The Art of War - 87 quotes about strategy that you should always consider

Today is a day to reflect on what we have done this year and thinking in the projects for the next. I wanted to write this post for a vey long time and I think now is the ideal time to do it.
In a meeting with our CIO, he did mention to Sun Tzu and the Art of War, and how it was incredible that after 2500 years their reflections can yet be applied to the world of management.

      So here I leave the 87 best strategic ideas from Sun Tzu.


CHAPTER 1: About the evaluation
  1. War is of vital importance to the State; is the domain of life or death, the road to survival or loss of empire: it must handle well. No seriously reflect on everything that concerns him is to give proof of a culpable indifference with regard to the conservation or loss of what is dearest to us; and this should not happen between us.
  2. The Art of War is based on deception. Hence, when able to attack, he has to pretend disability; when troops move, pretend inactivity. If it is near the enemy, must make him believe that far; if you are away, pretend you are nearby.
  3. Hitting the enemy when he is messy. Prepare against him when he is sure everywhere. Avoid during a time when he is stronger. If your opponent has a choleric temper, try to irritate him. If he is arrogant, try to encourage their selfishness.
  4. If the enemy troops are well prepared after reorganization, try desordenarlas. If they are united, sowing dissension among their ranks. Attack the enemy where he is unprepared, and appears when no waiting.These are the keys to victory for the strategist.

CHAPTER 2: About the initiation of actions
  1. If you are besieging a town, you will exhaust your strength. If you keep your army long campaign, your supplies run out.
  2. I have heard of military operations that have been awkward and sudden, but I've never seen any expert in the art of war that kept the campaign for long.
  3. Be quick as thunder rumbles before you were able to cover your ears, quick as lightning shines before he could blink.
  4. A general intelligent deprive the enemy fight for their food. Each serving of food taken from the enemy equals twenty you you supply yourself.
  5. If you use the enemy to defeat the enemy, you will be powerful anywhere you go.
  6. The most important thing in a military operation is victory, not persistence. The latter is not beneficial. An army is like fire: if you turn it off, it will consume itself.

CHAPTER 3: About the propositions of victory and defeat
  1. It is better to retain an intact to destroy enemy.
  2. Those who get foreign armies helpless surrender without fighting are the best teachers of the Art of War.
  3. Never attack in anger and haste. It is advisable to take time in planning and coordinating the plan.
  4. A true master of martial arts beats other enemy forces without battle, conquers other cities without asediarlas and destroy other armies without employing long.
  5. The complete victory occurs when the army does not fight, the city is under siege, destruction does not last long, and in each case the enemy is overcome by the use of the strategy.
  6. If you know others and you know yourself, in a hundred battles will run danger; if you do not know others but know yourself, you lose a battle and win another; if you do not know or others you know yourself, you will be in danger in every battle.

CHAPTER 4: About the extent of the means available
  1. Invincibility is in oneself, vulnerability at the opponent.
  2. Invincibility is a matter of defense, vulnerability, a point of attack. Until you've seen vulnerabilities in the order of battle of the adversaries, hide your own attack formation, and prepare to be invincible, in order to preserve you.When the opponents have orders to vulnerable battle, it's time to go out and attack them.
  3. The defense is for times of scarcity, the attack in times of plenty.
  4. In situations of defense, you acalláis voices and borráis traces, like ghosts and spirits hidden underground, invisible to everyone. In situations of attack, your movement is fast and your brilliant, fast scream like thunder and lightning, for which there can you prepare, even though they come from heaven.
  5. Everyone praises the victory in battle, but the really desirable is to see the world from the subtle and realize the world of the occult, to the point of being able to achieve victory where there is no way.
  6. If you are able to see the subtle and realize the occult, bursting before the order of battle, the victory so obtained is a walkover.
  7. When you are able to see the subtle, easy to win.
  8. A victorious army first wins and engaged in battle later; a defeated army first fight and try to get the win after.

CHAPTER 5: About the strength
  1. Experts are able to defeat the enemy by creating a favorable perception on them so get the win without exerting force.
  2. The disorder comes the order, cowardice value arises, weak springs of force.
  3. If you want to pretend disorder to convince your opponents and distract them, you have to first arrange the order, because only then you can create an artificial disorder. If you want cowardice pretend to know the strategy of opponents, you must first be extremely brave, because only then you can act as shy artificially. If you want to feign weakness to induce arrogance on your enemies, you first have to be extremely strong because only then can you pretend to be weak.
  4. When an army has the force of momentum, even the shy becomes brave when he loses the force of momentum, even the brave become timid. Nothing is set in the laws of war: they are developed on the basis of momentum.
  5. Move makes enemies with the prospect of victory, to fall into the ambush.

