The statement by King Juan Carlos I of Spain 18 April 2012 will go down in history as unique and unprecedented:
“Sorry, I was wrong, not happen again ... "
These words of apology in a crestfallen king, unacceptable after proceeding to go on holiday to hunt elephants in Boswana during one of the worst moments for those who ran the crisis in Spain, gives us the opportunity to transfer their example to the Regeneration of Management at two points of interest:
A) The great importance that charge the new communication technologies and the power of social networks on the current scene.
B) Managers gain the prestige and credibility in their work environment when they recognize mistakes and take responsibility for their actions and results, and those of his team.
The first point is further proof of the peaceful revolution that provide new technologies in the hands of society. The social networks facilitate the spread in minutes made popular, News and concepts. They are a great hope for progress in the implementation of CSR policies, and promote a new vector of influence on the competitiveness of enterprises.
In effect, the news, that would have gone unnoticed, was exposed by an unfortunate accident impossible to hide from the media, and that's when the social networks spread at the speed of light. Not only could not be covered, but that criticism is shot in such amount deemed necessary a rare statement of apology. Behold the power of citizenship through social networks.
For all this transformation of the citizens of consumers "CONSUMISABLES"It is crucial to promote the regeneration of Management in companies that comply with CSR criteria.
The second point is part of the chapter later to dedicate "OCTOPUSMANAGER. "It is normal for Managers sometimes mistake, like any human being. However, the recognition of errors is virtually nonexistent among managers in general and still less the "TOPs". Is forbidden, something that never should be recognized. On the contrary, the usual technique is the justification, the exculpatory excuse and reasoning.
True, there are especially skilled managers to justify the unjustifiable with well-structured speech. The good political dialectic is one that can defend a concept and its opposite. And this is one of the "skills" or skills highly valued in a good manager. However, when those skills are used in the justification of malpractice, of transferring all responsibility to its employees, or distributing "brown" between colleagues, should be clear that the moral character of the manager has not gone unnoticed and should immediately disavow this hierarchical management style, with exemplary signaling to prevent feels chair at the company's business culture.
What we will see in later chapters.
Is the recognition of errors Managers at odds with the concept of leadership?