Archivo de la categoría: Work Life

Proveer información, nueva forma de hacer networking

A continuación, nota de Thomas Davenport en Harvard Business Review para America Latina.

Reenviar es la nueva forma de hacer networking

 Michael Schrage hace poco escribió en su sitio acerca de la importancia de reenviar información como una forma de mejorar las relaciones en red. Él está en lo correcto, a pesar de que el título –”The Disadvantage of Twitter and Facebook”– es engañoso (y es impreciso, dado que las personas realizan réplicas de tweet todo el tiempo; pero desafortunadamente, los editores saben que cualquier cosa que tiene Facebook y Twitter en el título recibe muchas visitas a la página y replicas de tweets). El reenvío es la nueva forma de hacer networking. Si no lo sabes hacer fácilmente en Facebook es casi igual que ser incapaz de usar el teléfono.

En realidad no se puede decir que sea la nueva forma de hacer networking, porque ha estado en boga desde hace más de una década. Las personas que hacen networking inteligente se dieron cuenta muy tempranamente de que reenviar contenido de emails era una forma de nutrir las relaciones.

En 2005, Rob Cross, Sue Cantrell y yo encontramos evidencia en una investigación que realizamos con trabajadores del conocimiento en cuatro empresas. Las personas que tenían niveles más altos de desempeño (identificados según sus calificaciones en rendimiento) eran excepcionales en networking. Tenían más personas en sus redes de contacto, era más probable que otros los contactaran y que intercambiaran información valiosa con los miembros de su red de contactos; todo esto en comparación con trabajadores que tenían un desempeño promedio. Ellas cultivaban conscientemente su red de contactos; y esto no a través de la entrega de sus tarjetas de presentación en “eventos de networking” o enviando invitaciones por LinkedIn. Ellas ofrecían información y otros contenidos de valor a sus redes de contacto.

Algunas de las personas de alto desempeño que entrevistamos mencionaron específicamente que realizaban numerosos reenvíos selectivos. Es decir, cuando veían un contenido online que sabían sería interesante o útil para algún miembro de su red de contactos, lo reenviaban como una forma de decir “yo sé cuáles son tus intereses y estoy pensando en ti”.

Por supuesto que a uno se le puede pasar la mano con los reenvíos, reenviando o recibiendo. Aquí hay un par de cosas que debería evitar:

No reenvíe masivamente. Muchas personas comentaron en el sitio de Michael que recibían demasiados reenvíos generalizados. Yo diría que la mayoría de esos se envían a listas y no a individuos. Cuando uno reenvía a una lista (o repica un tweet a una lista de seguidores) devalúa el beneficio del acto de networking. Es el equivalente online de encontrar una oferta de tarjeta de crédito de Capital One en su bandeja de entrada.

No reenvíe mensajes con contenido que usted cree chistoso a una lista numerosa de personas. ¿Por qué? Porque puede ofender a alguien; son altas las probabilidades de que alguien no lo encuentre para nada chistoso. Y a algunas personas no les gusta perder su tiempo laboral con bromas, animaciones, videos chistosos, etc.

Ser el receptor de información reenviada puede ser un motivador social, pero no es un sustituto de una estrategia personal para informarse. Hace varios años un ejecutivo de General Electric me dijo: “Yo sólo leo artículos que otras personas me reenvían”. Eso parecía una forma bastante azarosa de adquirir el contenido que se necesita para realizar su trabajo con eficacia.

Cuando en la investigación mencionada más arriba hallamos que las personas que tenían mejor rendimiento eran las mejores en networking, me pregunté en cómo se relacionaba su desempeño con el networking que realizaban. ¿Su alto desempeño los hacía mejores para el networking, o su networking deliberado mejoraba su desempeño? Yo siempre sospeché que era lo segundo.

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Tips para cambiar de trabajo

Fuente: Fast Company | enero de 2010

Hoping to Change Careers in the New Year? Try These Seven Radical Steps

BY Linda Tischler

Raise your hand if “Get a New Job” is at the top of your list of New Year’s resolutions. Whether you’re currently “spending more time with your family,” or toughing out another year in a company you would have surely fled in a better economy, you’re probably wondering what you can do in 2010 to improve your chances in a brutal market.

