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Chain Law

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Submitted By ireneblanco
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RESUMEN EJECUTIVO
LEY 5. LA LEY DE LA CADENA
“TODO EQUIPO ES TAN FUERTE COMO LO ES SU ESLABON MÁS DEBIL”

Aunque a cualquier equipo le gusta medirse por sus mejores hombres, la verdad Todo equipo es tan fuerte como lo es su eslabón más débil. No importa cuánto se trate de racionalizarlo, compensarlo u ocultarlo, finalmente un eslabón débil quedará en evidencia. Esa es la ley de la cadena.
Cuando se trabaja en equipo se deben de considerar todas las posibilidades que conciernen a sus integrantes si estos son los adecuados, si comparten la misma visión y si en realidad quieren formar parte del grupo de trabajo. Se debe considerar que no todas las personas son las adecuadas o ideales para formar parte de un grupo de trabajo:
1. No todos quieren decir que sí
Para formar parte del grupo de trabajo algunas personas sencillamente no quieren hacerlo, y para otros el asunto es cuestión de actitud, sencillamente no quieren el cambio, no quieren crecer o conquistar nuevos territorios. Se aferran al statu quo. Todo lo que hay que hacer con estas personas es agradecerles amablemente por sus contribuciones pasadas y seguir adelante.
2. No todos deben decir que sí
Otras personas no deberían unirse a un equipo simplemente por cuestión de agenda. Quien tenga otros planes, y metas distintas a las del grupo entonces no es el lugar apropiado para ellos. Lo mejor que puede hacer con este tipo de personas es desearles éxito y hasta donde le sea posible, ayudarles en sus propios planes para que triunfen en lo que hagan.
3. No todos pueden decir que sí
Para el tercer grupo de personas, el asunto es de capacidad. Es posible que no sean capaces de mantener el ritmo con los demás miembros del equipo o ayudar al grupo a llegar al lugar a donde quieren ir. ¿Cómo se puede reconocer a esta clase de personas? No son muy difíciles de identificar porque a menudo:
• No pueden mantener el ritmo con los demás miembros del equipo
• No se desarrollan en su área de responsabilidad
• No pueden ver el cuadro completo
• No están dispuestos a trabajar en sus puntos débiles

• No están dispuestos a trabajar con el resto del equipo
• No pueden cumplir las expectativas para su área
Si en el equipo se tienen eslabones débiles, tiene dos cosas por hacer: entrenarlos o deshacerse de ellos. Por supuesto, su primera prioridad siempre debe ser entrenarlos. Esto puede hacerse en varias maneras: proveyéndoles libros para que lean, enviándolos a conferencias, presentándoles nuevos desafíos, poniéndoles mentores. Yo creo que con frecuencia la gente alcanzará el nivel de sus expectativas.
Cuando se tiene a un líder de equipo este no puede evitar tener que contender con eslabones débiles. Los miembros de un equipo que no son capaces de cargar con su propio peso no solo hacen torpe la marcha del equipo, sino que afectan a su liderazgo. Algunas de las cosas que ocurren cuando un eslabón débil se mantiene en el equipo:
1. Los miembros más fuertes identifican al más débil
2. Los miembros más fuertes tienen que ayudar al débil
3. Los miembros más fuertes llegan a resentirse con el débil
4. Los miembros más fuertes serán menos efectivos
5. Los miembros más fuertes ponen en duda la capacidad del líder
Los miembros del equipo pueden evitar la dura decisión de confrontar a sus compañeros que están fallando, pero el líder no puede. Precisamente, una de las diferencias entre los líderes y los seguidores es la acción. A menudo los seguidores saben lo que tienen que hacer, pero no quieren o no pueden asumir su responsabilidad.
Cuando tenemos a un líder de un equipo este no puede ignorar las situaciones creadas por un eslabón débil. Hay soluciones apropiadas según sea la clase de equipo. Si el equipo es una familia, entonces no se trata, simplemente, de prescindir de la persona que constituye un eslabón débil. Tiene que trabajar con ella con amor, ayudarla a crecer, a la vez que debe tratar de minimizar los daños que pudiera causar a otros miembros de la familia.
Si el equipo es un negocio, entonces usted es responsable ante el propietario o los administradores. Si ha ofrecido entrenamiento sin éxito, quizás lo mejor sea deshacerse del eslabón débil.
Si el equipo es un ministerio y el entrenamiento no ha dado los resultados esperados, quizás lo apropiado sea pedir a las personas débiles que se abstengan de participar en el equipo por un tiempo. Es posible que necesiten alejarse del equipo por un tiempo para trabajar en áreas emocionales y espirituales.
No importa cuál sea la situación que enfrente usted, recuerde que sus responsabilidades ante los demás siguen el siguiente orden: a la organización, al equipo y finalmente al individuo.

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