André Rieu e la musica, una lezione di leadership e inclusione

Quando puoi imparare dall'arte: André Rieu dà una lezione sulla leadership e l'inclusione

Nella danza mostra gli artisti sono sempre giovani professionisti, glamour, con una performance impeccabile. A quanto pare, solo loro possono offrire un buon spettacolo per un pubblico esigente e raffinato. Ma quando un grande artista come André Rieu organizza una rappresentazione che chiama tutte le persone, mettendo come requisito unico la volontà di partecipare con entusiasmo in un gruppo eterogeneo, succede qualcosa di magico. Può essere capito che l'unica incapacità è nel cuore o nella volontà, ma non nella condizione fisica, nell'età o in altre condizioni limitatrici esterne.

 Se André Rieu avesse organizzato la danza con i professionisti, il risultato sarebbe stato perfetto, senza errori, ma freddo, calcolato, prevedibile, quasi meccanico, privo di calore umano. Non è male, ma non ha raggiunto l'effetto desiderato, la partecipazione e l'inclusione di persone.

Qualcosa di simile accade nelle organizzazioni. Quando alcune persone sono escluse per età o per altri motivi ingiustificati, e solo quelli che soddisfano determinati requisiti sono preferiti, la conoscenza, la creatività, l'esperienza e lealtà che le persone escluse potrebbero contribuire è persa.

Il capo che non esclude e decide di lavorare con un gruppo eterogeneo, che combina saggiamente competenze e competenze, è un leader come André. Creativo, innovativo e sostenitore dell'inclusione.

C'è una relazione tra i due casi: a / b = c / d

a = André Rieu (grande artista, leader, creativo)

b = gruppo di ballerini (chi non necessariamente si inserisce nel modello della bellezza o dell'armonia fisica)

c = il leader della società (anche creativa, innovativa)

d = dipendenti (giovani milanesi, più di 40 o vecchi, squadre eterogenee ma ben organizzate)

Durante la visione del video, fare uno sforzo di fantasia e spostare la scena di danza alla performance quotidiana delle persone in azienda.

Musica: tema di Lara (compositore Maurice Jarre, film Dr. Zhivago); Artisti: Julie Christie, Omar Shariff; Autore del libro: Boris Pasternak

link:

https://www.youtube.com/watch?v=RqHSXmoW1iU

André Rieu and music, a lesson of leadership and inclusion

When you can learn from art: André Rieu gives a lesson in leadership and inclusion

In dance shows the artists are always young professionals, glamorous, with an impeccable performance. Apparently, only they can offer a good show for a demanding and tasteful public. But when a great artist like André Rieu organizes a performance calling all people, putting as sole requirement the willingness to participate with enthusiasm in a heterogeneous group, something magical happens. It can be understood that the only incapacity is in the heart or the will, but not in the physical condition, age or other external limiting condition.

 If André Rieu had organized the dance with professionals, the result would have been perfect, without errors, but cold, calculated, predictable, almost mechanical, lacking in some human warmth. Not bad, but did not achieve the desired effect, participation and inclusion of people.

Something similar happens in organizations. When certain people are excluded by age or other unjustified reasons, and only those who meet certain requirements are preferred, the knowledge, creativity, experience and loyalty that the excluded people could contribute is lost.

The boss who does not exclude and decide to work with a heterogeneous group, which wisely combines skills and competencies, is a leader like André. Creative, innovative, and supportive of inclusion.

There is a relation between both cases: a / b = c / d

a = André Rieu (great artist, leader, creative)

b = Group of dancers (anyone who does not necessarily fit into the pattern of beauty or physical harmony)

c = The leader of the company (also creative, innovative)

d = Employees (young milennial, over 40 or old, heterogeneous teams but well organized)

When watching the video, make an effort of imagination, and move the dance scene to the daily performance of people in the company.

