Super CEO: Tiempo para vivir, no sólo para el trabajo

¿Quiere ser Un SUPER CEO sin pagar demasiado? (Con la salud, la familia, la vida) .

Es fácil, sólo permita que otras personas le aligeren la carga (laboral, estudios, etc).
Encuentre tiempo para vivir, no dedique todo su tiempo para el trabajo. No forma parte de la lista de los Gerentes exitosos que mueren de un ataque al corazón… y apenas tienen 40 o 50 años.. ¿Qué pena, verdad?

How to become a CEO in the organization without paying with life

How to become a CEO in the organization without paying with life (Only God can do everything alone)

Background

This reflection is aimed at talented people working, with professional and demonstrated ability, leadership skills and strong commitment to the organization and work; eventually, as a reward for a great performance, they will become top executives. This is not a message for people in the public sector, because they can get those charges, and usually happen, without having the necessary professional and competitive merits, only luck, and a great capacity for manipulation, cynicism and even immorality. There are exceptions but they are not very relevant, are sporadic cases.

It is expected that a professional aspire to the highest offices, exhibiting and working and professional achievements as maintenance, which is a desirable situation. Best of the organization must be forward because the business image and stay in the business world are consolidated with them.

In the past, the relative stability and low complexity of life, limited business dynamics, allowed a senior executive, in addition to professional success, had a similar counterpart in the familiar. A happy family, health and career success.

 Currently, the business complexity, volatility and rapid changes in the attitudes of consumers of goods or services, fierce competition from anywhere in the world, make it hard to balance work and family, in many cases it favors the first element with a very high cost, limited family life and of low quality or life itself.

Professional success and family life

Factors explaining career success are numerous, so for simplicity we consider some that are relevant and useful to the subject development; others act similarly.

The graph 1 shows these factors. The responsibilities of work, which involves the will to fulfill the duties and the decision to influence others to do the same, as a motivating ambition of optimal behavior, the execution of critical and noncritical tasks with discretion and proper preparation to make the best decisions, strategic and not strategic planning and also the will to continuously improve the professional and personal skills, the ability and willingness for continuous learning.

Graph 1 show that in general, the executive shows a high performance, so the time spent on these activities is very high. It could be the profile of a "workaholic".

 

In the family there are also goals and conditions for achieve them. This parallelism is considered important because no person acts in isolation, no executive lacks a family and responsibilities included (exceptions do not invalidate this statement); and as it aspires to succeed in the organization, it also aspires to succeed with and for the family. Chart 2 shows the relevant aspects.

 

Spending time with family members, quality time to be used to perform common enriching tasks, dialogue, adventures, trips or holiday outings, practice hobbies, support members family in times of transition or crisis, and even the loss of time and creative leisure. Tasks seem trivial but full life requires time allocation between productive activities and creative tasks, fun or “creative leisure”.

Figure 2 can be understood as a consequence of the state shown in Figure 1. lot of hard work, almost abandoning the family. The diagram may correspond to that of the CEO of a large corporation but their situation regarding family and personal life is not enviable.

Returning to the first situation. If a spider diagram, show the proximity to the circle as the crowning achievement in each of the categories shown; proximity to the origin shows a poor performance. The same happens in the family aspect, the closer to the outer circle, the higher the satisfaction and better spend more time with family.

A major challenge to achieve both goals is limited time. For all it is absolutely impossible to add one second a day to be with family or improve the work without neglecting the family. Intense tradeoff between the two is created. If you want to optimize performance at work, be an example of dedication and efficiency, as executive you should stay longer in the business, be the first to arrive and the last to leave. The company wins, but the family lost; significant gaps remain and this is seen in Figure 3.

You can consider this as a pyrrhic victory for the executive, which achieves significant results for the organization but sacrifices the most valuable, authentic and the essence of life, interaction with family, children, spouse, parents, and friends.

Table 1 shows 8 categories selected and the possibility of time by making them that only a leader or a business executive can take. The delegation to collaborators is one of them, and what is presented is not a rule, but a suggestion that could be considered, as each executive has his priorities and options; in any case it is to illustrate the idea that it is possible to reach the top of the organization without dying in the attempt, without paying the price of success with family harmony and life.

