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We've -- -- about Jennifer Aniston's new movie the horrible bosses or anything billboards everywhere.
We're gonna talk about the real -- -- you -- -- went there on that term at one point in time or another -- Chris never said that that any of my bosses here fox.
But that being said now.
So -- how does someone.
Keep from being -- the -- the -- That I and that is an excellent question is actually much easier they -- thing.
You know happy employees employees that have great morale.
Our so much more productive so there's an easy way is that really don't cost much money that you can be a fantastic.
And the first one of those is just clean sharing the credits when you get good feedback.
Whether it's from a customer.
Or someone inside of your organization.
Good bosses will share that credit and in fact they will do it in front and others they will share the stage.
Whether it's front in front of vendors and from customers and front and other employees.
And that is a really great way for your employees to rally around -- it.
And -- you look good because if you make them look good and say hey.
You know this presentation.
Susan did a great job on a resurgent John did a good job of putting it all together and it was really their victory.
They will be so happy they won't make you look good in return.
And now you say -- trust and responsibility but they need to do that carefully.
-- to think you know what Diana if you hire the right people if you train -- well and you put the right systems and procedures in place.
You -- people should be able to deliver -- to perform.
So -- gives an opportunity.
To really make the right decisions everybody hates.
A micro manager so I -- -- all the time with my step they'll come to me and I'll say you know we we've got this question from a customer.
What should we answer and I'll just turner right back MM what do you think.
That you should answer and even have it's not exactly the way that I would phrase it most of the time it gets the job done.
And then it gives them the empowerment in the confidence to continue to make those decisions over and over again.
They don't feel like -- micromanaging and that at the fantastic aside you get a focus.
I'm really the strategy and doing things that are really worth your time and letting your employees handle those sorts of vicious and what -- -- -- you -- really terrible and here.
What you use it adds a learning experience you know you wanna set people up to -- -- you want to put them in their core competency is.
But there are times when people do fail and I think that -- key is it's okay to make a mistake.
It's just not okay to make the same mistakes over and over again so if they do give -- -- horrible answer or they do something that isn't quite the way you would like it -- doesn't learning experience is a is it as a teaching experience.
Most of the time employees aren't doing something that is going to jeopardize the company there is doing something that could be improved upon so -- -- -- yet paid you know this didn't quite work out.
Why do you think it didn't work out a lot of times -- recognized the mistake.
The key is just to learn from it.
Outpacing can't phrase with criticism what if they really -- you really have to praise them.
Well I think sometimes -- -- -- the blow all right that you wanna get the point across.
But a lot of -- people are very defensive so they've really screwed up there already on edge -- -- -- feeling really defends them.
So good way to say is you know.
Hey let's take a look at his presentation here's what you did well and here's where I think the room for improvement is or here's why this doesn't work for our organization.
And I think that giving that prays with them makes them feel like you're not coming at them.
That they're not on the defensive and just really has a better relationship and in imagining your personal relationship if you did something we really screwed up you what the other person to have some compassion and the same thing goes with work relationships.
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