Watching the new presidents’ acts and talks (and the possible future outlook) And I am scared


does the floor color make a difference here? really?

I usually do not write here about political stuff, if not in rare occasions but, hey, this is my blog at the end so I can express my feeling and thoughts.

I was watching today some videos related to USA president elected Donald Trump and his approach to the news (he would tweet: Fake news, sad!) and, honestly, I am scared to dead.

I do not like Mr Trump, USA citizens elected him so I have to cope with that, but this does not means I have to like him. I found most of his tweet questionable, his cult of personality disturbing, his approach with media alarming.

This does not means of course that media are always right, but is unthinkable to me that in a open democracy a president can consider communication a one-way affair and anyone who criticize him is “fake news“, “bad person”, “untrusty” or whatever mr Trump consider worth to put in a tweet.

let say the first days of his activity made me more worried than ever.

It was like the silly polemic on the amount of people watching his ceremony live. more than Obama one? Less than Obama one? the point was he could have managed, for my taste, the whole affair differently… claiming false statement was not the best presentation to the world… but the whole Trump administration seems to be  suffering from a severe news detachment, funny form a man that owe so much to the media.

Will mr Trump makes America great again? I am not so sure and, honestly, I haven’t understood what means america being great again, and what will be the price the world will have to pay for his vision. for sure at the moment I saw a clear detachment from actual data (take economic and crime data in USA compared to mr Trump assumptions) and a willingness to not respond to any doubt. He is autoreferential, he is the unquestionable metric for truth, ethics and results.

I saw this in the near past, from president Duterte from philippine, or Zuma in South africa, or turkey president Erdoğan or in a less recent past from Benito Mussolini or Hitler.

What they have in common? Extreme nationalism, cult of personality, hate for free press, being autoreferential.

I am not saying here that Mr. Trump will be like Mussolini, I am saying that there is a common pattern, and when I listen to absurd justifications like the ones presented to justify the false statements related to the crowd presence during mr Trump ceremony I am frankly scared to death.

But Trump, Erdogan, Duterte are a symptom of a bigger problem

We are on the verge of a 4th industrial revolution, but people of the countries all around the world seems to be oriented to close themselves into their borders in an attempt to protect themselves from the inevitable change. Alas changes will eventually come anyway and this is scary. Protectionism and nationalism are the first answer to change. But in the new world that we are shaping what will the consequences be?

If USA citizen will try to close their country (build the wall, remember) is in their right although not sure in their interest. Sure they are a big market, but it is not self sufficient. Without selling their stuffs outside how much USA economy will be affected?  Why a mexican should then buy a USA car instead of an European or Japanese or Chinese or Indian one? or why we should take a USA air flight unless we are forced to? (I actually travel emirates when I can).

But also why we should buy apple or use googleandroid? And the whole new list of technologies that will shape the new economy?  because this is the point, the new industrial revolution will put its root on data sharing… we will move from products to services, and to justify the investment needed we will have to scale at an international level.

Hate calls hate, racism calls racism, violence calls violence, disrespect calls disrespect. I know you don’t see it in your leader at the end you have to support him because it is what you created with your hands (vote) to cover your fears, but you should try to see it in other reactions where this is going …

Like it or not, this new economy will force to change our approach to job, new jobs will comes while other will die. Alas the trend is moving away from manual jobs to more skilled ones, more focused on the new technologies. Not only engineering, a whole bunch of new knowledge workers that will reshape the current middle class.

But we are in the middle of this change, we can’t see the light yet we just see the scary shadows of the tunnel. The good news is that all the industrial revolutions increased the number of workers, but at the same times have been shaped by crisis and, worst scenario, wars. We are experiencing the economic crisis right now (it is not over i am afraid) but we are (as people did in the past) addressing the new with old recipes.

In a Hyperconnected world as we are attempt to leverage censorship are questionable. China, north korea, Saudi Arabia, Iran will be the new references for the once flag of freedom of speech?

