Monday, June 30, 2014

TO CREATE CHANGE, LEADERSHIP IS MORE IMPORTANT THAN AUTHORITY

The problem is that, while authority can compel action, it does little to inspire belief.  It’s not enough to get people to do what you want, they also have to want what you want — or any change is bound to be short lived.
That’s why change management efforts commonly fail.  All too often, they are designed to carry out initiatives that come from the top.  When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way.  To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership.
In the 1850’s, Ignaz Semmelweis was the head physician at the obstetric ward of a small hospital in Pest, Hungary.  Having done extensive research into how sanitary conditions could limit infections, he instituted a strict regime of hand washing and virtually eliminated the childbed fever that was endemic at the time.
In 2005, John Antioco was the eminently successful CEO of Blockbuster, the 800-pound gorilla of the video rental industry.  Yet, despite the firm’s dominance, he saw a mortal threat coming in the form of online streaming video and nimble competitors like Netflix. He initiated an aggressive program to cancel late fees and invest in an online platform.
Things ended poorly for both men.  Semmelweis was castigated by the medical community and died in an insane asylum, ironically of an infection he contracted while under medical care.  Antioco was fired by his company’s board and his successor reversed his reforms.  Blockbuster filed for bankruptcy in 2010.
While today the insights of Semmelweis and Antioco seem obvious, they did not at the time.  In the former case, it was believed that illness was caused by an imbalance of humors and in the latter, the threat of online video seemed too distant to justify forsaking short-term profits.  Even given their positions of authority, neither was able to overcome the majority view.
We tend to overestimate the power of influence It always seems that if we had a little bit more authority or had more data to back us up or were able to make our case more forcefully, we could drive our ideas forward.  Yet Semmelweis and Antioco had not only authority, but also had the facts on their side and were willing to risk their careers.  They failed nonetheless.
In the 1950’s, the eminent psychologist Solomon Asch performed a series of famous experiments that help explain why.  He showed the chart below to a group of people and asked which line on the right matched the line on the left.
Aschchart
It seems like a fairly simple task and it should be, but Asch, renowned for his ingenuity, added a twist.  All of the people in the room, except one, were confederates who gave the wrong answer.  By the time he got to the last person who was the true subject, almost everyone who participated conformed to the majority view, even though it was obviously wrong.
While we like to think of ourselves as independent and freethinking, the truth is that we are greatly affected by the views of those around us.  If you are in an office where people watch silly cat videos, you’ll find yourself doing the same and laughing along. Yet often you’ll find that they’re not nearly as funny when viewed in different company.
Yet conformity is never absolute.  Even in Asch’s experiments, there were some who held out, much like Semmelweis and Antioco.  We all have our points of conviction on which we are unlikely to be swayed, other areas in which we need more convincing and still others that we really don’t care enough about to form much of an opinion at all.
That essentially is what the threshold model of collective behavior predicts: Ideas take hold in small local majorities; many stop there and never go any further, but some saturate those local clusters and move on to more reluctant groups through weak ties.  Eventually, a cascading effect ensues.
The best-known example of the threshold model at work is the diffusion of innovations model developed by Everett Rogers, in which a small group of innovators gets hold of an idea and indoctrinates a somewhat more reluctant group of early adopters to form local majorities.  The reticent denizens of those clusters find themselves outnumbered and begin to conform, just as in Asch’s study.  Before long, the new converts find themselves passing the idea on to other social groups they belong to. The process continues until the idea has grown far beyond its original niche.  Eventually, even the most skeptical laggards join in.
Now we can see the failure of Semmelweis and Antioco – and the folly of so many aspiring executives — for what it is.  Rather than seeking to lead a passionate band of willing innovators and build a movement, they leaned on their authority to create wholesale change by forcing the unconvinced against their will.  Instead of painstakingly building local majorities, they attempted to compel entire populations.
Control is an illusion and always has been an illusion.  It is a Hobbesian paradox that we cannot enforce change unless change has already occurred.  Higher status—or even a persuasive presentation full of facts—is of limited utility. The lunatics run the asylum, the best we can do as leaders is empower them to run it right.
And that’s why change always requires leadership rather than authority.  Respectable people always prefer incumbency to disruption.  Only misfits are threatened by the status quo.  So if you want to create real change, it is not power and influence that you need, but those who seek to overthrow them.

