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¿Reconoces a tu equipo en tiempos de crisis?

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Santiago María Guerrero
Como ejecutivos, estamos acostumbrados a poner el foco en las brechas de efectividad, y en cuáles son las acciones que necesitamos realizar para superarlas. Y eso está muy bien.

Fuentes: Santiago María Guerrero

https://www.excelsior.com.mx/nacional/director-consigue-celulares-para-alumnos-escuela-crea-su-propia-estrategia/1415966

Pero podemos afectar nuestras relaciones cuando no recordamos que más allá de nuestra efectividad personal y colectiva, hay otras variables que no dependen directamente de nosotros y que también afectan nuestros resultados.

Es cierto que cuando explicamos (únicamente) los resultados deficientes por circunstancias ajenas a nosotros, nos estamos poniendo en una postura de victimización que puede tranquilizar nuestra conciencia pero que no impide que quedemos en una situación de impotencia y resignación que definitivamente no ayuda al logro de los objetivos.

Pero ello no nos debe hacer caer en una posición de “omnipotencia” en la cual creemos que siempre podremos lograr que todo ocurra conforme a nuestras expectativas. En otras palabras, si bien es cierto que siempre podemos mejorar nuestra gestión, también es cierto que podemos “reconocer” al equipo aún cuando no se logre el resultado deseado (siempre recuerdo a los equipos de voley o de dobles en tenis, que cuando termina cada punto tanto al ganar como al perder, se chocan las manos en señal de apoyo. Esto es importante no sólo para no desmoralizarse, sino para recordar que todavía el partido se está jugando).

Si alguien por ejemplo cometió un error, y 1) se hizo cargo del mismo 2) informó inmediatamente a las partes involucradas 3) tomó acciones para minimizar el impacto y 4) reflexionó sobre lo que haría diferente en el futuro para que el error no se volviera a cometer, podríamos reconocer la responsabilidad incondicional y la actitud proactiva que la persona demostró.

Ello genera un contexto de confianza que permite consolidar el aprendizaje obtenido (ver artículo “Feedback o Feedforward”) tanto para el colaborador que cometió el error, como para su líder.

Ahora bien, cuando por el contrario, llevamos a cabo un reconocimiento por algún logro obtenido, éste no debería ser una generalización tal como:

“Felicitamos a Rubén por el esfuerzo realizado para alcanzar los objetivos trimestrales establecidos para la línea de productos a su cargo”.

Claro que dicho reconocimiento es mejor que nada. Pero sería aún mejor ser más específico, como por ejemplo:

“Te felicito Rubén, pues lejos de resignarte por no poder visitar a tus clientes habituales en el terreno por la cuarentena, programaste una serie de encuentros semanales a través de videoconferencias con tus clientes que te permitió compensar la pérdida de venta de nuestros productos xx con la mayor demanda de nuestro producto zz. Asimismo, quiero reconocer tu compromiso con el seguimiento post venta al mantenerte en contacto semanal con el área de Logística y Abastecimiento con el fin de garantizar el delivery del producto al cliente en tiempo y forma”.

Como verán, el reconocimiento se estructura en un diálogo personalizado (“te felicito” en vez de “felicitamos”), se refiere a acciones específicas (“programación de videoconferencias” y “contactos semanales con logística” (en vez de “el esfuerzo realizado”) y “mayor venta producto zz que compensó la caída del producto xx” (en vez de simplemente “alcanzar los objetivos”).

Ello creemos, no sólo contribuirá a la efectividad operativa, sino también a la consolidación de una relación de confianza y respeto entre el líder y su colaborador, la cual es esencial al momento de gestionar el desempeño del equipo, ya sea en tiempos de crisis o de bonanzas.

Y ello claro está, no sustituye si no complementa, cualquier tipo de beneficio adicional que la empresa pudiera otorgar para reconocer alguna contribución extraordinaria del equipo o de algún miembro en particular.

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