Open ears

Follow through. People just
want to know why you’re
going to either give them what
they want or not. … It may not
always be the answer that they
want, but if you can express it
in a way that they understand,
then they’re on your side and
they appreciate and understand, ‘Yes, he’s listened to me,
he’s addressed my situation,
and now I understand why
he’s either telling me I can do it or can’t do it.’

First, it’s identifying whatever the situation may be. Then
try to make sure that it’s a feasible situation. Then I gather
my teams together, relay that
message to them … and we sit
down and identify how are we
going to solve the situation or
improve the situation or
change it.

It’s getting everybody together that would have to deal
with this situation, getting all
the information, and then presenting that back.

One thing is timing — people
want answers, and they want
them within a reasonable time.
A big thing is communication
— constantly being able to
communicate to that individual that you are working on it,

where you are with it, what
have you done to date so far
and trying to give them a time-line as to when you will have
that completed or the information back to them.

But you’ve got to make sure
you are going to follow
through. Before you give
dates, it’s important that you
know those dates and information are correct. There’s nothing worse than telling somebody you’re going to have it
for them on Friday and you
don’t deliver it until next
Wednesday.

You end up having a better
business. Your business will
thrive a lot better if your
employees have trust and confidence in you and you have
trust and confidence in them.

It’s building a relationship with
your employees. It’s not so
much of a personal relationship … but it’s more of a business relationship where your
employees feel that if they tell
you something, you’re going to
follow through with it.

Give people the freedom to do
things on their own.
It’s allowing
your people to be open and
giving them the freedom to do
these things that they want to
show them you have the confidence in them.

One is a proven record of
being able to give them assignments or delegate certain
duties to them and how they
perform those job duties. It’s
also getting to know your people and their personalities, to
know their work traits. As

they perform and you see they
are capable of handling the
assignments that you give to
them or delegate to them, it
builds that trust and confidence.

Each individual has their
own unique characteristics of
how they do something. And
when you can identify those
characteristics of what their
work skills are like, it helps
you to be able to have the
trust when you delegate something to them that you know
they’re going to be able to handle it. It’s longevity — somebody’s been with you, you
start to learn what are their
strengths and weaknesses and
understand what their abilities
are to be able to handle certain situations.

HOW TO REACH: Gulliver Schools Inc., (305) 666-6333 or www.gulliverschools.org

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