Table 1 Categories of performance in the organization

 

Category	Type of activity	Option	Familiar Trade off
Responsability	Not delegated	Support and advice are possible	No
Ambition (for achievements)	Not delegated		No
Critical tasks	Not delegated	Support and advice are possible	No
Noncritical tasks	Delegated	Support and advice are possible	Yes
Improvement studies	Not delegated	Support and advice are possible	Partially
Skills development, on-site training	Not delegated	Support and advice are possible	Partially
Critical Planning (strategic)	Not delegated	Support and advice are possible	No
No critical planning	Delegated		Yes

   Source: Own (CRR / 2014)

In the table above, you can see some factors that can be managed so that the organizational objective is achieved without losing quality, timeliness, and relevance while gaining time for family.

In Figure 4 the coveted work-life balance is shown as it searched for the many executives as the "holy grail" of happiness. You can then reach the top in the organization, achieve professional goals, while enjoying the sublime pleasures derived from shared with son and other family member’s time.

 

Conclusions

The work-family balance is not only positive and desirable; is recommended because the executive or professional have time for personal matters, but this does not means selfishness or neglect of responsibility at work; It is good because the benefits are very favorable. Health, emotional and psychological balance, physical and emotional strength away executive enemies: Stress, occupational diseases, the nightmare of burnout, family tragedies from overwork and confinement in the company.

There are many cases of bright executives, competitive professionals, with great personal and social merits who suddenly die of a heart attack, one of the common causes. Most impressive is that they were young with a great future; therefore his death is a great loss for the organization, society and family. How would this person enjoyed in life, whether to reach the summit had walked more calmly or was inevitable accelerated pace, to not load on their shoulders all the responsibility would delegate tasks and responsibilities, to disconnect from the organization and live fully?

In conclusion, you may be the CEO or top executive, achieve other significant goals in the organization without addressing the opportunity cost associated to the neglect of family life. Just follow the principle of Archimedes, calling for a lever to hold the world. The lever is the partner or partners in those roles, tasks and responsibilities are delegated, and the executive is one who like Archimedes, knows that it is possible to achieve an impossible task if it has proper mechanism. And being wise means, being a leader, trust each other, know how to choose the best, have empathy, get others to trust in one. You cannot have divinity as God, do everything yourself, but you can get the wisdom.

This approach is desirable at the present time with more intensity, because of the complexity and unpredictability of events in business and life.

Leadership and Methapors

Leadership and the use of metaphors in organizational management

1. Backgroun

d

Imagine a situation in which the CEO, a senior executive or head of a company wants to capture the attention and commitment of its staff to achieve corporate goals. A conventional chief appeal to the responsibility, the need to fulfill the duties, including direct or indirect threats, using known and repetitive speeches; a leader in a nutshell, using a metaphor, just carefully chosen words and images and will transmit the message in the minds of listeners a topic on which they, consciously or unconsciously, reflect and respond adequately. The first, direct speech can accomplish little, just boredom, greater strength and less commitment when he does what he preaches or proposed; the second with a metaphor, short, strong personal conviction and exemplary conduct, can secure the support and commitment.

1.    The methaphor

The metaphor (the Metaphora Latin, and this in turn taken from the Greek μεταφορά; actual "transfer", "offset"; derivative metapheró "I transport") is the displacement of meaning between two terms with an aesthetic purpose. It is located in the Poetics and the Rhetoric of Aristotle. The term English French term metaphor is derived from S XVI métaphore, which in turn comes from the Latin metaphora, "and it's μεταφορά (Metaphora)," transfer "from μεταφέρω (metapherō)," transfer "," transfer "and of μετά (meta), "between" + φέρω (phero), "transport" In literature, it is considered as a trope, semantic figure consisting of the combination of terms that allows the description of something with a resemblance by analogy (Ref 1)

A metaphor is a figure of speech that describes a topic (subject or object) stating that according to a point of comparison is the same as another seemingly unrelated. It is a figure of speech that compares two different things without using the words "is like" or "looks", so it should not be confused with a simile using these words. The metaphor is a type of analogy and is associated with other figures of speech that achieve their effects via association, resemblance, comparison including allegory, hyperbole and simile to. (Ref. 2)

In English literature, an excellent example of metaphor is a work of Shakespeare monologue in As You Like It:

All the world's a stage,
And all the men and women Merely Players;
They have Their Exits and Their entrances;
-William Shakespeare, As You Like It, (Ref 2)

This quote contains a metaphor for the world is not literally a stage, but Shakespeare figuratively stating that the world is, describe how the world works and human life in it.

The metaphors and parables are an essential feature; are easily understood and easily captured even by the most reluctant to understand abstract concepts. An abstract concept of ethics, loyalty, duty usually transmitted by the head ends in soliloquy, when people whom he addresses are not professional or intellectual who has the height; a parable metaphor by a leader is accepted by the simplicity of the language and the high degree of understanding and acceptance.

