Da eficiência à eficácia em modelos de Home Office-19

 

O estágio inicial do regime de Home Office-19 forçado

Numa fase inicial da pandemia do Coronavírus, onde passámos por um período de confinamento, foram muitas as organizações que se viram obrigadas a um regime de Home Office forçado. Se bem que algumas delas já estivessem a implementar este tipo de regime para alguns dos seus colaboradores, em circunstâncias adequadas às suas operações, é certo que esta nova situação foi altamente disruptiva para a maioria das organizações já que:

1. A mudança não foi uma opção das organizações mas algo imposto pela pandemia;
2. Para a maioria das organizações todos os colaboradores estiveram sujeitos a este regime e em todos os dias de trabalho, não só alguns;
3. Por uma questão de saúde pública e medidas de isolamento social as condições de trabalho a partir de casa eram diferentes daquelas até então existentes, já que outros elementos do ambiente familiar partilhavam o mesmo espaço e recursos, também eles com responsabilidades profissionais, escolares, etc.;
4. O foco de um colaborador de uma organização estava então dividido entre o trabalho e um conjunto de tarefas e preocupações familiares inerentes a esta pandemia e estado de isolamento, o que contribuiu facilmente para um estado de fraqueza emocional e alteração da sua produtividade.

Bem ou mal as organizações tiveram de se adaptar a esta nova realidade, tomando acções para garantirem a melhor eficiência dos seus colaboradores e equipas em situação de trabalho remoto. Nesta fase crítica e inicial da pandemia, e perante a enorme incerteza do impacto que esta poderia ter do ponto de vista de saúde pública, crise económica e crise social viveu-se um pouco na expectativa de que o regime de trabalho remoto forçado pudesse ser algo de temporário e que, de alguma forma, em breve houvesse condições para se regressar aos modelos de trabalho usuais ou híbridos.

As organizações, que tiveram possibilidades de o fazer, dotaram então os seus colaboradores de tecnologias apropriadas para que fosse possível o trabalho destes e suas equipas em regime remoto forçado, por exemplo através de fornecimento de hardware apropriado, plataformas de trabalho colaborativo, capacidade de acesso remoto a aplicações corporativas in-house, etc. Este foi o primeiro passo, mas não o maior desafio.

 

Maximizar a produtividade das pessoas e equipas para uma melhor eficiência das operações e negócios

O grande desafio prendeu-se com a capacidade das organizações de maximizarem a produtividade dos seus colaboradores e suas equipas, garantindo a melhor eficiência das suas operações e dos seus negócios nesse regime de trabalho remoto e num contexto de uma crise de saúde pública, económica e social que se intensificava que nem bola de neve. Com uma economia em queda à escala mundial e com previsões gravíssimas de evolução para os próximos anos, ainda que incertas e sempre dependentes da evolução da pandemia, a produtividade (traduzida no limite pelo quociente entre o resultado da actividade produtiva global e o número trabalhadores) dos países, dos sectores, das empresas, dos seus departamentos, das suas equipas e inclusivamente dos seus colaboradores estava à partida condenada a uma preocupante diminuição. E é importante não confundir “produtividade” com “eficiência”: sem prejuízo de alguns sectores ou empresas onde a produtividade aumentou perante esta crise, aquilo que a grande maioria das organizações procurou garantir foi uma eficiência operacional e de negócio, e uma maximização da sua produtividade, o que não se traduz necessariamente num aumento de produtividade face à situação pré-Covid ou, como muito se apregoa, que o regime Home Office-19 aumentou a produtividade das organizações, suas equipas ou mesmo dos seus colaboradores na sua generalidade!

Por exemplo, o facto de se efectuarem reuniões remotas que começavam e terminavam à hora marcada, mais disciplinadas, apenas com os comentários e intervenções necessários por parte dos participantes, com maior facilidade de se atingir o seu objectivo e consequentemente melhor gestão de tempo não significa um aumento de produtividade pelo regime de trabalho remoto mas sim uma melhoria de eficiência operacional, neste exemplo na realização de certas reuniões. Não esquecer ainda, conforme referido, o impacto negativo do desgaste emocional dos colaboradores na sua motivação e consequente produtividade devido a preocupações de saúde pública, do estado evolutivo desfavorável dos negócios e consequente impacto na sua própria empregabilidade e da economia em geral.

