August 31, 2024 • 64 mins
In this episode, we dive deep into the fundamentals of business management, exploring key strategies that drive success in entrepreneurship, startups, and beyond. Whether you're a seasoned entrepreneur or just starting your journey, our discussion covers actionable insights, leadership techniques, and growth tactics that can transform your business. Don't miss out on expert advice and practical tips that will help you navigate the challenges of business management and achieve sustainable success.
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Episode Transcript
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Speaker 1 (00:14):
Yeah, hello everyone, I am praised and I'm here with
swear madam, and we will be talking a little bit
about business management.
Speaker 2 (00:32):
So, first of all, mister square Is has twenty five
years of experience in business management, in consulting and through
different five years a lot of things that I believe
he has gathered together throughout his years in business management
and he's going to share a lot of them with
(00:53):
us today. So first of all, we want to start
with strategic planning. So we believe that I belie that
business management involves a lot of strategic planning and a
lot of things are involved in getting a business running right,
getting a business running, and I think it's one of
(01:15):
the basics of the business management. So mister sewell, what
can you tell us a little bit about strategic planning?
You have tne five years of experience in this too.
I believe there are a lot of things that you
have seen which are normal, but personally you have experienced
(01:35):
a lot of things throughout your years in business management.
Speaker 3 (01:41):
Okay, thank you very much. Praised to be a guest today.
I have done about party years of management consultancy in
all kinds of organizations and helps organizations to also to
build build up to start of jeez. And what is
(02:02):
important there is that you first of all get a
strategy which makes sense not only to the leadership but
also to the rest of the organization, because if they
don't support you in your leadership, and they don't support
you in your strategy, that will you have a very
hard time to get everyone all the noses in the
(02:24):
same direction. That's let's let's call it that way, because
you need to operate as a one direction organization. What
we see very often is that people sometimes do not
agree with what's happening in the organization and they start
obstructing the results, which is very bad for the organization
(02:48):
because it costs you a lot of money to get
that back in order again. So it's very important that
you get a support from the people in the organization,
at least the key people in organizations to support your strategy.
And strategy is always aimed at a success for the customer,
(03:10):
because if it isn't that, you won't get any customers.
It's simplest, it's as simple as that. So you have
to find out what just my customer, my my presumed customer,
what do they need? How can we help them? And
help them understand that we are building a product or
(03:33):
a service which is helping them get better results.
Speaker 2 (03:39):
I think you made a very quick, good point there
concerning understanding the market you're trying to push out a
service or the products in terms of you said, strategic
planning involves knowing the customers right, knowing the people who
you want to push the servers product too. So I
(04:02):
think I think that's the problem that a lot of
startups have, right, startups and founders have, because a lot
of market analysis is based on the profitability right of
lind products without even looking at.
Speaker 3 (04:17):
What the.
Speaker 2 (04:20):
Clients are ready to accept, right, what the people are
ready to accept. So I think you made it very,
very very valuable point there. And you also mentioned something
about the wet stage of resources because of lack of
strategic uh planning. So we can go a little bit
(04:41):
into resource management and then what can you tell us
about that?
Speaker 3 (04:46):
Well, it is so important to have you offering attuned
to what the customer really needs because I don't know
about you, but if you if you see a product
what you want, you are often inclined to pay much
more for it. Then a part we said, yeah, it's okay,
(05:09):
but I'm not very enthusiastic about it. So that's how
how the big brands work. They try to make a
product which is in high in esteem by the customer.
So when you buy that, you feel great because it's
you've got to BMW or masses or whatever you you're
(05:32):
aiming for. And that's why branding is so important that
you create a brand. But it starts, it all starts
with a product which makes sense to the customer. Oh yeah,
this is this is worth my money, this is worth
my effort to get the money to buy this. So
(05:56):
the first thing you have to do is find out
do we have have an offering which which adds to
the value for the customer. And if you do that,
if you keep on looking for that, and it takes
a lot sometimes a lot of of of of research
(06:21):
and testing and finding out and but the problem with
many very many small companies they are enthusiastic about the
product they have thought of, but they haven't really tested
it against the potential customers they are trying to waim for.
(06:43):
So talk to your potential customers all the time as
much as you can, because there you get the information
you need to market in a in a proper way.
Is that helpful?
Speaker 2 (06:59):
Yes, true, very very helpful. So you said the you know,
getting accurate data from you mentioned something about getting accurate
data from the people who you want to push your
products to. And then which which is where you mentioned
(07:21):
something like branded? So what can tell us about branding?
You know, what is this branding? A lot of people
talk and I said, branding is this important? Branding? Is
that important? How important actually is branding?
Speaker 3 (07:32):
Branding is important as soon as you've achieved some position
in the market, then it becomes important. In the beginning,
when you're just starting off, when you're still maybe one
person organization. The main thing is you have a product
which appeals to the customer, which they like to say,
(07:55):
oh yeah, I want this. That's the first thing you
have to do. And after that you have to start
add the potential customers to your group so there will
be more more buying of your product. But branding is
important to make sure that people understand what they are
buying and that they're not disappointed by by buying your
(08:18):
stuff and and and seeing, oh my go god, this
is not not really doing what's what's what was supposed
to do? And we we've seen that a lot, of course,
with a lot of products which which fail because they
do not really fulfill the desires of the customer. And
branding is important. As soon as you you're you're you're
(08:39):
a bit bigger and you have have well, I have
already a small, small valable market position. So don't start
with branding.
Speaker 2 (08:50):
Uh what do you?
Speaker 3 (08:53):
Yeah?
Speaker 2 (08:53):
Go ahead, Okay, so you wanted to finish something you've seen,
don't start the branding. So I would like you.
Speaker 3 (09:02):
To, yes, don't don't start with branding. Yeah, let sorry,
As I said, don't start with branding because branding is
important if you want to make a very quick start
in the market. But then the then very often the
branding is okay and they don't have the products so
they can't buy it. And if something is really disastrous
(09:25):
for launching a new product or new service or a
new new organization, when you cannot deliver, you lose most
customers when you cannot deliver, because they will never come back.
Speaker 2 (09:42):
Right, thank you for that. So what do you think
because you've mentioned if you if you, but you mentioned
about you know, the mentioned somethmo strategic planning and they
will mention the final announced back you know, and the
what the the leader and the company might too if
(10:08):
they don't get the the right business management. Uh, if
you don't get their business management correctly right, So we
want to so I want to ask them what is
the most important business call business management components that the
(10:30):
leaders leaders should focus on that the founder, the CEU,
you know, the person in charge of the business. What
are the things that are the companies or business management
that they should focus on.
Speaker 3 (10:42):
Yeah, it's very important that as a founder, as a
as a starter of the company, you have a specific
idea and you have the enthusiasm and the power and
the energy to go for it and build the beginning.
But it's also very important that as a founder you
(11:02):
also know what you are what your restrictions are, because
not every founder is as good and business management or
in bookkeeping or whatever the other tasks are in the
organization or even people management. Many many, very many starters
(11:26):
are very good at creating a product, we're not very
good at managing their people in the organization. And that
is one of the most important things you can do
as a leader. You have to understand that sometimes you
need additional people to help you with that. No one
has all the qualities all the time, and you can
(11:52):
see that and people who are really successful, other people
who know what people to get around them to build
an organization. So they're they're deficiencies they have and we
all have deficiencies. And I have efficiency deficiencies too. I
have a few things which I'm not good at. I'm
(12:13):
good at talking to people. I'm going, I'm pretty good
at selling stuff. I'm also quite good in in analyzing stuff.
