lunes, 4 de enero de 2016

Desde HBR

January 04, 2016

You Don’t Have to Be Type A to Be a Great Manager

The lens we use to evaluate managerial talent is usually that of the high-octane Type A leader (aggressive, impatient, high-stress); lower-volume Type B people (calm, patient, laid-back) tend to end up in lesser positions even when they’re extremely capable. There are two big problems with this. First, it creates a persistently stressful environment, which is a recipe for employee disengagement. Over time, a stressful management style breeds burnout and turnover. Second, potentially excellent Type B managers get overlooked because they haven’t earned their “stress merit badge.” This can frustrate your Type B employees, especially if they have interpersonal skills that would lend themselves to a leadership position. Organizations can’t afford to needlessly limit their managerial talent pools. So the next time you need to fill a management role, consider the ripple effects of a Type B person’s calm, laid-back approach. A reduced-stress work environment can encourage better results from everyone.

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