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No, you are not spending enough time
Harvard Business Review • 20 de septiembre de 2020
You are overestimating the amount of time you have to concentrate on a normal day. Long-term creative projects, strategic thinking, and building skills and relationships require large blocks of concentrated attention. It's easy to think optimistically that you have all day, or even several hours, for that kind of work and then plan your priorities based on that assumption.
However, for many of us, meetings, emails, downtime, phone calls and "quick questions" take up a considerable amount of our time in the office. Aggregated data from the "Rescue Time" time tracking application suggests that people have only one hour and 12 minutes of uninterrupted time in their day.
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Everything has changed, everything will continue to change, the world is adapting, we will never go back to the same as before. From global and local impacts, as well as the accelerated migration of processes to Industry 4.0. We will talk a little bit about everything.
Todo ha cambiado, todo seguirá cambiando, el mundo se está adaptando, nunca regresaremos a lo mismo de antes. Desde impactos globales y locales, así como de la migración acelerada de procesos a Industria 4.0. Hablaremos un poco de todo.
¡El huevo era de oro puro! Los siete hábitos son hábitos de efectividad. Como se basan en principios, brindan los máximos beneficios posible a largo plazo.
From fatal flaws to good practices, we will touch everything. Few things can speak more about the leadership skills of a person, than the way he or she gives feedback to members of his/her team, to his/her teammates and to his/her supervisors.
Cuando nos enfrentamos a una creciente incertidumbre nuestro impulso natural es evitar el riesgo a toda costa. Lo que realmente necesitamos hacer es enfrentar el riesgo y administrarlo de manera efectiva.
¿Realmente los líderes dan la facilidad y envían el mensaje correcto al buscar que sus asociados y colaboradores se dediquen a solucionar un problema?
¿Debemos buscar que un colaborador salga de su zona de confort? NO, NO DEBEMOS PEDIR ESO. La respuesta no es salir de ahí, la respuesta debería ser AMPLIAR su zona de confort.
Trust vs Performance, How to balance this equation? In the industry we have thousands of different indicators and these depend on the type of industry, but for the most part they are all very similar. We measure productivity, quality, cost, etc. Measuring the performance of an organization has become something very well known and established and it is due to these metrics, that measuring the performance of people within an organization has also become something recurrent and well established. However, organizations have lost sight of how they have been able to successfully implement or simply are not interested in measuring the human qualities of the individuals who work there. How do they measure the confidence that can be had in an individual?, how do they measure the human quality of the person?, how do they measure in general the level of leadership?, what do they want in the industry?, what do the individuals that work within a company look for?, a boss that seeks to achieve the objectives above all things regardless of the deals and no matter how toxic it may be or a boss that knows how to mediate and generate an environment where individuals can be self-motivated and can give their best to achieve those objectives? Simon Sinek makes a fairly simple analysis in this regard. Quality Accent recommends clicking on the photo to be guided to the video on YouTube where he explains this in detail. Enjoy!
Pasar un poco de tiempo la mayoría de los días en sus proyectos importantes, pero no urgentes o de gran envergadura y/o mejorar sus habilidades, es a menudo suficiente para mejorar dramáticamente sus resultados generales en comparación con dedicar nada de tiempo. Por otro lado, las pequeñas fugas de tiempo y energía pueden tener un impacto negativo mayor de lo que la gente percibe. Esos diez minutos que pasas buscando las llaves o respondiendo un correo electrónico que no necesitaba una respuesta inmediata, es inconsecuente en sí mismo. Sin embargo, muchas de estas instancias pueden interrumpir tu flujo, reforzar un sentido negativo de la identidad y, en general, minar tu energía. Cuando se crean sistemas (por ejemplo, reduciendo decisiones innecesarias, racionalizando y simplificando tareas, agrupando, automatizando, subcontratando o utilizando listas de control) que abordan pequeñas fugas de tiempo/energía, se experimentan beneficios de claridad mental al hacerlo que superan con creces el ahorro de tiempo.
Spending a little time most days on your important but not urgent or major projects and/or improving your skills is often enough to dramatically improve your overall results compared to spending no time at all. On the other hand, small leaks of time and energy can have a greater negative impact than people realize. Those ten minutes you spend looking for the keys or answering an email that did not need an immediate response is inconsequential in itself. However, many of these instances can disrupt your flow, reinforce a negative sense of identity and generally undermine your energy. When you create systems (e.g. reducing unnecessary decisions, streamlining and simplifying tasks, clustering, automating, outsourcing, or using checklists) that address small time/energy leaks, you experience benefits of mental clarity in doing so that far outweigh the time savings.
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