And I'm also quite good in coaching people. So that's
that's that's that's okay. I'm not very good at designing
new products. I'm not good, very good at that, so
I don't let that do but other people around me
(12:34):
if I if I wanted to design a product. So
what I do there is I try to join forces
with someone who's very good at designing a new product
and building that and then I can help from my
specific qualities, I can help him. And that's what I
and what I try to do all the time. So
(12:55):
it's very important as a starter, a starter to understand
that you have you your strong points, but you also
have your weak points and keep an open eye for that.
I think that's one of the most important things to
keep in mind and to to consider when you are
(13:16):
building with a company.
Speaker 2 (13:19):
So you mentioned something concerning AH. Still I don't know
nction found example. So how important is that? And how
important is because a lot of people gonna say, well,
(13:40):
they are hils, right, they are people who human resources,
who manages his eddings like those to manage people directly,
because who are professionals in this? So how important do
you think it is for an executive business owner too, ah,
be able to manage people? Think is very important? Or
(14:02):
do you think it's something that can come in as
a clause? Right?
Speaker 3 (14:07):
It is? I think it is essential if you are
an executive in the company and you do not do
not know how to join forces with the team you're
working with. Because an executive is not never walking or
by himself. He has a team around it and who's
supporting him. But he needs to make sure that the
(14:31):
team keeps supporting him. So there's a wonderful way of
looking at your people in your team and looking clearly
at their behavior. If you can see that they're working
alongside with you, aiming for the same goal, aiming for
the same insame direction, you're okay. But as soon as
(14:53):
you see that some people within your team are not
doing the best they can as you think start investigating.
Do not kick them out right away, because there might
be a very sound reason why they are not cooperating
with you, because they see something which you might have overlooked.
(15:15):
And we don't have all the knowledge all the time.
We make failures all the time, so it's important that
you keep those people interested. There are four dynamics in leadership.
The first one is how do we choose and how
do we make sure that the choice in this organization
(15:39):
is supported by my whole team which is supporting me.
So if you look at how people are behaving towards
that choice, you can very quickly see whether they are
supporting you or not. When they are not supporting you,
ask questions, why are you not with me on this
(16:01):
initiative we're building? I don't know a windmill, doesn't matter
what it is. We're building a will. Why are you
not helping as good as I think I thought you could.
What's what's going on? What's eating you, What's what's what's
troubling you? Find out what's there and find a solution,
because it will at one side, it will help you
(16:24):
to find a better solution and possibly better or better options,
and the other o other side, the other one is
feeling heard and feeling understood, so he's much more keen
to help you possess progress further. The second one, which
is important is how do we grow as a team
(16:45):
and also as a as a leader. How do we
understand what is important for our development as a team,
and how do we develop further as as a person.
As a leader, you have to grow well and it
has to come from you, from what's inside you and
what you want to bring into this this organization and
(17:07):
to this team. But it's also needs to come from
your team as well, because if they are feel that
they are taking part in this organization making themselves, they
will all grow. You'll get a stormer team. The third
dynamic is our how do you wield our power? Is
(17:35):
traditionally wielded in a way that I'm the executive, I
tell we'll tell you what to do. And that's not
going to work because people are going to resent that
they're not they're going to protest. They're not doing that openly.
They'll do it quietly and you'll only notice it when
(17:56):
it's too late. So make sure that the power leverage
in your organization is at the right level. So if
you have a team with, for instance, two or three
people below you who are doing the daily operational things,
make sure that they don't control the people below that
(18:17):
in a way, it's not not helpful. So that's that's
a that's a that's a third one, and the fourth
one is to try to make a connection. Any organization
is a connection of people. People make the difference. So
(18:38):
make sure that people feel that they part in a
common interest, a common goal, a common objective, and we
are all going into that direction. And you can again
you can as a as a as a leader, you
can look at the people and you can see what's happenings.
(19:00):
As soon as you are you're seeing what's what's happening,
you can in the team.
Speaker 2 (19:08):
You've made a very great point that when you said
it's great to connect with the people in the team
and understand what they think about the idea, if they
are supporting the idea or not. So what I would
say is there are countless people, coaches, mentors from countless
(19:32):
price places around the world who have said firefast. What
I mean firefast, we say layoff staffs fast. Right when
when you think the already of the vision later off right,
So what do you think about that?
Speaker 3 (19:49):
Well?
Speaker 2 (19:49):
Do you think?
Speaker 3 (19:50):
It depends on how much value that person has for
your organization. If you have someone who has a lot
of knowledge about your products, your organization, your you have
to think twice. And a much better way than I
(20:10):
think is trying to find out what's eating this person?
Why is he counter effective? Why is he not cooperating,
Why is what's going on? Find it out, Try to
listen what's going on. If you start to understand what
the other one is hindering, what's what's what's hindering his performance,
(20:36):
and you succeed in taking that away, you have gained
a passionate employee who's going to work for you, is
going to help you. And that's every well trained employee
in your organization will cost you money to replace. So
(20:59):
fire far ask is for organizations who who don't value
their people properly. Well properly. It's very important that you
Any organization is a group of people, yep. And the
better the better you you achieve, the the cooperation within
the team and that they have fun. And I've had
(21:22):
a few times with teams I ran it was fun.
We just had fun doing the work. And then you
can work much harder with less and less energy, and
you'll have fun all of time and the success will come. Yeah.
Speaker 2 (21:40):
So, the the whole thing about employees and how you
should treat them employees and how the relationship is you
have with the company. A lot of people say, give
equity to your employees, right so, and this is all
all the under the business management. You know, to make
(22:02):
them feel like you are part of the division, to
make them feel like they are they are really part
of that goal.
Speaker 1 (22:10):
Right.
Speaker 2 (22:10):
So, once you think about how given equity to employees,
and also what you think about the term work life balance.
Speaker 3 (22:19):
I didn't hear the lessons, Sorry, what do.
Speaker 2 (22:22):
You think about the term walk life balance? And you
can get it exists like a lot of people lately
have been saying, no, it doesn't exist. If anymployee comes
to the company, they should, you know, be ready to work, right,
They shouldn't be any work life balance, right.
Speaker 3 (22:42):
I think it's very important. In the end, we all
derive our strength, our power from how our family is
getting along. You go home every day and you do
not go to your work every day. So the most
(23:05):
important thing is your life, your personal life and giving uh,
asking a few people to give equal interests to your
company as compared to your your personal life is asking
(23:28):
also that you partly give up your family. You make
the company more important than their personal life. And in
the end, nobody will tell when you die. He's always
been such a good worker. Nobody will say that. People
will say he was he was a good man because
(23:50):
he helped many people, and he was was a social man,
or he cared for for people, whatever is and that's
what they tell you. You know, they won't tell he
was also very good good it was always a very
good employee. No, that's not what they're going to say.
So the most important thing is in the end, what
(24:11):
are you to your dear ones, the one who cares
you care about And that's why the work balance is
so important.
Speaker 2 (24:24):
Yeah, so from what I've got from your statement, the
life is a little bit, if not more important.
Speaker 3 (24:39):
The connection is freezing afraid the normal life that you
already connections.
Speaker 2 (24:48):
I missed it, okay, So what I said was you
mean the comment about you know, life, the life outside
work being more important than the life that a person
has a company. So when when they introduced a little
(25:12):
equity structure. Do you think that that that changes the
the the whole what it means?
Speaker 3 (25:20):
Right?
Speaker 2 (25:20):
Do you think when you're part of the gole, do
you think it changes a little bit of what what
what makes it just work? Right? Do you think that
when they are given equity? Right?
