La presencia mediática y las leyendas urbanas difundidas a propósito de CEO’s como Bill Gates, Jeff Bezos, Mark Zuckerberg o el difunto Steve Jobs, han creado una suerte de aura alrededor de la figura del CEO. En el imaginario colectivo, el CEO es un ente todopoderoso que exuda brillantez a cada paso. Sin embargo, la verdad es que la mayoría estamos lejos de ser brillantes.
La presencia mediática y las leyendas urbanas difundidas a propósito de CEO’s como Bill Gates, Jeff Bezos, Mark Zuckerberg o el difunto Steve Jobs, han creado una suerte de aura alrededor de la figura del CEO. En el imaginario colectivo, el CEO es un ente todopoderoso que exuda brillantez a cada paso. Sin embargo, la verdad es que la mayoría estamos lejos de ser brillantes.
Y eso está perfectamente bien.
Antes de explicar mi punto, conviene establecer qué entendemos por un CEO brillante. Hablamos de alguien capaz de tener todas las capacidades y competencias que se requieren para sacar adelante a una organización. Alguien que no requiere de un equipo. Se trata de excepciones a la regla y, lamentablemente, esto implica que ese CEO sea un todista, lo que a la larga se convierte en un freno para la empresa.
Ahora, volviendo al título de este post, lo importante en un CEO es su capacidad para reunir a un equipo que concentre todas las capacidades y competencias de las que carece, y lo rete y lidere hacia una causa común. Es esa unión la que permite sacar adelante a la empresa.
El verdadero liderazgo implica rodearse de la gente correcta, en un engranaje que es similar al de un vehículo deportivo de última generación. El CEO conduce el automóvil, pero para sacarle un óptimo performance requiere del mejor motor, las mejores las ruedas y frenos, la mejor caja de cambios, suspensión, etc., todos perfectamente engranados y sincronizados…
¿Qué debemos hacer entonces si lideramos una organización? Lo primero es aceptar que tenemos debilidades e incapacidades, en un ejercicio de humildad que implica una doble mirada, una hacia el interior, para ver qué nos falta; y otra hacia el exterior, para conformar ese equipo clave que cubra aquello que nos falta.
Lo segundo es desarrollar o potenciar nuestras habilidades blandas. Un buen CEO debe ser empático, debe saber empoderar a su gente, saber escuchar, debe ser honesto, transparente y sincero. Debe ser capaz de motivar e incentivar a su equipo para que lo siga e inclusive “mate” por su organización, pero también para que lo cuestionen abiertamente y hagan ver sus fallas.
A veces me preguntan si se estudia algo específico para ser CEO, y siempre me pongo de ejemplo. Soy ingeniero químico de profesión, y sin embargo, llevo más de 30 años de experiencia dirigiendo diferentes organizaciones.
Estoy convencido de que todos tienen el derecho a ser CEO’s. A veces el camino puede ser largo, otras veces será más corto. Sin embargo, la verdadera pregunta es si estamos dispuestos a asumir un liderazgo real, si estamos dispuestos a hacer ese ejercicio de humildad y a admitir que no podemos hacerlo todo.
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