Nick Corcodilos, aka the “Ask the Headhunter” guy, recently published a new book chock full of tips for the thorniest of job-hunting problems: “How Do I Change Careers?

Unlike job hunters roaming the turf of a familiar industry, career changers face even more daunting hurdles. They typically don’t have a network of industry friends, they don’t have a resume stuffed with industry-specific accomplishments, and they often face the dismal prospect of having to jog down a few notches in the corporate hierarchy to make up for lack of experience.

If those hurdles aren’t enough, they’re often going about the process in all the wrong ways, says Corcodilos. “They’re all victims of brainwashing about what it means to look for a job,” he says. “The current wisdom says to crank up your network, polish your resume and get it out there. It’s all oriented to having you get your documents out there, in the hope that somebody will figure out what to do with you.”

That’s all wrong, Corcodilos says. Instead, job seekers should practice reverse psychology. Enough about you! What about the person who needs to fill the job?

“The notion of building your personal brand is pure bunk,” he says. It’s a narcissistic view of how you get ahead. It’s about feeling the employer’s pain. If you want to pull off a career change, you need to give hiring managers a specific business plan as to why they should allow you into the organization.”

Here is Nick’s radical plan for devising a more fruitful job search.

Step 1: Give yourself the freedom to explore. Forget that you’re looking for a job. First, you have to figure out where you want to go. We’re talking “blue sky” here. So head to the library, an old school but shockingly useful treasure trove of helpful information. Forget the Internet. Too focused, too virtual. Right now, you need to roam the periodicals section, allowing yourself the luxury of following wherever your interest takes you. After you’re done reading In Touch and Rolling Stone, sidle on over to the trade publications and start nosing around. Gather up a few publications that interest you, and see if you can find any patterns. Jot down notes on stories that generate a spark. Start drilling down into specific companies, taking notes on their business prospects, their revenue, their problems, their successes. And start taking names. The people mentioned in stories about a company are typically their movers and shakers. You’ll need them for Step 2.

Step 2: Armed with information about four or five–no more!–companies where you think you would enjoy working, pick up the phone or ferret out an email to get in touch with the people on your list. Don’t ask for an informational interview! They’ll drop you like a hot potato! Instead, come up with some thought-provoking question that might inspire the person on the other end of your missive to engage. Ask them what they’re reading these days that influences their work, ask about an industry issue. The point is to establish a connection, get a little more information, and see if this industry is actually one that would be a good fit.

Step 3: Simultaneously, you should be figuring out how to meet more people in the industry you’ve targeted. What are the events, training programs, blogs, online communities, and organizations that attract these folks? If you can connect with some of them via friends, all the better. Just remember: The key is to talk shop with them not belabor them with your career aspirations. Ask for advice and insight–not job leads.

Step 4: If, after all this researching and chatting, you’re still keen on the new industry, you need to figure out how your current skills map to a future employer’s needs. Figure out the work function you’re most interested in and the skills it requires. What are you missing? Do you need more education or training? Is that a deal breaker? You may have to trade income and status for a chance to learn the ropes.

Step 5: If you’re now as up-to-speed as you’re ever likely to be, it’s time to get serious. With a grasp of the problems and challenges your prospective employer is facing, you’re now ready to draft a business plan for the job you want. This doesn’t have to be too detailed. You’re not expected to know the nitty gritty of the company’s balance sheet. The goal is to demonstrate you’ve been thinking about THAT COMPANY’s specific problems, and what you could do to help them.

Step 6: Using the contacts you’ve developed, try to find a manager who might hear you out. This is NOT about answering a posted job listing. This is about all those jobs that never get posted–or don’t even exist until you’ve shown that they should create a job just for you.