Music: Lara's theme (composer Maurice Jarre, film Dr. Zhivago); Artists: Julie Christie, Omar Shariff; Author of the book: Boris Pasternak

Link:

https://www.youtube.com/watch?v=RqHSXmoW1iU

https://www.linkedin.com/pulse/comportements-de-leader-et-des-comp%C3%A9tences-quel-est-du-rivas-rojas?published=t

Comportements de Leader et des compétences. Quel est l'impact du rêve?

Un artiste espagnol, José María Parramón, dans un livre raconte l'histoire d'un grand peintre français qui n'a pas pu trouver la bonne teinte de jaune. Ce peintre est sorti à midi, avec de la lumière à son intensité maximale et a trouvé que la nuance parfaite du jaune était le violet intense, complémentaire.

Deux couleurs complémentaires ferment se renforcent mutuellement, excitent les uns des autres et sont affichées à pleine intensité. Les couleurs complémentaires permettent d'atteindre l'harmonie dans la création artistique, lorsque quand ils sont présents le sens de l'équilibre est atteint.

Une étude réalisée par McKinsey & Company dans une enquête de 189.000 personnes de 89 entreprises dans le monde, a découvert les compétences et les capacités mentales qui sont associés à la capacité des dirigeants qui sont au plus haut niveau. Ils ont détecté quatre qualités qui sont affichées par les dirigeants d'entreprises avec de meilleures performances pour un leadership efficace; qualités qui expliquent 89% de la différence entre les meilleurs entreprises et autres.

Par analogie avec la peinture, quand vous voulez élever ou affichez sur votre couleur d'amplitude maximale se tient à côté de son compagnon. Quand un dirigeant veut mettre en évidence ou d'appliquer l'intensité maximale de leur capacité à résoudre les problèmes, devraient également se développer avec la créativité d'intensité maximale, la perspicacité et la connaissance profonde des problèmes et de leur relation avec l'entreprise et de son environnement, de créer et d'améliorer continuellement la capacité de détecter et de harnais modèles, les tendances, les orientations des marchés prévisibles, les clients, les fournisseurs et l'environnement. Plus vous développer la créativité, plus votre capacité à résoudre les problèmes qui ont autant de solutions possibles, vous pourrez voir au-delà de la solution directe, de percevoir les effets et les conséquences connexes. A l'inverse, plus votre capacité à résoudre les problèmes, plus l'incitation à trouver des moyens de renforcer leur créativité. (La pratique des activités créatives telles que l'art, etc., sera naturelle et spontanée. De la même manière que dans les couleurs, les comportements et les capacités mentales sont renforcées et se renforcent mutuellement parce qu'ils ont besoin les uns des autres.

Dans le graphique son présentées d'autres comportements de les dirigeants des grandes entreprises, ainsi que des capacités mentales ou des compétences qui sont nécessaires.

a) L'orientation vers les résultats. Le chef sait ce qu'il veut et le cône faire. Et toujours avoir le plan B.

b) La capacité de voir des perspectives différentes. La vision de l'entreprise générale, le monde et la capacité de voir au-delà du niveau de la surface perceptible va générer des avantages concurrentiels et d'accroître l'impact de leurs décisions

c) La capacité de prêter attention aux autres. Le chef sait que seul ne mène à rien, et a la capacité de réaliser l'adhésion, l'engagement, la loyauté et le dévouement des employés donc.

Grafica

Jusqu'à présent, tout cela semble fabuleux.  Cependant, il y a un ennemi qui se cache et peut causer la perte, les dommages ou l'altération des capacités mentales nécessaires pour effectuer les comportements idéaux. Si deux couleurs complémentaires sont agréables à l'œil, deux couleurs qui ne sont pas complémentaires produisent l'inconfort, la fatigue et se neutralisent, comme on le voit dans le tableau ci-dessus. Qu'est-ce qui crée cette situation? Le manque de bonnes conditions de temps de sommeil et le sommeil. Il se réfère naturellement au chef de l'organisation.

Il existe de nombreuses études. Dans l'article McKinsey est la description détaillée de l'impact et les coûts , directs et indirects, le manque de sommeil dans les organisations. Envisager la possibilité d'orienter les efforts d'organisation à l'égard des résultats. Comment pourrait rester concentré, attentif, connecté à la situation de quelqu'un qui ne dort pas, ce qui est irritable, qui est émotionnellement irritable et enclin à des réactions incontrôlées et inattendues, sans durée d'attention?