Speaker 3 (25:31):
Yeah? And and yeah, in some cases it can help
because it can help to get people engaged a little
bit more, but only in the end. It also means
that you are really buying.
Speaker 4 (25:50):
The the the commitment of your of your of your employees,
which is in fact not really as valuable as when
you are bringing it because it's so much fun to
do this.
Speaker 3 (26:12):
And yes, it sometimes can help. And for instance, and
when you are very successful as a company, which can happen.
Of course, sometimes it does happen and you're very successful,
you can share part of the profit with your people
because it helps you grow better and it gives it
also gives a token of esteem to your people. But
(26:37):
you have to be careful not trying to buy their loyalty.
You cannot buy loyalty, not all, not always. Yeah, you
can for some time, but not for a long time.
Speaker 2 (26:53):
Yeah, So that really makes makes a lot of sense
because just like you said, you cannot buy loyal tea
for long because you can keep paying for that, right,
at some point you're just gonna not be able to
pay anymore, and that you think the person is not valuable,
not anymore, right, Because what I've noticed, which is what
(27:17):
a lot of people who haven't made or from you know,
some of the big companies said, uh, is when when
they they started with this company, for example, Uh, maybe
from the time when they were just maybe looking for
funding from VC, or the time when the company was
(27:38):
still about one hundred employees, fifty employees, two hundred employees
and another company has gotten too five from the one
thousand employees the day that joined at least seem not
to be that important anymore, right, The little community they
had little I think that they had a team, right, yeah,
(27:58):
the team work. You know, everything seems to be more
and more getting more corporate. And then before you speak
to the CEO, you have to go through stages before
you speak to even the seemingly that you have to
go through a secretary before you you know, everything gets
keep getting more corporate and corporate. Sorry about that, Everything
keeps getting more corporate and coporate. So what what what
(28:23):
do you think is the way around this? Do you
think it's to you know, open up access for employees
or do you think is generally just an issue a
person issue, right? Do you think it is a personal
issue that is an issue of the practic relativity?
Speaker 3 (28:42):
I'm I know that every company that starts growing goes
through a certain range of phases. At first, they are
where you're also like a family and you're working long
hours very often to to create something and it's your
(29:03):
thing you've breed. And then it starts growing and you
have to organize things in a different way to get
it properly organized. And what then happens that people start
to don't feel like a family anymore so much. And
it's important that you keep doing that. So what you
(29:25):
can do is try to disperse your activities in small
teams that communicate between them between the teams in a
proper way, so you can keep this family feeling. And
that's very important. And there's a few companies, especially private companies,
still achieve that by keeping that family feeling and keep
(29:50):
people really engaged too with your organization. But when you're
getting bigger than say two, not fifty people, that will
be very hard. So what a lot of organizations do
is they try to use small units, as a maximum
(30:12):
of one hundred people or maybe fifty people doesn't make
it depends on the organization, depend on the business you're in,
depends on the branch you're in. But what they do
is they try to make small teams who have a
certain amount of autonomy so they can build their own
(30:36):
addition to the to the entire product, and do not
try to do that too much in a management like way,
because then you lose the connection with the people. It's
very important that you do that.
Speaker 2 (30:57):
Yeah, And I think I get a lot about what
you're saying, because I have heard countless and when some
people say that a company some people have said that
a company should be a team and not shouldn't give
the employees a family feeling because they're going to feel
(31:18):
like at home, they wouldn't be feel a need to
you know, up there, gain the you know, be more
active and then be better at what they do. They
feel a lot too relaxed when you make the company
feel like family. So I think that explains a little
bit about what the questional act before, which is why
(31:40):
uh uh, why a lot of big companies do not
seem to, you know, have this little community feel into
the employees. So what do you think about a company
saying a company should be a team, They shouldn't get
the family feeling so that they don't get to lazy
(32:01):
or to you know, to relaxed, and yeah, there's no
competition between the employees.
Speaker 3 (32:06):
I think it's a misconception that you're not doing your
very best for your family. We always try to get
at least in my view, we always try to do
the best for our for the one whom we care about.
If we care about people, we try to do our best.
(32:28):
But very often it's in such a way that many organizations,
the leadership doesn't really care about their employees, and people
feel that they understand that, so then they get lazy
(32:48):
or ineffective or maybe even uh destructive. Could it could happen?
Sometimes It does not always, but sometimes it does because
what happens then is that people don't feel attached to
the company anymore. They don't feel that they are part
(33:10):
of a larger unit. In the end, in organization is
as strong as the people who feel connected to each other.
To build something, to create something, It's like a tribe,
and a tribe is working for each other, is helping
each other, is making sure that they can survive, that
they get food, that they get water, and so on
(33:32):
and so on. And if you are taking part in that,
you are valued by the rest of the team. So
your position grows, your situation grows, and even your salary
can grow if you do that in a proper way.
Speaker 2 (33:57):
Yeah, I think you made a very very an amazing
point here, which is that families, everyone does the best
for someone they care about, something they care about, right,
So I believe from what you said, my take from
it is make the company something that the employees care about,
right absolutely, So if they care about the company, they're
(34:22):
going to look towards it. That's just my take from
what you what you what you just said now, and
it's really I think it's a very very amazing point
that you just made because when employees care about the company,
it's not just about the profit anymore. It's about the
solution that is provided for by the company to the
people out there. And I think it's going to make
(34:44):
better companies, better products, better services, and overall because a
lot of times there's a case where where someone was
talking to me, and they was saying, I called this
customer support team, call the air line.
Speaker 3 (34:57):
And.
Speaker 2 (34:59):
You know, the the lady at the end was a
little bit editated, right. She wasn't so calm she you know,
normal customer support would be you know, calm, trying to
find the problem, but the same trying to solve your problem.
But it seems this lady was, you know, a little
bit agitated.
Speaker 3 (35:16):
Right.
Speaker 2 (35:17):
So I think these are all the consequences of or
the after effects of not having you know, a conducive
uh environment.
Speaker 3 (35:30):
For the employees.
Speaker 2 (35:31):
And I don't think it's just about the employees, but
it's about the solution that the company provides. It's general
mhm h and the general thing that the company stands for. Right,
So when say something about it.
Speaker 3 (35:53):
Yes, it's important that we that we keep on keeping
an eye open for that because, yeah, what we do
not see very often is that we are all much
the same, but we're also very different. The problem is
(36:15):
that everything we experience is created in our brain, Yes,
through our brain, but the problem is that our brain
has only one source to get that experience from, which
is our memory. And as our memories are all different,
(36:37):
we all create a different experience. So what you very
often have in organizations that our people are talking to
each other, but they're not really understanding each other because
they're trying to bring their idea of the situation forward,
trying to convince the other one this is the situation,
this is what's happening, and maybe that that's his point.
(37:01):
It could also be that someone else who has a
different point which is also quite near the mark. And
the problem is that then you are trying to solve
something which isn't possibly even there, and then you're wasting
a lot of energy and time to solve something which
(37:22):
is possibly not even a problem. So it's so important
that we understand we have separate realities. We all have
separate realities. And once we start to understand that we
have separate realities, we can start to try to understand
(37:42):
what the other reality of the other one is, so
you get a better understanding of what the entire images,
the entire situation is. Because I'm pretty good at once
a thing, you are very very good at that and
another thing, and we understand and the situation in a
different ways. So we we don't really talk together. We're
(38:05):
talking next to each other or past each other.
Speaker 2 (38:10):
Yeah, and if we committed, yeah, And if I'm.
Speaker 3 (38:14):
Trying to convince you with that, sorry, sorry, what I'm
trying to convince you of that, I'm going to push
a little harder and push a little stronger, trying to
convince you even more. But the problem is then you
feel not heard, you feel not understood. So there's something
(38:37):
not okay within within our relationship.