Em resumo, o que se exigia das organizações era eficiência e não eficácia! Fazer o seu melhor com os recursos e as condições possíveis, num contexto generalizado (mas evidentemente com algumas excepções) de queda de produtividade face à situação pré Covid-19.

 

Uma forte cultura de liderança como factor diferenciador

O maior ou menor sucesso das organizações nesta fase de Home Office-19, e também posteriormente, não entrando em consideração com alguns negócios particulares de certos nichos que dispararam as suas vendas e resultados, teve a ver essencialmente com a maior ou menor cultura de liderança que existia até então. De uma forma simples, e tendo em conta os modelos bem sucedidos e devidamente testados de trabalho remoto, para que a optimização dos níveis de produtividade seja conseguida torna-se imperativo que uma organização apresente uma forte cultura de liderança com:

1. elevados níveis de confiança para que seja possível efectuar um verdadeiro empowerment (delegação de poder) sem “invasão” de espaço alheio;
2. um propósito muito claro e seguido por todos os colaboradores por forma a potenciar-lhes o sentido de responsabilidade individual e colectiva;
3. valores vividos diariamente por todos os colaboradores que determinem todos os seus comportamentos acções e decisões.

Organizações sem este tipo de cultura de liderança, onde habitualmente prevalece uma cultura de chefia e de gestão pelo medo, com controlo presencial apertado das tarefas dos seus colaboradores, onde abundam “polícias” à procura de culpados em vez de treinadores à procura de talentos, sem um propósito claro e vivido por todos e onde os valores não passam de um conjunto de palavras escritas num lindo quadro à entrada das instalações e/ou na sua página da internet são organizações com enormes dificuldades para gerir eficientemente pessoas, equipas e operações à distância sobretudo em situações de crise.

Ora, apesar da incerteza que actualmente se vive relativamente à duração e impacto desta pandemia, e levantado que foi o regime de confinamento, as organizações encontram-se a receber de volta os seus colaboradores, em regimes regulados embora particularmente diferenciados. É interessante verificar que algumas organizações tomaram já medidas definitivas relativamente à adopção do regime de trabalho remoto e seus modelos, independentemente da evolução da pandemia. É claro à data de hoje que o “novo normal” nada tem a ver com a forma de trabalhar e viver pré Covid-19 e que o regime de Home Office-19 é uma realidade que teremos de adoptar durante muito mais tempo, senão mesmo uma nova forma de trabalhar onde se assume que um trabalhador e sua equipa possam ser produtivos sem terem de estar fisicamente nas instalações da sua entidade patronal.

 

Da eficiência à eficácia - o papel fundamental do Líder VUCA

Significa isto que é tempo das organizações, em regime de Home Office-19, se focarem cada vez mais na sua eficácia (atingimento de objectivos e metas) e não apenas na sua eficiência. Trata-se de um processo evolutivo e adaptativo a uma nova realidade, a um “novo normal”. Tal deverá ser realizado em regime de trabalho remoto - embora não total - num mundo de potencialidades crescentes a uma escala inimaginável e cada vez mais volátil, imprevisível, complexo e ambíguo (VUCA), caracterizado por procura e expectativas crescentes, e com recursos cada vez mais limitados.

Para isto o papel dos líderes é absolutamente crucial. Eles têm de conseguir antecipar, desafiar, decidir, arriscar, investir, mudar, adaptar, actuar com rapidez e agilidade e inovar. Têm de potenciar uma cultura de inovação, de superação, de resiliência e de aprendizagem pelo fracasso. Finalmente têm de efectuar uma mudança de paradigma para um “jogo infinito” - desenvolvendo organizações resilientes vs sustentáveis, continuando a jogar vs vencendo, inspirando e motivando por uma causa vs objectivos. Tudo isto gerindo à distância equipas remotas altamente funcionais com elevados níveis de motivação, confiança, compromisso, empowerment, propósito e missão para atingimento dos resultados colectivos. Na verdade, e mais do que nunca, as pessoas continuam a ser o activo estratégico mais importante das organizações!