CHAPTER 6: About the fullness and emptiness
  1. Good warriors make opponents come to them, and in no way gravitate outside their strength.
  2. If you do that opponents come to you to fight, his strength is always empty. If you do not go to fight, your strength will always be full. This is the art of emptying others and fill yourself.
  3. Appears in spots and strike where least expected, causing them to have to bail.
  4. Be extremely subtle, discreet to the point of formlessness. Be completely mysterious and confidential, to the point of being silent. This way you can direct the destiny of your opponents.
  5. It comes as the wind, move like lightning, and opponents can not beat you.
  6. When the opponents come to attack you, do not fight with them, but you establish a strategic shift to confuse and fill uncertainty.
  7. Make opponents see as extraordinary what is ordinary for you; do you see as ordinary that is extraordinary for you.
  8. If you do that opponents do not know the place and date of the battle, you can always win.
  9. Do something for or against opponents to get your attention, so you can attract them to discover their behavioral patterns of attack and defense.
  10. Everyone knows the way by which it was winning, but nobody knows the way by which secured the victory.
  11. An army has no constant formation, as water has no constant shape: genius is called the capacity of victory changing and adapting as the enemy.

CHAPTER 7: The direct and indirect confrontation
  1. The difficulty of armed struggle is to close long distances and turning problems into advantages.
  2. If you ignore the plans of your opponents, you can not make accurate alliances.
  3. Only when you know every detail of the terrain condition you can maneuver and war.
  4. A military force is established through the strategy in the sense that distract the enemy so you can not know what your real situation and can not impose its supremacy.
  5. When a military force moves swiftly it is like the wind;when it goes slowly it is like the forest; It is voracious as fire and immovable as mountains. It is fast like the wind in the sense that comes without warning and disappears like lightning. It's like a forest that has an order. It is rapacious as fire ravaging a plain without leave behind not a blade of grass. It's still like a mountain when Barracks. It's so hard to know as darkness; their movement is like thunder rumbles.
  6. The first thing the movement is the "guest", the latter is the "host". The "guest" what is difficult, the "host has it easy."
  7. Do not chase the enemies when feign a retreat or attack expert troops.

CHAPTER 8: About nine changes
  1. There are routes that you should not use, armies are not to be attacked, cities that should not be surrounded, land on which should not be fighting, and civilian rulers orders should not be obeyed.
  2. The generals who know the possible variables to take advantage of the terrain knows how to handle the military.
  3. The considerations include intelligent person always objectively analyze the benefit and harm. When considering the benefits, expands its action; when you consider the damage, problems can be solved.
  4. Tired enemies keeping them busy and not letting them breathe.
  5. Good general: undertake to death, but do not cling to the hope of surviving; act according to the events, rationally and realistically, without being carried away by emotions or be subject to be confused. When they see an opportunity, they are like tigers, otherwise close their doors. Their action and inaction are matters of strategy, and can not be pleased or angry.

CHAPTER 9: About the distribution of the means
  1. The military maneuvers are the result of plans and strategies in the most advantageous way to win.Determine the mobility and effectiveness of the troops.
  2. When you combatas on a mountain, attacking from the top down and not vice versa.
  3. An army prefers high ground and avoid low ground, seen the light and hates the dark.
  4. If the emissaries of the enemy humble words pronounced as this increases their preparations for war, this means that going forward. When big words are pronounced and advanced ostentatiously, it is a sign that the enemy is going to retire. If his emissaries come with humble words, send spies to observe the enemy and you will see that it is increasing its preparations for war.
  5. If the enemy sees an advantage but the advantage is that it is tired.
  6. If gossip, lack of discipline and soldiers talk much to each other are produced, means that it has lost the loyalty of the troops. The murmurings describe the expression of true feelings; breaches of discipline indicate problems with superiors. When the command has lost the loyalty of the troops, soldiers speak frankly with each other about problems with his superiors.
  7. The emissaries who come with conciliatory indicate that the enemy wants a truce.
  8. If the enemy troops are facing you with ardor, but delay the time to go into combat without however leave the field, you have to watch carefully. They are preparing a surprise attack.
  9. The enemy that operates in isolation, lacking strategy and take lightly their opponents inevitably end up being defeated.
  10. If your plan does not contain an exit strategy or after the attack, but you rely solely on the strength of your soldiers and lightly tap your opponents without assessing their condition, with all safety fall prisoner.
  11. When orders are given in a clear, simple and consistent way the troops, they accept them. When orders are confusing, contradictory and changing the troops do not accept or do not understand. When orders are reasonable, fair, simple, clear and consistent, there is a reciprocal satisfaction between the leader and the group.

