Stepping up E-Book

Daniel Posternak

• Herausgeber: Metrópolis Libros
• Kategorie: Fachliteratur
• Sprache: Spanisch

Seitenzahl: 202

Veröffentlichungsjahr: 2025

Beschreibung

What is a true leader? How is a team formed? How is trust generated? How are conflicts resolved?   Stepping Up is a guide to understanding the essence of how a successful team works.   «I loved this book. Its advice is clear, practical, entertaining and easy to implement. It is relevant both for the salesman of an SME and for the CEO of a multinational» (Alejo Canton, President of Vistage Argentina).   «An easy-to-read book. A good support for those who must follow the upward path of management, but also for those of us who have been managing people for many years» (Walter Lanosa, CEO Genneia).   «A very enriching, interesting, agile and, above all, practical reading for personal growth and the development of great teams» (Fernando Zalloco, Regional HR Director, South LatAm,Boehringer Ingelheim).   «In this book, Daniel manages to create a kind of essential manual for the management and proper functioning of a high-performance team» (Alejandro Wellisch, Senior Vice President, Latin America,Established Pharmaceuticals, Abbott).

Leseprobe

Daniel Posternak

Stepping Up

How to Lead Teams

MANAGEMENT

Posternak, Daniel

Stepping Up : How to Lead Teams / Daniel Posternak. - 1st ed. - Ciudad Autónoma de Buenos Aires : Metrópolis Libros, 2025.

Translation: Sandra Adiarte

ISBN 978-631-6635-62-4

1. Personal Growth. 2. Professional Training. 3. Professional Performance. I. Adiarte, Sandra, trans. II. Title.

CDD 158.1

© Posternak, Daniel

First edition, February 2025

Commercial Director Sol Echegoyen

Editorial Director Julieta Mortati

Translation Sandra Adiarte

Design and layoutLara Melamet

Illustrations Ariela Mirelman

Cover Art Collaboration Valentina Posternak

Conversion to digital format Estudio eBook

No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means without the prior written permission of the publisher.

Editorial PAM! Publicaciones SRL, Ciudad de Buenos Aires, Argentina

[email protected]

www.pampublicaciones.com.ar

Index

CoverTitleCopyrightDedicationWhy I wrote this bookAbout the AuthorForeword by Daniel SalvadoriForeword by Alexander AdiarteTestimonialsIntroductionPart one. What is a Leader?Chapter 1. Are You Alone Up There?Chapter 2. What is my Leadership Style?Chapter 3. Why Work in a Team?Chapter 4. Abracadabra: Let’s Build a Team in One DayChapter 5. Shared ValuesChapter 6. What Does my Boss Want?Chapter 7. What is the Job of a Director or Senior Manager?Chapter 8. Zoom In/Zoom OutChapter 9. BottleneckChapter 10. From Mistake to LearningChapter 11. The Limit is the LeaderChapter 12. The Stone of MemoryPart two. What Does it Take to be a Leader?Chapter 13. Role and Function are not the SameChapter 14. Challenging GoalChapter 15. Self-Knowledge and Knowing UsChapter 16. Position Versus PersonChapter 17. TrustChapter 18. Why Do We Do What We Do? Connection With PurposePart three. How Do You Manage a Team?Chapter 19. Individual Dimension and Collective DimensionChapter 20. Operating Agreements: the Speak Up RuleChapter 21. How Often, How and for What Purpose Should We Meet?Chapter 22. What Is Not On The Agenda, Does Not HappenChapter 23. Everything Goes Into Excel… Except PeopleChapter 24. Knowing How To Say NoChapter 25. Delegating: The Three Rectangles And Shared StandardsChapter 26. Pit EntranceChapter 27. Cross OrdersChapter 28. The Importance Of Follow-UpChapter 29. Broken TelephoneChapter 30. Shoot… Aim… Feedback!Chapter 31. Single MessageChapter 32. Celebrate And Be ThankfulChapter 33. It’s One Thing To Arrive And Another To StayBibliographyAcknowledgementsAbout this bookPAM Store

To all those who are part of a team.