 

Os três pilares fundamentais do sucesso em regime de Home Office-19

O sucesso das organizações sujeitas ao regime de Home Office-19 deverá então ser sustentado por três pilares fundamentais:

1. O desenvolvimento de uma cultura de liderança forte e resiliente nas organizações potenciando líderes e equipas que respondam aos desafios de um mundo VUCA quer ao nível da auto-liderança, da liderança em si, da liderança e motivação de equipas e da co-liderança transversal sistémica; na verdade, nunca o exercício da liderança foi tão importante e decisivo como hoje; os líderes necessitam hoje de um novo mindset e de skills de liderança emergente para rapidamente aprenderem, adaptarem-se, desafiarem os seus próprios modelos tradicionais de sucesso conceptuais e operacionais, e criarem condições de actuação com rapidez e agilidade baseados em níveis de elevada confiança - The Emerging VUCALeadership Program;
2. Implementação de modelos de gestão e controlo de operações em regime remoto:
• Através da implementação de mecanismos manuais ou automáticos de execução operacional vs desenho/planeamento operacional, em função do tipo de operações em causa; tal poderá ser efectuado com a ajuda de consultores especializados neste tipo de serviços, por forma a colmatar o hábito do controlo presencial das operações, maximizando a produtividade;
• Redesenho e optimização de processos baseadas em filosofias de Lean Management; mais do que nunca a simplificação de processos e a minimização de desperdícios de recursos inerentes às operações é um dos factores críticos para o sucesso das organizações no contexto actual e em regime de Home Office-19;
3. Controlo emocional dos colaboradores, os quais estão hoje em dia a enfrentar um novo paradigma “anti homo sapiens”, i.e., vivem constantemente fora da sua zona de conforto, em climas de incerteza constante e de mudança permanente e acelerada; o jogo dos negócios começa, antes de mais, por um jogo interior em cada colaborador e, consequentemente, no seio das suas equipas com a necessidade de potenciar uma verdadeira Atitude de Excelência e de Superação ao nível Individual e de Equipas em ambientes sistémicos VUCA; como principais motivos de falta de produtividade devido a aspectos de quebra emocional podemos referir a falta de suporte e acompanhamento local e físico do Management, a falta do ambiente físico de trabalho, o afastamento de colegas e equipa, a desmotivação, a falta de foco, de auto-planeamento e de auto-disciplina, as interrupções familiares, a tentação para procrastinar (redes sociais, assuntos pessoais, hobbies, etc.), a solidão, os condicionamento à socialização, etc.; torna-se assim imperativo o exercício de uma “liderança despida” (naked leadership) baseada em elevados níveis de transparência, confiança, humanização, humildade, disponibilidade e comunicação directa e aberta, complementada com programas de Coaching para controlo emocional dos colaboradores (incluindo líderes) e desenvolvimento do seu potencial nas circunstâncias actuais.

Winning in a VUCA business world

Companies operate today in VUCA (Volatile, Unpredictable, Complex and Ambiguous) scenarios. The question is which one will survive facing new opportunities and treats related to the unceasing and accelerating business transformations, due for example to the digital revolution? Which ones will gain a sustained competitive advantage? And for how long? The key must be a tremendous change on people’s’ attitudes when facing new ways of working and living … In fact a sustained inside-out learning process to improve each person’s potential is a must.

Today everything is changing continuously and in an accelerating way. No one is sure the way businesses work today is a success formula to use in the near future concerning emerging businesses, business models, business strategies, business operations, leadership, etc. Peter Hawkins refers to the Darwin´s law for companies’ survival: L ≥ E.C (Learning must be equal or greater than the speed of Environmental Change). It means that companies must Learn and change very quickly to survive in a tremendous and never seen Environmental Change!

Every time companies embrace change there are three interrelated perspectives that should be always addressed: Technology, Business and People.

What companies, universities, R&D players, science & innovation institutions, etc. are doing regarding technology are well known. Today technology issues can be read (and experienced) everywhere and new applications / solutions are available, changing the way we are doing business and the way we live. Today’s technology improvements were unimaginable a few years ago in areas like AI (Artificial Intelligence), Big Data, IoT (Internet of Things), Robotics, Automatic Learning, Mobility, Energy, Biotechnology , Nanotechnology, etc. These solutions are no more future dreams, they are present realities. And realities that are changing the way we live (in both individual and social perspectives) and the way we should do businesses.

