El bienestar integral maraca el camino de la productividad en las empresas
Bienestar físico, psicológico y relacional
La nueva realidad:
- Liderar y cuidar a nuestras fuerzas laborales y comunidades para salvaguardar la supervivencia de la empresa
- Workers and community try to function and perform, as they struggle to cope with what happens in their daily lives.
- Muchas personas luchan por sobrevivir
- Companies are still determining how we change the way we work, short-term and long-term.
Toma de decisiones ante un nuevo escenario
1.- “Responder más que reaccionar” a la nueva realidad, para generar confianza
- La confianza de las personas será fundamental para la competitividad en los próximos cinco años tanto para empresas como para comunidades.
- People always need to trust leaders. But especially now.
- It's not just about reacting to the crisis. También hay que responder preocupándose por cada individuoy la comunidad.
- Ocupados activamente demostrando que saben a dónde van, con transparencia con todas las cosas que determinan sus decisiones.
2.-Plan and act
- Conoce lo que le pasa a cada miembro de la organización liberándolo de actividades innecesarias para que desarrolle e integre sus capacidades con inteligencia y perspicacia.
- Promueve el uso de la tecnología e innovación alineándolas con la misión y propósito de la organización.
- Establish agile, multifunctional equipment by breaking functional silos once and for all.
- Construye equipos multifuncionales que hagan uso pleno y creativo de la tecnología, considering its potential benefits and dangers.
3.-The art of communicating in this context
- Don't deploy a cataract of data that you throw at others, hoping that they will be persuaded of the reality that underpins
- Tell stories and metaphors with meaning for those who should follow you in times of great stress and ambiguity. What people want is to hear their ideas clearly
- The leaders of the organization will be lame ducks with only their wisdom. Their faces and proposals have to be remembered, through stories and metaphors full of compassion and affection
- Align your stories with the organization's shared purpose and values.
4.- Acceptance and Commitment.
Acceptance of reality and not avoidance will facilitate the purpose and commitment to move in the desired direction.
5.-Nuevos líderes
Las nuevas generaciones de líderes valoran un enfoque de valor, promoviendo modelos de negocios que no solo generen un crecimiento rentable pues también requieren que sean sostenibles y mejoren los resultados sociales al mismo tiempo.
6.- Flexibilidad psicológica en el centro del éxito de personas y equipos permitirá:
- Be aware of what happens at a time, without losing sight of the most important things you want to achieve
- Act in the desired direction without the brakes that involve negative internal events, annoying or painful
- Successfully combine responsibility , innovation and performance improvement
- Generate sustainable models in which they can be Trust for people to accept and get involved
- Know in depth (Stakehoklders)
- Develop a Culture where humility, acceptance and compassion for others
- Implementation of actions that promote physical and psychological well-being
- I optim weather work based on the excellent cough relations actors
- Get a action laden with purpose and commitment by all actors
Processes to build psychological flexibility:
- Mindfulness to what happens in the business moment by moment, without losing direction that marks the company's vision and mission
- Distancing negative mental events
- Acceptance of reality in the face of its avoidance
- Purpose and Commitment. Determined people with courage who have an action supported by a firm purpose and a lasting commitment.
La flexibilidad psicológica permitirá una adaptación rápida al contexto evolutivo para enfrentarse a a las dificultades con decisión,coraje, creativity and commitment
7.- Open mind and wake up to:
They are able to combine the essential elements seen above effectively to achieve success in the different present and future contexts.