Why I wrote this book

Firstly, to share my extensive experience of over 25 years working with and leading teams. I have witnessed firsthand the challenges faced by individuals under the leadership of bosses who lack essential leadership skills. Many existing books on the topic are often theoretical, rooted in sports analogies, or narrowly focused on specific concepts (such as “the five steps to…”), leaving readers without a comprehensive, practical guide.

Moreover, both academic institutions and companies rarely teach the essential skills needed to effectively lead and manage a team—there are exceptions, but they are few and far between. Within companies, individuals who excel at their technical roles are often promoted to positions of greater responsibility, where they find themselves leading teams without any preparation or knowledge of how to do so. This lack of leadership training creates a cycle of stress and frustration, both for the new leaders and the teams they manage.

Seeing these recurring struggles inspired me to create a book that is practical, engaging, and enriched with real-world examples. My goal is to equip those who lead teams in organizations and companies with the insights and tools they need to manage effectively and with confidence.

THE AUTHOR

About the Author

Daniel Posternak has a degree in Psychology from University of Buenos Aires. He has a postgraduate degree in Leadership and Organizational Coaching from the University of Belgrano. He was certified as a coach by Fred Kofman, and is Professional Certified Coach by the International Coaching Federation.

Throughout his career, he has become a specialist in the development of senior executives and their teams.

In 2018, together with Gustavo Wurzel, he founded WP Consultants (www.wpconsultants.com.ar). A firm dedicated to the development of executives and teams, and the search for senior management.

Since October 2019, he has been a member of Executive Coaching Connections (ECC).

Since 2014, he has been a chair at Vistage (www.vistage.com), where he coordinates a group of 16 CEOs (Chiefs Executive Officers).

In 2022 he moved to Barcelona Spain with his family.

In 2023 he opened a Vistage Group in Barcelona.

He has worked with multinational companies in Argentina, Brazil, Chile, Colombia, Costa Rica, Ecuador, United States, Spain, Mexico, Panama and Uruguay.

He worked as a teacher at the Faculties of Psychology and Economic Sciences of the University of Buenos Aires, where he has been an adjunct professor of the subject of Work Team Management in the Business Administration and Public Accounting majors.

[email protected]

Foreword by Daniel Salvadori EPV and Group President - Established Pharmaceuticals and Nutrition Abbott.

Throughout history, nations and cultures have appeared and disappeared, as well as companies and their products. To survive and prosper, companies must constantly innovate and create value. But how is that done? How do you innovate? How does one stay current?

A company is made up of two parts: products and people. But which of the two is in first place? Personally, I think the most important thing is the people. Because people who are passionate about what they do, are motivated to win, and are happy in their work environment where they create value for shareholders. Those organizations that contain extraordinary innovation, have created enormous value for their shareholders and something in common: they all focused on their people.

In my professional career, I have been blessed with the opportunity to lead increasingly larger teams. The higher I rose, the more I realized that to “do my job,” I had to trust and lean on others, but I needed to know how to do it. Daniel Posternak has been one of the individuals who has taught me how to be a better leader.

Stepping Up: How to Lead Teams is not just another management book, but instead it is a book filled with human relations that’s easy to read, with simple and pragmatic examples. This book provides an excellent set of tools for everyone. Whether you run your small business, or are the CEO of a large company, you will interact, lead or influence people. The book of Daniel will certainly help you do better. But — most importantly —it will not only teach you how to be a better manager, but also how to be a better person.

Foreword by Alexander Adiarte Conductor

In Stepping Up Daniel Posternak invites us into a world where leadership transcends authority and becomes an art form—a craft similar to conducting an orchestra. The role of a conductor and a leader may initially appear to belong to vastly different worlds, one under the bright lights of a concert stage and the other in a boardroom on the top floor of an office building. Yet at their cores, these roles share profound similarities. Both are charged with the task of uniting diverse highly talented individuals with unique skills, perspectives, and strengths, harmonizing their efforts toward a shared vision and goal. Both must command attention, inspire motivation, and, above all, trust their team members’ abilities to carry out their parts with precision and artistry.

