How to improve your Professional, Managerial and Business Performance

Ideas to put into Practices Theory and Practice- Excecises

In history and nowadays there are great executors and characters of action and success (success being understood as the good performance and the result of those who have left a positive mark, works, works and knowledge for posterity).

Characters such as the great saints of the Catholic Church and other religions; Personalities of invention, Arts, Sports, Entrepreneurship such as Leonardo Da Vinci, Wolfgang Amadeus Mozart, Walt Disney, Michael Jordan, Steve Jobs (Apple), Jeff Bezos (Amazon), Mark Zuckerberg (Facebook), among many others have had several things in common, all of them in one way or another have worked hard, have managed to be disciplined, effective and efficient everyone in their particular area, they have been meticulous about the detail and perfection in their works and work, they managed to take advantage of their own mistakes for learning and get ahead, they self-managed, managed, knew and managed to the maximum the management of themselves.

They have been characters of execution, action and impressive results, they have taken the time and space to achieve works that have been forever.

This is to a large extent, what they have made of these characters, people of high performance and really phenomenal.

Although many of these personalities are considered exceptions, atypical-neuro people, different typologies as much in their talents as in their results, and many of their successes should be considered outside the limits of the current human existence, many of us, ordinary human beings, could also achieve our own successes and a good performance if we imitate and model in little or much the way and manner in which they behaved, worked and played these characters.

Most of us, even those of us with few attributes and talents like the aforementioned characters, would have to learn to direct, self-manage, control ourselves, as well as develop ourselves.

The first thing to do is locate where we can make larger, noble and useful contributions to our Organizations and Society. We will have to find the right place where we can work with greater enthusiasm, where we can feel at ease, where our work is also fun and know what to do to improve more and more.

Previously, a person was born in a job: the peasant’s son would also be a peasant; the artisan’s daughter, the wife of an artisan, and so on. But nowadays people can decide much further. We have to know what are the sources of our strengths, to know where we can be good and the area to which we really belong.

The only way to discover the sources of our strengths is through self-analysis and feedback. When you make an important decision or take an action, you should write what you expect will happen. Months later, you must compare the true results with your expectations. The feedback analysis can show you, as an example and for your understanding, the gaps or differences between what you are comparing with what you have to fill or improve in the future.

The feedback analysis is not new. It has been used by Great Personalities of the Catholic Church such as St. Augustine, St. Thomas Aquinas, St. Ignatius of Loyola, Mother Teresa of Calcutta, Pope John Paul II himself; as well as by other personalities of Other Religions such as Gandhi and by Personalities of Invention, Sports, Sciences and Arts such as Da Vinci, Mozart, Walt Disney, Steve Jobs, Michael Jordan, Jeff Bezos, among many others; each of them incorporated self-analysis and feedback into their own practices and each one adapted it to their own way and area of work. In fact, the constant focus on the performance and results of this habit explains why the results and performance of all these people in the story.

Practiced constantly, this simple method can show us within a short period of time, maybe two or three years, where our strengths are and where they are not. The method shows you what you are doing or are not doing, or you are failing to do, and it shows you what is depriving you of greater benefits if you devote yourself or focus more on your strengths. It shows you where you are not particularly competent.

Some suggestions for action result from the feedback analysis. Above all, where you must concentrate your strengths to produce the best results.

Second, the method tells us where we should work to improve our strengths. It will also show you the gaps in your knowledge – and those gaps that you can fill. Mathematicians are born, but we can all learn very well mathematical calculation and perspective.

Third, it helps us to discover where our intellectual arrogance is that causes what is called a disabling ignorance, in order to overcome it.

Especially people who have phenomenal expertise in one area – can become arrogant and ignorant believing that they have all the knowledge in other areas than their own, believing that being bright in one area confers the applicability of these attributes in others. areas different from yours, although this is possible in many talented people, in many cases it does not happen.

Some first-line engineers, for example, tend to be proud of not knowing anything about human affairs or about people. They believe that human affairs are things or matters of little importance. On the other hand, professionals from some human areas, in contrast, feel proud of knowing nothing about quantitative methods and measures.

Feeling proud of this ignorance, can be counterproductive in this century, in the world we live and in everything we will see in a very short time.

Let’s work on acquiring the skills and knowledge that we lack, what we have realized is missing and can fill the gaps, and everything that contributes and improves our strengths.

It is essential that we remedy bad habits, realize the things we do wrong or stop doing, and what prevents us from improving our efficiency and performance.

Such habits will quickly appear in the analysis of our feedback.

For example, a planner might discover that his beautiful plans fail because they are not carried out. Just as many bright people believe that their great ideas are capable of moving a mountain; today giant and modern cranes can also change that same mountain; But it will take many good ideas to know where those cranes should work best to achieve their goal.

This planner will have to learn that the job does not end until the plan has been executed and completed. You must find the people to carry out the plan and explain them to you. You must adapt and change the Plan when you are putting it into action. And finally, you must decide to finish it or when to stop its execution.

At the same time, feedback will also reveal when there are problems due to lack of manners, lack of character or lack of emotional intelligence.

In addition, the Feedback Method, when comparing expectations with results, will indicate what we should not do.

All human beings have talents and skills that do not fit in many work areas, areas where we would really have very little opportunity.

There are areas where a person and especially a skilled worker should not ultimately take on work, assignments or assignments.

No effort should be wasted in improving areas and skills where we have few strengths and few competencies. Much more energy is spent and work on improving incompetence than improving the performance of existing strengths.

With all this, many of us and in our organizations – we strive to make people, executors in areas of scarce competition. On the contrary, we should concentrate energy, resources and time, both we and our people, in the existing strengths, talents, abilities and competences; talents given by someone Superior to us, that we must polish throughout our lives to find what really makes us great executors, men and women of action and good, as many characters in history have achieved.

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