CHAPTER 10: About the topology
  1. To defeat the enemy, all military command must have one intention and all military forces must cooperate.
  2. When the laws of war indicate certain victory is clearly appropriate to enter into battle, even if the government has given orders not to attack. If the laws of war do not indicate a certain victory, is suitable not go into battle, although the government has given the order to attack.
  3. Those who know martial arts do not waste time when making their movements, nor are exhausted when they attack. Because it is said that when you know yourself and know others, victory is not a danger; when you know heaven and earth, victory is inexhaustible.

CHAPTER 11: About the nine classes of land
  1. The speed of action is the essential factor of the condition of military force, taking advantage of the mistakes of opponents, moving in ways they do not expect and attacking when they are not on guard.
  2. In an invasion, as a rule, the more the invaders in foreign territory, become stronger, to the point that the native government can no longer expel delve.
  3. That the movements of your troops and preparing your plans are unfathomable.
  4. Prohibits the omens for the avoidance of doubt
  5. A military operation expertly prepared should be like a swift snake that counters with its tail when someone attacks him from head Strikes head when someone attacks him by the tail and counters with head and tail, when someone attacks in the middle .
  6. Corresponds to be generally quiet, reserved, fair and methodical.
  7. Change your actions and revises his plans, so that no one can recognize them.
  8. You can win when nobody can understand in no time what your intentions are.
  9. The main deception that is valued in military operations not only directed at enemies, but begins by own troops, to follow him to one not knowing where to go.
  10. It uses your soldiers only in combat, without telling your strategy. Let them know the benefits that await them, but do not tell them about the potential damage. If truth be filtered, can sink your strategy. If the soldiers begin to worry, they will become hesitant and fearful.
  11. The task of a military operation is to pretend accommodate the enemy's intentions. If you concentrate fully on it, you can kill your overall though you're miles away. This is called expertly meet the target.

CHAPTER 12: About the Art of attack by fire
  1. Not enough to know how to attack others with fire, you must know how to stop others from attacking you.
  2. A government should not mobilize an army of anger, military leaders should not provoke war cholera.
  3. It works when it is profitable; otherwise withdraws. Anger can become joy, and anger can become a pleasure, but a destroyed village can not be held rebirth, and death can not become life. Consequently, an enlightened government pays attention to this, and a good military command takes this into account. This is the way to keep the nation safe and keep his army intact.

CHAPTER 13: About the concord and discord
  1. The information can not be obtained from ghosts or spirits, or you can have by analogy, or discover by calculation. People should be obtained; people who know the situation of the adversary.
  2. If not treated well spies, they can become renegades and work for the enemy.
  3. Unable to get the truth from spies without subtlety.
  4. Each case requires prior knowledge.
  5. Whenever you go to attack and fight, you must first know the talents of the servants of the enemy, and so you can deal with them according to their abilities.
  6. A brilliant ruler or a wise general who can use the most intelligent for espionage can be sure of victory.
  7. Espionage is essential for military operations, and the armies depend on it to carry out its actions. There will be advantageous for the army to act without knowing the enemy situation, and know the enemy situation is impossible without espionage.

50 Top Leadership Blogs of 2014

Like every year the DR. JON WARNER blog ( has published the list of the 50 Best/Top leaderships blogs. This is their third year of putting this list. As readers will see once again, this list has changed quite markedly in just a 12 months period.  These significant changes result from a number of factors including:

  1. Alexa rankings of individual blogs have changed considerably. As in previous years, this mainly arises not only because of the time invested by individual blog authors in the last year but because many more web sites and blogs have been launched (and Alexa estimates that there are now around 80 million active (as opposed to dormant) web sites in the world).
  2. Readers a year ago (and since) alerted us to qualifying leadership blog sites we were unaware of last year and those are now included. Some of these (indicated in orange) have appeared quite high up in the list (the highest of the 6 in total at number 8).
  3. Some leadership bloggers have done little to enhance or add to their blogging efforts and have slid backwards on the list or are out altogether in terms of site traffic. It’s a real reminder in the online world that if you stand still you can go very quickly in the wrong direction!
If you want to see the complete list please click in the link below

source:  DR. JON WARNER

Are You Just a Leader or a Just Leader?

There are so many important traits in making a great leader – character, integrity, honesty, authenticity, vulnerability, trustworthiness, conviction, vision, communication and others I’m sure you can name.  Let’s talk about communication.  It’s not just the right words in the right tone; grammar plays a role.  Where you place certain words has a big implication on what is important which impacts the culture.  So let me ask you – are you Just a Leader or a Just Leader?
It’s just a trivial part of speech, just an ‘a’, no big deal.  But it is! How often do we combine the words justice and leadership, especially in the for-profit sector?  Obviously it’s a big deal in social enterprises; they focus on ‘social justice’. But justice has a huge impact on any organization’s ethos and culture.
Justice comes from the old French justitia meaning righteousness and equity as well as the Latin justus meaning upright.   So how can we apply this virtue in a practical, applicable way as leaders? There are three ways I can think of, and I bet if you try, you can think of more.  I’ll address two: Fair versus Equal and I versus You.  The third, Triple Bottom Line/Corporate Social Responsibility, is better known and discussed, so we will leave that for later.