In the scope of Business, companies are now trying to understand how this technology boost could improve their business, exploring new opportunities, new markets, new players and new relationship models on global and very complex systemic environments. Issues like fast emerging businesses, new businesses models and processes, adaptive strategies, Co-management, globalization, disintermediation, global environment and climate changes are constantly in companies boards’ agendas to answer the pace of change and to respond to technological impacts, opportunities and treats.

Regarding the People factor, companies are now training their employers to embrace all these changes teaching them to deal with the growing and disruptive technological impact on an adaptive and unpredictable business (it's not an easy task...). They develop people skills in new technological issues, in new business aspects (new management models, new operations techniques and new leadership and Co-leadership methods) and they are training people for new relationship scenarios namely with Millennials, Z generation and stakeholders with a new business perspective and positioning.

But my point is… Is that enough? Are individuals prepared to deal with a continuous and uncertain job and career? Are individuals prepared to work and live in a permanent changing environment? Are individuals prepared to grow (I dare saying “to live”) all the time outside their comfort zone? Are individuals prepared to always be aware of their purpose, since business objectives change so quickly? Are individuals prepared to think always “outside of the box” since conditioned minds are condemned to failure? Are individuals’ self-belief and self-esteem strong enough to sustain the “outside” forces that a VUCA business environment is putting on their shoulders? And what about the individuals’ emotional state? Are individuals focused on the present moment to perform an outstanding job or are they continuously anxious and depressed? Are individuals happy when they are working? Do individuals “put action” with no fear of making mistakes or be judged from others? Do individuals work and live with no fear and with passion?

According to my coaching and consulting experience with a considerable number of managers and teams from several companies and institutions my answer is NO! Unfortunately most people are not ready yet to embrace the tremendous change that business environment is experiencing, which is so painful for them. So I am strongly convinced that an inside-out learning process is a must for the individuals’ transformation, to create and improve a powerful attitude when facing new ways to work. People are still the most important asset inside companies and without them companies will not survive facing continuously and accelerating changes.

Companies with individuals and teams trained to work in a permanent changing and uncertainty systemic environment most of the time outside their comfort zone, prepared to think always “outside the box” with unconditioned minds, with a strong self-belief and self-esteem, emotionally balanced, focused on the present moment to perform an outstanding job with no anxiety or depression symptoms, with a strong passion to “put action” with no fear of making mistakes or to be judged from others are companies prepared to deal with the growing and disruptive technological impact on adaptive and unpredictable business… and so they are companies prepared to win in VUCA business scenarios. So start preparing “powerful balls” (not those who are crushed by external forces), then the clubs, then find the new game rules, and then you´ll be prepared to play this kind of “new golf game” with dynamic shaking fairways and moving holes. But never play it with ordinary balls… You´ll never pass the first hole even if you have the best gear or the best strategy. So change people's attitude first!

The power of choices

“It’s not the circumstances of life that shape your destiny, but the choices you make under these circumstances” – Batman: War on Crime

Make choices is one of the most powerful things that a human being can do, because as we make choices we characterize our life and we shape our destiny. Peter Drucker said “The best way to predict the future is to create it”, and to do that we need to make choices and take decisions. As examples, we can choose to live focused in problems or in opportunities. We can look back to our past finding failures and losses and project them in a dark and concerned future, or we can choose to face our past victories, failures and losses too, learn with them and then project our future goals. We can choose to drive our life or being driven by it. We can choose to be aware of the present moment or to allow our chatty and unsettled mind to fly unconsciously between the past and the future - and that creates anxiety and depression. Even all of us have the capability to choose our beliefs and thoughts, and the ability to choose between powerful or restrictive ones. Anthony Robbins said that, consciously or not, we’re always making choices about three fundamental things: what we’re focus on; the representation or meaning that we create about any event; and our behaviors. And if we can choose our beliefs, our thoughts, our events’ experiences and meanings, and our behaviors… do you believe that consciously we have the power to shape our personality? Think about that... Neuro-Linguistic Programming (NLP) shows that we can consciously change our Meta Programs (a NLP concept that describe the mental pattern processes that run our lives at an unconscious level of awareness, and determine how information is processed to direct our decisions, behaviors, actions and interactions with others). And this is a choice too… a very powerful one!