Speaker 2 (38:42):
Yeah. I think that's a very good thing you said,
because I came across a video on social media where
someone was saying I don't learn by reading, right, that
they don't learn by reading. So he was making this
statement because a lot of people are saying reading books
are very important. You know, it's very important to read books.
(39:03):
But he said when I read books, I do not understand, right,
I just read it, and then you know, it's best
for me when I listen to it. Right for him,
So he was in, it's best when I listen to this,
to the to the text, or maybe when I when
I hear it, it is easier for me to understand,
or when I do it with my hands, right. So,
and I think that that that's all the diversity in
(39:25):
our personality speakers.
Speaker 3 (39:27):
Yeah, there's there's even some scientific research on that we
we learn. I think about ten percent of what we read,
I think twenty percent of what we hear, But we
learn about forty percent of what we do, and we
(39:51):
learn eighty percent of what we teach. Something like that.
I'm not I'm not sure about figures right now, something
something like that. And it's amazing how much effect there
is in actually doing stuff, just doing stuff and trying
(40:14):
to explain it to others, which will help you understand
it much better.
Speaker 2 (40:22):
What do you think is why the practicality of things
are You know, people get a lot, a lot of
learn a lot about what they have practiced, right, Because
when you're practiced practicing something, it seems as if you're
teaching someone right. When you're physically as you mean, you
you're fixing your car, for example, you're learning to fix
(40:43):
a car, and when you're fixing it, it seems as
if you're teaching something right, teaching.
Speaker 3 (40:47):
Someone yourself, a teaching to yourself.
Speaker 2 (40:53):
So I think that's why. In that so, I think
the fact that you mentioned the diversity of personalities and
how the executives, the business managers should understand the different
diversity of personalities of individuals. I think that's an amazing
and amazing states because understanding different people will help you
(41:16):
to know how this person can be the beast.
Speaker 3 (41:20):
Yeah, and it gives you a bitter better overview of
what the real situation is. Because we have we have
we are walking around with blinders. More and more or less.
We can only see what's in our awareness and what's
outside there we cannot see. We cannot even even think
about that. So if you have someone who has a
(41:42):
different approach to something which has which gives him a
different idea of the situation, it might be worth your while.
I wrote an article once about unmanageable people. You have
(42:04):
these people within the organizations which are against everything, and
they are sometimes they're really a pain in the neck.
But I say there is a reason for this. There
is a reason why they are against almost everything. And
(42:25):
if you take the time and the effort to really
listen to those people, you might run into some golden
ideas because they have something totally different from other people.
They look at it in a totally different way and
might give you an idea which would help your organization
(42:46):
to blossom. It's so important that we understand that we
are all different and the same as well, because we
look at a lot like shut. But it's also that
we in our differences, we can enrich each other.
Speaker 2 (43:13):
Yeah, I think you what you as you mentioned something
very very important right there, which is when you said
that we only see something from from our you know,
our ends. We only see you know. It's like we're
looking straightforward to something. It seems as if you're blind
of you know, if you're letting around us. We're just
looking towards a single place. I think that's that's very
(43:34):
very impressive. Did you say that because a lot of
times when we talk about leadership, we are trying to
create someone who sees from out of a post perspective.
I think that's what a leader is.
Speaker 3 (43:47):
Yeah, and there's something sorry, let me add something to it.
If it is important to you what you are doing.
You are more or less closing your diaphrame of looking
at that. So it's what you're doing is making it
smaller and smaller and smaller, and at the end you
only see it's a very tiny part of that and
(44:09):
the rest you cannot see anywhere because you're so focused
on that little thing that you cannot see the rest,
which is which is still happening there around that, but
you cannot see it. And it's very often because you
are very focused on I have to do this and
then that and so and in such a way. And yes, maybe,
(44:29):
but be open to other options as well.
Speaker 2 (44:34):
Yeah, And I think it makes a remarkable leader for
him to be able hee or she to be able
to see through other people's possible No, right, I think.
Speaker 3 (44:43):
I think you don't have to be a remarkable leader.
You just have to be non judgmental. Don't judge, just listen.
As soon as you stop judging other people. Judging is
fine for things, but not for people. Judge your quality
(45:08):
of your product. Judge the uh, the the the sub
product you're buying to create your product. Judge that, but
don't judge your people. Ask, listen, find out what's going on,
find out why isn't Why isn't it going the way
I was intending it to. Maybe it's a better idea
(45:31):
it could be, But it's also possible that they haven't
learned yet how to do that the teaching. Either ways,
you will.
Speaker 2 (45:48):
Yeah, I think that that that's very very important. You
mentioned not to judge people for judge every other thing
around maybe things the strategies that geneus and every thing
not to channel to the judge judging on the people.
I think that that makes a lot of sense because
(46:11):
when you research, when trying to understand, when you ask questions,
when you listen, you will understand it from that you
see from that person's perspective. And I think that's what
makes it a great leader, because you can listen, you
can hear from the person, you can ask questions, and
you're ready to find out right.
Speaker 3 (46:28):
Yes and teach, pow possibly yes.
Speaker 2 (46:32):
And teach, because when you find out, then you know, okay, yeah,
this is the place that this person has lacking. This
is the place that I have not been seen before,
and now I'm seeing it because I have count down
and looked from the person's perspective, researched, I have found out,
I have asked questions, I have listened, and now I understand.
(46:53):
I see from that person's perspective. So when I talk
about seeing from a person's perspective, I'm talking about, you know,
being able to understand what the persons and does two
You know because there may be something that you're not
The knowledge you have about something maybe higher than what
a person has but they may also be the critical
aspects because when we get big, we tend to neglate
(47:14):
the little things. So at the real stage that they at,
they are little things that they might notice that you
at the top, you know, notice well. I think it's
it's very great to listen from from the ground up
right to understand the the whole landscape and understand everything,
because a lot of executives are set so high that
(47:34):
even well.
Speaker 3 (47:35):
They are taught, they are taught in the wrong way.
There they are, they are, they have been taught. You
are the leader, you have to tell how it goes.
And that's not true. It's nonsense. It's complete nonsense because
who can know it all? Well, depends on what religion
you're you're you're you're part of. But most of the
(47:59):
time that's gone. That's that's the one who knows all,
but we don't. And the funny thing is, as soon
as you are promoted to a leadership role, it doesn't
mean that you get additional nohow the leader or information
no exactly exactly.
Speaker 2 (48:21):
I think I think give it a very important point
here when when when people promoted, they tend to think
that there's a new knowledge that comes from getting promoted.
But what I do think is when you get promoted,
you are promoted to see from a broader perspective, right
to see, bro to see, you know, on a bigger
(48:43):
from a bigger lens.
Speaker 3 (48:44):
Right, other people perform better exactly.
Speaker 2 (48:49):
And you shouldn't neglect the police that you were at
because when you neglect that lens, like when you do
no longer see from that position, they will not be
able to correctly mentor perfectly teach, listen and ask questions
from the person who is now occupying that position. I
think that's the problem a lot of executives and people
(49:10):
who have been most of the times appointed in higher
positions in companies, in businesses and companies and organizations because
when you go up there, sometimes they think, now I
am the leader, Now I tell you what to do right,
And just like you said, it's nonsense because you don't
you know, you shouldn't see from that or perspective alone.