Step 7: Now, for the tricky part. Let’s say you’ve impressed the hiring manager with your creativity and pluck. but you still don’t have the background that the other folks on his or her team have. Time to negotiate! Point out your relevant skills and suggest that if you meet a certain number of milestones toward new skills in a certain amount of time, you can revisit the compensation question. Changing careers often incurs costs, but you should treat it as an investment.

The market is admittedly tough, Corcodilos concedes, but “good companies are still looking for good people who can help them make a profit.” Why shouldn’t it be you?

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Fenómeno del impostor y cómo manejar tu crítica interna

A contiuacion un artículo levantado de uno de los blogs de Harvard Business Review, sobre la crítica interna, el fenómeno del impostor. Los comentarios debajo de la nota están muy buenos.

How to Manage Your Inner Critic

8:40 AM Monday January 4, 2010
by Susan David | Harvard Business Review

Do you spend hours worrying that you aren’t good enough to succeed? That you’re just not capable or that you aren’t smart enough? You’re not alone.

A client — I’ll call her Sonya — is typical of many top-level executives who struggle with an over-eager inner critic. Despite numerous accomplishments, including a graduate degree from a prestigious business school and a partnership at a leading accounting firm, Sonya always feels like an underachiever. Every day she sees herself as a new graduate — tongue-tied, fumbling, and trying to prove herself for the very first time. Sonya is convinced that soon someone will find out the awful truth — that her incompetence will become clear and that she’ll lose her responsibilities, her partnership, and eventually her job. Even though Sonya has never received a negative performance appraisal, she feels stressed, unhappy, and unfulfilled. Sonya is successful — and completely miserable.

Sonya suffers from the “impostor phenomenon,” a psychological syndrome identified in the late 1970s by Pauline Clance and Suzanne Imes and expanded upon by Manfred Kets de Vries in a 2005 HBR article. It describes frequent feelings of incompetence despite all of the evidence to the contrary.

The imposter syndrome is common — and it can be hard to overcome. Quieting your inner critic takes a series of specific steps.

First, it is important to recognize that the most commonly used strategy — trying to ignore or suppress your inner critic — simply doesn’t work. In fact, ignoring unpleasant thoughts and emotions leads to a rebound effect, increasing their intensity and frequency.

Rather than suppress your emotions, acknowledge that they are real, whether justifiable or not. Wrong or right, Sonya really does feel unworthy, ashamed, and anxious. When she tries to push these feelings away or rationalize them (by saying, “I shouldn’t be feeling this way”) they only get amplified. It is this response to her emotions that gets her into trouble. Psychologists call this response a “meta-emotion.” When we worry about being worried, we’re creating a whole new problem.

I asked Sonya how long she’d been dealing with her inner critic. “Ten years,” she said. I then asked how long she’d been trying to ignore her unreasonable self-criticisms. “Ten years.” I pointed out that her standard strategy didn’t seem to be working. It didn’t take long for her to realize that anxiously trying to avoid or ignore her emotions was actually contributing to the problem.

The trick to dealing with your inner critic is to develop a balanced relationship with it: to not ignore or avoid it and the emotions it raises, but to also not allow yourself to be bullied by it.

Easier said than done? Try the following steps:

  • Examine your inner critic. Ask it: “Where do you come from?” This might feel awkward at first, but speaking internally with your critic is a valid psychological technique that encourages you to think objectively. In Sonya’s case, we traced her inner critic back to her childhood, to parents who were harsh and difficult to please. But not all inner critics come from our childhoods. We’re influenced by many factors, including competition with our peers, the media, our relationships with our spouses, and our own attitudes about winning and losing. Once you understand the places your inner critic comes from, you’ll be able to recognize when it’s telling the truth and when to disregard what it says.
  • Understand that your inner critic can actually help you. Your inner critic has evolved to help you set and meet high expectations. If you’re open to it (which is not the same as believing everything it tells you) then you can learn from it. Like a good coach, your inner critic reminds you that knowledge and capability are important. Ask it: “How will you help me achieve success in the task ahead?”
  • Act in spite of your inner critic. You can learn from your inner critic, but be careful to not give it too much power. Find and maintain the right distance — keep it close enough to be useful, but not so close that it gets in your way. As soon as you hear your inner critic complaining, acknowledge the information — but always ask: is my inner critic helping me or hurting me? If what it’s telling you saps your confidence, then ask it to step aside and continue on your way.