Choose between alternatives and feel responsible

Responsibility is always related with choosing between alternative courses of action.  When you need to make a choice, on any kind of situation, you must:

1. Have a clear understanding of the present situation, i.e., the actual circumstances that asks you for some kind of change – what do you see, what you don’t want to see, what you feel, what you say that you don´t feel, etc.; deepest awareness promotes easier change;
2. Have a set of alternatives to analyze, choose one of them and make a trade-off of all the other ones (it’s so difficult to climb a mountain with unnecessary gear inside the backpack);
3. Choose always the best for you, not the easier path.

If you follow these tree steps then you are taking the best decision for you under the actual circumstances and, very important, you are responsible for your decision and its consequences.

Let’s look at a common situation

Mark never made any choice between alternatives in his life… As time goes by he was driven by his life from, let’s say, situation A to situation B. Then I ask Mark: “Why are you here, at “B situation”? He answers: “Because yes… ”. Then the second question: “And do you like to be at this “B situation”? And he says: “Hummmm… I don’t know… that’s life… what else?...”.  Another question: “But would you like to have another life situation?” And Mark says: “Oh yes!!! A life situations where I have a wonderful house, a sustained job, a lovely wife, a powerful car, lots of money, etc. etc. etc.”.  And finally the critical question: “And why aren’t you there now?” And Mark says something like: “Because I never had luck in my life… When I was 20 I went to the army and I didn’t finished school; after that I had a job but my boss was horrible and fired me; then a felt in love with a beautiful girl and we were married; but I found out two years later that she was a foreigner girl who only wanted a local visa, not my love; Then I saw myself alone with our child in my arms...” (Ok, ok… did you saw this movie lots of time, didn’t you?). The fact is that Mark never took any choice between alternatives, he just followed the “natural path of life circumstances”, he was driven by his life… and now he blames everyone and everything about his situation! He doesn’t feel responsible for anything… he feels that he just had bad luck every time.

Then I met Susan who always made choices between alternatives in her life. As a consequence she drove her life from, let’s say, situation C to situation D. Then I ask Susan: “Why are you here, at “D situation”? She answers: “Because I wanted to”. Then the second question: “And do you like to be at this “D situation”? And she says: “Of course, it was my choice”.  Another question: “But would you like to have another life situation?” And Susan says “No, I don’t think so… I chose this one”. And finally I ask her: “And who is responsible for you to be here?” And Susan says smiling: “I am!... Who else?” Note that Susan doesn’t blame anyone or anything about her life situation, because she always made choices facing her live circumstances… And she fells responsible (and the only responsible) for her life path and results.

Now make things happen as you decide

Finally don’t forget that to achieve success, while you’re shaping your destiny, you need to take choices between alternatives, you need to make a strong commitment with yourself and you need to put action to make things happen! Otherwise you’ll fill your closet with lots of choices “ready to action”… but you’ll never drive your life, you’ll never shape your destiny, you´ll never feel responsible for your life path and circumstances... And then you’ll blame everything, you’ll blame everyone, and worst… you’ll blame yourself! Like a boat without helm you’ll sail through your life according the wind moves. So make choices between alternatives, take decisions, put actions, take risks, embrace uncertainties, face fears and make things happen while you feel responsible for that!

“Even when everything seems to collapse, it is up to me to decide between laughing or crying, going or staying, giving up or fighting; because I discovered, in the uncertain path of life, that the most important thing is to decide” – Cora Coralina

Why is it so difficult to do real Empowerment

An efficient empowerment inside organizations is one of the most frequently issue that I´ve worked with organizations managers, as a Coach or as a Mentor. Why is it so hard to put it in practice? Does a manager need specific skill to do it? Does a manager need some specific team or employee to do it? Or is it a matter of mind constrains?

This subject is more relevant on first line managers or even on senior managers facing fast growing or hard changes inside their companies, but generally speaking good empowerment is one of the biggest challenge for management.

What is empowerment

But what is empowerment? In fact it is a kind of delegation: the delegation of power. It is very easy to delegate tasks, it is more difficult to delegate power and it is an error to delegate responsibility (responsibility is never to be delegated: one can delegate tasks to an employee or a colleague, who will have some responsibility to perform that task on time and on budget, but the main responsibility remains on the former one – that’s why I always talk about “responsibility” and never about “guilt”: the first one is very easy to find, the second one always “dies alone”).