(49:34):
You should be able to gather the knowledges you had
because my ri trust leaders is because we believe they
have a lot of knowledge. The trust leaders because you
believe they have a lot of peology. But a lot
of leaders who are wanted to that position only come
with strategy, right, and they're not able to perfectly articulate
and push the strategy for all the team members to
(49:56):
work with them towards achieving that vision. They have a strategy,
they have a route which they want to achieve, that's
the truth. But they don't want to carry everybody alone.
They just want to tell them what to do.
Speaker 3 (50:10):
That's correct, and that doesn't work because people know better
for most of the time because they do what they
are supposed to do every day, so they have much
more know how of what their their task is. They
understand it more often much better than the guy who's
(50:30):
leading them. So why are you going to tell them
how to do their work? That's that's crazy, isn't it
that there are three forms of communication. The first one
is I tell you what to do. That's it, the
the old fashioned way of giving doing doing leadership. I'm
(50:51):
telling you what to do and you have to do it.
That leads to one person being very satisfied with themselves
and saying, oh, I have to talk and what to do,
and hen now he has to do it, and another
person who says, hmmm, I don't know whether he's right
because he doesn't understand what I'm doing, and it doesn't
know what I'm what I'm really, what I'm up against.
I've got all all these problems and stuff which don't
(51:13):
have and my deliveries are not coming in time and
so and so on and so on. So he says, okay, ma,
I'll see and how see how how this, how this goes.
I've experienced that quite a few times with companies which
which which hide in in an executive leader and was
going to change it all around. And what you see
(51:34):
is people they start waiting. They don't don't do anything anymore.
They stopped, they stopped doing things, they stopped taking the initiative,
they stopped doing the good things.
Speaker 2 (51:48):
I think it it closes a little bit the links
with the little people to see, because they are used
to taking tax. They are no more working to achieve
the goal of the company. There. They're just taking tax
from the leader. Right. They're they're just you know, do this,
you know the libel is product in three months, Uh,
(52:09):
deliver this, you know, build this in three months, analyze
this and bring it, bring me the full documentation of
the analysis. You have done. Do everything, you know, just
tast and trust and task and tusks all around the place, right,
and the person is no longer working for you know,
even if they lot of the job before, they're normally
(52:31):
working the job they wrote, right, they general like basically
doing what you want them to do.
Speaker 3 (52:37):
Right.
Speaker 2 (52:38):
So but sometimes, of course we're not trying to say
that the leaders are all wrong. Right, there are things
that they might say which of course they have seen
that from illegalans and they understand that this can work.
But it doesn't hard to explain that to the genius, right,
to explain that to the team members, you know, help
them understand, and let's push that everybody is not going
(52:59):
to agree with the leader. Board. When everybody disagrees with
the leader, then the reader has something to wrong with it.
So when everybody is agree with everybody cannot agree with
the media. But when everybody disagrees with there, he needs
to be ex questian, she needs to be ex questioned
because yeah, there's something wrong, definitely.
Speaker 3 (53:19):
Yeah, absolutely, And it happens way too often, far too often.
It's far too often that there are leaders who have
been trained in a traditional way and go into an
organization and they they destroy more than they could build. Yes, well,
the second way of communicating is trying to find the
(53:42):
middle way. And we in here in the Netherlands. We
are quite well known for that because we had to.
Our country is very closer to sea and we had
a lot of seawater coming in through the ages. So
what we did we build dykes and boulders and stuff
like that to create a more or less safe environment. Now,
(54:07):
if you fly to Skiphole, which is near to Amsterdam,
the airport is six meters below sea level, and that
is because we have built a dyke around a big lake.
We put and we put, took, taken all the water
out and now it's land. But we have to keep
(54:30):
on taking the water out because otherwise we will fill
up again at some stage. We have to. We are
so there's all the people around that. So the we're
the farmers and the the the people who owned the
land and the workers and everyone there worked together in
some way to get this done through the ages. We've
(54:53):
done this for ages. We've done this since I think
sixteen hundred or something like that, and we are quite
as Dutch. We are quite well known for doing all
kinds of wars and works, and that's and that's nice.
But the problem is with with trying to find the
middle road is that it's never a really successful end
(55:17):
result because everyone has to be more or less happy
about it. And in the end, if everyone's more or
less happy about it, no one's really happy about it.
Speaker 2 (55:31):
And that's.
Speaker 3 (55:33):
That's okay as soon as as long as you want
to do some stuff which is not really well highly valued,
but it's not so good when you really want to
make a difference in the market, if you want to excel,
and then you need the third front and form of
(55:53):
community communication, which is just trying to understand the other person.
So when you are a leader and you really try
to understand what's going on within your team, within the organization,
within the group of people around you, and you even
(56:16):
go so far as to offer them arguments for their
situation the thing they describe, then they feel hurt, they
feel understood, and then something else happens. They start listening
to you because you have taken the trouble of listening
(56:36):
to them, then you're more or less them more or
less obliged to listen to you as well. So you
create room to understand each other.
Speaker 2 (56:48):
I think that's.
Speaker 3 (56:53):
Go ahead, and the great advantage of that is that
you will find better solutions. Do anything, you'll get the
best possible solution for any situation you have. But most
(57:14):
problems we had recently, we we had a scandal here
in the Netherlands because there was this guy who made
three wheel bikes with a with a sort of a
sort of a wheelbarrow type bike. And what happened is
(57:37):
that the frames of the bikes weren't made properly, so
they broke. Well, you can imagine if you have your
children in that in that wheelbarrow, sitting in a wheelbarrow,
you're driving through the city and your bike breaks down,
it breaks in two. That's not very yeah, and that's
not very agreeable. That's not fine. There's been some nasty
(58:00):
accidents of that. So there was an entire big scandal.
But what happened there is that the leadership didn't listen
to what's going on. The people in the organization knew
what was going on, but they're trying to hide it
away and it being a big scandal, and that's that's
(58:20):
the end of the end of the organization.
Speaker 2 (58:22):
Probably, Yeah, that's really bad for them, I would say so,
But before we I think we have h talked about
various things here and we would like to pick up
next time. But before we go looking ahead, what do
you think will be the biggest challenges and opportunities opportunities
(58:48):
for business management business managers in the next five ten years.
Speaker 3 (58:54):
Well, Einstein once said, we cannot solve the current problems
with this thinking it created. We need different thinking. And
(59:18):
the problem is that we have been trained and we
are still being trained to think in the same way.
And what I'm trying to bring forward is we need
to think in a different way. And we know that
because we all have those moments where you have a
sudden insight in what's going on, what's happening. Most of
(59:39):
the time that's in a situation where you are relaxed.
I call them my morning shower moments. When I'm on
the in the shower in the morning, I relax and
I suddenly get all these ideas. And what I teach
people is have more of those ideas throughout the day,
and that's very valuable us. Then you can get to
(01:00:01):
the core of the thing. And we need to do
that because the world is changing faster and faster and faster,
and there are demands on people are getting higher and
higher and high, and we need solutions for that. So
we need to increase our our quality of thinking.
Speaker 2 (01:00:26):
What's you're thinking? Got it? So you have been in
business management for twenty five years. So what advantage would
you give to someone who is new to management for
aspiring to become a business leader. What are the things
that you think they should have? What are the things
that you think are very very important for them to occur?
(01:00:46):
You know?
Speaker 3 (01:00:47):
The joint a few things. When I look at management
in organizations right now, it is ruled mainly by fear.
People are afraid of what's happening or what could happen,
or what's going to happen, and that's because they are
(01:01:11):
trying to predict the future. The problem is in our brain.
We only have a memory, which is old information, and
what we try to do is to derive from that memory.
