Interview to Gestion (Peru) João Barbosa, CEO of Dynargie International

Media & Events > Interview to Gestion (Peru) João Barbosa, CEO of Dynargie International

Nowadays, the role of the leader becomes more versatile and he must have an exceptional ability to adapt when having different types of professionals working in a company. Thus, managers must know how to channel problems/tasks into their teams and enhance people’s capabilities.

How can we define efficiency in human resources management?
João Barbosa, CEO of Dynargie International, supports that in order to define efficiency in human resources management we need to use specific tools/ techniques that are globally the same. These tools can help us manage people in a more participative way by giving them more space in order to come up with new ideas and innovative solutions. On the other hand, we cannot always manage a team by following this approach. There are times when we, as leaders, need to take swift decisions and find the solution to a problem. Therefore, it depends on the amount of time we can spend on a specific situation that leads us to follow the first (participative) or the second (personal) approach.

Which approach should we choose?
João Barbosa: “Let’s assume we are having a meeting this morning with the Board of Directors and it is decided that we should open new offices in Australia and New Zealand. If we follow the first approach, we can involve our team and ask what they propose in order to find the ideal partner in each region. In this case, the leader is the owner of the decision but he does not own the implementation approach of the decision. The benefit of this approach is that we end up having a more involved team. Of course, all the above take time and if we do not have it only the second approach could be feasible. By using a metaphor, João Barbosa explains the difference between the two approaches: “ If I have a young child, I will probably use a more directive style by saying what should be done or not. But if the child is already 16, I can no longer use the same approach. The 16 year old teenager wants to be involved, he has his own ideas”. Are we able to answer the two following questions?
When do I use each approach/tool?
If yes, then we do have a very high level of effectiveness.

What is Performance Management?
Evaluation is something that should be done by teachers and not managers. In the corporate environment, people expect their manager to ask for their opinion, get them involved and ask them questions. What many times happens is that companies do performance evaluations. They are more concerned about people’s performance rather than their potential. Managing is not about performance but it is all about potential that afterwards will be converted into performance.

How can it be applied?
The evaluation is unidirectional. Management is about asking for the other person’s opinion. What did you like about last year and what would you like to do this year? It becomes bidirectional. The difference is small but the impact is high.

Are Human Resources departments there precisely for that?
Yes, but they should always have in mind a new challenge: the millennial generation which has different needs and prefers another form, which is constant feedback. Performance management is about sharing the challenges with the team. Now, the need for regular meetings during the year and a more macrospective meeting at the end of the year is apparent. If we have a millennial in our team, there is a big chance of not having this member with us at the end of the year. We can no longer leave the time to pass by without giving constant feedback. What people want is feedback during and at the end of each project or task. By using this tool, people’s performance can be improved for the next project but we have to be much faster than in the past.

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