The non-empowerment usual scenario

So what´s the impact of the lack of empowerment in organizations? Think about a manager who has new responsibilities, a larger team to manage, a new BU to lead, some kind of a new large set of resources to deal with. In most situations he needs to jump from his usual arena, the operational tasks, to a new one where strategic thinking and strategic decisions need to be performed. He needs to be focused on the better way to sail the boat. He needs to find the right team leaders and empower them on specific areas… But this move is usually a difficult move! Note that the new responsibilities are already on his shoulders… but he has no time to do this new job. Why? Because he keeps his focus on the team operational tasks, as he did before. As a Coach I´m always listening things like: “I do the operations tasks better and faster that anyone in my team”, “I don’t have time to wait until others do their stuff… they spend twice my usual time”, “I work more than 12 hours per day and I don’t have time to manage my team, I don’t have time to define and implement the team strategy and I don’t have time to talk with my pears”, “I often need to ask some help and advices from my management, even when I feel that they think that I should do it alone, by myself”, “My team is unmotivated and I’m losing staff”, “My team does never improve their performance and I never see any employee development”, etc.

The snow ball effect

So it’s easy to see the cause-effect scenario: no empowerment means that I, as a manager, need to perform a significant set of my team tasks and decisions; then I don´t have time to perform my management tasks because I’m always focused on operational tasks and not on strategic ones; then I often need to ask my management to help me on tasks that they expect me to do; then I don´t feel comfortable about this situation; concerning my team, as I’m doing operational tasks and taking their decisions I get inside my staff work arena, then I don’t give them space to work and grow, and obviously they stay unmotivated… I feel like a soccer coach who trained his team and then jumps to the football field during the game instead of waiting outside… So I have the power! I’m doing everything and taking all the team’s decisions! I control everything! But I don´t have time to define, implement and correct the strategy issues. I don’t have time to dispatch subjects! I don´t have time to unlock processes’ bottlenecks! I’m failing as a manager, I’m letting down my management expectations about me and I´m not developing and motivating my team. Because I’m not delegating power! Because I´m not using the empowerment as a powerful management practice.

The empowerment barriers

And why does it happen? To do empowerment you need:

1. to trust you team – it’s impossible to delegate power when you don’t trust others;
2. to have attitude and the skills to perform real management tasks – unless your management was wrong when took you in charge, you have them;
3. to be prepared to jump to a new uncomfortable zone – ok, this is the point! Most of the time my coachees discovered that the real reason not to “leave operational stuff” is not the enjoyment of that stuff, but in fact the fear to leaving their comfort zone and embrace the uncertainty… They need to feel that growing never happens in the comfort zones, the ones they know so well, and to have the awareness that to jump to an uncomfortable zone is only possible if they face their fears. And do you know what happens?  The fears disappear, because they are “what-if” thoughts, they are mind constrains, they live there and they are not real. In many situations the empowerment barrier is only a matter of mind constrains.

So work daily on team trust, delegate power to your line managers so thy can manage their units as entrepreneurs, ask them for accountability and use your time for your real management tasks: share the team mission - purpose, strategy, values and vision; strengthen stakeholders’ relationships; improve yourself as a leader; use leadership everywhere; motivate and develop your team and, of course, follow and achieve your business goals

Why Dream Teams are so important in Companies today

Companies face today tremendous business challenges and they need to be successful on atypical markets, where business opportunities have very different patterns compared with the ones we found just a few years ago. To be a winner in this new and global environment companies must move correctly in new scenarios where change, high risk, zero tolerance, flexibility, and immediate actions on business arenas are a must. These attributes must be deeply internalize on their culture, strategy, business processes and people.

Companies must react to this new business paradigm being mostly concerned with creating a NEW EXCELLENCE ATTITUDE in people – the most valuable strategic asset in corporations, working their POTENTIAL with direct impact on their performance. This work must be done with individuals and teams. Companies trained their employers to be efficient but today this is not enough: they must be extraordinary! Happiness at work is no more a social or a moral issue: it's a business issue! Companies with motivated and happy employers focused on clear and shared goals, with innovative and creative opportunities to work, and with the ability to create and manage high functionality teams are companies that know how to win on these new atypical markets to get a business sustainable strategic position.