Fuente: Harvard Business Review

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS DE CAPACITACIÓN IN COMPANY A MEDIDA:

IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GERENCIAR PROCESOS DE CAMBIO
 y no sufrir en el intento

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IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

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SUCCESSFUL PEOPLE - PERSONAS EXITOSAS

 (by Dilbert)




Created by Scott Adams, Dilbert is about the world's most famous -- and funny -- dysfunctional office

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IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GERENCIAR PROCESOS DE CAMBIO
 y no sufrir en el intento

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IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

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Wednesday, June 25, 2014

ZAPPOS AND ITS GREAT CULTURE: 
IT'S NOT ABOUT HAPPINESS
by Jamie Notter
This post is an excerpt from the Snippet e-book “Culture that Works: How Getting Serious About Culture Unlocks New Performance” (November 2013)
The online retailer Zappos is arguably the premiere poster child for company culture in today’s business world. Zappos started selling shoes online in 1999, which was toward the end of the first dot-com bubble. Not only did Zappos survive the bubble’s burst, but it managed to grow from $1.6 million in sales in 2000 to $1 billion in sales in 2008. That’s almost a factor of 1,000 (and two years ahead of its schedule, no less). Selling shoes. Online.
How is that possible? Well, it seems culture was a big part of it. There are plenty of business articles and blogs out there that extoll the virtues of the Zappos culture, and CEO Tony Hsieh (pronounced “Shay,” by the way) wrote a book in 2010, titled “Delivering Happiness,” that tells the Zappos story, in which culture plays a very prominent role. In the book, he explains how and why he put so much of his own time and attention into building the culture at Zappos. By 2009, “Delivering Happiness,” became the brand promise of Zappos, and its vision and purpose statements were simplified to “Zappos is about delivering happiness to the world.” In the book he actually talks about a few “happiness frameworks” that he pulled from scientific literature.
Cause or Effect?
But here’s the rub: The Zappos culture isn’t really about happiness. It has 10 core values, and happiness isn’t mentioned once among them. I point this out because I think it is critical to debunk the myth that links corporate culture and being happy. The myth goes something like this: Employee “engagement” happens when you have a “positive” culture where everyone is happy and friendly and “cohesive.” That’s not true. I think we’re confusing the results of a strong culture with the attributes of a strong culture.
In reality, the happiness we notice is a by-product of a corporate culture that engages people around the success of the enterprise and their own development at the same time. Hsieh actually studied the science of happiness and realized that basic pleasure, which we often associate with the feeling of being happy, is really just the first step. Touching people’s passion generated much more happiness, and connecting to a higher purpose raised the bar even more. Hsieh realized that if he could build a business that enabled a smooth flow between the passion and purpose of both customers and employees, he knew he’d be delivering happiness, and he knew he’d be successful.
It turns out that, in the case of Zappos, the sweet spot for doing that is customer service. Hsieh figured out early on that if you’re selling shoes online, then delivering what he called the “WOW” through customer service was going to be a primary driver of success of the company. So, that is the core of the company’s culture: customer service. In fact, he once described Zappos as a “customer-service company that just happens to sell shoes.”
How does that happen at Zappos? Well, it does things differently than other online retailers, like letting its customer service reps in the call center spend as long as they want talking to the customers (the record is over 10 hours for one call). The call-center employees needed the decision making power in order to deliver the WOW, so Hsieh gave it to them. He also realized he needed to let them truly be themselves, be adventurous, embrace change, and learn how to do more with less, so he changed the way things were done at Zappos so his people could do those things. These are some of Zappos’ core values (be yourself, embrace change, do more with less). Those values are focused squarely on enabling amazing customer service. It turns out when your culture drives success, happiness is just the result.
Happy or Human?
Hsieh believes that the alignment between the organization and the core values is so powerful that, to some extent, it doesn’t matter what values you choose. If you do the alignment right, you’ll see the results. Here’s where I disagree. I certainly agree you shouldn’t just copy the Zappos values (don’t get me started about “best practices”), but I think your choice of values definitely does matter. It matters in the visible way that the values you choose must connect to what makes the organization successful (in Zappos’ case, customer service), but the values also matter in the way they connect to employees as human beings. And I don’t mean the high-level aspirational values from the last chapter (respect, excellence, etc.); I mean values that tap into the power of what it means to be human — something organizations have been missing for decades.
I’m not sure Hsieh realized how much Zappos got that right in its cultural values. In the last chapter, I asked you to think about values that might drive your culture and specifically where they might fall along the continuums of decentralized/centralized, transparent/private, together/separate, and learning/doing. Now I’m admitting that I have a preference toward the first word in each pair: decentralized, transparent, together, and learning. Notice that Zappos seems to be going in that direction as well (it becomes even more evident if you read all of Hsieh’s book).
These are ideas that come from a different book I wrote, along with Maddie Grant, titled “Humanize.” In the book, we argue that organizations over the last century have typically undervalued qualities like the ones above that Zappos is now embracing, and that’s why Zappos (and Whole Foods, and a host of others) are succeeding. It doesn’t require adopting these ideas in the extreme, but by moving in this direction we unlock some power that has been lying dormant in our organizations. Again, culture is about driving the success of the enterprise, and these four directions are important paths to consider as you figure that out.
Fuente: SmartBlog on Leadership

