{"id":672,"date":"2024-02-19T03:50:08","date_gmt":"2024-02-19T02:50:08","guid":{"rendered":"https:\/\/360.qualintra.com\/?p=672"},"modified":"2025-02-20T15:42:43","modified_gmt":"2025-02-20T14:42:43","slug":"habilidades-de-liderazgo-para-el-mundo-de-manana","status":"publish","type":"post","link":"https:\/\/360.qualintra.com\/es\/habilidades-de-liderazgo-para-el-mundo-de-manana\/","title":{"rendered":"\u00bfQu\u00e9 habilidades de liderazgo para el mundo de ma\u00f1ana?"},"content":{"rendered":"

A la crisis sanitaria se suma una crisis econ\u00f3mica cuyo desenlace se desconoce. Esta incertidumbre provoca trastornos en todos los \u00e1mbitos de la empresa: estrat\u00e9gico (previsiones, gesti\u00f3n de prioridades, inversiones), humano (condiciones de trabajo y mantenimiento del empleo) y financiero (capacidad para seguir rindiendo en un entorno deteriorado).<\/p>\n\n\n\n

Esta situaci\u00f3n totalmente nueva es, por supuesto, una limitaci\u00f3n considerable, pero al mismo tiempo ofrece a los directivos la oportunidad de examinar su comportamiento y sus pr\u00e1cticas para adaptarlos a este mundo diferente.<\/p>\n\n\n\n

Reforzar la confianza y la proximidad<\/strong><\/h2>\n\n\n\n

Las mediciones de contenci\u00f3n muestran que un nuevo organizaci\u00f3n del trabajo<\/strong> es posible -una vez que los ritmos escolares han vuelto a la normalidad-, lo que puede ofrecer mayor autonom\u00eda y comodidad, por un lado, y obligarnos a ser m\u00e1s confiados, por otro.<\/p>\n\n\n\n

La conf\u00ede en<\/strong> requiere la aceptaci\u00f3n de estas nuevas formas de trabajar, que deben controlarse de manera diferente. Tambi\u00e9n requiere comunicaci\u00f3n<\/strong> m\u00e1s eficaces y aut\u00e9nticos.<\/p>\n\n\n\n

A partir de ahora, ser\u00e1 esencial dar regularmente informaci\u00f3n <\/strong>honesto sobre la situaci\u00f3n, hablando \"con la verdad\", incluso si eso significa mostrar vulnerabilidad aceptando no saber. Tambi\u00e9n tenemos que reinventar el ritos<\/strong> (reuniones, celebraciones, etc.) para mantener estrechos v\u00ednculos con los equipos que se encuentran a distancia y preocupados por su futuro.<\/p>\n\n\n\n

Ganar agilidad en el sentido m\u00e1s amplio<\/strong><\/h2>\n\n\n\n

C\u00f3mo recuperar clientes poder adquisitivo <\/strong>debilitados? \u00bfC\u00f3mo movilizar a los equipos debilitados por pautas de trabajo <\/strong>diferente? \u00bfC\u00f3mo puede seguir siendo competitivo restricci\u00f3n presupuestaria <\/strong>\u00bfintensa? Esta crisis exige agilidad emocional, situacional, intelectual y operativa.<\/p>\n\n\n\n

Empat\u00eda, por un lado, para comprender las expectativas y comportamiento<\/strong>La otra es la innovaci\u00f3n frugal, para que podamos ponernos en marcha de nuevo con menos recursos y \".hacer tanto o m\u00e1s con menos<\/em>\".<\/p>\n\n\n\n

Centrarse en lo esencial<\/strong><\/h2>\n\n\n\n

Ante la presi\u00f3n a corto plazo y la desorientaci\u00f3n frente a lo desconocido, aferrarse a algo que tenga sentido puede ayudarle a recuperar el aliento. Esto puede incluir puntos de referencia como el misi\u00f3n <\/strong>o valores en un horizonte temporal largo.<\/p>\n\n\n\n

Trabajar para empresas cuyo objetivo es cuidar o alimentar a las personas ya es una base s\u00f3lida. Tambi\u00e9n puede ser una forma de encontrar sentido a tu trabajo. actividad<\/strong> El ejemplo actual de las funciones de apoyo es un buen ejemplo.<\/p>\n\n\n\n