More then ever, the development of high functionality teams (Dream Teams) will make the difference on companies business results - I'm talking about top and meddle management teams, sales & marketing teams, finance teams, project teams, production or development teams, etc. Independently of the kind of the team, the most important thing is the ability to work and change the individual and team ATTITUDE! 

The change of this new attitude must be supported by a high transformative working process - from "I" to "US" - where mentoring, coaching and NLP programs, designed over proven models and methodologies, have a tremendous importance on the global results.

The Dream Team

Dream Teams are high performance and flexible trained teams that make the difference inside any company and under any kind of situation. They have a common attitude of excellence and the ability to perform the most highest results. They WANT and they BELIEVE on their mission! They are trained to win, to reach higher, to be focused on common goals, to use accountability between colleagues, to be committed with the team decisions and directions, to discuss hard issues with open and constructive mind-sets and to trust each other. They are fast, they move with flexibility, they are always adapted to new changes, and they have a common positive attitude.

Each element has a strong self-esteem, self-trust, and has no doubt about his important positions inside the group. Dream Teams have no fences, subgroups, individual goals or individual stars. The responsibility is assumed by all the elements, independent the victory or defeat.

The development of Dream Teams inside organizations, using a new attitude and mind-set approach, is an important way to respond to the tremendous business challenges that most companies face today.

The two main pillars to Success

Attitude and hard work is a must

I’ve worked during the last 15 years with many people with a common purpose: to boost their potential and become better individuals inside organizations and also “inside their lives”. Working with so many different people, with so many different challenges and under so different circumstances allowed me to find a common pattern for those who want to achieve their success: their attitude and their ability to work hard! If one wants to leave some kind of mark in this world, some kind of mastery legacy at any kind of professional or non-professional area, then ATTITUDE and HARD WORK is a must!

Foster a “make things happen” attitude

The attitude is the first pillar to create and sustain success, and I’m talking about a “make things happen” attitude. This is the attitude that makes all the difference from those who are extraordinary (those who make things happening) and those who follow them (the ones who see things happening). The first ones put action over their decisions commitments. The second ones postpone their actions even they are related with fantastic projects… And nothing happens!  Knowledge is to know what do; ability is to know how to do it; and virtue is to do it!

This powerful attitude starts with a clear and a very strong self-internalization of our passion, of our mission, of our biggest purpose, of our deepest WHY. Why am I going to work? Why am I doing this project? Why am I moving in this direction? Why must I take decisions to drive my live? Why am I living for? In fact all of our WHY answers must be aligned with our passion, with our purpose and with our mission. People who live their passion with a sense of purpose, with a clear strategy, with a strong set of powerful believes and values, and with an endless energy to follow their cause are people who really make the difference in this world. They are the Nelson Mandelas, Mother Theresas, Martin Luther Kings, Einsteins, Picassos, Cristiano Ronaldos, Mahatma Gandhis, José Mourinhos… They are all the ones who adopt this attitude of mastery as a way of life… including you! As Zig Ziglar said: “Your attitude, not your aptitude, will determine your altitude.”

Work with passion

The second pillar is the ability to work very hard to achieve the “never reachable perfection”. Robin Sharma talks about 10,000 hours of work over 10 years to one become a master is any area, without quitting, having a better performance every day and always surrounded with others who also want to become better. The “10% of inspiration and 90% of transpiration” rule makes all the difference. So do it! Never quit! Believe in yourself! Believe that you can! And work, work, work… And if you do it with passion, with purpose, with a sense that somehow you are contributing for a better world then you do it with pleasure and happiness. Remember that mastery has nothing to do with genetic. People can unconsciously develop some skills during life, as some aptitudes… But in fact is the hard work that creates and develops the real ones, the ones where energy is always focused. As Tony Robbins said: “Where focus goes energy flows”. Or in another way, using this blog motto: “Success is a ladder than cannot be climbed with your hands in your pocket”.

So put your excellence attitude together with your hard work and you’ll find a tremendous inner force that moves you toward success. Enjoy the journey and live your life purpose and passion. What’s to stop you?