Fair versus Equal

Many of us have just been through end of the year or are preparing for mid-year performance management.  This is usually not a fun time to be a leader – not all the news is good, requiring honest, forthright discussions that rarely happen.  For many of our people, it’s all about the raise or bonus, not ways to professionally grow.  That’s why many companies treat their people equally – it’s easier! We don’t need those hard, open, straightforward discussions about real performance and contribution.  We just pay everyone at this level this much and move on.  It’s more objective and clear – just like everyone getting a medal for showing up.
Being a leader requires taking the right road, not the easy road.  Treating our people fairly requires judgment, subjectivity, and clear communication of expectations and goals on an ongoing basis since the world around us changes all the time. When we treat our people equally but not fairly, we tell people it’s ok to underperform and under contribute undermining the morale of our dedicated and passionate people and are then surprised when we get mediocre output and outcomes.
What if we modify the culture to recognize people fairly, based on their work, effort, passion, and results – as individuals and teams?  We will be surprised to see the positive difference it will make.

I versus You

The current economic crisis may have exacerbated an extant corporate behavior, climbing the corporate ladder and competing for promotions.  But what have we really accomplished? We may have the wonderful corner office, but at whose expense and with what impact on results?   I often ask my corporate colleagues if focusing on ‘I’, on themselves, has really gotten them the career satisfaction they sought.  As leaders, we need to help our people focus on the “You” – the customer, the recipient of our services and products and you the employee.  If we honestly ask ourselves who matters more, ‘I’, ourselves or ‘You’ our customers and people, what is our answer?
A true leader is a servant who leads.  So, is the business about our needs or the needs of ‘others’?  Are we really focused on delighting our customers (to quote my friend Steve Denning), which means we will delight our people because they are working on meaningful, purposeful solutions to real needs (outcomes) that result revenues and profit (outputs) that can be reinvested in the delighting our customers? Or, are we doing this for the next perk, the accolades from our peers, the prestige from our position?   I’m not suggesting total altruism (though that’s not a bad idea!), but I am suggesting we ponder why we’re leading and whom we’re leading – is it about ‘I’ or about ‘You’?  Can we really lead if it’s about us? Would we want to be led by someone who was all about himself? Does our leadership truly reflect our why and who? If someone asked one of our people who mattered to us, ‘I’ or ‘You’, what would they answer?
As we approach the middle of 2013, ask yourself two questions: do you treat people equally or fairly  (or both) and does your leadership, hence your culture, value ‘You’ over ‘I’?

6 Tips for Getting Your Team to Work Together

"Collaboration" has become a pretty big buzzword in the modern business world. Every company hopes that cloud technologies and content sharing platforms will enable its staff to efficiently work together, no matter where they are. But unless leaders are truly committed to creating a culture of collaboration, their employees will never reap the full benefits of these tools.

"A collaborative culture should be something that employees feel, rather than something that the executive team talks about," said Kevin Lynch, CEO of cloud content collaboration service Volerro. "[When this happens], it inspires a sense of community within an organization, while driving productivity, insight and innovation."

To truly make cloud collaboration technologies work for your business, you first need to show your team how to work well together. Lynch shared six simple ways to encourage an open, cooperative workplace:

•Set team goals. Use timelines, plans and structured content that clearly define current and future goals for the team. This way, all team members can share a distinct point of view.

•Foster a creative environment. Allow team members to brainstorm in an open, non-judgmental framework that embraces the team's diversity. 

•Build cohesion. Create a means of communicating that allows for easy workflow, establishes a distinct set of priorities and makes all colleagues feel included. Keeping everyone on the same playbook enables team members to focus and flourish.

•Visualize ideas. Provide team members the opportunity to use visuals to clarify and share their ideas at the simplest level. You can do this with anything from rough sketches to full-scale presentations.

•Break down barriers. Using multiple channels of communication such as email, phone and text messaging can ultimately create barriers to successful collaboration. Agree upon and enlist just one channel that allows the team to communicate efficiently and effectively.

•Execute. With all of the focus on idea creation, don't forget the most important step: acting on the good ones. Nothing will kill employees' desire to create new ideas faster than a failure to implement existing proposals.

Fuente: Business News Daily.

4 maneras de hacer la transición de Trabajador a Manager

Recordad que el trabajo de los managers no es gestionar gente. Nadie quiere ser gestionado. Sin embargo, incluso el más obstinado de nosotros apreciamos ser guiados. Por lo tanto, se un manager, pero actúa como un líder.