Sonya used to feel tongue-tied in important meetings, worried that other people might think her comments inane. Now, instead of surrendering to anxious, negative thoughts, she thanks her inner critic for its opinion and speaks up anyway. By taking action that’s consistent with her goal of becoming a better leader she manages to dispel her anxiety and add wisdom to the conversation.

In the end, it’s helpful to remember that as loud as your inner critic can be, it’s just a part of you and not the whole. Don’t let it stop you from continuing to learn and grow.

Susan David is co-director of the Harvard/McLean Institute of Coaching, a member of Harvard faculty, and a Yale research affiliate. She is the founding director of Evidence Based Psychology, a leadership development organization and management consultancy that focuses on developing business leaders to foster positive and sustainable outcomes in themselves and their organizations. You can email her at sdavid [at] mclean.harvard.edu.

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Cómo lograr experiencia laboral sin tener trabajo (y cómo conseguir trabajo sin experiencia)

Interesante artículo levantado de Harvard Business Review. Primero, un resumen en español y luego la nota completa.

“En este difícil mercado de talentos, no son sólo los recién graduados los que buscan ganar experiencia para obtener un trabajo; incluso las personas con experiencia necesitan hacerse más vendibles. Si usted busca ampliar sus habilidades o entrar a una nueva área laboral, piense en hacer trabajo voluntario para ganar experiencia. Si desea obtener experiencia en ventas, ofrezca hacer llamados de contacto para alguna empresa local. Aunque no podrá cerrar una venta, sí podrá conseguir reuniones de venta en que otras personas con más experiencia en el área puedan hacer lo que saben hacer mejor. Busque una empresa que tiene una gran idea pero que no tiene dinero para realizarla. Las personas le agradecerán la ayuda y, a cambio, usted puede ganar experiencia para mejorar su currículum”.

How to Get a Job Without Experience

August 12, 2009
by Larry Stybel

You know the Catch-22: “You can’t get a job without experience, and you can’t get experience without a job.”

Young job seekers have always faced this dilemma. In today’s shrinking job market, people with years of experience also struggle with it. Whether they face the reality of a layoff, or merely the threat of one, many older workers are trying to reinvent themselves in order to become marketable in a changed economy.

Whether you’re launching your career or trying to change its direction, you can get around this Catch-22 with some creativity and humility.

Here’s how I did it:

I was a clinical psychologist in a community mental health center. It was professionally satisfying and financially unrewarding. I decided it was time to make more money. I would become a business consultant.

Imagine my surprise to learn that I could not find a single company eager to hire me. Apparently, they couldn’t see that my ability to counsel sexual offenders was a transferable skill!

I couldn’t get business experience without getting hired. I couldn’t get hired without business experience. What to do?

At a party, I met Dr. Charles Daily, an organizational psychologist and entrepreneur. Dr. Daily was trying to market a new product to help companies make better hiring decisions. He had a good idea and no money to hire someone to help him realize it.

I said to Dr. Daily, “I’ll do telemarketing cold calls for your new product. But I insist on being paid. The first payment will be a title appropriate to the job I will be doing – say, ‘Business Development Associate.'” The second payment, if I fulfill my end of the deal, will be a good reference and introductions to colleagues who might be able to help me.”

For the next two months, two days a week, I did my best to help Dr. Daily get traction for his new service. I made hundreds of calls – hating every one of them. I ultimately was able to set up two in-person appointments for Dr. Daily.

Neither of those led to new business. But Dr. Daily said my job had been to open doors; it was his job to close deals. I’d performed well and would get paid, in the form of introductions to some business associates. Those introductions, along with a resume that included my new title, eventually led to a job with a talent management-consulting firm.

How can you use such a strategy to get out of the no-win loop that circumscribes your professional growth?

