{"id":650,"date":"2024-08-19T02:54:32","date_gmt":"2024-08-19T00:54:32","guid":{"rendered":"https:\/\/360.qualintra.com\/?p=650"},"modified":"2025-02-20T15:42:42","modified_gmt":"2025-02-20T14:42:42","slug":"desarrollar-un-liderazgo-innovador-idea-sencilla-o-quebradero-de-cabeza","status":"publish","type":"post","link":"https:\/\/360.qualintra.com\/es\/desarrollar-un-liderazgo-innovador-idea-sencilla-o-quebradero-de-cabeza\/","title":{"rendered":"\u00bfDesarrollar un liderazgo innovador es una idea sencilla o un quebradero de cabeza?"},"content":{"rendered":"

No puede haber un modelo de liderazgo o un marco de competencias sin una dimensi\u00f3n dedicada a la innovaci\u00f3n.<\/strong><\/p>\n\n\n\n

Todas las empresas esperan que sus directivos y altos cargos sean innovadores. Sin embargo, los resultados consolidados de retroalimentaci\u00f3n cruzada<\/strong> (180\u00b0 o 360\u00b0) destacan no s\u00f3lo una diferencia significativa en comparaci\u00f3n con otros competencias <\/strong>mejor control, sino tambi\u00e9n expectativas <\/strong>expresada tanto por los propios l\u00edderes como por sus observadores. \u00bfQu\u00e9 significa todo esto? \u00bfEs la innovaci\u00f3n incompatible con el liderazgo? \u00bfEst\u00e1n los l\u00edderes descuidando el desarrollo de esta habilidad?<\/p>\n\n\n\n

\u00bfGeo Trouvetou o vector de innovaci\u00f3n?<\/strong><\/h2>\n\n\n\n

Las conversaciones peri\u00f3dicas que mantenemos con directivos<\/strong> muestran que las expectativas no siempre se expresan con claridad. Se apresuran a imaginar que ellos mismos deben estar en el origen de la innovaci\u00f3n y demostrar su compromiso con ella. genio creativo <\/strong>a diario. En realidad, su papel consiste ante todo en animar una cultura de innovaci\u00f3n<\/strong>ser agentes de innovaci\u00f3n, en definitiva, los que \" de d\u00f3nde viene la innovaci\u00f3n <\/em>\". Esto significa adoptar una actitud de apertura y curiosidad, una forma de ejemplaridad que deber\u00eda allanar el camino a la audacia y los avances entre sus empleados.<\/p>\n\n\n\n

Entender la innovaci\u00f3n en su conjunto<\/strong><\/h2>\n\n\n\n

La innovaci\u00f3n no se limita al desarrollo de nuevos productos o servicios, sino que implica, por supuesto, el cuestionamiento de procesos y formas de hacer las cosas en una b\u00fasqueda de nuevas maneras de hacerlas.mejora continua<\/strong>. Desde este punto de vista, puede tratarse de \" challenger<\/em> \"la equipos<\/strong> y llevarles al l\u00edmite con preguntas sinceras: \"\u00bfEn qu\u00e9 puedo ayudarle? \u00bfQu\u00e9 podr\u00eda hacerse m\u00e1s r\u00e1pido? \u00bfM\u00e1s barato? \u00bfCon m\u00e1s valor para el cliente? \u00bfM\u00e1s sencillo?<\/em> \".<\/p>\n\n\n\n

Esta apertura a la innovaci\u00f3n tambi\u00e9n se manifiesta en el fomento sistem\u00e1tico de la investigaci\u00f3n de nuevas tecnolog\u00edas. puntos de referencia<\/strong> Al mismo tiempo, estas iniciativas refuerzan la colaboraci\u00f3n a trav\u00e9s de la emulaci\u00f3n y la fertilizaci\u00f3n cruzada que generan. Al mismo tiempo, estas iniciativas refuerzan la colaboraci\u00f3n a trav\u00e9s de la emulaci\u00f3n y el enriquecimiento mutuo que generan.<\/p>\n\n\n\n

Adem\u00e1s de las herramientas tradicionales de creatividad, en el caso de la investigaci\u00f3n de la innovaci\u00f3n centrada en el cliente, el uso de sesiones de codesarrollo en las que participan determinados clientes (internos o externos) en el proceso de brainstorming potencia la generaci\u00f3n de ideas al tiempo que acelera el proceso. proceso de adopci\u00f3n.<\/strong><\/p>\n\n\n\n

