“Jugador” en un Equipo vs Empleado

Le di una oportunidad a Dave Ramsey y su libro “EntreLeadership”. Sé que está en español y más barato, pero decidí por la opción más cara y difícil (ja!).

Organizando 9punto5, comprendí que las empresas con culturas entretenidas e interesantes son esas donde no existen empleados, si no un equipo con jugadores. O sea, personas que están ligadas al “porque” de lo que hacen, y sangran, respiran y expelen por una meta en común.

El libro contiene un “playbook” de la empresa de este caballero. Desde cosas obvias, consejos para obtener clientes, contratar y despedir gente. En lo personal, el capítulo más rápido de leer y jugoso, en donde habla de la misión de una empresa.

¿Hay alguien que todavía sigue escribiendo una misión para su empresa?

Aparentemente, aún es una de las tareas más importantes.

Mis highlights del libro.

“Those who never make mistakes work for those of us who do.”
But don’t lead with threats and fear.
You never get to enjoy your team or your kids because they become a source of frustration rather than a source of pride.
“As a servant leader, I understand that I am at least partially responsible for those little kids.”
Eat lunch with your team in the company lunchroom every day. Get your own coffee sometimes. No reserved parking spots.
Passion is not yelling or being wild; it is simply caring deeply.
As a customer I will actually defend your company to others if I know you and your team really care.
Team members can have great unity among themselves only when it is a group of people who truly believe each member cares.
Visions are dreams with more clarity. Dreams become a reality only when you pull them gently from the clouds and convert them to visions.
“The most pathetic person in the world is someone who has sight but no vision.”
Grab some vision yourself and make sure to surround yourself with people of vision.
The mission statement is further clarification and definition for your dreams and vision and assures you that your goals are aimed at the right target.
Developing your mission statement forces you to decide in advance what you are and then by definition what you aren’t.
Your goals need to be specific and measurable and have a time limit.
Don’t ask your team to set goals when you have none.
One of the big benefits of having very clearly stated and written goals is that doing so creates instinctive intuitive communication.
Unity is created when everyone agrees on the goal and fights and claws together to get there.
When you have your day carefully planned, it gives you a plumb line, a guidance and measurement mechanism to evaluate interruptions and a place to come back to after the interruption if it was warranted.
If you are going to invest valuable time and money by gathering people together, have an agenda and be prepared to present your ideas.
“There is only one way to avoid criticism: do nothing, say nothing, and be nothing.”
Make sure your expert has actually lived his advice, not just read it somewhere.
What we discovered is that momentum is not a random lightning strike, but on the contrary it is actually created.
Fear will cause you to lose focus every time because you are looking at all the potential for failure instead of concentrating on success.
Greed takes you out of the moment and into a sense of celebrating victories that have not yet been earned.
Have a long-term vision and execute it. As the billionaire advised me, slow and steady wins the race.
Consider timing when launching a new product or service, otherwise you may have a long dry spell that might not be survived.
Allow your idea to die and be reborn repeatedly; it will get better each time.
People don’t want to be “marketed to,” they want to be “communicated with.”
“There is no energy in logic, only in emotion.”
The success and numbers, due to activity, take the power away from detractors, because they are obviously wrong.
You need to have income created by that work to pay people.
“Instead of wondering when your next vacation is, maybe you should set up a life you don’t need to escape from.”
Every company knows what they do (their product or service). Most companies know how they do it (their process or work flow). But very few companies know why they do it at all.
“The goal is to do business with the people who believe what you believe (the why).”
You are never too old. You are never the wrong color. You are never too disabled. You are never the wrong political party.
The first and often the largest mistake we make in hiring is we don’t take enough time.
By far our most successful hiring procedure is referrals from existing team members.
Listen twenty minutes and talk for ten minutes. Listen much more than you talk.
Broke people struggle at work.
I have met sharp young people and been disappointed that in the first three minutes of the interview they want to know what I am going to do for them, not what they can do for the team.
Always go too far in extending grace in the case of personal problems because you will never have regrets that way.
Praise the person and their good qualities, hit the problem behavior directly and hard, then remind the person of their value to you personally and to the organization.
Have the courage to do the right thing, the right way, at the right time, and you will be on your way to becoming an EntreLeader.
“Sales is nothing more than a transference of feeling. If you can make the customer feel the way you do about your product, then your customer will buy your product.”
A Qualified Prospect Has the Time
A qualified prospect has the power to make the decision.
The packaging of your product and your graphics are what builds rapport.