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS DE CAPACITACIÓN IN COMPANY A MEDIDA:

IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

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http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GESTIONAR PROCESOS DE CAMBIO
 y no sufrir en el intento

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IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

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DIGITAL DISTRACTIONS - DISTRACCIONES DIGITALES

 (by Dilbert)


 Dilbert for 5/13/2014

 Dilbert for 5/14/2014

Created by Scott Adams, Dilbert is about the world's most famous -- and funny -- dysfunctional office

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IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GESTIONAR PROCESOS DE CAMBIO
 y no sufrir en el intento

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa.html

IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

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Tuesday, June 24, 2014

WHAT IS ORGANIZATIONAL CULTURE? 

AND WHY SHOULD WE CARE?

This is a problem, because without a reasonable definition (or definitions) of culture, we cannot hope to understand its connections to other key elements of the organization, such as structure and incentive systems. Nor can we develop good approaches to analyzing, preserving and transforming cultures. If we can define what organizational culture is, it gives us a handle on how to diagnose problems and even to design and develop better cultures.
Beginning May 1, 2013, I facilitated a discussion around this question on LinkedIn. The more than 300 responses included rich and varied perspectives and opinions on organizational culture, its meaning and importance. I include several distinctive views below, illustrated by direct quotes from the LinkedIn discussion thread — and then I offer my own synthesis of these views. (There often were multiple postings with similar themes, so these are simply early selections; unfortunately it was not possible to acknowledge everyone who made helpful contributions.)
“Culture is how organizations ‘do things’.” — Robbie Katanga
Culture is consistent, observable patterns of behavior in organizations. Aristotle said, “We are what we repeatedly do.” This view elevates repeated behavior or habits as the core of culture and deemphasizes what people feel, think or believe. It also focuses our attention on the forces that shape behavior in organizations, and so highlights an important question: are all those forces (including structure, processes, and incentives) “culture” or is culture simply the behavioral outputs?
“In large part, culture is a product of compensation.” — Alec Haverstick
Culture is powerfully shaped by incentives. The best predictor of what people will do is what they are incentivized to do. By incentives, we mean here the full set of incentives — monetary rewards, non-monetary rewards such as status, recognition and advancement, and sanctions — to which members of the organization are subject. But where do incentives come from? As with the previous definition, there are potential chicken-and-egg issues. Are patterns of behavior the product of incentives, or have incentives been shaped in fundamental ways by beliefs and values that underpin the culture?
“Organizational culture defines a jointly shared description of an organization from within.” — Bruce Perron
Culture is a process of “sense-making” in organizations. Sense-making has been defined as “a collaborative process of creating shared awareness and understanding out of different individuals’ perspectives and varied interests.” Note that this moves the definition of culture beyond patterns of behavior into the realm of jointly-held beliefs and interpretations about “what is.” It says that a crucial purpose of culture is to help orient its members to “reality” in ways that provide a basis for alignment of purpose and shared action.
“Organizational culture is the sum of values and rituals which serve as ‘glue’ to integrate the members of the organization.” — Richard Perrin
Culture is a carrier of meaning. Cultures provide not only a shared view of “what is” but also of “why is.” In this view, culture is about “the story” in which people in the organization are embedded, and the values and rituals that reinforce that narrative. It also focuses attention on the importance of symbols and the need to understand them — including the idiosyncratic languages used in organizations — in order to understand culture.
“Organizational culture is civilization in the workplace.” — Alan Adler