We try to paint the picture of the future. But
(01:01:32):
it's never okay, and our brain knows that. So they
trus start to panic a little bit and they don't
know how to handle that. And we have been developed
as a species, the human species, that we can respond
in the moment excellently. Yes, of course, you have to
(01:01:56):
make plans. You have to make we set goals and
so on and so on, but don't let yourself be
guided by your fear. And the second one is any
organization is a people organization. You're dependent on the people,
(01:02:17):
and if you know how to work with people, you
can make anything to success.
Speaker 2 (01:02:25):
Thank you for that. Finally, how can all the listeners
connect with you? How can they find your work happily
in about your work? Where can they find you?
Speaker 3 (01:02:35):
Well, I'm on LinkedIn, so you can find me there
with my name swear Mediama. I have a website which
is called sweemedia dot com and you can find me there.
There's also you can also reach me through email and
my email versus swear at sweemedia dot com. So it's
(01:02:55):
quite simple hopefully.
Speaker 2 (01:03:00):
Yeah, of course, it's of course, it's thank you for
this time. Thank you for your time. It's great, and
I'll keep connecting with you next time. I hope you're
here also next time, and I hope we talk.
Speaker 3 (01:03:10):
I'd like to appraise it's it's it's a nice conversation.
And and and I noticed you lot also a lot
of companies and you have a lot lot of experience
in this, so it's good. It's good to have a
good chat like this.
Speaker 2 (01:03:23):
Thank you, thank you, thank you, thank you. All right,
let's go connect next time. And it's great to have
all of you listening to us. It's great to have
all of your watching. Remember to like the video, subscribe
to the channel, and also be able to go and
to YouTube and search for suere my demo, right me demo?
Speaker 3 (01:03:47):
Yeah, okay one yeah.
Speaker 2 (01:03:49):
Yeah, so you're really on YouTube and you can also
subscribe to each channel. Also, thank you for joining and
cut up next time.
Speaker 3 (01:03:58):
Thank you. Lay to them to open
Yeah, hello everyone, I am praised and I'm here with
swear madam, and we will be talking a little bit
about business management.
Speaker 2 (00:32):
So, first of all, mister square Is has twenty five
years of experience in business management, in consulting and through
different five years a lot of things that I believe
he has gathered together throughout his years in business management
and he's going to share a lot of them with
(00:53):
us today. So first of all, we want to start
with strategic planning. So we believe that I belie that
business management involves a lot of strategic planning and a
lot of things are involved in getting a business running right,
getting a business running, and I think it's one of
(01:15):
the basics of the business management. So mister sewell, what
can you tell us a little bit about strategic planning?
You have tne five years of experience in this too.
I believe there are a lot of things that you
have seen which are normal, but personally you have experienced
(01:35):
a lot of things throughout your years in business management.
Speaker 3 (01:41):
Okay, thank you very much. Praised to be a guest today.
I have done about party years of management consultancy in
all kinds of organizations and helps organizations to also to
build build up to start of jeez. And what is
(02:02):
important there is that you first of all get a
strategy which makes sense not only to the leadership but
also to the rest of the organization, because if they
don't support you in your leadership, and they don't support
you in your strategy, that will you have a very
hard time to get everyone all the noses in the
(02:24):
same direction. That's let's let's call it that way, because
you need to operate as a one direction organization. What
we see very often is that people sometimes do not
agree with what's happening in the organization and they start
obstructing the results, which is very bad for the organization
(02:48):
because it costs you a lot of money to get
that back in order again. So it's very important that
you get a support from the people in the organization,
at least the key people in organizations to support your strategy.
And strategy is always aimed at a success for the customer,
(03:10):
because if it isn't that, you won't get any customers.
It's simplest, it's as simple as that. So you have
to find out what just my customer, my my presumed customer,
what do they need? How can we help them? And
help them understand that we are building a product or
(03:33):
a service which is helping them get better results.
Speaker 2 (03:39):
I think you made a very quick, good point there
concerning understanding the market you're trying to push out a
service or the products in terms of you said, strategic
planning involves knowing the customers right, knowing the people who
you want to push the servers product too. So I
(04:02):
think I think that's the problem that a lot of
startups have, right, startups and founders have, because a lot
of market analysis is based on the profitability right of
lind products without even looking at.
Speaker 3 (04:17):
What the.
Speaker 2 (04:20):
Clients are ready to accept, right, what the people are
ready to accept. So I think you made it very,
very very valuable point there. And you also mentioned something
about the wet stage of resources because of lack of
strategic uh planning. So we can go a little bit
(04:41):
into resource management and then what can you tell us
about that?
Speaker 3 (04:46):
Well, it is so important to have you offering attuned
to what the customer really needs because I don't know
about you, but if you if you see a product
what you want, you are often inclined to pay much
more for it. Then a part we said, yeah, it's okay,
(05:09):
but I'm not very enthusiastic about it. So that's how
how the big brands work. They try to make a
product which is in high in esteem by the customer.
So when you buy that, you feel great because it's
you've got to BMW or masses or whatever you you're
(05:32):
aiming for. And that's why branding is so important that
you create a brand. But it starts, it all starts
with a product which makes sense to the customer. Oh yeah,
this is this is worth my money, this is worth
my effort to get the money to buy this. So
(05:56):
the first thing you have to do is find out
do we have have an offering which which adds to
the value for the customer. And if you do that,
if you keep on looking for that, and it takes
a lot sometimes a lot of of of of research
(06:21):
and testing and finding out and but the problem with
many very many small companies they are enthusiastic about the
product they have thought of, but they haven't really tested
it against the potential customers they are trying to waim for.
(06:43):
So talk to your potential customers all the time as
much as you can, because there you get the information
you need to market in a in a proper way.
Is that helpful?
Speaker 2 (06:59):
Yes, true, very very helpful. So you said the you know,
getting accurate data from you mentioned something about getting accurate
data from the people who you want to push your
products to. And then which which is where you mentioned
(07:21):
something like branded? So what can tell us about branding?
You know, what is this branding? A lot of people
talk and I said, branding is this important? Branding? Is
that important? How important actually is branding?
Speaker 3 (07:32):
Branding is important as soon as you've achieved some position
in the market, then it becomes important. In the beginning,
when you're just starting off, when you're still maybe one
person organization. The main thing is you have a product
which appeals to the customer, which they like to say,
(07:55):
oh yeah, I want this. That's the first thing you
have to do. And after that you have to start
add the potential customers to your group so there will
be more more buying of your product. But branding is
important to make sure that people understand what they are
buying and that they're not disappointed by by buying your
(08:18):
stuff and and and seeing, oh my go god, this
is not not really doing what's what's what was supposed
to do? And we we've seen that a lot, of course,
with a lot of products which which fail because they
do not really fulfill the desires of the customer. And
branding is important. As soon as you you're you're you're
(08:39):
a bit bigger and you have have well, I have
already a small, small valable market position. So don't start
with branding.
Speaker 2 (08:50):
Uh what do you?
Speaker 3 (08:53):
Yeah?
Speaker 2 (08:53):
Go ahead, Okay, so you wanted to finish something you've seen,
don't start the branding. So I would like you.
Speaker 3 (09:02):
To, yes, don't don't start with branding. Yeah, let sorry,
As I said, don't start with branding because branding is
important if you want to make a very quick start
in the market. But then the then very often the
branding is okay and they don't have the products so
they can't buy it. And if something is really disastrous
(09:25):
for launching a new product or new service or a
new new organization, when you cannot deliver, you lose most
customers when you cannot deliver, because they will never come back.
