Only those who feel safe in the face of emptiness, criticism does not create tension, they are gratified to imagine alternatives, choose them, rectify as an act of wisdom, believe in the depths of their soul that listening is enriching themselves, they prefer the success of the team to your own, your mind overflows with possible alternatives, calmed by the rigor of numbers and trends, enjoy and make everyone around you also excited, they will serve to lead if you enhance these twelve talents.
1. The talent of making oneself understood: That is, of creating a climate of rational and thoughtful adherence, of attention but not of tension, ensuring that employees are clear about what is expected of them, that there are no doubts. To do this, he must prepare himself in the techniques of communication and conducting meetings.
2. The talent to innovate: Looking for improvement and doing new things that make us progress in the details, differentiating ourselves from the competition. Understanding innovation as the constant, organized, and the rational search for the best use of resources, both human and economic, to get the client to repeat and we are in better conditions to achieve it.
3. The talent to tolerate error: If it is rectified, recovered, or compensated. When tolerance for error is not practiced, when employees do not perceive this tolerance in the environment, the tendency is to hide them, blaming whoever reports it as a snitch and consequently it will be the customer who pays for the errors. If you want to avoid it, don’t go looking for the culprits like a stealth shoehorn. If it does, the carriers of excuses, problems, and guilty will be born like mushrooms, being unable to create the climate of the search for improvement. Be tolerant of those who are usually successful, help them rectify and reflect on the error. Promote the slogan: “EXCUSES AND GUILTY NO,” SOLUTIONS YES. “
4. The talent of listening carefully: It is the only way to know what the competition, the customer, the employee, and the shareholder think. You can choose to listen but not listen, wanting to be right without finding out if this reason also coincides in whole or in part with the reason of the other interlocutor; or you can choose to listen and listen, thus understanding the reflection of what your interlocutor is saying to be able to agree or not, but always understanding and knowing their reasons for reaching a possible agreement.
5. The talent of training: I have preferred to use the word train for what it has to teach the theoretical and the practical. Only that leader who chooses the path of teaching in terms of accompanying and training, briefly, not with boring and marathon sessions, the knowledge that can be applied immediately, with continuity, will be able to compose a coordinated, efficient team with harmony. With common goals, and with a compatible style of addressing each other. A team is not found by chance or found in a corner. It is necessary to create it, that is, to train its components and the leader by preaching with his example.
6. The talent of not demotivating: I have preferred to use this expression instead of motivating because I have come to the conclusion that motivating is so complex that its application falls into the world of the impossible. On the other hand, specifying what not to do so as not to demotivate is possible, if it is done in a practical and enjoyable way.
7. The talent of foreseeing emergency plans: For those critical points that cannot fail, because the consequences are serious. You have to know how to choose and prepare the plans that will be launched when the alarm indicates it, without improvisations that will lead to disorder.
8. The talent of continuity: In the positive efforts, in the details of quality, in the training, in the norms, in the successes, in the “pressing”, because the disease of starting and leaving will lead to discrediting and failure. Avoid letting your style of behavior dance to the cha-cha-chá, one step forward, and two steps back. Reflect before and during. Rectify but do not give up just due to lack of time, desire, or weakness.
9. The talent of meeting deadlines: You have to meet the agreed deadlines or in any case give sufficient time to rectify, or seek support. Don’t expect to be discovered after the deadline. Even if he has his reasons, the client will not pay for the excuses or the guilty and less for his problems. The commitment of a term implies a responsibility that must be above any comfort.
10. The talent to control to rectify: Many managers either do not control in real-time with what they manage to be surprised by errors and sometimes with the crisis, or control to hunt down the culprits, making the weight of the control stripes fall on the collaborator. Chevrons are taken from the culprit in a public square through the corresponding row. If the objective was to discredit him and to shelter him in his comfort zone, perhaps this was the appropriate method; but this way it will only create fear and discontent. Control means agreeing or specifying the information you want to receive, when you want to receive it, how you want it to be presented, and even the type of analysis you want to be carried out, with a single objective, to be able to rectify in real-time if necessary. When a “controller” detects an error, it must first notify the interested party, to avoid that he is summoned by his immediate superior and attends the appointment without knowledge of the control. If you practice it, you will end up creating a climate of unease and distrust towards control, which will incite those controlled to hide their mistakes. Logically, when the control does not rectify, it must take the appropriate measures.
11. The talent of “doing” ensuring success: Understanding that “delegating” would be precisely the title of this section, but I have preferred that of “doing” rather than “delegating” because of what this phrase implies in terms of to achieve the motivation of the collaborators and lead the group towards success.
12. The talent of asking for and giving collaboration: When the person who leads us does not practice the talent of tolerating error (third point), each department closes in on itself to obtain its success, even at the cost of creating problems for the neighbor. Everyone is on the defensive, no one thinks of the client, only the boss is served, no one seeks to satisfy the client’s needs. You need to create the mindset and practice that we all have both external and internal customers and suppliers, formerly called departments. When this happens, total quality arises, that is, asking for and satisfying the needs of customers and employees.