Correr la voz<\/strong><\/h2>\n\n\n\n

Un an\u00e1lisis m\u00e1s profundo de comentarios<\/strong>Esto se ve reforzado por el contenido de los comunicaci\u00f3n de los resultados<\/strong>En algunos casos, existe una discrepancia entre la percepci\u00f3n de los equipos y la de otros observadores, compa\u00f1eros y jefes directos. Mientras que los subordinados directos reconocen la capacidad innovadora y abierta de su jefe, otras categor\u00edas se muestran m\u00e1s cr\u00edticas.<\/p>\n\n\n\n

Hablando con los directivos afectados -y aunque ellos tambi\u00e9n tiendan a \"pensar\" que no son los \u00fanicos implicados- podemos ayudarles a comprender la situaci\u00f3n. subestime<\/em> \"En resumen, inician y fomentan enfoques innovadores pero descuidan darles publicidad. En resumen, inician y fomentan planteamientos innovadores, pero no les dan publicidad. que la gente lo sepa.<\/strong> Esto se ve reforzado por la tendencia natural de estas personas a no presentarse, convencidas como est\u00e1n de que el valor se juzga por los resultados y no requiere que \"hagan las cosas\". anunciar <\/em>\". Como resultado, su papel comoagente de innovaci\u00f3n <\/strong>no se aprecia lo suficiente.<\/p>\n\n\n\n

Valorar y reconocer las contribuciones<\/strong><\/h2>\n\n\n\n

Reflexi\u00f3n sobre comportamiento<\/strong> que fomentan la creatividad y la innovaci\u00f3n, y su evaluaci\u00f3n mediante sistemas de retroalimentaci\u00f3n cruzada, es un paso importante para reforzar una cultura de innovaci\u00f3n<\/strong> empezando por la poblaci\u00f3n directiva. Corre el riesgo de quedarse en papel mojado si estos comportamientos no se valoran y recompensan claramente. Esto puede implicar considerar la innovaci\u00f3n en el sentido m\u00e1s amplio como un componente de la rendimiento <\/strong>y para indexar parte del retribuci\u00f3n variable<\/strong>. Esto tambi\u00e9n puede implicar recompensar a los directivos que son ejemplares en t\u00e9rminos de innovaci\u00f3n, permiti\u00e9ndoles beneficiarse de oportunidades de carrera m\u00e1s r\u00e1pidas, de una mayor exposici\u00f3n a la alta direcci\u00f3n o a una formaci\u00f3n gratificante.<\/strong><\/p>\n\n\n\n

Una cultura de la innovaci\u00f3n se basa ante todo en la convicci\u00f3n y el comportamiento ejemplar de los altos ejecutivos y directivos. Para que esta cultura arraigue realmente, es importante aclarar lo que la empresa espera de ellos en este \u00e1mbito. Despu\u00e9s, hay que asegurarse de que lo que se ha conseguido se conoce y se comunica, y de que la innovaci\u00f3n se reconoce como un factor de rendimiento.<\/p>\n\n\n\n

Estos tres pasos convertir\u00e1n a los directivos en los primeros embajadores de la estrategia de innovaci\u00f3n. \u00bfNo dijo Pasteur <\/strong>El azar s\u00f3lo favorece a los preparados\".<\/strong><\/em>?<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

Point de mod\u00e8le de leadership ou de r\u00e9f\u00e9rentiel de comp\u00e9tences sans une dimension consacr\u00e9e \u00e0 l\u2019innovation. Toutes les entreprises attendent de leurs dirigeants et top managers qu\u2019ils fassent preuve d\u2019innovation. Cependant, les r\u00e9sultats consolid\u00e9s des feedback crois\u00e9s (180\u00b0 ou 360\u00b0) mettent en \u00e9vidence non seulement un \u00e9cart important par rapport \u00e0 d\u2019autres comp\u00e9tences mieux ma\u00eetris\u00e9es, mais \u00e9galement des attentes fortes exprim\u00e9es […]<\/p>","protected":false},"author":5,"featured_media":651,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-650","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nD\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ? - Qualintra 360<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/360.qualintra.com\/es\/desarrollar-un-liderazgo-innovador-idea-sencilla-o-quebradero-de-cabeza\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"D\u00e9velopper un leadership innovant, id\u00e9e simple ou casse-t\u00eate ? - Qualintra 360\" \/>\n<meta property=\"og:description\" content=\"Point de mod\u00e8le de leadership ou de r\u00e9f\u00e9rentiel de comp\u00e9tences sans une dimension consacr\u00e9e \u00e0 l\u2019innovation. 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