Speaker 2 (09:42):
Right, thank you for that. So what do you think
because you've mentioned if you if you, but you mentioned
about you know, the mentioned somethmo strategic planning and they
will mention the final announced back you know, and the
what the the leader and the company might too if
(10:08):
they don't get the the right business management. Uh, if
you don't get their business management correctly right, So we
want to so I want to ask them what is
the most important business call business management components that the
(10:30):
leaders leaders should focus on that the founder, the CEU,
you know, the person in charge of the business. What
are the things that are the companies or business management
that they should focus on.
Speaker 3 (10:42):
Yeah, it's very important that as a founder, as a
as a starter of the company, you have a specific
idea and you have the enthusiasm and the power and
the energy to go for it and build the beginning.
But it's also very important that as a founder you
(11:02):
also know what you are what your restrictions are, because
not every founder is as good and business management or
in bookkeeping or whatever the other tasks are in the
organization or even people management. Many many, very many starters
(11:26):
are very good at creating a product, we're not very
good at managing their people in the organization. And that
is one of the most important things you can do
as a leader. You have to understand that sometimes you
need additional people to help you with that. No one
has all the qualities all the time, and you can
(11:52):
see that and people who are really successful, other people
who know what people to get around them to build
an organization. So they're they're deficiencies they have and we
all have deficiencies. And I have efficiency deficiencies too. I
have a few things which I'm not good at. I'm
(12:13):
good at talking to people. I'm going, I'm pretty good
at selling stuff. I'm also quite good in in analyzing stuff.
And I'm also quite good in coaching people. So that's
that's that's that's okay. I'm not very good at designing
new products. I'm not good, very good at that, so
I don't let that do but other people around me
(12:34):
if I if I wanted to design a product. So
what I do there is I try to join forces
with someone who's very good at designing a new product
and building that and then I can help from my
specific qualities, I can help him. And that's what I
and what I try to do all the time. So
(12:55):
it's very important as a starter, a starter to understand
that you have you your strong points, but you also
have your weak points and keep an open eye for that.
I think that's one of the most important things to
keep in mind and to to consider when you are
(13:16):
building with a company.
Speaker 2 (13:19):
So you mentioned something concerning AH. Still I don't know
nction found example. So how important is that? And how
important is because a lot of people gonna say, well,
(13:40):
they are hils, right, they are people who human resources,
who manages his eddings like those to manage people directly,
because who are professionals in this? So how important do
you think it is for an executive business owner too, ah,
be able to manage people? Think is very important? Or
(14:02):
do you think it's something that can come in as
a clause? Right?
Speaker 3 (14:07):
It is? I think it is essential if you are
an executive in the company and you do not do
not know how to join forces with the team you're
working with. Because an executive is not never walking or
by himself. He has a team around it and who's
supporting him. But he needs to make sure that the
(14:31):
team keeps supporting him. So there's a wonderful way of
looking at your people in your team and looking clearly
at their behavior. If you can see that they're working
alongside with you, aiming for the same goal, aiming for
the same insame direction, you're okay. But as soon as
(14:53):
you see that some people within your team are not
doing the best they can as you think start investigating.
Do not kick them out right away, because there might
be a very sound reason why they are not cooperating
with you, because they see something which you might have overlooked.
(15:15):
And we don't have all the knowledge all the time.
We make failures all the time, so it's important that
you keep those people interested. There are four dynamics in leadership.
The first one is how do we choose and how
do we make sure that the choice in this organization
(15:39):
is supported by my whole team which is supporting me.
So if you look at how people are behaving towards
that choice, you can very quickly see whether they are
supporting you or not. When they are not supporting you,
ask questions, why are you not with me on this
(16:01):
initiative we're building? I don't know a windmill, doesn't matter
what it is. We're building a will. Why are you
not helping as good as I think I thought you could.
What's what's going on? What's eating you, What's what's what's
troubling you? Find out what's there and find a solution,
because it will at one side, it will help you
(16:24):
to find a better solution and possibly better or better options,
and the other o other side, the other one is
feeling heard and feeling understood, so he's much more keen
to help you possess progress further. The second one, which
is important is how do we grow as a team
(16:45):
and also as a as a leader. How do we
understand what is important for our development as a team,
and how do we develop further as as a person.
As a leader, you have to grow well and it
has to come from you, from what's inside you and
what you want to bring into this this organization and
(17:07):
to this team. But it's also needs to come from
your team as well, because if they are feel that
they are taking part in this organization making themselves, they
will all grow. You'll get a stormer team. The third
dynamic is our how do you wield our power? Is
(17:35):
traditionally wielded in a way that I'm the executive, I
tell we'll tell you what to do. And that's not
going to work because people are going to resent that
they're not they're going to protest. They're not doing that openly.
They'll do it quietly and you'll only notice it when
(17:56):
it's too late. So make sure that the power leverage
in your organization is at the right level. So if
you have a team with, for instance, two or three
people below you who are doing the daily operational things,
make sure that they don't control the people below that
(18:17):
in a way, it's not not helpful. So that's that's
a that's a that's a third one, and the fourth
one is to try to make a connection. Any organization
is a connection of people. People make the difference. So
(18:38):
make sure that people feel that they part in a
common interest, a common goal, a common objective, and we
are all going into that direction. And you can again
you can as a as a as a leader, you
can look at the people and you can see what's happenings.
(19:00):
As soon as you are you're seeing what's what's happening,
you can in the team.
Speaker 2 (19:08):
You've made a very great point that when you said
it's great to connect with the people in the team
and understand what they think about the idea, if they
are supporting the idea or not. So what I would
say is there are countless people, coaches, mentors from countless
(19:32):
price places around the world who have said firefast. What
I mean firefast, we say layoff staffs fast. Right when
when you think the already of the vision later off right,
So what do you think about that?
Speaker 3 (19:49):
Well?
Speaker 2 (19:49):
Do you think?
Speaker 3 (19:50):
It depends on how much value that person has for
your organization. If you have someone who has a lot
of knowledge about your products, your organization, your you have
to think twice. And a much better way than I
(20:10):
think is trying to find out what's eating this person?
Why is he counter effective? Why is he not cooperating,
Why is what's going on? Find it out, Try to
listen what's going on. If you start to understand what
the other one is hindering, what's what's what's hindering his performance,
(20:36):
and you succeed in taking that away, you have gained
a passionate employee who's going to work for you, is
going to help you. And that's every well trained employee
in your organization will cost you money to replace. So
(20:59):
fire far ask is for organizations who who don't value
their people properly. Well properly. It's very important that you
Any organization is a group of people, yep. And the
better the better you you achieve, the the cooperation within
the team and that they have fun. And I've had
(21:22):
a few times with teams I ran it was fun.
We just had fun doing the work. And then you
can work much harder with less and less energy, and
you'll have fun all of time and the success will come. Yeah.
Speaker 2 (21:40):
So, the the whole thing about employees and how you
should treat them employees and how the relationship is you
have with the company. A lot of people say, give
equity to your employees, right so, and this is all
all the under the business management. You know, to make
(22:02):
them feel like you are part of the division, to
make them feel like they are they are really part
of that goal.
Speaker 1 (22:10):
Right.
Speaker 2 (22:10):
So, once you think about how given equity to employees,
and also what you think about the term work life balance.
Speaker 3 (22:19):
I didn't hear the lessons, Sorry, what do.
Speaker 2 (22:22):
You think about the term walk life balance? And you
can get it exists like a lot of people lately
have been saying, no, it doesn't exist. If anymployee comes
to the company, they should, you know, be ready to work, right,
They shouldn't be any work life balance, right.