Como manager hay muchos caminos que puedes tomar para evitar el fracaso. La transición de trabajador a gerente puede ser abrumador. Ser gerente requiere un nivel de transparencia y confidencialidad que los trabajadores no directivos, rara vez tienen que utilizar.

 La comunicación uno-a-uno en persona es a menudo la manera más fácil de establecerse para los managers primerizos:

 1.Establece expectativas claras.

 2.Pon de relieve el propósito, rol y las tareas de los trabajadores para eliminar cualquier ambigüedad.

 3.Corrige a los empleados cuando hacen algo mal.

 4.Alaba a los empleados cuando hacen las cosas bien.

 Si cumples estas los cuatro reglas hay una posibilidad muy buena de que tengas éxito.


Are leaders born or made? Wrong question

Are leaders born or made?  When I pose this question to executives or HR professionals, the vast majority say that leaders are made; that is, leadership is something one can learn. Yet researchers have found traits, such as extraversion and intelligence, which differentiate leaders from others.  This seems to imply that we can identify future leaders by looking at their traits – but we must be cautious when drawing such conclusions.
By failing to differentiate between leadership effectiveness (performance as a leader) and leadership emergence (being tapped for a leadership role), this research is often misunderstood and misused.  In fact, inborn traits are more strongly associated with leadership emergence. That is, within a group of peers, those who are more extraverted or more intelligent tend to have more influence on the group. Does this mean that these same people perform better than others when placed in a formal position of leadership? Not necessarily.
Let’s look at the relationship between extraversion and leadership effectiveness.  Some studies have found a relationship, but it is so weak that it is difficult to draw conclusions from it.  A much stronger relationship has been found when looking only at particular types of jobs: extraversion predicts performance in jobs with a competitive social component; for example, sales.  And if we look at extraversion in more depth, it can also predict other less desirable outcomes such as absenteeism.
What about intelligence and leadership effectiveness?  Again, the relationship is surprisingly weak and can be disrupted easily.  For example, if the leader is under stress, then it is no longer possible to predict the leader’s performance by looking at his/her intelligence.  It seems that stress makes people behave in unpredictable – and perhaps less intelligent – ways.  Interestingly, there is a far stronger relationship between leaders’ perceived intelligence (how intelligent they look to others) and how likely they are to be chosen as a leader than there is between actual intelligence and leadership.  Apparently, when it comes to leadership, appearances are everything.
So are leaders born or made?  What is this question really asking?  If it is asking whether someone will emerge as a leader among a group of peers, then those types of leaders are born.  But if it is asking whether someone will perform effectively in a leadership position, then that is dependent on the context, the type of job, and the person’s ability to develop leadership skills. This cannot be predicted by their traits.
Unfortunately, we often choose our leaders based on traits such as extraversion, charisma, and intelligence (or perceived intelligence). And then we wonder why their performance does not live up to our expectations.

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Connson Chou Locke, Ph.D. is a leadership researcher, teacher, consultant and coach, specializing in leadership development, culture, and change. She is Assistant Professor of Management at the London School of Economics and Political Science (LSE). Dr. Locke is available for speaking and workshops. Follow her on LinkedIn and Twitter @connsonlocke.



50 formas simples de incrementar tu productividad

Hay demasiados artículos que hablan de cómo mejorar la productividad, pero este no va a ser otro más, sino un resumen de todo lo que necesitas saber y hacer para conseguir que el trabajo real de cada día sea más productivo.

Tu nivel de productividad puede mejorarse de forma continua con las herramientas adecuadas y unos cambios de hábito en tu trabajo y en tu vida personal.

A continuación el resumen de lo que puedes hacer para aumentar tu nivel de productividad:

1. Acabar con las demoras es el arte de dejarlas ir.
2. Empieza cada día entendiendo la diferencia de cada una de tus opciones.
3. La productividad se basa en un solo durante un tiempo. Elimina todas las distracciones.
4. Encuentra pequeños espacios de tiempo. Trabaja en pequeños bloques.
5. Márcalo en tu lista. Al ver los progresos se puede ser más productivo.
6. El auto-conocimiento es la clave para la productividad.
7. Prepárate para el éxito durante la mañana cuando tienes más energías.
8. Tómate por lo menos un día al mes para pensar sólo en metas a largo plazo y cómo puedes lograrlas.
9. Pon los emails de ayer en la lista de tareas pendientes de hoy.
10. Cuanto más controles el calendario, más fácil te será dar cabida a lo inesperado.
11. Establece una hora para cada una de tus tareas y trabaja para mantener la programación.
12. El esfuerzo es a menudo desperdiciado cuando las personas no tienen un camino bien definido hacia el éxito.
13. Prueba con una lista más realista y corta de tareas pendientes que deje espacio para proyectos inesperados.
13. Cambiar de marcha puede reducir la velocidad. Céntrate en un solo tema a la vez. Detén la multitarea.
14. Explora sólo las aplicaciones más productivas.
16. Sólo di no. Simplemente no puedes asumir otra tarea, no importa lo corta que sea.
17. Lucha contra el impulso de reaccionar inmediatamente cuando escuches el sonido de un correo electrónico entrante.
18. Hay un tiempo para trabajar duro y un tiempo para parar. ¿A qué hora vas a acabar hoy?
19. ¿Cuánto tiempo es el que realmente te lleva a limpiar tu bandeja de entrada por la mañana? Descubre cuanto tiempo empleas en cada tarea.
20. No dejes que la necesidad de perfección esté en el camino de conseguir que se haga.
21. Mantén tres y sólo tres listas: una lista de tareas pendientes, una la lista para estar atento y una lista para más adelante.
22. Sólo acepta nuevos compromisos cuando tanto tu cabeza y como tu corazón te dicen que sí.
23. No te obligues a dar prioridad, en cambio, primero haz que la tarea sea más atractiva.
24. No programes la reunión 18:00. La mayoría de los empleados mentalmente fuera a partir de las 18:00.
25. Los martes son considerados  el día más productivo de la semana.
26. Fija un día libre de reuniones. Aprovecha el tiempo para trabajar realmente.
27. Cede a la tentación de no hacer esa tarea, en su lugar, haz algunas de las tareas más fáciles de tu lista.
28. El truco consiste en considerar otras tareas como más importantes con el fin de hacer que la tarea muy importante sea una opción más fácil.
29. Trabajar más nunca es la respuesta.
30. Sobrecargando tu cerebro con tareas imposibles, de forma similar a un músculo, se expande y se activa.
31. La eficiencia es hacer las cosas bien, la eficacia es hacerlas correctamente.- Peter Drucker
32. Haz un nuevo comienzo en tu trabajo, no importa lo insignificante que parezca. Inicia y mantén el arranque.
33. No hay forma que  completes todas tus tareas. No a la micro-gestión, simplemente delega si puedes.
34. Centrarte en los resultados, no en las entradas.
35. Ama lo que haces. La productividad es más fácil cuando tu corazón está en ello.
36. Evita las interrupciones mediante la programación de espacios de tiempo en los que tienes desactivadas las notificaciones.
37. Construye una red de apoyo de gente que te ayude a conseguir resolver problemas cuando te quedes atascado.
38. Visualiza el éxito. Escribe la tarea en tiempo pasado para describir lo que ya se ha realizado.
39. Te distraerás. Recuérdate suavemente que estás tratando de concentrarte y te será más fácil volver tu atención a tu trabajo.
40. Sólo tienes que tener una herramienta de captura de tareas pendientes. Elimina las notas adhesivas al azar.
41. Da un paso atrás. Aléjate del navegador y del teléfono, y tómate un momento para pensar.
42. Céntrate en la eficacia, no en la eficiencia.
43. Haz tareas divertidas. Toma un minuto para pensar en cómo se puede realmente disfrutar realizando una tarea.
44. Un plan te libera de los tormentos de la elección (lo dijo el novelista Saul Bellow). Restaura el enfoque y proporciona energía.
45. Escribe absolutamente todo para que no se te olvide lo que tienes que hacer.
46. Tómate períodos regulares de descanso y relajación, pero se firme en volver al trabajo tan pronto como sea posible.
47. Utiliza únicamente aplicaciones sencillas e intuitivas con un pequeño conjunto de características, bien concebidas.
48. Haz una lista de lo que es más importante para ti (4-5 cosas) y suprime elementos del resto.
49. Se muy cruel en decir que no a nuevos compromisos. Protege tu tiempo.
50. No planees reuniones que requieren más de treinta minutos en completarse. En serio, corta todas las reuniones innecesarias. Si tienes una reunión crucial que requiera un período prolongado, es mejor dividirla en dos o más partes.
Vía AllTopStartup

Cinco ventajas para los líderes en un mundo conectado

The following information was adapted from the white paper, “Network Savvy Executives” by Vered Asif, Chuck Palus and Kristin Cullen.
Hoy en día , el liderazgo requiere prestar especial atención a las relaciones informales dentro de la red de la organización.
Puesto que vivimos en un mundo extremadamente complejo , cambiante e interconectado, la capacidad de entender y aprovechar las redes y conexiones organizativas informales es vital y crucial para los líderes. En un entorno donde a menudo las decisiones difíciles tienen que hacerse con rapidez, los líderes ya no pueden confiar en la jerarquía o en los enfoques tradicionales para obtener información o hacer que las cosas fluyan. Esta especial atención a las relaciones y estructuras informales requiere una perspectiva de red . Una perspectiva de la red es la capacidad de ver más allá de los límites del organigrama formal .
Nuestra investigación muestra que los líderes de alto nivel , que desarrollan una perspectiva de red , tienen 5 ventajas clave :

1. Tratan de entender cómo fluye la información dentro y entre departamentos y niveles .

2. Identifican , desarrollan y aprovechan los líderes por descubrir.

3.Entienden y fortalecen su propia red personal .4.Ven la red de la organización de una manera diversa y cambiante.5.Fomentan una cultura de liderazgo basado en la interdependencia y colaboración.