Culture is a social control system. Here the focus is the role of culture in promoting and reinforcing “right” thinking and behaving, and sanctioning “wrong” thinking and behaving. Key in this definition of culture is the idea of behavioral “norms” that must be upheld, and associated social sanctions that are imposed on those who don’t “stay within the lines.” This view also focuses attention on how the evolution of the organization shaped the culture. That is, how have the existing norms promoted the survival of the organization in the past? Note: implicit in this evolutionary view is the idea that established cultures can become impediments to survival when there are substantial environmental changes.
“Culture is the organization’s immune system.” — Michael Watkins
Culture is a form of protection that has evolved from situational pressures. It prevents “wrong thinking” and “wrong people” from entering the organization in the first place. It says that organizational culture functions much like the human immune system in preventing viruses and bacteria from taking hold and damaging the body. The problem, of course, is that organizational immune systems also can attack agents of needed change, and this has important implications for on-boarding and integrating people into organizations.
In the discussion, there were also some important observations pushing against the view of culture as something that it is unitary and static, and toward a view that cultures are multiple, overlapping, and dynamic.
“Organizational culture [is shaped by] the main culture of the society we live in, albeit with greater emphasis on particular parts of it.” — Elizabeth Skringar
Organizational culture is shaped by and overlaps with other cultures — especially the broader culture of the societies in which it operates. This observation highlights the challenges that global organizations face in establishing and maintaining a unified culture when operating in the context of multiple national, regional and local cultures. How should leaders strike the right balance between promoting “one culture” in the organization, while still allowing for influences of local cultures?
“It over simplifies the situation in large organizations to assume there is only one culture… and it’s risky for new leaders to ignore the sub-cultures.” — Rolf Winkler
The cultures of organizations are never monolithic. There are many factors that drive internal variations in the culture of business functions (e.g. finance vs. marketing) and units (e.g. a fast-moving consumer products division vs. a pharmaceuticals division of a diversified firm). A company’s history of acquisition also figures importantly in defining its culture and sub-cultures. Depending on how acquisition and integration are managed, the legacy cultures of acquired units can persist for surprisingly long periods of time.
“An organization [is] a living culture… that can adapt to the reality as fast as possible.” — Abdi Osman Jama
Finally, cultures are dynamic. They shift, incrementally and constantly, in response to external and internal changes. So, trying to assess organizational culture is complicated by the reality that you are trying to hit a moving target. But it also opens the possibility that culture change can be managed as a continuous process rather than through big shifts (often in response to crises). Likewise, it highlights the idea that a stable “destination” may never — indeed should never — be reached. The culture of the organization should always be learning and developing.
These perspectives provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations — and to have any hope of changing them for the better.

Fuente: Harvard Business Review

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS DE CAPACITACIÓN IN COMPANY A MEDIDA:

IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GESTIONAR PROCESOS DE CAMBIO
 y no sufrir en el intento

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa.html

IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

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Monday, June 23, 2014

JOB PERFORMANCE - DESEMPEÑO LABORAL

 (by Dilbert)


 Dilbert for 5/30/2014

 Dilbert for 5/31/2014

 Dilbert for 6/2/2014

 Dilbert for 6/3/2014

Created by Scott Adams, Dilbert is about the world's most famous -- and funny -- dysfunctional office

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS DE CAPACITACIÓN IN COMPANY A MEDIDA:

IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Taller Cómo GESTIONAR PROCESOS DE CAMBIO
 y no sufrir en el intento

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa.html

IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS
 para Escenarios Turbulentos

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

Consultas al mail: msg.latam@gmail.com
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Wednesday, June 18, 2014

