¿Por qué ganas lo que ganas? Parte 2 de 3

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Rubén Barrera Millán.

 

La semana pasada nos quedamos con la idea de que uno gana lo que gana por el impacto que tienen nuestras decisiones en la generación de riqueza en la compañía.

 

Les propongo el siguiente ejercicio: al llegar a su trabajo cuestionece: ¿cómo lo que hago está ayudando a conseguir los objetivos de la empresa?, ¿hay otra forma de lograrlo más eficientemente, sin hacer actividades superfluas de más?

 

Al identificar así nuestras acciones podemos incluso cuestionarlas, podemos tener el control de ellas.

 

¿Cómo saber si uno es líder o seguidor? Esto lo podemos saber muy fácilmente con tan solo revisar la agenda de reuniones del día o de la semana. ¿Otros han decidido las reuniones y uno atiende a ellas, o es uno el que las ha convocado y los demás vienen a ella?

 

Esto no quiere decir que se busque un liderazgo basado en la opresión o en la autoridad solamente.

 

Podemos analizar un poco más sobre los niveles de autoridad y responsabilidad dentro de una empresa, esto nos ayudará a entender el impacto que cada nivel tiene en la creación de valor de la empresa.

 

El personal de planta tiene que llevar a cabo las actividades que le son encomendadas en el día o la semana, están enfocados en la solución de los problemas inmediatos y su nivel de especialización es muy alto.

 

Los gerentes tienen la responsabilidad de hacer que las metas de producción se alcancen. Básicamente están respondiendo a la pregunta ¿cómo lograr las metas? Este nivel de responsabilidad se mide por eficiencia operacional. Se tiene la responsabilidad por conseguir las metas por trimestre y anuales. Su nivel de especialización es más genérico. Deben saber de tecnología lo suficiente para cuantificar tiempos y costos. Las decisiones son basadas en el análisis de información concisa y con alto nivel de precisión.

 

Los directivos (quienes tienen a su cargo a los gerentes) tienen la responsabilidad de definir las metas a lograr, dar la dirección indicando el ¿Qué hacer?, ¿qué áreas son necesarias?, ¿qué presupuestos son necesarios para la planeación a 1 a 3 años?, su nivel de especialización es más en la administración y gestión de problemas entre áreas. Pueden moverse de un área a otra de manera rápida pues sus conocimientos no son tan especializados, sino lo suficiente para identificar funciones y cómo se relacionan entre sí en un entorno más amplio. Las tomas de decisión son basadas en información concreta, pero también en especulaciones y con información no tan clara o precisa.

 

Los vicepresidentes o presidentes de una empresa, tienen la responsabilidad de definir ¿A dónde ir?, ¿qué vamos a producir? ¿Cuál será el negocio de la empresa?, su visión de planeación es de 5 a 10 años. Tiempo para crear e impulsar una cultura empresarial, valores, principios y misión. El nivel de especialización técnica no es necesario, un presidente de una empresa debe tener la habilidad para visualizar, identificar y crear escenarios en los que la empresa pueda ser tanto exitosa en la venta, en la producción y en la retribución a sus accionistas. En este nivel el grado de toma de decisiones con poca información y mucha ambigüedad y mantener la asertividad es mandatorio.

 

Por ello no es raro ver que un presidente de una empresa encargada de hacer cerraduras, se moviera a una empresa de telecomunicaciones y después a ser el responsable del comité de inversionistas de la petrolera más grande del mundo y en todas estas posiciones logró hacer exitosas a sus empresas. ¿cómo puede ser esto posible? ¿Qué es lo que une a estas empresas de ramos tan dispares? ¿cómo se puede elegir a un presidente de una empresa de un ramo a dirigir otra empresa de otro ramo?

Sus comentarios son bienvenidos.

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