Estimad@s Clientes y/o amantes del LEAN:
Entré a trabajar en la Ingeniería de Fabricación de General
Motors, en Figueruelas, en Febrero de 1982
El primer Corsa salió de la línea de producción en Agosto de
ese año
Es una experiencia inolvidable vivir en directo la puesta en
marcha de una Planta de Automóviles; espero equivocarme, pero creo que
pertenezco a la última generación de españoles ha visto nacer una fábrica de
coches en este país
Mi trabajo iba a estar relacionado con la puesta en marcha
de los PLC´s encargados de los sistemas de manipulación, transporte y
almacenaje de la Cadena de Producción
La dirección técnica era totalmente alemana, pero
curiosamente los RRHH eran llevados directamente por los americanos
Y aquí viene el corazón de este escrito: el primer curso que
recibí, a los dos días de entrar, no fue precisamente de cómo los alemanes
estaban diseñando la arquitectura de PLC´s a lo largo de toda la Planta……ese primer
curso se titulaba:
“Cómo controlar
las preocupaciones” y estaba basado en las enseñanzas de Dale Carnegie
Todos estábamos un poco sorprendidos, pero no hizo falta
preguntar; la respuesta se daba en el primer minuto del curso: éste es un
trabajo muy estresante, y no queremos que tengáis úlceras, porque si no, estaréis mucho tiempo de baja y eso no es bueno para
GM
La verdad es que el curso me encantó; no conocía hasta ese
momento a Dale Carnegie, pero desde entonces me hice lector asiduo de él
Valga como ejemplo una frase de Dale que me dijeron en ese
curso y que no se me ha olvidado nunca: “Mi
vida ha estado llena de grandes preocupaciones, la mayoría de las cuales nunca
sucedieron”
Mi humilde resumen de las enseñanzas de Dale Carnegie:
-Un líder es
alguien que consigue que los demás digan lo que él quiere trasmitir, y que lo
hagan con la convicción de quien se ha tomado la idea como propia, ….porque
creen profundamente en ella
-Para conseguir
eso, …… ¡!!hacen falta muchas “relaciones humanas” previas!!!
El resto de este escrito está dedicado a cómo el Instituto
Carnegie concibe el secreto del liderazgo y del éxito
PRINCIPLES:
ENHANCE RELATIONSHIPS
The continuum for growing our people and
leadership skills starts with changing ourselves. Dale Carnegie encouraged us
to “become a friendlier person” so that we could earn trust and enhance
relationships. Enhancing relationships is the essential foundation for being
more influential and becoming a highly respected person of influence. 
- DON’T CRITICIZE, CONDEMN, OR COMPLAIN
Criticizing
another person not only damages that person’s reputation, it puts a dent in our
own.
- GIVE HONEST, SINCERE APPRECIATION
Appreciation
builds our image faster than any other practice. After all, the success of
every job demands cooperation and effort from others. People contribute to our
success as much as we contribute to theirs.
- AROUSE IN THE OTHER PERSON AN EAGER WANT
As business
professionals, we are constantly selling our ideas. But people consent to help
for their own reasons, not ours. If we make it clear how our ideas will benefit
them, there is no limit to the cooperation we could receive
- BECOME GENUINELY INTERESTED IN OTHER PEOPLE
Regardless
of the physical or financial assets a company may have, it’s the people who
make it successful. They are an organization’s key asset, and getting to know
them should be as high a priority as learning the technical aspects of one’s
job. The key is to be genuine. Don’t get a reputation for only being interested
when you want something. Getting to know others should always be
mutually beneficial.
- SMILE
Whether or
not we’re pleasant to be around depends less on the situation than on our
behavior. Rapport in business is fueled by seemingly minor considerations, such
as a friendly, accessible demeanor and a welcoming smile.
- REMEMBER THAT A PERSON’S NAME IS TO THAT PERSON THE SWEETEST AND
MOST IMPORTANT SOUND IN ANY LANGUAGE
Using a
person’s name is crucial, especially when meeting those we don’t see very
often. Respect and acceptance stem from simple acts such as remembering a
person’s name and using it whenever appropriate.
- BE A GOOD LISTENER. ENCOURAGE OTHERS TO TALK ABOUT THEMSELVES
A business
runs on information, so what better way to learn what’s going on than following
this principle? We must listen with everything we’ve got. How we listen
reflects how we think. Be focused, engaged, and sincere.
- TALK IN TERMS OF THE OTHER PERSON’S INTERESTS
Truth be
told, we spend most of our time thinking about ourselves. Why not create strong
relationships by putting away our own concerns and talking about what others
are interested in for a while?
- MAKE THE OTHER PERSON FEEL IMPORTANT—AND DO IT SINCERELY
In our
dealings with others, building them up shows we appreciate their contribution.
The bond that results can help us withstand the pressures of our own day-to-day
struggles.
