TIME MANAGEMENT
This organizational Device will help you:
CONFLICT MANAGEMENT
This organizational Device will help you help you revise old concepts rooted in your daily work life to find and develop new skills in the work team. The proposal is to work together to:
Reflexionamos en equipo acerca de dos preguntas clave:
¿Qué hacemos con lo que tenemos para mejorar las prácticas de trabajo?
- Recolección de información
- Organización
- Sistematización
- Mayor grado de conciencia
- Interacción entre pares
- Dispositivos de trabajo
- Feedback
¿Qué hacemos con lo que NO tenemos para mejorar las prácticas de trabajo?
- Lista de recursos disponibles
- Lista de necesidades y urgencias
- Evaluación de problemas frecuentas
- Soluciones posibles evaluación de riesgos
BE THE LEADER YOU WANT TO BE
This organizational Device will help you develop soft skills that have a direct impact on Leadership Behaviour. We intend to nurture and promote:
SYSTEMATIZATION OF WORK
This organizational Device will help you:
En VG & Asociados trabajamos desde la escucha y la construcción conjunta. Revisamos y analizamos responsabilidades y actividades que llevan adelante los líderes y responsables de mandos medios.
En nuestro proceso de intervención directa, profundizamos, compartimos y estandarizamos técnicas, metodologías y herramientas de trabajo comúnmente usadas en los proyectos.
Además, colaboramos en el diseño de cargos: definición de tareas, roles, funciones y responsabilidades, competencias y tipo de autoridad.
Nuestro equipo lo ayudará en la construcción de su propia matriz organizacional para poder visualizar el escenario de trabajo y las complejidades que lo atraviesan.
EXPERIENCES
VMZ* Case
Leadership development
When setting goals, we set ourselves 3 main objectives:
- Create common criteria about what it means to be a good leader at VMZ.
- Detail the list of those resources (cognitive, emotional, etc.) necessary to be a good leader.
- Connect the results of this project with the company’s expectations. regarding the role of the leaders and extend it to the members od the teams they lead.
As stated by the participants, our intervention helped them to:
- Value the workspace as a place where individualities are respected.
- Have the necessary resources to be able to put together lines of action regarding where they want to go.
- Create a space to share experiences and problems and to listen to the issues that arouse concern.
- Take advantage of this space to focus on matters related to progress made.
- Put ideas into words: work on basic guidelines regarding what to be a leader entails.
Our method is based on daily interaction and the best use of the resources that the company already has.
TESTIMONY
“From my colleagues I learned about work methodology, problem solving approaches and decision-making processes”.
“The meetings with Verónica helped me see how important it is to use soft skills to understand conflicts at work” Sebastián. VMZ
“The biggest learning was to see in my colleagues the resilience capacity”.
SNC* Case
Referees Development
Our direct intervention method in SNC set to:
- Examine what it means to be a good Refereee and what it means to be a good Referee at SNC.
- Create a space for the socialization of technical knowledge. Based on the assumption that everyone can become a ‘Trainer Referee’ if they share and facilitate their expertise with their colleagues.
- Visualize Referees’ expectations in terms of indicators or standards so that they are not understood as ‘individual wishes’.
- Develop appropriate strategies to reach the intended results efficiently and effectively.
- Prepare a communication plan that includes a) the frequency with which each type of information is communicated; b) the most effective means of communication: through emails, meetings or ppt, among others; c) efficient and effective forms of writing.
After a joint development process, we achieve solidity and sustainability in two dimensions that are crucial for the company’s professional development and growth: the understanding of the roles and the review of those concepts and beliefs that are still invisible but still shape the daily work life and have a strong impact on decision-making processes.
ROLES:
- Entender que ningún tipo de liderazgo es mejor o peor que otro sino que son relativos al contexto y la gente que tenemos alrededor.
- Distinguir lo complejo de lo complicado.
Concepts applied:
- People´s Potential Capability refers to the amount of complexity that workers can handle when they make a decision.
- The Time Span: it describes the longest-running assignment. The longer the time span, the greater the amount of “felt-fair pay” is appropriate to earn.
TESTIMONY I
“There is something that is crucial at work: they need to keep learning”.
TESTIMONY II
“Not only when we have to delegate, it is also very rewarding to see how we our own capability is being applied.” Mauro, SNC
CPC* Case
Learning to be a Manager
At VG & Associates we work alongside Managers to help them develop the training and skills necessary for their new position. We set the following goals:
Teach and Learn how to:
-
- Be a Manager
- Delegate
- Focus on tasks and objectives
- Think about the social and emotional competences implied in the position of Manager
When the training process ended, the participants were able to build their first Management Tools:
- Definition of territory and responsibilities.
- Position themselves as facilitator of resources and not as solver of other people’s problems.
- Identification of those tasks where their work added value.
- Change from the direct-action method ‘let me do it’ for the interaction strategy through the word
TESTIMONY
I am very satisfied with the results we achieved! I learned to have more control over myself and now I have developed a greater degree of awareness regarding the impact of my decisions. Laura. CPC
*Por la protección de datos del cliente, los nombres de empresas son ficticios.