This is not just a USA issue, the rise of populism in Europe and in the rest of the world is a sign that this feeling is running through all the population of the biggest democracies (where you do not have democracy, well, you do not have the right to question the government and its rule).

The whole Brexit rhetoric has been based on this kind of assumptions (regain the control of our destiny, of our nation, of our economy so we will be again bigger, better, stronger …)that is not so different from the Front Nationale or Lega nord statements, or the Grillo’s claim of the need of a “strong man”.

What a twisted world it has become? Ironically the champion of capitalism, at the moment, is china with its free trade and free commerce slogans, while we ought to russia the safety for someone who disclosed USA attempt to hack million of USA and worldwide citizens.

Willingly or not the change will come, no matter what. The point is how much we will have to suffer because of this resistance.and remember each time you do not drive the change the change drives you.

hope for the best but prepare for the worst… at the moment I am scared because I see the down of an old era trying to strake the last shots, and they will hurt…

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Watching the new presidents’ acts and talks (and the possible future outlook) And I am scared was originally published on The Puchi Herald Magazine

weak manager style


In a previous post (http://www.thepuchiherald.com/2016/03/04/management-style-common-error-to-avoid/)  I tried to put some rationale on my thoughts about management, designing some of the characteristics a manager usually have (bad ones of course).

One of the biggest “Ahas!” new and experienced managers (and the people who work for them) have experienced  is the realization that being a strong manager doesn’t mean being forceful or domineering.

It’s just the opposite — strong managers are strong enough to lead through trust, whereas weak managers have to use the force of their job titles to make people listen to them.

Most of the management style depicted (not all) were management style that needs leading thorough fear, since they does not use, require or being able to use trust as a management tool.

When we talk about fear-based management, it’s the weak managers we are referring to! You can spot a weak manager at a hundred paces or more, because weak managers are the ones who raise their voices, make threats and generally keep their teammates off-balance and worried about pleasing the manager when our customers need them to be happily focused on their work.

Strong managers lead through trust. They trust their teammates and their employees trust them. They don’t have to be right. They don’t care whether they are right or not, as long as the right answer emerges from the conversation. They don’t have to be bossy. They trust their employees to know what to do and to ask for help if they need it. But we know trust is a bi-directional thing.

Weak managers don’t trust themselves enough to lead that way! And moreover do no trust the others because they project their mindstate on other behaviours.

Here are five sure signs that your manager is a weak manager pretending to be strong.

We can feel sorry for him (really?!?) or her but you don’t have time to waste in a workplace that dims your flame. If your manager is not a mentor and an advocate for you, you deserve to work for someone who is!

Can’t Ask for Help

When a weak manager isn’t sure what to do next, he or she won’t ask the team for help. Instead, the weak manager will make up a solution on the spot and say “Just do it — I’m the manager, and I told you what I want!” A weak manager cannot ask for input from people s/he supervises. If you try to reason with your weak manager, s/he’ll get angry.

Needs a Handy Scapegoat

When a weak manager notices that something has gone wrong, he or she has one goal in mind: to find somebody to blame! A strong manager will take responsibility for anything that doesn’t work out as planned, and say “Well, what can we learn from this?” A weak manager can’t take on that responsibility. He or she must pin the blame on somebody else — maybe you!

Can’t Say “I Don’t Know”

A strong manager can say “I don’t know what the answer is” many times a day if necessary, but a weak manager is afraid to say “I don’t know.” He or she will lie or start throwing figurative spaghetti at the wall to see what sticks.

Strong managers learn fast because they learn from successes and misfires, both. Weak managers are not as open to that kind of learning, because so much of their mental and emotional energy goes to deflecting blame when something goes awry.

Measures Everything

Strong managers focus on big goals. They follow the adage “The main thing is to keep the main thing, the main thing.” Weak managers get sidetracked with small, insignificant things. That’s why a weak manager will know that you worked until nine p.m. last night averting disaster, but still call you out for walking into work five minutes late the next morning.