Look for a company with a great idea and no money to execute it. Then:

  1. Be specific about what value you will provide. I wanted experience in the sales and marketing of professional services. I said I would make phone calls and get appointments for Dr. Daily. I didn’t say I would generate sales because I didn’t think I could do that.
  2. Be specific about what value you will receive. For me, appropriate compensation was a title I could add to my resume and introductions and a reference from Dr. Daily. Compensation is about value received for value given – and you’re thinking too narrowly if you define value only in monetary terms.
  3. Be specific about time frame. I promised to work two days a week for two months. Be sure that your commitment doesn’t preclude you from actively continuing a job search – or performing well enough to keep your present job.

What? You’re too proud to offer your services at no charge? Get over it. If you choose the right opportunity, you’ll gain industry or functional experience that has immeasurable value – and will ultimately lead to a real paycheck.

Larry Stybel is co-founder of the global career management firm Stybel Peabody Lincolnshire. He also is Executive in Residence at the Sawyer School of Business at Suffolk University.

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Consejos para hacer presentaciones (a lo Steve Jobs)

En publicidad una buena presentacion de una campaña puede determinar que esta sea aprobada por el cliente o sea desechada, ahi es donde el publicista debe vender su idea al cliente y convencerlo de que la campaña que esta por ver es el non plus ultra para su producto o servicio. Como lograr eso?
Steve Jobs el
genio detras de Apple tiene una tecnica oratoria y un estilo para dar sus presentaciones unica, tal y como nos lo reseñan en un articulo publicado en Pyme Crunch y donde nos dan una serie de recomendaciones para hacer una presentacion al mas puro estilo de Mr. Apple:

1.- Deja claro el tema: Con las palabras “There is something in the air today” (Hay algo en el aire hoy) inició Jobs su discurso en la Macworld donde terminó anunciándose la flamante Mac Book Air. Desde sus primeras palabras ya Steve impregnaba su charla del asunto que lo tenía ese día ahí delante de tantas personas. Reiterar durante la presentación el asunto o tema de la misma ayuda a que los participantes se mantengan conectado al mismo.

2.- Demuestra entusiasmo: En este punto Steve Jobs es bastante sui generis pues incluso su vestimenta le proporciona una apariencia nada acartonada y muy juvenil. Sin embargo, ello sólo es una parte que se ve completada por un fluido lenjuaje no verbal y expresiones frecuentes como “extraordinario”, “sorprendente”, “cool”. Cada tipo de presentación tendrá sus límites en este sentido pero nunca dejes de lado que lo que deseas es sorprender y no dormir a tus oyentes, y que si tú no eres el primero en entusiasmarte con lo que dices difícilmente lo conseguirás en otros.

3.- Proporciona un esbozo: Frases del tipo “Hay cuatro cosas de las que voy a hablar hoy” son muy acostumbradas por Jobs y le proporcionan tanto al orador como al participante de la conferencia una invisible estructura que le ayuda a organizar mentalmente lo expuesto. De lo mejor si además de ello también visualmente se expresa esa división del discurso -con las diapositivas o el material de apoyo-.

 4.- Vuelva significativas las cifras: Cita el artículo como ejemplo que Steve Jobs mencionó que se habían vendido ya 4 millones de iPhones, y a continuación de ello añadió: “Eso es en promedio 2,000 iPhones, todos los días”. La cifra de 4 millones es evidente quedaría en lo etereo de la representación, pero ya si te dicen que cada día se han vendido 2,000 iPhones te das una idea más aterrizada de la magnitud de la venta. En este momento me pongo a pensar hasta donde para muchos podría convenir más mantener sin aterrizaje algunos datos, pero eso es tema para otra ocasión.

5.- Intente conseguir un “momento inolvidable”: Sacar de un sobre manila la MacBook Air durante la presentación de la misma fue el momento a recordar y comentar durante muchos días. En la exposición y/o discurso que tengamos que presentar sin duda habrá un momento inolvidable, que tenemos que encontrar y explotar -a nuestro favor- adecuadamente.

