Effective management

Being a few days away from receiving a new year is a good time to reflect on the things that happened to us during these 12 months and define objectives for the following year.

In this context, I began to think of some ideas that I wanted to share.

The human being is biologically predestined to change. Nobody is the same as they were a few days ago, much less a few years ago. We live in permanent change and in these two years that we have had to face the COVID 19 pandemic, the speed of change has increased even more, and it is illusory to think that the “New normal” will be the same as how we lived before the pandemic.

Starting a new job, moving to another country, starting a family, all are important changes that we can face by thinking about the good things that change can bring, but the theory of change management tells us that the perception of loss is always present.

What I want to draw attention to in this case is that in these processes of changes we could lose sight of when we are not only changing our behaviors, but our way of being.

In movies and in real life we ​​have surely listen phrases like

• "Power corrupted him"
• "Before having money, he cared about others"
• "He is not the person I married"

All these phrases reflect something that once it is part of our life should not change and that we can summarize in a single word "Values"

Each person is different, and that does not make us better or worse than others. The theory of relationships awareness of Doctor Elías Porter establishes that the internal motivation of a person does not change unless a very significant event occurs in his life, but even though these events have the strength to change us, the conscious brain continues to be in charge of making decisions and that perception of loss that I mentioned earlier in this case can be positive if it helps us remember those values ​​that should guide our actions and think about what we lose if we put them aside (family, friends, and generally what makes us feel good about ourselves)

I want to wish you all a happy new year and a lot of success in your professional and personal life. I encourage you to set goals for the coming year and the next few years and to think about what new you want to do, what you want to do differently and what you want to stop doing, but at the same time always reflect on the idea with which I started this post. "Changing the things we do is a requirement, but changing who we are (our values) will always be a mistake"

Happy new year 2022

Best wishes to you, and we will continue to share experiences next year.

Your friend

Luis Flores

We all live concerned about the health and economic situation generated in the world as a result of the COVID -19 pandemic. In this context, companies and organizations in general have been forced to change their way of working in order to survive or continue to provide essential services. For some of them, this may even be seen as an opportunity to make changes that previously would not have been possible to implement. That the world has changed is a clear truth and in my opinion the world will never be the same, even after the vaccine is discovered.

Every day we see the latest data on infected and deceased people on the news, as well as new security measures taken. We also see how teleworking and remote work have become the dominant form of work and virtualization as the only means of providing educational services.

In this context, it is my opinion that the organizations that have best dealt with the situation, perhaps without wishing to, have shown some signs of organizational agility.

I invite you to analyze specific facts about this hypothesis.

• Organizations and the government have been forced to make quick decisions leaving aside the bureaucratic schemes. In fact, analyzing the situation of the most affected countries, we could suggest that one of the reasons that these countries are more affected by COVID-19 is due to the delay in decision-making. The same scenario is seen in companies that are not able to implement changes quickly that allow them to face adversity.

• Based on how the situation evolves, institutions are forced to make new decisions, creating new actions and leaving previous decisions aside. This reflects continuous feedback and learning behavior.

• In a context like this, organizations require the commitment of workers under conditions in which they were not prepared to exercise exhaustive control, so teamwork becomes a significant differentiating element. In this context, many organizations have also relied on skills previously acquired by their workers to support the new way of working, and in many cases these collaborators have had to assume support roles for the rest of the collaborators.

It may be that in some organizations the aforementioned aspects have already been present in their culture and in the face of the crisis they have been able to react quickly, however, I know several organizations that, having a highly bureaucratic structure and a “traditional” management style, have had to adapt to survive during this time. In these efforts, I think that some entered into chaotic processes whose results are uncertain, but I also observe some others who, leaning on certain previously unexploited capacities, have been able to approach the subject in an agile way, even without intending to.

For the above reasons, I believe that the COVID-19 situation shows that some organizations are able to include a more agile approach within their management approach. However, it depends on each organization that this capacity could be further developed and would lead to a change management process so that it could be a permanent part of the organization's culture.

In the end, the result of the strategies and decisions made by the organization under the previous premises can be more clearly evaluated when the health situation has improved and the economy is reactivated, but for the moment it seems that the organizations that show agile thinking are facing better the situation.

We all live concerned about the health and economic situation generated in the world as a result of the COVID -19 pandemic. In this context, companies and organizations in general have been forced to change their way of working in order to survive or continue to provide essential services. For some of them, this may even be seen as an opportunity to make changes that previously would not have been possible to implement. That the world has changed is a clear truth and in my opinion the world will never be the same, even after the vaccine is discovered.

Every day we see the latest data on infected and deceased people on the news, as well as new security measures taken. We also see how teleworking and remote work have become the dominant form of work and virtualization as the only means of providing educational services.

In this context, it is my opinion that the organizations that have best dealt with the situation, perhaps without wishing to, have shown some signs of organizational agility.

I invite you to analyze specific facts about this hypothesis.

• Organizations and the government have been forced to make quick decisions leaving aside the bureaucratic schemes. In fact, analyzing the situation of the most affected countries, we could suggest that one of the reasons that these countries are more affected by COVID-19 is due to the delay in decision-making. The same scenario is seen in companies that are not able to implement changes quickly that allow them to face adversity.

• Based on how the situation evolves, institutions are forced to make new decisions, creating new actions and leaving previous decisions aside. This reflects continuous feedback and learning behavior.

• In a context like this, organizations require the commitment of workers under conditions in which they were not prepared to exercise exhaustive control, so teamwork becomes a significant differentiating element. In this context, many organizations have also relied on skills previously acquired by their workers to support the new way of working, and in many cases these collaborators have had to assume support roles for the rest of the collaborators.

It may be that in some organizations the aforementioned aspects have already been present in their culture and in the face of the crisis they have been able to react quickly, however, I know several organizations that, having a highly bureaucratic structure and a “traditional” management style, have had to adapt to survive during this time. In these efforts, I think that some entered into chaotic processes whose results are uncertain, but I also observe some others who, leaning on certain previously unexploited capacities, have been able to approach the subject in an agile way, even without intending to.

For the above reasons, I believe that the COVID-19 situation shows that some organizations are able to include a more agile approach within their management approach. However, it depends on each organization that this capacity could be further developed and would lead to a change management process so that it could be a permanent part of the organization's culture.

In the end, the result of the strategies and decisions made by the organization under the previous premises can be more clearly evaluated when the health situation has improved and the economy is reactivated, but for the moment it seems that the organizations that show agile thinking are facing better the situation.

In a previous post I described the concept of somatic balance and at the end of November I had the opportunity to participate as speaker in the International Congress in Project Management held in Trujillo, Piura and Cajamarca and as part of my participation I conducted a survey that suggests reflection on how project managers balance work and other activities related with somatic balance.

Below I share some of the results of the survey in which an average of 250 people participated:

Question 1: Under what stress conditions do you live, work or study?

Posted on: January 13, 2020 08:21 PM | Permalink | Comments (2)

Somatic Balance for Project Managers - Change Leaders

Categories: interpersonal skills

 

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