Garantizar la continuidad de la cadena de suministro, aplicando r\u00e1pidamente nuevas soluciones. normativa social <\/strong>o hacer m\u00e1s fiable el trabajo a distancia son fuentes naturales de orgullo y satisfacci\u00f3n.<\/p>\n\n\n\n

Este significado debe hacerse visible recordando la misi\u00f3n y los objetivos de la empresa. valores<\/strong> de la empresa, reconociendo en voz alta la contribuci\u00f3n de cada uno y c\u00f3mo sirve al prop\u00f3sito de la organizaci\u00f3n.<\/p>\n\n\n\n

Desarrollar la resiliencia<\/strong><\/h2>\n\n\n\n

En t\u00e9rminos sencillos, la resiliencia es la capacidad de seguir funcionando en un entorno cambiante. medio ambiente <\/strong>deteriorado. Se manifiesta, en particular, en la capacidad de recuperarse r\u00e1pidamente tras un incidente. fallo<\/strong> o un error, estar abierto al cambio y creer en el futuro, apoyarse en valores s\u00f3lidos, cooperar, mostrar imaginaci\u00f3n y creatividad y asumir responsabilidades. creatividad.<\/strong><\/p>\n\n\n\n

En el mundo del ma\u00f1ana, la resiliencia se est\u00e1 convirtiendo en una habilidad fundamental. No s\u00f3lo la director<\/strong> necesita ser resistente, pero debe asegurarse de que sus equipos tambi\u00e9n lo sean.<\/p>\n\n\n\n

Mejorar la empleabilidad<\/strong><\/h2>\n\n\n\n

En tensiones<\/strong> sobre el empleo hacen que esta misi\u00f3n sea vital. Los directivos deben ser el motor de un reflexi\u00f3n<\/strong> Estos esfuerzos no s\u00f3lo impulsar\u00e1n la empleabilidad, sino que tambi\u00e9n tendr\u00e1n un impacto positivo en el futuro del Grupo. Adem\u00e1s de impulsar la empleabilidad, estos esfuerzos tendr\u00e1n un impacto positivo en el futuro de la empresa.compromiso<\/strong> y el marca de empleador.<\/strong><\/p>\n\n\n\n

No son reflexiones nuevas, pero s\u00ed saludables. Hay muchas razones para creer que el mundo laboral de ma\u00f1ana ser\u00e1 diferente. Las pr\u00e1cticas de liderazgo rompedoras nos permitir\u00e1n lograr un verdadero replanteamiento, para que podamos seguir existiendo en este nuevo entorno.<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

La crise sanitaire se double d\u2019une crise \u00e9conomique dont l\u2019issue est inconnue. Cette incertitude se traduit par un bouleversement dans tous les domaines de l\u2019entreprise : strat\u00e9gique (pr\u00e9visions, gestion des priorit\u00e9s, investissements), humain (conditions de travail et du maintien de l\u2019emploi), financier (capacit\u00e9 \u00e0 continuer \u00e0 performer dans un environnement d\u00e9grad\u00e9). Cette situation enti\u00e8rement nouvelle constitue bien s\u00fbr une […]<\/p>","protected":false},"author":5,"featured_media":673,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-672","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"yoast_head":"\nQuelles comp\u00e9tences de Leadership pour le monde de demain ? - 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\/habilidades-de-liderazgo-para-el-mundo-de-manana\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Quelles comp\u00e9tences de Leadership pour le monde de demain ? - Qualintra 360\" \/>\n<meta property=\"og:description\" content=\"La crise sanitaire se double d\u2019une crise \u00e9conomique dont l\u2019issue est inconnue. Cette incertitude se traduit par un bouleversement dans tous les domaines de l\u2019entreprise : strat\u00e9gique (pr\u00e9visions, gestion des priorit\u00e9s, investissements), humain (conditions de travail et du maintien de l\u2019emploi), financier (capacit\u00e9 \u00e0 continuer \u00e0 performer dans un environnement d\u00e9grad\u00e9). 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