"Leading in times of crisis is a good mix of managing emotions and develop the capability to follow the dreams."

Leading an organization is to motivate and integrate the needs of employees on the needs of it.
From this point of view, leadership is a part of the task directive,
complementary to other tasks that a manager should also perform.
The responsibilities of a manager in times of crisis are:

Knowing the environment and business reality.
Develop a change management strategy.
Adapting human and material resources to that strategy.
Make decisions and execute them.
Being able to excite and engage in projects where high level of uncertainty.

When the manager manages the resources to a business strategy is needed to motivate to people, and empower your team, equal or higher rank.
That is not enough Know-it has on the business but needs to develop and test their emotional intelligence.

For this task is no longer enough to handle, in the sense of guiding or carrying, but is very important and necessary to engage in the task, holding people accountable and illusion.

Seeing that we end up saying that a leader must not only adapt to the general culture of your company, but to every employee in particular.
A second point to consider is that human beings have a tendency to adapt to the expectations we projected onto us. If we treat them like children tend to behave as such. If at a basketball game all our partners think we are hopelessly bad, our game will almost certainly respond to this expectation.
Fortunately the reverse process also occurs. So it is best to treat each according to his maturity. If you want an high performance team, believe in them!

In my experience the features that support the tasks of leadership are:

1. EMOTIONAL INDEPENDENCE AND DISCRETION: Capturing the emotions group to adapt to reality, without accepting them as they are experienced by everyone else. Preserve and defend their own version of reality.
2. SELF CONFIDENCE: Do not depend on the approval or applause of others.
3. ACCEPT YOUR LIMITATIONS: Know what our "speed drive".
4. INCLUDE AND TO POSTPONE ACTION: No action hot. Prioritize reflection on the heart.
5. PASSIONATE RATIONALITY: Learn to channel the emotions and passions. Being able to be passionate without losing reflection. Defend our ideas but do not be inflexible.
6. REFLECTIVE FROM MODESTY: Be flexible, tolerant and open to opinions and criticisms to the contrary, diminishing the ego.
7. ALL THE ORGANIZATION IN THE HEAD: Having a mental space for everyone and important process.
8. GENEROUS ESPECIALLY IN THE FAILURE: The success belongs to everyone, but we assume our responsibilities failure and protect our employees.

Examples of Emotional independence:

Conduct a meeting although some people are against us without appearing to be upset by stress or sarcastic comments.
Being calm in a meeting where everyone is nervous. Special merit when the person concerned happens to be our leader or your boss.
Being able to instill calm and encourages a group of people when group formation is a very pessimistic view of the situation.


Examples of Independence criteria:


A friend criticizes a person. When we meet the person we are able to judge without seeing influenced by this trial.
We give reason to a colleague even though we personally dislike.
At a meeting are the only ones to express a sincere vote despite not matching the vote of the other participants.
We question the premise on which all our partners are working, although this entails important consequences.

And again we return to the self-confidence, which as you can see is linked to self-esteem.
The key point is not dependent on the approval of others to act or to judge the goodness of our actions.

Here you have some examples of self-confidence at The Leadership:

As we give a conference a couple of colleagues and protest gesture flamboyantly, yet they show us unmoved and does not decrease our belief in the arguments defending.
We have provided an excellent idea but the Big Boss does not seem to give importance. The rest of colleagues follow the pattern of the Great Leader and not take it into consideration. But not constantly working hard until it is taken into consideration.
Other directors of our same hierarchical level plays to see "who rules over" but we dodged the challenges that puts us simply because we need to demonstrate our ability to lead or command.
In automotive analogy, accept our limitations is to know and respect our "speed drive". It is useless to go faster if we know that the engine will stop due to overheating. Does it help to stay up all night mulling over a problem without solution? Obsessive hardening People have particular difficulties when trying to disconnect. Again and again come to mind are those ideas that could provoke unrest. The effect is gradually slipping into insomnia, nervous tension or depression.
Hyper-responsiveness people do not easily accept their own limitations. The part is cured in hyper-responsibility interpretations eliminating guilty.

Almost always there are two ways to analyze a failure: emphasizing the "objective" factors, or prioritizing the factors dependent on our will and action. The hyper-responsiveness must learn to handle these "objective" factors.
Another feature of the leader is "to know not to act." Prioritize reflect on the impulses of the heart. Some managers work with the mental stereotype of "manager-turbo". The manager-turbo goes through life deciding, acting, in and out of offices, by phone while typing a letter, etc ...


The moments of reflection it seems that they are not real work. Rate some ideas and a lot of action.
Meanwhile the executive emotional, warm heart, tends to value much situational and formal aspects in their decision-making. A wave of sympathy may decide to sell, a hunch can make a major investment, and all because at one time has felt that way. Often managers-turbo (restless and hyperactive) are also emotional, so that the combination is explosive.

Learning to manage emotions is one of the challenges facing managers and leaders. In times of change, managing the doubt, uncertainty, depends above all the serenity, time management and emotional management.

As always I like to repeat, we can not give what we have inside.

Until next blog friends and I hope your comments :)

Lorena