Thursday, October 27, 2011

As 7 Caracterísiticas que o Gerentes Consideram mais que Desejáveis

Por "Pablo Aversa"

As 7 Caracterísiticas que o Gerentes Consideram Desejáveis

1- Faz o que é necessário para realizar o trabalho. Esta está em primeiro lugar na lista de coisas que todo gerente mais valoriza num funcionário. Ela foi uma das primeiras lições que aprendi logo cedo e que fez uma grande diferença na minha carreira.
2 - Cumpre seus compromissos. Quando você diz que vai fazer algo até uma certa data, você dá um jeito. Quando você diz que isso vai custar x, seu chefe pode alocar esse montante no orçamento. Você assume responsabilidade de modo que seu chefe não tem que cobrir lacunas. Só pelo fato de saber que você estará presente, isso já reduz consideravelmente o estress do seu chefe.
3 -É corajoso. Você percebe que o mundo corporativo é uma esporte de combate e que no ringue vai receber alguns golpes. Pode ainda sofrer algumas penalidades no trajeto. Mas a competição não te apavora. O confronto não te assusta. Você não se intimida com a exposição. Ao contrário, ela te energiza.
4- Desafia o status quo. Você é genuino, direto, confiante e se sente confortável sendo você mesmo. Diz as coisas como elas são e o que pensa sobre o assunto. Não doura a pílula e não costuma por panos quentes. Quando não sabe, diz que não sabe. Não se assusta com a autoridade, portanto não trata o seu chefe ou o CEO como se fossem personagens do além.
5- É um solucionador de problemas inovador. Olha as coisas a partir de um ângulo diferente e vira os problemas de cabeça para baixo em busca de soluções únicas. Quanto mais difícil o problema, maior é o desafio e mais você se empenha para encontrar a resposta. Sua vida é solucionar problemas.
6 - Seu foco é afiado. Não perde a concentração ao primeiro sinal de confusão ou de complexidade. Muito pelo contrário, é calmo e firme. Você se concentra quando todos os demais correm feito baratas tontas. Você é uma ilha serena num oceano caótico.
7 - Seu custo de manutenção é baixo. Você não choraminga nem reclama. Não precisa que segurem sua mão por qualquer coisinha. Não absorve as coisas de modo pessoal. Tem uma ”carapaça” razoavelmente resistente. As pessoas não tem que andar sobre ovos ao seu redor e estarem constantemente preocupadas se o ofenderam de alguma forma.

Tudo ao alcance de um Click ou um dedo?

Com o advento dos tablets, touch screen Mobiles, Desktops e Laptops, não mais ouvimos o "Click", barulhinho característico dos primeiros "Mouse" que a industria de TI nos apresentou. Hoje o manuseio é feito com a ponta dos dedos, de modo suave e com movimentos distintos, como por exemplo, quando queremos expandir um determinado texto ou imagem, através de um movto de "abrir" entre os dedos indicador e polegar, ao afastarmos um dedo do outro. Algo impensavel anos atrás e que ja são realidade. Espero apenas que a evolução da tecnologia continue a ser mais rapida que a evolução humana. Tecnologicamente, seremos capazes, no futuro, de acionar e direcionar equiptos com o poder do pensamento, segundo sites cientificos especializados alardeiam através da nossa internet. Do mesmo modo, antecipam alguns cientistas que a evolução fisica dos humanos esta mais rápida, ou seja, estamos reduzindo o volume de pelos, dentes e mesmo dedos (algumas pessoas ainda carregam o gene de 6 dedos nas mãos e/ou pés, inclusive, esse gene é dominante, lembrando das aulas de biologia). Imagine um mundo de seres humanos com tablets e sem dedos..

Wednesday, August 3, 2011

Why Your Passion for Work Could Ruin Your Career - by Scott Barry Kaufman - Lets think about before 40 years old..


