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| [00:04.30] | 13 |
| [00:06.90] | No matter what kind of business situation I'm in, |
| [00:09.42] | it's always important to know exactly who the individual is I'm communicating with. |
| [00:15.32] | The worst mistake you can make is to fail to find out what drives them, |
| [00:18.98] | money, status or whatever. |
| [00:21.04] | Once you've worked that out, |
| [00:22.54] | you'll be able to ensure you communicate what's in it for them personally. |
| [00:26.69] | This should essentially govern the way you respond to people, |
| [00:30.24] | enabling you to stay in control of the situation and achieve the desired outcome. |
| [00:40.66] | 14 |
| [00:43.85] | I've learnt some valuable management lessons over the years, |
| [00:47.50] | not least in how to avoid the failure of a project. |
| [00:51.12] | No matter what your position is, |
| [00:52.87] | you always have to be prepared for opposition. |
| [00:55.79] | And it's important to anticipate this |
| [00:58.46] | by getting as many colleagues as possible on your side, |
| [01:01.61] | so that if, in discussions, someone objects to your plans, you, and a number of others, |
| [01:07.50] | are able to give an immediate response |
| [01:09.70] | in order to silence your opponent. |
| [01:17.14] | 15 |
| [01:20.50] | When I first started running my own business |
| [01:23.42] | I made some dreadful mistakes in the way I handled staff. |
| [01:27.47] | The worst thing you can do is stick to one strategy |
| [01:31.13] | and apply it to every situation. |
| [01:33.54] | Sometimes you just need to show 'em who's boss. |
| [01:37.34] | Other times some gentle persuasion is more effective, |
| [01:41.05] | in my opinion, anyway. |
| [01:43.05] | I'm sure I was often criticised for my management style, |
| [01:47.00] | not that I let it bother me, though. |
| [01:54.44] | 16 |
| [01:57.78] | I've found if you want to stay in charge of a situation, |
| [02:01.56] | the worst mistake you can make is not keeping people up to speed with what you're doing at every single stage of the process. |
| [02:09.49] | Of course, that doesn't mean you need to be seeking universal agreement or approval for your actions and opinions. |
| [02:17.53] | Some people will always be critical. |
| [02:20.15] | But at least adopting this approach will encourage an atmosphere in which everyone feels included. |
| [02:31.54] | 17 |
| [02:34.81] | There are always going to be things in a company people don't like, |
| [02:38.13] | and if you've created an atmosphere in which they're encouraged to contribute ideas freely, |
| [02:43.06] | you have to learn to deal with complaints. |
| [02:45.80] | Revealing that you are, for example, upset by their comments is a crucial error. |
| [02:50.27] | You will have shown a weakness in your character that others may try to exploit, |
| [02:54.34] | and may lead to a general lack of support for you. |
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