10 EXTRAORDINARY PEOPLE AND THEIR LESSONS FOR SUCESS

by Sarah Green

Dec13-LW-O'Connor
Justice Sandra Day O’Connor on having long-term colleagues: “Treat people well. Don’t mislead them. Don’t be prickly. Don’t say things that are aggravating. Try to be as agreeable as you can be. Try to be helpful rather than harmful. Try to cooperate.”
NOV13-LW_Adams
Cartoonist Scott Adams on using his MBA: “When the comic strip first came out, it showed Dilbert in a variety of settings—not just the office. I didn’t really know what was working, because I had no direct contact with readers… So way back at the dawn of the internet, I started putting my e-mail address in the margin of the strip… I found out that there was a common theme: People loved it when Dilbert was in the office, and they liked it a lot less when he was at home or just hanging around. So Dilbert became an office-based comic, and that change made it all work.”
OCT13-LW-Matsuhisa
Chef Nobu Matsuhisa on starting as an apprentice: “I was 18 and didn’t know anything about fish. My mentor taught me the basics. For the first three years, I didn’t make sushi; I washed dishes and cleaned the fish. But if I asked questions, he always answered. I learned a lot of patience.”
Sep13-LW-Michaels
Saturday Night Live producer Lorne Michaels on hiring: “I wouldn’t choose anyone whose side I didn’t want to be on. It isn’t like we hire 12 and figure six will work. We don’t bring in anybody we’re not rooting for. Sometimes they succeed in week five, but for most people it’s two, three, four years before they become who they’re going to be. You have to allow for that growth.”
JulAug13-LW-Simmons
Hip-hop mogul Russell Simmons on meditating twice a day: “Every creative idea, every second of happiness, is from stillness…. But the way you move around the world has nothing to do with the stillness in your heart. Moving meditation—that’s what we have to practice. It doesn’t mean you have to move slow; you just have to see the world in slow motion.”
Jun13-LW-Palmer
Golfer Arnold Palmer on learning humility: “One time at Augusta, I was going into the last hole with a one-shot lead to win the Masters, and a friend from the gallery hollered at me, so I walked over and accepted congratulations. And then I proceeded to make six on the hole and lose. My father had warned me about that. I was told all my life not to accept congratulations until it’s over.”
May13-LW-Angelou
Poet Maya Angelou on courage: “One isn’t born with courage. One develops it by doing small courageous things—in the way that if one sets out to pick up a 100-pound bag of rice, one would be advised to start with a five-pound bag, then 10 pounds, then 20 pounds, and so forth, until one builds up enough muscle to lift the 100-pound bag. It’s the same way with courage. You do small courageous things that require some mental and spiritual exertion.”
Apr13-LW-Starck
Designer Philippe Starck on persuading clients: “I’m very good at explaining. I don’t work like a diva. I don’t say, “Oh my God, that must be pink,” and refuse to discuss it… I am cuckoo, yes. I am the king of intuition. But I am also a serious guy. I explain in a clear way. And then, even if it’s something that looks completely different than expected, something completely against mainstream thinking, clients understand. I explain that it might look strange but why, given the two to five years it will take for development, it will for so many reasons be exactly the right thing to do… And then the clients agree, always, 100%.”
Mar13-LW-Robinson
President Mary Robinson on being frank: “At every stage, it’s [a] passion for human rights that has prompted me to speak truth to power, to stand up to bullies, to be prepared to criticize even the United States after 9/11. People told me it wouldn’t help my career as high commissioner, but it seemed much more important to do the job than to try to keep the job.”
JanFeb13-LW-McCullough
Historian David McCullough on hard work: “When the founders wrote about life, liberty, and the pursuit of happiness, they didn’t mean longer vacations and more comfortable hammocks. They meant the pursuit of learning. The love of learning. The pursuit of improvement and excellence. I keep telling students, ‘Find work you love. Don’t concern yourself overly about how much money is involved or whether you’re ever going to be famous.’ …In hard work is happiness.”

Fuente: Harvard Business Review

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS DE CAPACITACIÓN IN COMPANY A MEDIDA:

IN COMPANY - Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_6246.html

IN COMPANY - Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa_3.html

IN COMPANY - Programa Ejecutivo en GESTIÓN DEL CAMBIO

http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-programa.html

IN COMPANY - Taller de ESTRATEGIAS EFECTIVAS 
para Escenarios Turbulentos
http://msg-latam-meic.blogspot.com.ar/2014/06/capacitacion-in-company-taller-de.html

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