Preg\u00fantese: &quot;\u00bfQu\u00e9 crees que caus\u00f3 la ca\u00edda del transbordador espacial Columbia?&quot; y comenzar\u00e1 a pensar en el aislamiento de espuma, las altas velocidades, el calor al reingresar y la p\u00e9rdida de vidas de la tripulaci\u00f3n.<\/p><p>Exactamente lo mismo sucede cuando le haces una pregunta a otra persona. Incluso en los casos en los que no responden, puede apostar que est\u00e1n pensando en su pregunta. Lo que tambi\u00e9n significa que est\u00e1n prestando atenci\u00f3n.<\/p><p>Las preguntas pueden dar forma a la agenda. \u00bfQui\u00e9n en nuestra generaci\u00f3n puede olvidar la famosa pregunta &quot;\u00bfQu\u00e9 sab\u00eda \u00e9l y cu\u00e1ndo lo supo?&quot; Estas preguntas finalmente derribaron a un presidente. Seis a\u00f1os despu\u00e9s, la pregunta &quot;\u00bfEst\u00e1s mejor ahora que hace cuatro a\u00f1os?&quot; condujo a la elecci\u00f3n de otro presidente.<\/p><p>Cualquier gerente que quiera promover una causa, como reconocer los peligros, har\u00eda bien en hacer un buen uso de la misma t\u00e9cnica, tal vez preguntando a las personas que realizan el trabajo &quot;\u00bfQu\u00e9 tipo de peligros est\u00e1 resolviendo y que podr\u00edan lastimarlo?&quot;<\/p><p>Entonces, si las preguntas ofrecen tantos beneficios a los gerentes, \u00bfpor qu\u00e9 no se usan con m\u00e1s frecuencia?<\/p><p>Como hemos visto desde los asientos de primera fila en nuestras carreras, es mucho m\u00e1s probable que los gerentes brinden respuestas que hagan preguntas. Aqu\u00ed hay un ejemplo perfecto y tr\u00e1gico. El director ejecutivo de una empresa escucha los detalles de la muerte de un empleado con mucha experiencia. El accidente se debi\u00f3 en gran parte a que el empleado no sigui\u00f3 los procedimientos de seguridad requeridos. El comentario del CEO despu\u00e9s de escuchar la historia: &quot;Si se hubieran seguido los procedimientos, esto nunca habr\u00eda sucedido&quot;.<\/p><p>Cierto. Pero, \u00bfqu\u00e9 tan \u00fatil fue esa declaraci\u00f3n?<\/p><p>Nunca es malo que se le recuerde que seguir los procedimientos de seguridad puede prevenir una lesi\u00f3n. Sospechamos que es por eso que los procedimientos se redactaron en primer lugar. \u00bfNo habr\u00eda sido mejor para este director ejecutivo hacer la pregunta: &quot;\u00bfQu\u00e9 har\u00eda que un empleado senior que conociera las reglas tomara un atajo que le costar\u00eda su vida?&quot; Si hubiera hecho esa pregunta y hubiera obtenido la respuesta real, se habr\u00eda sorprendido.<\/p><p>Pero no hizo esa pregunta. En cambio, hizo exactamente lo que la mayor\u00eda de los gerentes hacemos en situaciones en las que buscamos una explicaci\u00f3n: damos una respuesta; Haz un comentario; ofrecer una opini\u00f3n. \u00bfPor qu\u00e9 estamos tan inclinados a hacer eso?<\/p><p>La respuesta bien puede estar en las habilidades que nos promovieron a la gerencia en primer lugar. En la escuela, fuimos recompensados por saber la respuesta. Cuando comenzamos nuestras carreras, fuimos reconocidos por lo que sab\u00edamos. Nuestro potencial para la gesti\u00f3n fue reconocido en gran parte porque no est\u00e1bamos sentados en la fila de estudiantes lentos en el aula.<\/p><p>En conjunto, los gerentes son personas brillantes con pasi\u00f3n por sobresalir. Ser reconocidos por saber la respuesta correcta es una gran parte de lo que nos ha impulsado durante toda nuestra vida. Nos hemos acostumbrado a conocer la respuesta.<\/p><p>Nuestro conocimiento bien puede ser nuestra mayor fortaleza, pero tambi\u00e9n puede ser nuestra ruina. Saber la respuesta incorrecta es peor que no saber nada. Muchos de los problemas que se espera que resolvamos en los negocios, por ejemplo, los que involucran el comportamiento humano y la din\u00e1mica del mercado, no vienen con &quot;respuestas correctas&quot;. Resolver un problema de seguridad dif\u00edcil, como por qu\u00e9 las personas no siguen los procedimientos de seguridad, no es una prueba calificada. No encontrar\u00e1 la respuesta correcta en la p\u00e1gina 47 de su libro de texto.<\/p><p>Resolver problemas dif\u00edciles requiere pensar bien. Hacer buenas preguntas es parte integral del buen pensamiento. Los mejores gerentes hacen las mejores preguntas.<\/p><p>La buena noticia es que aprender a hacer buenas preguntas no es tan dif\u00edcil y se puede dominar f\u00e1cilmente. Realmente es solo un caso de formar un nuevo h\u00e1bito: comenzar oraciones con palabras como \u201cqui\u00e9n, qu\u00e9, cu\u00e1ndo, d\u00f3nde, por qu\u00e9 y c\u00f3mo\u201d y terminar la oraci\u00f3n con un signo de interrogaci\u00f3n.<\/p><p>Aqu\u00ed hay un ejemplo. &quot;\u00bfCu\u00e1ntas oraciones de este art\u00edculo terminan con un signo de interrogaci\u00f3n?&quot;<\/p><p>No cometa el error de pensar que debe tener todas las respuestas solo porque es el gerente. Ning\u00fan gerente lo hace. Nuestra falta de voluntad para admitir lo que no sabemos y hacer buenas preguntas es uno de los mayores errores que cometemos. <\/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":"<p>Las buenas preguntas pueden hacer el trabajo pesado para los gerentes. Una pregunta comienza haciendo que alguien m\u00e1s hable. Para todas las teor\u00edas sofisticadas que se han ofrecido sobre el arte de la comunicaci\u00f3n interpersonal, \u00bfla comunicaci\u00f3n no se reduce fundamentalmente a que alguien hable y otros escuchen lo que se dice?<\/p>","protected":false},"author":1,"featured_media":1445,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"default","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"default","adv-header-id-meta":"","stick-header-meta":"default","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"episode_type":"","audio_file":"","podmotor_file_id":"","podmotor_episode_id":"","cover_image":"","cover_image_id":"","duration":"","filesize":"","filesize_raw":"","date_recorded":"","explicit":"","block":"","itunes_episode_number":"","itunes_title":"","itunes_season_number":"","itunes_episode_type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":true,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"_wpas_customize_per_network":false,"jetpack_post_was_ever_published":false},"categories":[1377],"tags":[],"class_list":["post-1442","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-top-10-mistakes"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Biggest Mistake Number 9 | Balmert Consulting<\/title>\n<meta name=\"description\" content=\"Good questions can do the heavy lifting for managers. 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