| "body"> | | | | to let them make small mistakes. People learn |
| In today's business world, conflicts are inevitable, | | | | from their mistakes very quickly. |
| but they don't have to be costly or | | | | As your direct reports begin to solve problems on |
| time-consuming. If you manage people or | | | | their own, their confidence in these areas will |
| projects, chances are that a majority of your | | | | grow. This process is just one of many that can |
| day is spent resolving conflicts, settling disputes, | | | | help us build strong leaders around us. In fact, as |
| or solving problems for other people. You may | | | | a speaker and trainer, I've come across a number |
| get to the point where you ask, "How am I | | | | of principles that have helped thousands of |
| supposed to get my job done when I am | | | | successful leaders and managers build strong |
| constantly putting out fires." | | | | people around them. The following is a summary |
| The simple answer is, "You're not!" | | | | of SEVEN of the principles that have been the |
| This is going to really hurt, but if we are | | | | most effective. |
| constantly putting out fires, we have our own | | | | 1. Establish solid trust before offering advice. Trust |
| selves to blame. I know that this phrase seems | | | | men, and they will be true to you; treat them |
| pretty harsh, but let's take a look at some simple | | | | greatly and they will show themselves great. |
| truths about human behavior that makes this | | | | -Ralph Waldo Emerson |
| statement true. If someone comes to us with a | | | | 2. Keep promises... even small ones. Character is |
| conflict or a problem, and we solve it for that | | | | much easier kept than recovered. -Thomas Paine |
| person, we will probably feel really good about | | | | 3. Be enthusiastic about the success of others. |
| ourselves. We'll feel like we've done our job. | | | | Leaders don't create followers, they create more |
| However, the next time the same person has a | | | | leaders. -Tom Peters |
| problem or a conflict, what have we trained the | | | | 4. Recognize the potential in others and help them |
| person to do? That's right. Come to us to solve it. | | | | achieve it. Treat people as if they were what |
| Our job as managers and leaders is to not solve | | | | they should be, and you help them become what |
| problems and put out fires. Our job is to build the | | | | they are capable of becoming. -Johann von |
| confidence of our direct reports so they can | | | | Goethe |
| solve the problems on their own. | | | | 5. Catch people doing things right. People ask for |
| Instead of spending time solving their problems | | | | criticism, but they only want praise. -W. Somerset |
| for them, try asking questions and getting their | | | | Maugham |
| opinions so they gain confidence coming up with | | | | 6. Praise the baby steps. Praise is like sunlight to |
| solutions on their own. More often than not, they | | | | the human spirit: we cannot flower and grow |
| will surprise you with as good an answer as you | | | | without it. -Jess Lair |
| would have given - sometimes even better. | | | | 7. Go out of your way for people. To lead the |
| There may be times when you might even want | | | | people, walk behind them. |