A conductor stands before an orchestra, a group of skilled musicians, each a master of their instrument, yet aware that their contribution is just one part of a greater symphony.

The conductor’s gestures, decisions, and interpretations bring the music to life, making each performance a unique realization of a collective effort. Similarly, an effective leader guides their team through projects, challenges, and opportunities, with an eye for both detail and the bigger picture. In both roles, success relies not on issuing commands but on building trust, fostering open communication, and inspiring a shared commitment to excellence.

Daniel Posternak explores how leaders can build trust, address and resolve conflicts, and create an atmosphere where each team member feels both valued and empowered.

His ideal leader fulfills a role that inspires rather than dictates, listens deeply, and trusts in each person’s unique contribution. In this book, with multiple valuable practical exercises, he shows us how a leader must cultivate an environment where each member feels valued, understood, and empowered to play their part to the fullest.

Stepping Up speaks to all of us who feel the pull to lead with intention and heart. He reminds us that leadership is not a job title printed on our office door, but a conscious choice—a decision to embrace our role, contribute our best, and foster a space where others can do the same. Through his insights, he reminds us that to lead is to serve, to inspire, and to create harmony out of individuality.

Finally, Posternak’s text serves as a rich resource for understanding how leadership can be an art of shared creation.

Leaders, like conductors, do not seek individual success; rather, they channel collective potential into achievement that transcends the individual. This model is central to contemporary leadership paradigms, including transformational and servant leadership, which prioritize shared goals and collective well-being over individual gain.

As a leader, I have gained invaluable insight and inspiration from Daniel, and you will also learn how to lead a better life by reading this book.

Testimonials

Why should you read Stepping Up – How to Lead Teams?

Because it is not “another” leadership book with theoretical recipes or magical thoughts.

Daniel manages to “come down to earth” with his more than 30 years of helping leaders from various industries in multiple markets.

It is a practical book, with multiple examples and exercises, that is enjoyable to read little by little and reflect on yourself and the people/teams with which you interact.

GUSTAVO WURZEL

WPConsultants

Stepping Up by Daniel Posternak is a personalized and warmly written guide that serves as a true “toolbox” for anyone leading or collaborating within a team, regardless of their professional field. The book invites readers into a space where theory meets practice, offering practical wisdom for those who wish to enhance their leadership or teamwork skills. Daniel’s conversational tone makes the reading experience approachable, fostering a connection that feels like sitting down with a mentor who genuinely wants to see you succeed.

One of the standout qualities of this book is its engaging, agile, and fluid narrative. Unlike many leadership manuals that feel heavy or overly academic, Daniel’s writing flows effortlessly, making it a pleasure to read. Each chapter brims with actionable insights, rooted in real-life scenarios and enriched by the author’s wealth of experience. This thoughtful approach ensures that readers not only absorb the concepts but also feel confident in applying them to their personal and professional lives.

What truly elevates Stepping Up is the generous way Daniel shares his expertise. The book distills years of hands-on learning into concrete and useful methods that empower readers to translate theory into practice effectively. Whether it’s about fostering collaboration, navigating challenges, or inspiring a team, Daniel’s suggestions are clear, practical, and ready to implement. For anyone seeking to grow as a leader or a team member, this book is a valuable resource and a joy to explore.

PABLO CRESCIMBENI

Business lawyer

Daniel

I liked your book and I’m looking forward to reading the next one.

I found it enjoyable, easy to follow, with very close examples and applicable to any company.

It’s as if you were chatting with a friend sharing anecdotes.

I hope that many take note of your recommendations on important aspects of daily life to build as a team and be good leaders, and others to stop being unbearable bosses, which is a great advance for society and organizations.

I loved the example of the one who sent very long emails that no one understands! There is one in every company! In a company where I worked, no one told the truth to this poor man who, 20 years later, was still sending unspeakable reports.