Podéis aprender más acerca de estas ventajas en este video (Inglés):



La humanidad del Liderazgo

Estamos escuchando mucho en estos días acerca de la "humanización" de los negocios, pero en realidad esta basado en uno de los conceptos mas antiguos: el equilibrio. No se puede tener prosperidad sin responsabilidad, alegría sin valores, sabiduría sin creencias, y comercio sin ética.

Y ciertamente no se puede tener un liderazgo sin gente, sin ... humanidad.
El genio del liderazgo es la condición humana y el corazón.
Si no reconocemos la importancia de la participación humana, la comunicación humana, el desarrollo humano, no vamos hacer que nuestro negocio funcione - o, para el caso, que el liderazgo funcione.

El verdadero liderazgo basado en el corazón es el liderazgo con humanidad. Este Liderazgo comienza con unos principios universales:

Reconocimiento humano. Cada persona merece ser valorado.

Apertura humana. Cada persona merece la verdad.

Aceptación humana. Cada persona merece aceptación.

El respeto humano. Cada persona merece respeto.

Enfoque humano. Cada persona merece atención.

Cuando estos principios están en su lugar, su influencia se hace sentir en todo lo que hacemos.

Cada conversación se vuelve significativa, todas las reuniones fomentan las conexiones efectivas y
cada transacción es importante.
La humanidad nace de la revelación del corazón de que cualquier otra persona es tan importante como nosotros.
Liderazgo y  humanidad es una sociedad. Esta sociedad toma lo mejor de nosotros mismos, de nuestros diversos orígenes, nuestros diferentes dones y surgen todos juntos para complementarse entre sí.

En este mundo de  tan rápido avance de la Tecnología y la globalización de nuestras empresas, el liderazgo cambiará del control hacia la humanidad de liderazgo.

Pronto desparecerán los días de poder, el control, el secreto y el oscurantismo.

Hoy en día el camino hacia el éxito está en la esencia de las personas, en su forma de comunicar, conectar y colaborar con carácter.
Las personas el enlace entre la humanidad y nuestro carácter y esa conexión es nuestra salvación.
Liderar desde el Interior: Vuelve a dar importancia a la humanidad en su modo de liderar y muestra a otros cómo puedes hacer crecer sus negocios y su vida, tener éxito y rentabilidad productiva y profunda
Aunténticos líderes construyen más líderes, no más seguidores

Sólo los Socialnetworkers sobrevivirán a la transformación digital

Las tecnologías digitales sociales, las redes internas y externas, están provocando profundos cambios organizativos que se traducen en nuevos modelos de negocio y grandes oportunidades de mejora y de innovación. Posibilitan nuevos mecanismos de relación y colaboración que están al alcance de cualquier empresa y están cambiando las reglas empresariales de forma tan radical que quedarse al margen de esta tendencia es el más claro síntoma de decadencia y muerte empresarial.
La empresa 2.0. no es una “bonita” filosofía, ni siquiera una opción, es la única forma de supervivencia empresarial. Pero, a menudo vivimos grandes cambios sin que parezca que nada cambia a nuestro alrededor. Y aunque la forma que tienen de entender las empresas nuestro trabajo y las reglas de gestión están sufriendo una modificación sin precedentes esto no será fácil de percibir por sus profesionales ni siquiera para sus directivos.
La digitalización social será la próxima revolución que vivirán nuestras empresas y exigirán nuevos directivos y profesionales socialnetworkers.
Cada sector, cada negocio, vive a su forma este fenómeno, pero de forma poco consciente y silenciosa cambia nuestros roles profesionales y esto entre otras consecuencias produce que cada vez más profesionales devengan poco útiles en los nuevos entornos son: las víctimas de la digitalización.


