×

Contact with Primitivo Cachero Viejo

Contact

Nombre

Correo electrónico *

Mensaje *

Menu
  • CONSULTING
    • Organisational Agility
      • ES
      • EN
    • Kanban Coaching, KMM, F4P, ESP, FLSA
    • Lean, Kaizen, Toyota-Kata, Hoshin
    • Leadership, Culture, Identity, Purpose
    • Antifragile and Resilient Organizations
  • COACHING
    • Business Coaching
    • Personal Coaching
    • Agile Coaching
    • TESTA Method Coaching
  • ABOUT ME
    • ES
    • EN

Organisational Flow

Buscar este blog

  • septiembre 2020 (1)
  • agosto 2020 (7)
  • julio 2020 (12)
  • junio 2020 (2)
  • mayo 2020 (2)
  • julio 2019 (3)
  • febrero 2019 (1)
  • septiembre 2018 (3)
  • julio 2018 (8)
  • junio 2018 (2)
  • mayo 2018 (2)
  • diciembre 2017 (1)
  • enero 2017 (3)
  • noviembre 2016 (1)
  • octubre 2016 (1)
  • septiembre 2016 (1)
  • agosto 2016 (2)
  • abril 2016 (2)
  • julio 2015 (4)
  • diciembre 2014 (2)
  • agosto 2014 (2)
  • mayo 2013 (1)
  • febrero 2012 (2)
  • octubre 2011 (1)

Follow by Email

Denunciar uso inadecuado

Páginas

  • Página principal

Las habilidades adaptativas a través de las lecciones de "El principito"

Las llamadas habilidades blandas o soft skills son habilidades sociales, habilidades de comunicación, personalidad, actitudes y atributos pr...

04 agosto 2020

How can we help unleash human potential?

  martes, agosto 04, 2020 Primitivo Cachero Viejo   No comments
We can and must develop and release both our own human potential and that of our teammates, for this we can take these guidelines that help us:

- How do we develop resilience? Help to learn and have optionality:
How do you feel when your partner says this?
What were you saying to yourself at the time?
What do you think that means to you?
Do you think a single mistake will cause consequences?
How do we influence others? Your role with curiosity, empathy and confidence.
How do we guarantee that the other person feels heard?
How can you relate differently to that person?
How to do the work in a traditional way with satisfaction and in a meaningful way? Reflect on what is most important.
What is happening now?
How would you like it to be?
How could you move towards that new vision?
How do we encourage curiosity? Help to get out of the mental routine.
What problem are you trying to solve?
What feelings do you feel about it?
What worries you most?
Why do you notice that other people are frustrated?
How can we help? Help others.
Are my colleagues excited?
Do I allow you to be creative?
Do I give them freedom to make mistakes?
What can I remove so they can do it?

As we ascend the commitment and the path is longer, with more influence and greater growth. Unfortunately, many people focus on the influence part and not on the growth part.

The fundamental pillar to unleash human potential is motivation, on the contrary, the lack of motivation comes from considering yourself in complete anonymity (they don't know me), considering yourself irrelevant and without measures to reverse the situation. The sources of demotivation mainly arise from management.

Among the traps of motivation are:
- Lack of awareness of values.
- Lack of self-efficiency.
- Disruptive emotions for the rest.
- Errors of attribution of responsibilities.

Luckily we always have measures to reverse the situation and motivate ourselves:
- Achieving small achievements builds confidence in us and the rest.
- Motivating past successes exercises memory.
- Showing future successes generates a visualization and a desire.

The greatest motivating factor is self-leadership acts based on empathy. Leadership fosters and protects the well-being of colleagues and the company.

For this we have to emerge from self-discovery:

How can I be sure that I will be happy in my professional career?
How can I be sure that my relationships become a permanent source of happiness?
How can I be sure that I will stay out of the problems being honest?



We must cultivate and evolve along intrinsic motivation, high performance, creativity, ethical behaviors, personal autonomy, mastery, and purpose.

At the individual level we must:

Test our own learning flow.
Always generate a great question first.
Then a small question.
Always have a wise man by your side.
Review your own performance.
Having detachment from things.
Get closer to the problem domain, improving performance, repeating, looking for critical feedback, focusing on asking for help and continually preparing yourself.
Motivate yourself.
Create your own motivational "poster".
Ensure internal and external equity.
No matter how I can do it, if not what I like and it contributes to connect it with the skills.