6.- Cree diapositivas visuales: Olvídate de llenar con datos, textos y gráficos abrumadores tus diapositivas; vuelve tu presentación más interactiva empleando texto sólo en casos extremos y recurriendo a imágenes llamativas y transiciones novedosas. El empleo de frases clave también es poco utilizado y significa una alternativa recomendable.

7.- Brinda un espectáculo: Incluye recursos multimedia, rompe el ritmo con cambios de voz, explota al máximo el lenguaje no verbal, utiliza las diapositivas como un aliado y no un estorbo, interactúa con tus oyentes… Cualquier cosa que la situación permita es bienvenida mientras incremente el punch de tu discurso.

8.- No sudes con las cosas pequeñas: Ten en cuenta que no todo podrá salir al 100% perfecto por lo que ten también dentro de tu cabeza latente el afrontar los pequeños aspavientos: reducción de tiempo para la exposición, falla en el equipo de cómputo, un auditorio reticente a tus palabras o indispuesto por asuntos que no te consciernen. Cualquiera que sea el motivo no dejes que te rebase; recuerda que el control lo tienes tú, que solo tú sabes de qué vas a hablar y que puedes sobre la marcha hacer algunos ajustes sin que los demás terminen enterándose de ello.

9.- Vende el beneficio: Reitera, reitera, reitera y reitera los beneficios de aquellas cosas que estás diciendo. Las personas que te oyen esperan enterarse -y concretamente- de qué de bueno les trae aquello de lo que hablas para sus vidas y en la medida de que se los digas obtendrás una respuesta positiva en su participación. Por poner un ejemplo, muchas veces presentar el presentar un abombado currículum no resultaría tan atractivo para un contratante que si le dices las cosas positivas que podrá encontrar si le otorga el empleo.

10.- Ensaya y vuelve a ensayar: Debemos tener en cuenta que para que Steve Jobs nos sorprenda con las presentaciones que ahora hace, al menos desde que fundó Apple en abril de 1976, tiene 32 años de experiencia como orador. ¡32 años! Ni la vida que tenemos muchos de los que andamos leyendo ésto por aquí. Por lo que buenos hábitos de lectura, costumbre de atender presentaciones de buenos oradores -en Youtube encuentras una infinidad-, y practicar en cuanta oportunidad tengas funciona para que ese momento que lo necesites estés bien preparado.
 
Link de la nota: http://pymecrunch.com/presentaciones-al-estilo-jobs

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Consejos para asumir nuevas responsabilidades, aun cuando no son bienvenidas

The Right Way to Take On a New Responsibility

June 16, 2009 | Harvard Business Publishing

Por: Steven Demaio

I’ve always been the kind of person who says yes to new work-related challenges, frequently out of pure enthusiasm for the opportunities. Sometimes it makes sense to say no, of course, but in a tough economic climate yes is often the necessary response to organizational shifts that happen in the wake of layoffs and restructuring. No matter what the economic conditions, there’s an art to taking on a new responsibility. During my years of saying yes, I’ve practiced that art a lot. Here’s what I’ve learned:

1. Don’t just talk with your predecessor — interview her.
If you have access to the person who used to do what you’re about to start doing, sit down and have a meaningful dialogue. Don’t merely ask for information and materials; inquire about the essence of the responsibility: What are the stakeholders really looking for? What’s the best way to feel fulfilled by the work? If you can’t connect with your predecessor or if the work is brand new, interview the person who created or bestowed the responsibility. I’ve found that if you do this properly, the main conversation takes about an hour of very substantive talk, with a couple of shorter follow-ups.

2. Give the new work its proper physical space. Before you dive deeply into the details, allot your new responsibility its own electronic folders, space in your file drawers, section of your cubicle wall, or whatever else is required. Spatial integration is vital to overall integration.

