José Aguilar

About José Aguilar

José Aguilar is a Managing Partner of MindValue - a company specialized in professional services for C-level management - and the VP of the International Association of Management Studies (Asociación Internacional de Estudios sobre Management - ASIEMA). He is also a management coach and a senior member of the club, Top Ten Management Spain. He is recognized as one of the key Spanish experts in change management consultancy and training.

Diversity has been surging into the scene with force in companies for years. Managing diversity has become a critical task for HR departments for at least two reasons: The available workforce is increasingly diverse and this is reflected in the increasingly heterogeneous nature of the people within our organizations. The market demands new services and…

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Times of change are times for leadership. Fairly stable scenarios are the ideal terrain for managers. There are scenarios where the priority is to tackle a drastic change in the environment; this is when organizations and society need leaders who redefine the rules of the game. However, in less turbulent circumstances, what companies need are…

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Three verses sum up the qualities of those rare, yet enormously valuable people who give us advice at critical points of our career. That someone is perhaps a coach, a senior colleague or a friend who knows our industry or our company well. Each one, from various perspectives and with fairly sophisticated tools, prop us…

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There are competencies and skills catalogues which we supposedly use to select our collaborators. Then there are the more dispersed individual characteristics which really allow us to identify the people we want to have at our side. The first ones are pre-requisites and define the basic skills required for a position. The second ones represent…

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The value of a business (and a life) lies in the value of its relationships. We judge professionals and companies on their results, but good personal and organizational performance originates from the ability to create intense and lasting bonds. Relationship capital is one of the most important assets of companies and whoever works in them….

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In the third decade of the 21st century, positions of power in major organizations will be held by people who graduated after the year 2000. Some of these will barely be aware of memories from the 20th century. Right now, key leaders of the next decade are already working in our organizations, climbing up the…

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  Crises and change processes test the quality of an organization’s management. Good managers in stable environments show their weaknesses when circumstances require effective transformation. As there is no reliable manual for such moments, I’ll take the liberty to propose some guidelines:   Ten keys for managing change successfully   Purpose   What gives meaning…

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Leadership is no longer what it used to be. Out of inertia, we are maintaining models of power belonging to the 20th century in a society and markets that are clamouring for other forms of control. Until the last century, the power paradigm was defined by promoting the most able in competitive environments into a…

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Those in charge of training and development are facing a double challenge: prepare new people for familiar tasks and prepare familiar people for new tasks. Times like now clearly put the onus on the second challenge. The deeply intense transformation we are experiencing renders competencies profiles out of date when only a few years ago…

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One way to handle these crises (both booms and slumps) is what we call countercyclical emotions management. This is about enhancing, in ourselves and in our organizations, the dominant moods of the current times.

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