Weak managers rely on measurement instead of judgment when they manage people. They have a yardstick for everything. They will say “I manage by the numbers” when in fact, they aren’t managing at all.

Can’t Say “I’m Sorry”

The last sign of a weak manager is that this kind of manager cannot bring him- or herself to say “I’m sorry” when a stronger leader would. They can’t be criticized and they can’t accept feedback, however compassionate. They can’t take it in, because their ego is too fragile to acknowledge any room for growth.

Life is long, but it’s still too short to waste time working for someone who can’t be human and down-to-earth at work. Work can be a fun and creative place, or a sweat shop where you count the minutes until quitting time.

One of the biggest determining factors in your satisfaction at work is the personality of the manager you work for. Don’t you deserve to be led by a person with the courage to lead with a human voice?

People say many things about management, but one thing they seldom say is that the job is easy. If it were, we wouldn’t have chronically dismal employee engagement rates hovering nationally around the 30 percent mark. Accordingly, here are five basic skills to focus on – attributes, actually – five areas where it’s easy to stumble, but where improvements can make the difference between failure and success and are a portrait of strong managers.

Patience

Who doesn’t need more patience in a managerial role? I know I did. There are about 600,000 things – from your own boss, to deadlines, to the grinding pressure “to do more with less,” to those nettlesome customers and employees! – that can stress you out. Besides, patience has a long tail. Employees appreciate being treated with patience when things go a little off track. They’ll often remember it and reward you with better effort.

Patience means you think and evaluate things, weight them and make your dcision based on solid fact and not upon the heat of the moment.

Courage

Have the fortitude to hold your people accountable for the big stuff they need to get right. It’s easy to default to pesky micromanagement on trivial details, but what most matters as a manager is keeping the important work on track: the complex projects, the big-ticket budget items, the key strategic initiatives.

Numerous studies show managers have chronic problems with accountability. So focus your energy in the areas where it’s most needed – with the courage to hold people responsible for the results your organization requires.

There is another site of the accccountability, courage means also to protect your people when they need to, we know corporate environment is all but fair, so a manager must have the courage to erect a shield when its people is under attack.

Thoughtfulness

Have the thoughtfulness to take the modest amount of time required to praise your people when it’s deserved. Avoid the all-too-common trap of being parsimonious with praise. To what end? Well-placed praise is one of the simplest and best management investments you can make. It costs nothing and motivates effectively. Why don’t managers use it more? I never fully understood the reticence.

Praising people can goes to a “good Job” at coffe machine, to a fair setting of goals and evaluation. Not recognizing efforts will make your people just stop trying.

Fairness

Avoid the natural tendency to play favorites. Indeed, this is a perfectly natural human tendency. Some employees are just more likable, others more difficult. Good managers keep their personal emotions in check. Resist the understandable tendency toward favoritism. Fight it. Subdue it. Defeat it. You’ll be respected for it.

And try to push the same attitude in your group, if such problem arises better to deal them or, sooner or later, they will strike back harder.

Execution

Simply put, execution is everything. Business is no academic realm of abstract ideas. To the contrary. An excellent idea counts for nothing if not properly executed. As Ross Perot used to say, “The devil’s in the details.” Operations matter. Trains have to run on time. As a manager, you’ll be judged on execution. On results (hopefully). How effectively does your team get done what they need to? Were desired targets reached? Keep your eye always on the executional ball – it can make the difference between managerial success and failure.

Do not micromanage, but be ready to move away obstacle that can avoid your group to reach theyr (and your) goals. Work with your group to solve issues, not be part of the problem.

One thing I always liked about management was that it was a fundamentally practical exercise. Tangible and results-oriented. It’s by no means a simple job, but small improvements can yield big results.

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weak manager style was originally published on The Puchi Herald Magazine