3. Look for overlap with your existing duties. If you treat a new responsibility as simply additive, chances are you’ll feel swamped. Even if the new work is very different from your current work, opportunities to kill two birds with one stone are likely to exist, certainly in terms of scheduling and probably much more than that. Sometimes it’s just a matter of doing tasks that tap similar parts of your brain back to back (see my previous post, “The Art of the Self-Imposed Deadline”).

4. Delegate for efficiency.
Each time I assume a new responsibility, I find that there are discrete components that colleagues can do better — and that they are often happy to take these on because they appreciate that I’ve already stepped up to the plate. If your decision to delegate is based on the merits — i.e., on finding efficiencies and improving quality — most people will respect that and act accordingly. Coworkers are very good at telling the difference between sharing responsibilities intelligently and simply unloading work.

5. Check in with yourself. Soon after taking on a new responsibility, be sure to take time every week to assess the effect that the new work is having on your other duties, on your feeling of professional fulfillment, and on your work/life balance. Use what you discover to update your decisions about overlap and delegation, even about your physical space. If something needs to change, it’s best to identify that early rather than after processes are deeply entrenched.

What are your techniques for assuming a new responsibility smoothly?

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Trabajar la red de contactos

Por: Mariano Muracciole*

¿Qué es?, ¿por qué es tan importante trabajarla y dedicarle tiempo?, ¿cómo puedo hacer para ampliarla y qué beneficios me puede aportar a futuro?

La red de contactos está íntimamente ligada a nuestro proyecto futuro de vida. Por eso es que es tan importante “alimentarla” y “tejerla” de manera correcta y estratégica. Así es, todavía quedan cosas que se pueden y se deben realizar artesanalmente.

Si bien comenzamos a construirla (sin darnos cuenta) cuando llegamos al mundo, recién nos percatamos de ella cuando nos sumergimos en el mundo laboral, momento a partir del cual iniciamos un trabajo de hormiga (o araña mejor dicho) de recuperación, salvataje y creación de contactos.

Hoy es sabido que la red de contactos es la vía más efectiva para conseguir un trabajo o realizar un cambio de carrera. Permite acelerar los procesos de búsqueda y acceder con eficacia (y con bajo margen de error) a un candidato que viene con la “garantía extendida” de haber sido presentado por un conocido cercano y de confianza. Por ello debemos ser doblemente cuidadosos, tanto al momento de presentar a una persona como también al pedir que nos recomienden a alguien.

En la actualidad, hay variadas herramientas virtuales que facilitan la tarea de armar y agrandar la red de contactos: LinkedIn, Facebook y Twitter, entre los más conocidos. Pero lo simple no deja de ser complejo o peligroso, ya que estas vías muchas veces fomentan vínculos superficiales y temporales. Por eso debemos utilizarlas involucrándonos, cuidando nuestra persona y aprovechando todos los recursos que ofrecen para facilitar nuestro trabajo de búsqueda o cambio laboral. Aceptar “amigos”, “seguidores” o “contactos” simplemente para ampliar nuestra red no significa nada si no establecemos un intercambio delicado, pensado y con objetivos claros. Meter la pata, parecer oportunista o desesperado puede ser muy fácil si no tenemos timing y nos conducimos con seriedad. Tampoco olvidemos los otros medios “reales” para establecer nuevas relaciones: el club, el gimnasio, el grupo de estudio, los compañeros de posgrado, etcétera. Ellos también son contactos de nuestra red (¡y amigos más allá de todo, por supuesto!) que conocen cómo actuamos en medios no laborales, los cuales nos permiten mostrarnos con soltura y hacer marketing personal sin percatarnos de ello.

Lo más importante de la red de contactos es que se basa en dos principios: la solidaridad con el otro y el profesionalismo, dos aspectos que no debemos descuidar. Si bien es cierto que buscamos permanecer en la mente de las personas para que nos recomienden, también es fundamental preocuparnos por las necesidades de los demás y ayudarnos mutuamente en el camino hacia la realización personal y la búsqueda de la felicidad.

  

* Mariano Muracciole | Profesional de la Orientación Vocacional

mariano@proyectoarmando.com.ar

www.proyectoarmando.blogspot.com

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