Nice Stories

Speaking with leaders of the different industries I have realized that some Organizations are immersed in a practice that promotes low effectiveness, these are "The Nice Stories"

You may wonder what is "Nice Story", I will start with the definition of this term:

Nice Story = It is the best argument we have found in our repertoire of excuses to explain and hide our incompetence and/or apathy when facing a particular situation or problem.

Most of the time the cause of a "Nice Story" is not incompetence but the resistance that the employee shows to leave in their Comfort Zone.

It is more comfortable to invent a "Nice Story" than to undertake a crusade of analysis and diagnosis to be able to get to the root of the situation and solve it.

This refusal to get to the root cause is because the Collaborator is not willing to change his "Being", we understand that this would cause enormous wear but a benefit in the same dimension when achieving changes in his performance.

You can imagine the variety of "Nice Stories" they shared with me, from the most deceptive and credible to true fantasies that the most creative mind would find difficult to imitate.

But the positive was the degree of analysis that we were able to do about the events and that resulted in extraordinary solutions.

Blaming others, blaming the environment, or any situation are the most common practices with which we seek to entangle our boss and not be held accountable for the responsibility assigned to us.

Most of the time our bosses fall into the trap and with their response, they feed this behavior of low effectiveness.

Here are 7 premises that you can use to identify and not allow yourself to be a victim of a "Nice Story":

1. Guarantee Collaborators with adherence to profile: If you require that your area have the capacity to respond to the challenges that the organization demands, then pay special attention to the selection of the members of your team and the possible transfers or promotions that you may receive from other areas. Don't buy camels.
2. Let each employee know what is expected of him: From the beginning of the employment relationship, each employee must be instructed on the obligations and responsibilities that they will have in their new assignment. In the short term, they must understand and be able to face and solve the challenges that you demand. We understand that there is a learning curve so there must be a certain degree of tolerance initially.
3. Assign each Collaborator the service levels for which they are responsible: Every Collaborator must be clear that their main responsibility is to provide a series of services in a timely manner (quality). For this, it is necessary to be clear and in writing the levels of service that the client expects and the degree of tolerance that will be allowed.
4. Develop in your Collaborators a sense of anticipation: Collaborator productivity increases when they have the ability to anticipate situations that are at risk of getting out of control. If we understand that our job is to "comply", then we will have to do what is necessary to make this happen. I would dare to say that the Leader must develop the skills of a magician to read the future.
5. Drive your Collaborators to create people networks:?The effectiveness of a collaborator is obtained when they are able to intelligently manage their relationships in obtaining results. That is, how they influence others to be open to supporting them with a request. A relationship managed effectively will give agility, certainty, and forcefulness in the achievement of the objectives.
6. Make it clear that "Nice Stories" are not acceptable. Your team should know that "Nice Stories" are not acceptable. If we understand the dynamics of the area, then each employee must understand that what they must deliver are solutions and not problems.
7. Always provide support: As a Leader in your area, do not lose contact with your Collaborators, you must understand that they face complex situations for which they require your support and advice. Your effectiveness as a Boss will increase when they perceive you as someone who drives and helps them to be better, remember, do not treat them as machines that produce results.

I frequently receive emails and phone calls where some managers confirmed to me the effectiveness that was achieved leaving "The Nice Stories."

I appreciate your attention and hope that this topic will drive you to action.

Any questions or comments I will be with the best disposition to receive them and give an answer. Remember that I am at your service on my phone and/or social networks.

Thank you for your attention and have a great week.

?Pablo Gerardo Zayas Blanco

https://linkd.in/1AkVwDh?

[email protected]

Cel 656 2375686