People who feel that they don't have the knowledge or the ability to do a thing will not be motivated, "I don't think I can do this."

To do this, we must help develop confidence and new skills, with similar narratives of past acts of colleagues.

Understand and empathize to help mitigate the person's distress situation (compassion) and not resign yourself to the statement "I am too upset to do this."

When we begin to lose the fear of failure, we must investigate the statement "I do not know why this went wrong", if the causes are not correctly identified, we will not be motivated for a similar event in the future.
Enviar por correo electrónicoEscribe un blogCompartir con TwitterCompartir con FacebookCompartir en Pinterest
  • Share This:  
  •  Facebook
  •  Twitter
  •  Google+
  •  Stumble
  •  Digg
Entrada más reciente Entrada antigua Inicio
Related Posts Widget

No hay comentarios:

Publicar un comentario

Nota: solo los miembros de este blog pueden publicar comentarios.

Entrada más reciente Entrada antigua Inicio
  • Popular
  • Video
  • Category

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Video Of Day

Popular Posts

  • Somos habilitadores de la emergencia en las organizaciones
    Aunque el fenómeno de la emergencia en las organizaciones no puede ser ni precedido ni controlado, sí puede ser facilitado dentro de cier...
  • Delegation Poker
    I discovered this dynamic a long time ago, as Jurgen Appelo says: "delegation is not easy. Managers often fear a loss of control when...
  • What makes out a great team?
    This question has been going on for a while, specially since the digital transformation brought the awareness into the enterprises t...
  • rewards and merit money for the whole
    When I talk in my courses about rewards, I always like to recall a support request I received from a Spanish customer. This software ...
  • evolution and happiness of management
    This dynamic arose from the attempt to create sources of empathy based on the work experience of the members of the company. When i learne...
  • Happy motivators
    A long time ago, we conducted a retrospective of clients based on the Moving Motivators cards (More info at : https://management30.com/pract...
  • Are you prepared to implement the Obeya Room in your company?
    The maturation process of digital transformations, or agile transformations, is being significant. There comes a point where the approach to...
  • learning agility as a basis for a new more humane leadership and antifragile
    It is clear that in the world we live in, a fixed mentality does not bring many advantages. Every leader has to embrace change in the presen...
  • El coste de los proyectos Agile
    Con motivo de la última CAS (Conferencia Agile Spain) 2016 celebrada en diciembre en Vitoria, en los corrillos apareció un tema interesante ...
  • La holocracia sin filosofía no es holocracia
    En los últimos años estamos escuchando el término Holocracia en muchas empresas, que por una u otra razón implantan este modelo en su estruc...

Blog Archive

  • ▼  2020 (24)
    • ►  septiembre (1)
    • ▼  agosto (7)
      • Principios y valores, necesarios en cualquier soci...
      • Principles and values, necessary in any society, m...
      • How can we help unleash human potential?
      • ¿Cómo podemos ayudar a liberar el potencial humano?
      • Adaptive skills through "The Little Prince" lessons
      • leadership begins with self-leadership, and self-l...
      • El liderazgo comienza por el auto liderazgo, y el ...
    • ►  julio (12)
    • ►  junio (2)
    • ►  mayo (2)
  • ►  2019 (4)
    • ►  julio (3)
    • ►  febrero (1)
  • ►  2018 (15)
    • ►  septiembre (3)
    • ►  julio (8)
    • ►  junio (2)
    • ►  mayo (2)
  • ►  2017 (4)
    • ►  diciembre (1)
    • ►  enero (3)
  • ►  2016 (7)
    • ►  noviembre (1)
    • ►  octubre (1)
    • ►  septiembre (1)
    • ►  agosto (2)
    • ►  abril (2)
  • ►  2015 (4)
    • ►  julio (4)
  • ►  2014 (4)
    • ►  diciembre (2)
    • ►  agosto (2)
  • ►  2013 (1)
    • ►  mayo (1)
  • ►  2012 (2)
    • ►  febrero (2)
  • ►  2011 (1)
    • ►  octubre (1)

Followers

Top Sites

  • ShiftUp
  • The flow system
  • Management 3.0

Contact Today!


primitivo@cacheroviejo.com
Copyright © Organisational Flow | Design by Primitivo Cachero Viejo
Con la tecnología de Blogger.