For 2000 years the scattered parables in the Gospels have guided many people, and it is possible that the reflection from them has changed lives and redirected behaviors served for religious or moral leaders guide and guide their people.

Metaphors, parables and other intellectual and figurative creations can serve leaders to present ideas, to invoke the assistance of its staff, in times of crisis or boom, to modify behavior. In this regard it is pertinent to ask, why metaphors work?

In Ref. 3, it is noted that there is no way to test whether early humans used metaphors because there are no records, but certainly the metaphor was a powerful element of aboriginal cultures that did not use writing and that allowed them to be stable for a long time . Therefore, it is reasonable to argue that metaphors were an important part of the culture for a long time, maybe long before that same language. So it could even be suggested that the "compressibility of metaphors is inscribed in the genes" is instinctive.

3. Metaphor and business

Outside the context of primitive peoples for which the metaphor was a vital means of communication; subsequently used in villages with writing to convey or communicate complex ideas in literature and as a means of social class differentiation.

A different use of metaphor began between 1940 and 1950, when people like Alex Osborn (the creator of 'brainstorming'), WJJ Gordon and George Prince (creators of creativity approach called 'Synectics') adopted a business standpoint. Osborn, impressed by the significant increase in the productivity of American industry, motivated by the "war effort" 1939-45 (a concept of innovation that 30 years later would lead to the 'Japanese industrial revolution' of 1980). These pioneers of the novel "practical creativity" wanted to help people and organizations to be more imaginative, so the analogy and metaphors began to be used as instruments commercially valuable, not only as literary devices or explanations of psychological processes mysteries. (Ref. 3)

Prince George (1970) in one of his books says:

In 1951, as a result of becoming familiar newly With the work of Jung and Freud and Malthus With the principles of psychoanalysis, I convinced That Became imagination and the creation of ideas, Could be stimulated by the proper use of repressed thoughts. An executive in an advertising and marketing company, I Began experimenting with psychologists and creative people on everyday problems to find out if and how new ideas, Could be so generated.

Following these ideas and requirements of development, cognitive scientists are convinced that the approach of metaphors and analogies is one of the foundation of thought, rather than just the "surface decoration of a cake."

In this regard, Douglas Hofstadter, in 2001, stated:

Reasoning ... and problem-solving have (At least I dearly hope!) Been at long last Recognised as lying far indeed from the core of human thought. If analogy Were Merely a special variety of Something That in itself lies on the peripheries way out, then it would be an itty-bitty but blip in the broad blue sky of cognition. To me, however I, analogy is anything but an itty blip - rather, it's the very blue sky That fills the whole of cognition - analogy is everything, or very nearly so, in my view. (Ref. 3)
This idea is very far from Samuel Parker, John Locke, Adam Smith; although, of course, this does not mean that we can not solve problems with reasoned argument or so that they considered valuable. In fact, we can and we do regularly.
Rather, it means that special skills are acquired, like a gymnast or a dancer learning to perform spectacular stunts or steps in the parallel bars or on the dance floor, so that seems to be light as a feather.

These are amazing human achievements. Similarly, when an executive and leader practices mental gymnastics, learn and practice when using metaphors, you are ready for true connection with their partners, and also for rational discussions when necessary.

A famous metaphor related to the commitment of a people is the promise and challenge of Winston Churchill to the British people by invoking the full participation in the war against the Nazis. "Blood, sweat and tears" was the metaphor of the supreme sacrifice of the people

Conclusions

Metaphors are effective and useful tools to convey ideas, concepts simple or complex, even reluctant minds.

The creation or strengthening recurrence metaphors allow creativity of the leader or executive, as they can come to real life situations, with greater ability to deal with a problem from different angles.

The messages, invocations, staff effort demands are summarized and graphically, and are always accessible.

The greatest achievements in organizational human activity in the social, economic and political have been preceded or accompanied by metaphors that invoke the participation and commitment.

References

Metáfora

Tomado el 20/07/2014 de : FUENTE:  http://es.wikipedi.or/wiki/metafora

Metaphor

Tomado el 20/07/2014 de : FUENTE: http://en.wikipedi.or/wiki/metaphor

Methapor (2004) The Open University, UK; 2004

Tomado el 20/07/2014 de : FUENTE: http://tscp.open.ac.uk/t185/html/resources/r2history.html