Selon l'OMS, la moindre quantité de sommeil  produit entre autres choses, plus faible concentration, des problèmes de mémoire, ce qui entrave l'apprentissage et la rétention des concepts. Il est une grande erreur de croire que le chef de la direction, peut prendre les bonnes décisions parce qu´ils peuvent dormir moins,  parce qu'ils savent les problèmes, avoir les données et les informations, les facteurs et les ressources, la vigilance et les compétences nécessaires pour agir selon les circonstances . Il est vrai jusqu'à ce qu'il commence à perdre tout ce qui précède quand le manque de sommeil commence à agir en silence et imparable.

Conseil. Soyez plus prudent et intelligent, demander conseil et déléguer des responsabilités à des tiers. Vous faites le vôtre et d'autres collaborent avec vous. Synergie et rêve heureux.

Références

14 efectos de no dormir lo suficiente, 12 marzo 2014

http://www.elespectador.com/noticias/salud/14-efectos-de-no-dormir-suficiente-articulo-480413

Decoding leadership: What really matters McKinsey Quarterly, January 2015. Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

http://therightmind.com.au/FileUpload/files/DecodingLeadership.pdf

The organizational cost of insufficient sleep, By Nick van Dam and Els van der Helm

http://www.mckinsey.com/business-functions/organization/our-insights/the-organizational-cost-of-insufficient-sleep

Art, leadership, dream and performance in the organization

Leader's Behaviors and Skills.  How does sleep influence?

A Spanish artist, José María Parramón, in a book tells an anecdote about a great French painter who did not find the proper shade for the yellow color. This painter went out to the street at noon, with the light at its maximum intensity and discovered that the perfect shade of the intense yellow was the violet, the complementary.

Two complementary colors reinforce each other, excite each other and show at their maximum intensity. The complementary colors allow to achieve the harmony in the artistic creation since when they are present the feeling of balance is achieved.

A study by McKinsey & Company in a survey of 189,000 people out of 89 companies around the world found mental skills and abilities associated with the ability of leaders at the highest level. They also detected four qualities that are shown by the executives of the companies with the highest performance for effective leadership; qualities that account for 89% of the difference between the best organizations and the others.

By analogy with painting, when one wants to exalt or show in its maximum amplitude a color is placed beside its complementary one. When an executive wants to highlight or apply at maximum intensity his ability to solve problems, he must also develop with maximum intensity the creativity, insight or deep knowledge of the problems and their relationship with the company and its environment, to create and continuously improve ability to detect and exploit patterns, trends, predictable orientations in markets, customers, suppliers and the environment. The more you develop creativity, the better your problem-solving ability will be because you will have more potential solutions, you will see beyond the direct solution, you will perceive the related effects and consequences. Conversely, the better your ability to solve problems, the greater the incentive to find the means to strengthen your creativity. (The practice of creative activities such as art and the like, will be natural and spontaneous). In the same way as in the colors, mental behaviors and abilities are exalted and mutually reinforcing because they need each other.

The chart shows the other behaviors that show the leaders of prominent companies, as well as the mental abilities or abilities that are necessary.

A) Orientation to results. The leader knows what he wants and how he will achieve it. And he will always have plan B.

B) The ability to see different perspectives. The broad vision of the business, the world and the possibility to see beyond the perceptible of the superficial level generates competitive advantages and amplify the impact of its decisions

C) The ability to pay attention to others. The leader knows that he only achieves nothing, and therefore, he has the ability to achieve adherence, commitment, loyalty and total commitment of the collaborators.

So far so good. However, there is an enemy lurking and can cause the loss, deterioration or alteration of the mental capacities necessary to exercise the ideal behaviors. If two complementary colors are pleasant to the visa, two colors that are not produce displeasure, fatigue and neutralize each other, as can be seen in the previous graph. What creates this situation? The lack of proper sleep in time and in the conditions in which he sleeps. It refers naturally to the leader of the organization.