La revolución interna: conectar y aprender para innovar

Hay cosas del pasado que debemos enterrar en el pasado para siempre, porque bloquean nuevas formas de ver el futuro y esto es especialmente cierto en lo que hace referencia a lo que sabemos de productividad, mejora organizativa, aprendizaje, el rol del talento conectado: las diferentes caras de la innovación digital.
La digitalización supone que tendremos que aprender a convivir con nuevos conceptos como los entornos personales de aprendizaje, aprendizaje social, equipos de mejora e innovación virtuales,… ,para poder mejorar nuestras organizaciones e innovar.
Tendremos que manejarnos con nuevas estructuras organizativas las Comunidades, que servirán para conectar el talento con múltiples fines, que nos forzarán a olvidar la organización y el liderazgo que conocíamos.
El proceso de digitalización que supone pasar de organizaciones jerarquizadas, con funciones delimitadas, con una elevada especialización, con una estructura de supervisores que controlan, planifican y toman las decisiones que otros cumplen, a organizaciones más planas y flexibles basadas en roles complejos que conectan talento en múltiples equipos (comunidades virtuales) para innovar más rápidamente será uno de los procesos más complejos de cambio a los que se puede enfrentar una organización y cualquier directivo.
Pues este proceso requerirá un nuevo directivo el socialnetworker con unos nuevos valores (transparencia, colaboración, conector,..) con expertise en nuevas áreas relacionadas con el aprendizaje social y la innovación en red.
Las ganancias serán muy numerosas, pero el precio que deberemos pagar, en la medida que el cambio de rol sea muy exigente, será la no adaptación de muchos de los colaboradores, mandos y directivos a los nuevos modelos y valores culturales.

La revolución externa: la empresa abierta

Internet crea un nuevo ecosistema que potencia que haya muchas herramientas y enormes recursos en la red, por lo que muchos procesos de la empresa se realizarán en red a unos costes muy bajos y de forma más eficiente e innovadora, reconvirtiendo el funcionamiento de nuestras organizaciones públicas y privadas. Y el protagonista de este nuevo ecosistema es el socialnetworker que entiende las nuevas reglas y sabe jugar con ellas.
El socialnetworker utiliza la red social para crear relaciones donde compartir este conocimiento, para hacerlo evolucionar como base fundamental de su trabajo para buscar y encontrar clientes, socios, proveedores, empleabilidad, eficiencia, creatividad, ideas, conocimiento y desarrollo personal basándose en la filosofía de compartir. Pero sobretodo es la principal fuente de innovación de la empresa.
La empresas que no sean abiertas dejarán de ser empresas . La empresa abierta es aquella que es permeable a su entorno, es capaz de interaccionar con sus clientes, proveedores, knoemads -nuevos tipos de empleados-, agentes sociales e incluso competidores de forma que obtiene beneficios mediante estrategias de colaboración.
Las empresas abiertas requieren un nuevo tipo de trabajador del conocimiento que necesita de la red social para optimizar su trabajo y renovar su conocimiento para crear o mejorar bienes o servicios: el socialnetworker.
Los socialnetworkes serán indispensables para muchas empresas, ya que las organizaciones requieren “resultados superiores e innovación” y esto para muchas profesiones requerirá interaccionar en la red. La influencia en la red será parte fundamental del valor en muchas profesiones y un aspecto básico del directivo.
Nuestras empresas requerirán que sus directivos que no son nativos digitales sean influenciadores sociales no sólo para fenómenos como el employer branding o como potenciador de marca o de relación comercial, sino cómo una manera de poder entender la evolución de los negocios en su sector y no quedarse atras.


¿Cómo evitar los daños colaterales de la digitalización?

Las organizaciones aunque no lo percibamos están apostando por culturas organizativas más innovadoras basadas en trabajadores más creativos, proactivos y con una elevada contribución a los resultados y no renunciarán a ello. Y pedirán a sus directivos que avancen de acuerdo con el ritmo que la innovación les exige.
De forma silenciosa la mayoría de profesiones de cuello blanco y de cuello azul, relacionadas con diferentes sectores, sentirán el impacto de la digitalización sobre su rendimiento y estas exigencias se habrán multiplicado en unos pocos años y sentirán cómo la naturaleza de su puesto de trabajo habrá cambiado de forma radical debido a esta digitalización de su entorno.
Nuestro futuro profesional es nuestro. Lo razonable es que todos nos pongamos la obligación profesional de intentar seguir siendo profesionales. No es nada prudente dejar esta responsabilidad en manos de nuestra empresa, de hecho ésta suele ser la forma más absurda de suicidio profesional.
La tan deseada y venerada cuenta de resultados depende de la innovación organizativa y esta involuntariamente produce daños colaterales en muchos profesionales: incertidumbre, angustia e inadaptación. Estas son las duras reglas sobre las que no puedes actuar, te sugiero que actúes preparándote para lo inesperado, que seas tú, si puedes, más rápido que el cambio.
Vivimos tiempos apasionantes y líquidos, tiempos de cambios de paradigma y nuestro ámbito profesional no está exento de estos cambios. No dejemos que la revolución 2.0. sea demasiado rápida para nosotros. Demos la bienvenida a estos nuevos roles y a estos nuevos trabajadores que están llamados a configurar el futuro: los socialnetworkers en la nueva Era Digital