I take note of several points, such as:

Knowing how to say no (it would have been very good for me to have read it years ago)

The very fundamental issue of communication and company values (how much damage does a lack of communication do - both economically and emotionally)

The importance of being a good leader and following up on objectives with the team… the surprises that you have had, both positive and negative, with the people you have had the opportunity to work with!

I loved that your wife and children have contributed their grain of sand (it reflects how important your family is to you) and the cool illustrations make the book more fluid and give visual support to what each chapter presents.

In conclusion it has been a pleasure to read your book

MIRIAM GIL BOBER

I have known Daniel for a decade through Vistage, the world’s leading CEO coaching organization. Daniel has over 10 years of experience guiding other leaders as a Group Chair in Vistage. I’ve seen firsthand his passion for empowering others to lead with purpose and clarity. This book is a practical guide: it captures the essence of Daniel’s expertise, offering tools and strategies that resonate with leaders at all levels.

CONOR NEILL

Leadership Professor,

IESE Business School President, Vistage Spain

When I thought I had read and experienced practically everything about leadership and team management, Daniel’s book opened up new perspectives and challenges for me, always revolving around relationships between human beings. A very useful read for reflecting on oneself and one’s relationship with others—key aspects for the success of any team.

IVÁN GONZÁLEZ ÁLVAREZ

Director of Marketing, Communication and Sustainability at Seidor

I feel lucky to have received this book directly from the author and my friend. Initially I took it as a natural obligation to read it. But currently my copy is written and underlined in various chapters; It has become an essential tool for my work as a consultant and mentor.

Daniel with his extensive experience in leadership and management, shares practical strategies and concrete examples to optimize communication, decision making and team management.

What I liked most about the book is its ability to address complex problems in a clear and accessible way. One feels less alone in the world of organizations where we complicate ourselves with uncomfortable situations and relationships. Daniel found a way to accompany and work on problems through tools that generate solutions, entertain and teach at the same time.

I recommend Stepping Up for leaders, consultants, mentors and coaches looking to improve their skills and generate better results.

MARINA GARRIDO

Organizational consultant with a focus on culture and teams

The book has a double virtue: it is very pleasant to read and everything it says is very clear. And even if the reader has experience and training, he still learns. It’s worth it.

NICOLÁS VAINER

It is a great book, a very complete guide for anyone who manages a company or sector, easy to read. I recommended it to several people who found it very useful.

SERGIO VELAYOS

Yitos S.A.

I believe that stepping up is a must-read book for those who, every day in our organizations, have the enormous challenge and responsibility of deciding. Daniel Posternak pours into this book his enormous experience alongside CEOS, Entrepreneurs, Entrepreneurs, whom I have accompanied for so many years in this challenge, it is also entertaining and easy to read.

DARÍO FAINSOD

CEO 4i digital

I loved it! It is a practical, direct and simple guide to leading teams. Daniel presents several clear tips to be able to implement, which not only

They help you grow as a leader, but also on a personal and professional level. Furthermore, you can see the affection with which he approaches the subject: it is a respite in this industry so competitive; It is a reminder to prioritize teamwork so that it leads to joint growth.

SUSANA BADÓ BARBERÀ

Book that I have read, and I like to reread.

The principles and questions that Daniel addresses in it seem simple and obvious, but then it makes you think.

DOLORES CARNEROS

Introduction

Hello! In this book I am going to tell you what the healthy exercise of leadership is all about. And with it we are going to learn how to develop and create effective work teams. What I want is to connect with you, allow these pages to become useful to you, and that you take away something that you can apply in your life.

Since I was very young, I had the good fortune to work directing non-formal education projects in socio-sports institutions, where I coordinated groups, camps, field trips, training of leaders and instructors. Today, I see the enormous responsibility I had and how useful it is to have had that experience.

I went to Carlos Pellegrini High School of Commerce, a very prestigious state high school. When I was in my fourth year, the father of a classmate in the division had passed away. The closest friends had spent the night with him. The next day we had a physics exam, and obviously we were in no condition to take it. When the teacher came in, and at the request of my classmates, I informed her what had happened and asked her to postpone the exam. Although she had a reputation for being “tough”, I had no doubt that she would understand the situation and agree to our request. The last thing I would have expected was a “no”. And certainly not followed by a “sit down and take a sheet of paper out”. I persisted with the request but to no avail, believe me, I was baffled.