Why Your Passion for Work Could Ruin Your Career
by Scott Barry Kaufman


Every business wants workers who passionately love their work. And for good reason: workers who are inspired are more productive, and passion can provide the energy necessary to fuel engagement, amidst obstacles and setbacks. But while passion seems clearly desirable, recent psychological research suggests that not all forms are adaptive. In fact, some forms can be downright detrimental.
According to Robert J. Vallerand's Dualistic Model of Passion, passion has two main flavors: harmonious and obsessive. Those with harmonious passion engage in their work because it brings them intrinsic joy. They have a sense of control of their work, and their work is in harmony with their other activities in life. At the same time, they know when to disengage, and are better at turning off the work switch when they wish to enjoy other activities or when further engagement becomes too risky. As a result, their work doesn't conflict with the other areas of their lives. When they are at the opera, for instance, or spending time with their children, they aren't constantly thinking of work, and they don't report feeling guilty that they aren't working. Questionnaire items measuring harmonious passion include: "This activity reflects the qualities I like about myself", "This activity is in harmony with the other activities in my life," and "For me it is a passion that I still manage to control."
Obsessive passion is a different story. Like those with harmonious passion, those with obsessive passion perceive their work as representing a passion for them, and view their work as highly valued. A major difference is that they have an uncontrollable urge to engage in their work. As a result, they report feeling more conflict between their passion and the other activities in their life. Questionnaire items measuring obsessive passion include: "The urge is so strong. I can't help myself from doing this activity," "I am emotionally dependent on this activity," and "My mood depends on me being able to do this activity."
Both forms of passion are associated with very different outcomes. Harmonious passion is associated with higher levels of physical health, psychological well-being, self-reported self-esteem, positive emotions, creativity, concentration, flow, work satisfaction, and increased congruence with other areas of one's life. These effects spill over into other areas. Because people with harmonious passion can actively disengage from work and experience other parts of their lives, they report general positive affect over time.
In contrast, those with obsessive passion display higher levels of negative affect over time and display more maladaptive behaviors. They report higher levels of negative affect during and after activity engagement; they can hardly ever stop thinking about their work, and they get quite frustrated when they are prevented from working. They also persist when it's risky to do so (just like a pathological gambler). A reason for this is that their work forms a very large part of their self-concept. To protect their selves, they display more self-protective behaviors, such as aggression, especially when their identity is threatened. Those with obsessive passion also have a more negative image of themselves, being quicker to pair the word "unpleasant" with "self" than those showing lower levels of obsessive passion. This suggests that their persistence doesn't come from a place of intrinsic joy, but an unstable ego.
These differences have implications for work burnout. A recent study investigated burnout (measured by emotional exhaustion) in two samples of nurses over a six-month period, across two different countries. Obsessive passion increased the chances of burnout while harmonious passion helped protect against burnout. The researchers identified some key factors explaining this relationship. Obsessive passion was associated with higher conflict with other life tasks and was unrelated to work satisfaction, while harmonious passion was associated with lower conflict, and higher work satisfaction. Importantly, these effects held even after controlling for the number of hours worked. People with harmonious passion come to work refreshed and ready to tackle new problems, whereas those with obsessive passion are at much higher risk of experiencing burnout.
But isn't persistence a good thing? Many great works appear to have come about due to an obsessive focus on work to the exclusion of all else. The research suggests this may be a myth. It's important to distinguish between flexible and rigid forms of persistence. Those with obsessive passion rigidly persist even when it's no longer sensible to do so. Those with harmonious passion are much more flexible, and are ultimately more successful. This may explain why so many child prodigies fizzle out later in life — regardless of their talent. By being obsessively attached their domain, they are increasing their chances of burning out.
In sum, the type of passion one has matters. Not just for work, but for many other areas of life. What kind of you passion do you have? Do you gain intrinsic satisfaction from your work, or do you feel as though you are constantly working to prove things to others? Do you feel a compulsive need to work or are you easily able to disengage and enjoy other interests in life? Managers: what kind of passion are you getting out of your workers? Don't be fooled by hard workers. Some may be on the verge on burnout.

Sunday, June 5, 2011

Vencer batallhas leva a vitória na guerra? A arte da guerra - Sun Tzu

Preocupar-se com o micro, garantindo a execução e continuidade, preocupar-se com o macro, visualizando o ponto aonde se quer chegar, com ambos... - Não tenha medo de ser chefe - Bruce Tulgan

Sunday, May 29, 2011

Recently, I´ve been avoiding listening radio stations, watch tv or read news without see violence (all kinds), not just in my town, my country, but around the world. Imagine when I´ll take a breakfast with no injuries, death, just with coffee, milk, bread..