Mi jefe me “freezó”, ¿qué hago?

Me nombraron Responsable del área por haber sido un empleado ejemplar. Disciplinado, puntual, responsable. Cumplí con todos los objetivos que me plantearon y en algunos casos los superé… y ahora hace casi tres años que mi jefe me “freezó”, comenta angustiado a la Consultora, un Responsable de Sistemas de 35 […]

Me nombraron Responsable del área por haber sido un empleado ejemplar. Disciplinado, puntual, responsable. Cumplí con todos los objetivos que me plantearon y en algunos casos los superé… y ahora hace casi tres años que mi jefe me “freezó”, comenta angustiado a la Consultora, un Responsable de Sistemas de 35 años que no logra ascender a Gerente del área…

Por Silvia Vales, Directora de Silvia Vales & Asociados

Esta es una de las problemáticas que se ven a diario en hombres y mujeres de la generación Y que esperan con ansias ascender a Gerentes.
Lo que era ya no es. Las habilidades y tareas que le permitieron convertirse en un destacado profesional ya no funcionan para llegar a ser Gerente.
¿Qué pasó? Para conseguir este puesto es necesario algo más que ser un empleado cumplidor y responsable. Los resultados no alcanzan.
El juego cambió y como tal, tiene nuevas reglas en las que la comunicación fluye por circuitos diferentes. Es clave saber relacionarse en tres niveles: con los superiores directos como con los jefes de sus jefes, con sus pares en el equipo y otros integrantes de la organización.

El joven se desmotiva porque no entiende qué es lo que le falta. Suele querer irse y la organización pierde alguien brillante.

Está comprobado que sentirse bien y motivado en el trabajo aumenta la fidelidad en la empresa; así lo confirma una investigación de Mercer realizada entre 30,000 personas en 17 países, que asegura que la causa de esa ‘urgencia’ por cambiar de empresa se llama desmotivación. Claro que estar motivado es una posibilidad para salir del freezer, pero no la única.
Para lograrlo, es indispensable comenzar un proceso de desapego. Entender el cambio de reglas. “Lo que te trajo hasta aquí no te va a llevar hasta allí”.
El punto de partida es que cada profesional pueda reconocer el lugar desde el que está observando la estructura para poder cambiar de mirada, de punto de vista, de lugar y comprender las nuevas reglas.
El ascenso como Gerente involucra nuevas tareas en las que muy probablemente (cada caso es único) lo operativo ya no sea eje de evaluación, pues lo que se espera del “candidato” es que se involucre en la estrategia política de la estructura y considere factores de poder y líneas de gestión. Si no los ve, queda “freezado”.
¿Qué puede hacer entonces el profesional? Simple y complicado a la vez: entender quiénes son los “players” y accionar: jugar al golf con uno de ellos, almorzar con los decisores de carrera, asistir a los eventos donde están, es una manera de crear nuevas conversaciones.
Freezados, angustiados y sufrientes suelen comentar: “Es que en ese grupo tienen otros valores y no puedo resignar los míos”.
Sólo una excusa. No se trata de resignar ningún valor sino de “jugar el juego”.
El salto cualitativo sucede cuando puede comprenderse que en la gestión política y en el desarrollo de carrera las relaciones son laborales y no de amistad. Aprender a mirar con un pensamiento abierto y dinámico que evite los juicios de valor. La información siempre estuvo pero el candidato no lo vio por estar ocupado en otra cosa. Con esta mirada, comprenden que están peleados con el decisor de carrera, justo con el que tienen que generar alianza.
“Salir del freezer” es evitar hacer acciones que los perjudiquen. Es tomar las decisiones del desarrollo de su carrera profesional. Es ver la organización como un sistema. Las relaciones laborales son estratégicas y los jefes no son amigos. Atravesar el proceso es un juego en el que no hay traición. Es un juego donde se mueven piezas estratégicas muy alejadas de un “club de amigos”.

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Mi jefe me “freezó”, ¿qué hago?

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