I didn’t understand her attitude, nor that of some of the students who began to pull out the sheets of paper. At that moment I realized how an emotional situation can affect the operational part of giving an exam. Many years later I learned why the teacher had not been able to put herself in our shoes, understand us and feel compassion. She had a mental model whereby the most important thing was to follow her schedule. What do I mean by mental model? A central concept in understanding people. It is the way we each interpret and make sense of reality. We don’t all see things the same way. There is a phrase that illustrates it perfectly “We don’t see things as they are, but as we are.”.

Back to the experience with the teacher. For my mental model, a teacher works with students, to whom things happen, and although the teacher’s main objective is to guide the students to learn the content, this cannot happen at the cost of losing sight of the human dimension, as important as the content itself.

The end of the story was that I refused to take the exam. As a result of my choice, I did not pass the subject and had to take the entire class at the end of the year again. I suffered through it, but I would do it again without hesitation.

That experience was extremely important to me and had a lot of weight in terms of my future. It was there when I started to get interested, to ask myself questions and to try to understand people, specifically the mind and human behavior. That’s why I chose psychology as a career. I graduated from the University of Buenos Aires.

That professor taught me that we are all different and have different mental models. In every field there are differences between people, and companies are no exception. There are also problems among those who work there, and consequently, business results cannot be the same. It is not possible to achieve good results in a sustainable way if people do not coordinate actions. If there is no listening, and if prejudices prevail, then some will believe that what they see is the absolute truth. The challenge, then, is to integrate the human and the business. Not to believe that people are working machines and that only have feelings in their private lives.

If each person has a unique mental model, a unique way of making sense of what they see, as if it were their own language. If companies are made up of individuals who are all different. If those individuals must coordinate actions among themselves, then we need to work together and form teams where we can speak the same language.

We need to listen to each other and develop shared standards. Otherwise, we will be wasting our time talking, but not understanding each other. Or talking all at the same time, believing each of us is right, and owns the truth. That is the recipe for failure.

After almost thirty years of working with teams, I can’t conceive of any other way of operating more effectively. Integrating people and achieving good results in a sustainable way over time than working as a team.

In general, people who are good at their technical work are promoted from one day to the next and become responsible for people. But without having any idea of how to lead a team. Very few companies have a good internal “management school”. Most managers and CEOs were self-taught or repeated what their boss did. With this book I want to contribute to all those who have a team under their charge, share my experience, and help leaders in the management and development of their teams.

This is not a book of theory. In these pages you will find just ten percent of some conceptual framework, and ninety percent of practical examples with different leaders, teams, companies and cultures.

If you are reading these lines, I infer that you are interested in this topic. I invite you to go through this book together, which I hope will help you to build and lead a good team.

PART ONE What is a Leader?

CHAPTER 1 Are You Alone Up There?

The lifelong learner

Many professionals have an objective of growing into the company to occupy the number one position in the area or in the company. They arrive because of their technical capacity, and because of their experience. In any case, one is never fully prepared, until one is in the situation of leading others. Besides, it is one thing to reach the goal and another to stay there. In this chapter, we are going to talk about a particularity that I find as a common theme in all the coaches who occupy the place of number one: the challenge of facing loneliness.

It is amazing how many executives who occupy places dreamed of by thousands of people, find it difficult to live day to day in their positions with greater enjoyment, and peace of mind. To show you the self-demand to which they submit themselves, I would like to tell you about an exercise that I did on a leadership and professional development program with managers and directors.

I give you three prompts:

First prompt:

Let’s make a list of leaders. The answers are usually names of famous people such as Steve Jobs, Mahatma Gandhi, John F. Kennedy, Mother Teresa, Bill Clinton, Angela Merkel, Nelson Mandela, Serena Williams, Emanuel Ginobili, Bill Gates, etc.