PRINCIPLES:
GAIN COOPERATION
Gaining
cooperation means we help others become committed to working as a team. If we
get “compliance,” it is only a matter of time before results suffer and the
team becomes mired in unmanageable conflict or, worse yet, becomes indifferent
to the goals of the organization and non-committal to one another. The best way
to gain cooperation is to be cooperative ourselves and to be emotionally
intelligent about the needs of the team. Dale Carnegie provides 12 principles
for gaining cooperation. Not only do these principles help us win people to our
way of thinking; they help us tap the energy and intelligence of the
team. This encourages innovation, cooperation, and bottom-line
results!
- THE ONLY WAY TO GET THE BEST OF AN ARGUMENT IS TO AVOID IT
An argument
is 90% emotion and 10% nonsense. A mature professional avoids arguments.
- SHOW RESPECT FOR THE OTHER PERSON’S OPINION. NEVER SAY, “YOU’RE
WRONG”
Avoid
making others defensive. It shrinks the channels of communication. Simply ask
why they feel the way they do and respond accordingly.
- IF YOU ARE WRONG, ADMIT IT QUICKLY AND EMPHATICALLY
This
disarms conflict and opens up lines of communication.
- BEGIN IN A FRIENDLY WAY
If we
aren’t open and friendly, winning people to our way of thinking is nearly
impossible.
- GET THE OTHER PERSON SAYING “YES, YES” IMMEDIATELY
It’s
important to begin by agreeing on something. Then the challenging ideas are
more easily accepted.
- LET THE OTHER PERSON DO A GREAT DEAL OF THE TALKING
Not only
will the person share information, but he or she might “talk themselves” into
cooperating
- LET THE OTHER PERSON FEEL THAT THE IDEA IS HIS OR HERS
What is
right, not who is right, is most important. By following this principle, we
build another person’s confidence and willingness to share ideas and strengthen
the team.
17.
TRY HONESTLY TO SEE THINGS FROM THE OTHER PERSON’S POINT OF VIEW
The other
person’s point of view may be clearer than ours. Learn what you can from other
points of view.
18. BE
SYMPATHETIC WITH THE OTHER PERSON’S IDEAS AND DESIRES
Being
understanding and sympathetic is a sure way of keeping
19. APPEAL
TO THE NOBLER MOTIVES
Most people
will work very hard for ideals and the higher aims of the organization if they
know what they are and how they apply in a particular situation.
20. DRAMATIZE
YOUR IDEAS
A unique
idea should have a unique package. Use creative approaches to help sell your
ideas.
21. THROW
DOWN A CHALLENGE
Most of us
have a competitive side. Challenging others to action often produces unexpected
positive results.
PRINCIPLES:
BE A LEADER
Once we
have cultivated trust and provided an environment that fosters cooperation, we
find it much easier to implement change and help others be more accepting of
those changes. Even so, easier doesn’t mean easy. It may take several attempts
to get associates, customers, and others onboard with the needed changes. Dale
Carnegie’s last nine Human Relations Principles provide a powerful set of tools
to help us help people change their attitudes without offending them or causing
resentment. This builds the “followship” needed to achieve
organizational results.
22. BEGIN
WITH PRAISE AND HONEST APPRECIATION
When we
acknowledge the value a person has to our organization, we establish a positive
tone for open communication.
23. CALL
ATTENTION TO PEOPLE’S MISTAKES INDIRECTLY
This
creates an environment that keeps associates from becoming defensive.
24. TALK
ABOUT YOUR OWN MISTAKES BEFORE CRITICIZING THE OTHER PERSON
This
concept eliminates barriers and helps others to be more open to our coaching.
25. ASK
QUESTIONS INSTEAD OF GIVING DIRECT ORDERS
This allows
the individual to take increasing ownership of both the problem and potential
solutions.
26. LET
THE OTHER PERSON SAVE FACE
Our goal is
to deal with the inappropriate behavior and still maintain the dignity of the
associate.
27. PRAISE
THE SLIGHTEST IMPROVEMENT AND PRAISE EVERY IMPROVEMENT. BE“HEARTY IN YOUR
APPROBATION AND LAVISH IN YOUR PRAISE”
There is no
better way to increase the productivity, efficiency, and commitment of others
than praise. We must notice and give recognition to our colleagues if we want
to ensure continuous improvement.
28. GIVE
THE OTHER PERSON A FINE REPUTATION TO LIVE UP TO
When we set
high expectations, we help others achieve their full potential.
29. USE
ENCOURAGEMENT. MAKE THE FAULT SEEM EASY TO CORRECT
By
expressing our belief in the other person’s ability to correct the fault, we
give him or her confidence to improve job performance.
30. MAKE
THE OTHER PERSON HAPPY ABOUT DOING THE THING YOU SUGGEST
By
encouraging a person’s desire to improve performance, we can help develop the
attitudes and behaviors that are most productive.
Todas estas ideas han sido sacadas del pdf del Instituto
Carnegie:
Dale
Carnegie developed these 30 principles as part of his ground-breaking
development of the Dale Carnegie Course.
Como de costumbre, incluyo estas reflexiones en mi blog
“Historias del LEAN”:
Un cordial saludo y que disfrutéis cada hora del fin de
semana
Álvaro Ballesteros
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