There are many studies on this. The McKinsey link provides a detailed description of the direct and indirect impact and costs of sleep deprivation in organizations. Think of the ability to guide organizational efforts toward results. How could a person who is not asleep, irritable, emotionally irritable and prone to uncontrolled and unexpected reactions, without concentration be able to be focused, attentive and connected to the situation?

According to the WHO, the smaller amount and amount of sleep, among other things, produces less concentration, memory problems, which makes learning and retention of concepts difficult. It is a big mistake to believe that by being the CEO, you can make correct decisions by sleeping less because you know the problems, you have the data and information, the factors and resources, the mental clarity and the necessary skill to act according to the circumstances. It is true until you begin to lose all of the above when the lack of sleep begins to act in a silent and unstoppable.

Advice. Be more prudent and ready, seek advice and delegate responsibility to third parties. You do yours and others cooperate with you. Synergy and happy dream.

References

14 efectos de no dormir lo suficiente, 12 marzo 2014

http://www.elespectador.com/noticias/salud/14-efectos-de-no-dormir-suficiente-articulo-480413

Decoding leadership: What really matters McKinsey Quarterly, January 2015. Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan

http://therightmind.com.au/FileUpload/files/DecodingLeadership.pdf

The organizational cost of insufficient sleep, By Nick van Dam and Els van der Helm

http://www.mckinsey.com/business-functions/organization/our-insights/the-organizational-cost-of-insufficient-sleep

What can erode or contaminate Leadership? Iceberg Metaphor

It is known that an iceberg is a great hazard to navigation because after the apparent safety of the visible mass of ice and can easily fragmented by the ship's hull, the vast mass that exceeds the strength of any boat is hidden.



In business, it is assumed although it is not necessarily true, that after the office of a boss, manager, CEO or any other name is a leader. It is understood that the leader leads people to do what is good and necessary for the organization. However, although it is expected that the head is a leader in practice are like two elements that usually do not bind or binds automatically but as a result of a careful and efficient work who is expected to be the leader.



A true leader has linked to his personality and behavior details like Humility, professional proficiency, Realism and understanding of the potential and personal limitations and that organization, Willingness to learn, Proactivity, Search for the best people avoiding flatterers or people Similarly, Honesty, Self-Esteem, Respect for others, strong values, transparency. There are many more attributes own leader, but only mention some as opposed to someone who is displaying no leader and that paradoxically holds a position of importance in an entity, generally the public sector.

In Figure 1 is shown schematically what this leader generates among the people who are part of  your organization or those he leads.

By contrast, those who do not have the requirements to be leaders are those who eventually take the organization to a catastrophic state, whether by destruction, for it again unmanageable, create crises around scope for wasting the potential, when there , collaborators or resources available, for letting faith or confidence that put him at the head of the organization or supported it (assuming they have had the intention of achieving positive results through its management, also rare fact that at usually walk the same paths).

The analysis indicates that the level, quality and intensity of leadership goes inversely related to the presence of negative traits such as those listed below: Arrogance, incompetence, alienation, self-sufficiency, mendacity, need for flattery (obsequious sickly finding collaborators or professional sycophants), contempt for others, absence or weakening of values, inability or unwillingness to learn, corruption.

All these vices and negative features have the effect of an iceberg, because even normal, minimal risk or efficient performance appears, in fact, represent a serious and unavoidable danger to organizations (ships). Who confronts them lose, the ship hit an iceberg is irretrievably lost.

 A current case showing the second situation concerns the covert negotiations between the Obama administration and the Taliban in exchange for an American soldier for six terrorist leaders. Other cases can be found frequently and with increasing intensity on public organizations, especially in Latin America and Africa, at all levels of government.

More Information on the following link:
http://www.hacer.org/latam/?p=40232 

Thus, contaminated and eroded by self-sufficiency, pride, complacency and alienation leadership is the most expensive liabilities of a public or private entity; therefore, is highly detrimental to the organization and should be controlled or eliminated root, no compromises.