Speaker 3 (22:42):
I think it's very important. In the end, we all
derive our strength, our power from how our family is
getting along. You go home every day and you do
not go to your work every day. So the most
(23:05):
important thing is your life, your personal life and giving uh,
asking a few people to give equal interests to your
company as compared to your your personal life is asking
(23:28):
also that you partly give up your family. You make
the company more important than their personal life. And in
the end, nobody will tell when you die. He's always
been such a good worker. Nobody will say that. People
will say he was he was a good man because
(23:50):
he helped many people, and he was was a social man,
or he cared for for people, whatever is and that's
what they tell you. You know, they won't tell he
was also very good good it was always a very
good employee. No, that's not what they're going to say.
So the most important thing is in the end, what
(24:11):
are you to your dear ones, the one who cares
you care about And that's why the work balance is
so important.
Speaker 2 (24:24):
Yeah, so from what I've got from your statement, the
life is a little bit, if not more important.
Speaker 3 (24:39):
The connection is freezing afraid the normal life that you
already connections.
Speaker 2 (24:48):
I missed it, okay, So what I said was you
mean the comment about you know, life, the life outside
work being more important than the life that a person
has a company. So when when they introduced a little
(25:12):
equity structure. Do you think that that that changes the
the the whole what it means?
Speaker 3 (25:20):
Right?
Speaker 2 (25:20):
Do you think when you're part of the gole, do
you think it changes a little bit of what what
what makes it just work? Right? Do you think that
when they are given equity? Right?
Speaker 3 (25:31):
Yeah? And and yeah, in some cases it can help
because it can help to get people engaged a little
bit more, but only in the end. It also means
that you are really buying.
Speaker 4 (25:50):
The the the commitment of your of your of your employees,
which is in fact not really as valuable as when
you are bringing it because it's so much fun to
do this.
Speaker 3 (26:12):
And yes, it sometimes can help. And for instance, and
when you are very successful as a company, which can happen.
Of course, sometimes it does happen and you're very successful,
you can share part of the profit with your people
because it helps you grow better and it gives it
also gives a token of esteem to your people. But
(26:37):
you have to be careful not trying to buy their loyalty.
You cannot buy loyalty, not all, not always. Yeah, you
can for some time, but not for a long time.
Speaker 2 (26:53):
Yeah, So that really makes makes a lot of sense
because just like you said, you cannot buy loyal tea
for long because you can keep paying for that, right,
at some point you're just gonna not be able to
pay anymore, and that you think the person is not valuable,
not anymore, right, Because what I've noticed, which is what
(27:17):
a lot of people who haven't made or from you know,
some of the big companies said, uh, is when when
they they started with this company, for example, Uh, maybe
from the time when they were just maybe looking for
funding from VC, or the time when the company was
(27:38):
still about one hundred employees, fifty employees, two hundred employees
and another company has gotten too five from the one
thousand employees the day that joined at least seem not
to be that important anymore, right, The little community they
had little I think that they had a team, right, yeah,
(27:58):
the team work. You know, everything seems to be more
and more getting more corporate. And then before you speak
to the CEO, you have to go through stages before
you speak to even the seemingly that you have to
go through a secretary before you you know, everything gets
keep getting more corporate and corporate. Sorry about that, Everything
keeps getting more corporate and coporate. So what what what
(28:23):
do you think is the way around this? Do you
think it's to you know, open up access for employees
or do you think is generally just an issue a
person issue, right? Do you think it is a personal
issue that is an issue of the practic relativity?
Speaker 3 (28:42):
I'm I know that every company that starts growing goes
through a certain range of phases. At first, they are
where you're also like a family and you're working long
hours very often to to create something and it's your
(29:03):
thing you've breed. And then it starts growing and you
have to organize things in a different way to get
it properly organized. And what then happens that people start
to don't feel like a family anymore so much. And
it's important that you keep doing that. So what you
(29:25):
can do is try to disperse your activities in small
teams that communicate between them between the teams in a
proper way, so you can keep this family feeling. And
that's very important. And there's a few companies, especially private companies,
still achieve that by keeping that family feeling and keep
(29:50):
people really engaged too with your organization. But when you're
getting bigger than say two, not fifty people, that will
be very hard. So what a lot of organizations do
is they try to use small units, as a maximum
(30:12):
of one hundred people or maybe fifty people doesn't make
it depends on the organization, depend on the business you're in,
depends on the branch you're in. But what they do
is they try to make small teams who have a
certain amount of autonomy so they can build their own
(30:36):
addition to the to the entire product, and do not
try to do that too much in a management like way,
because then you lose the connection with the people. It's
very important that you do that.
Speaker 2 (30:57):
Yeah, And I think I get a lot about what
you're saying, because I have heard countless and when some
people say that a company some people have said that
a company should be a team and not shouldn't give
the employees a family feeling because they're going to feel
(31:18):
like at home, they wouldn't be feel a need to
you know, up there, gain the you know, be more
active and then be better at what they do. They
feel a lot too relaxed when you make the company
feel like family. So I think that explains a little
bit about what the questional act before, which is why
(31:40):
uh uh, why a lot of big companies do not
seem to, you know, have this little community feel into
the employees. So what do you think about a company
saying a company should be a team, They shouldn't get
the family feeling so that they don't get to lazy
(32:01):
or to you know, to relaxed, and yeah, there's no
competition between the employees.
Speaker 3 (32:06):
I think it's a misconception that you're not doing your
very best for your family. We always try to get
at least in my view, we always try to do
the best for our for the one whom we care about.
If we care about people, we try to do our best.
(32:28):
But very often it's in such a way that many organizations,
the leadership doesn't really care about their employees, and people
feel that they understand that, so then they get lazy
(32:48):
or ineffective or maybe even uh destructive. Could it could happen?
Sometimes It does not always, but sometimes it does because
what happens then is that people don't feel attached to
the company anymore. They don't feel that they are part
(33:10):
of a larger unit. In the end, in organization is
as strong as the people who feel connected to each other.
To build something, to create something, It's like a tribe,
and a tribe is working for each other, is helping
each other, is making sure that they can survive, that
they get food, that they get water, and so on
(33:32):
and so on. And if you are taking part in that,
you are valued by the rest of the team. So
your position grows, your situation grows, and even your salary
can grow if you do that in a proper way.
Speaker 2 (33:57):
Yeah, I think you made a very very an amazing
point here, which is that families, everyone does the best
for someone they care about, something they care about, right,
So I believe from what you said, my take from
it is make the company something that the employees care about,
right absolutely, So if they care about the company, they're
(34:22):
going to look towards it. That's just my take from
what you what you what you just said now, and
it's really I think it's a very very amazing point
that you just made because when employees care about the company,
it's not just about the profit anymore. It's about the
solution that is provided for by the company to the
people out there. And I think it's going to make
(34:44):
better companies, better products, better services, and overall because a
lot of times there's a case where where someone was
talking to me, and they was saying, I called this
customer support team, call the air line.
Speaker 3 (34:57):
And.
Speaker 2 (34:59):
You know, the the lady at the end was a
little bit editated, right. She wasn't so calm she you know,
normal customer support would be you know, calm, trying to
find the problem, but the same trying to solve your problem.
But it seems this lady was, you know, a little
bit agitated.
Speaker 3 (35:16):
Right.
Speaker 2 (35:17):
So I think these are all the consequences of or
the after effects of not having you know, a conducive
uh environment.
Speaker 3 (35:30):
For the employees.
Speaker 2 (35:31):
And I don't think it's just about the employees, but
it's about the solution that the company provides. It's general
mhm h and the general thing that the company stands for. Right,
So when say something about it.
Speaker 3 (35:53):
Yes, it's important that we that we keep on keeping
an eye open for that because, yeah, what we do
not see very often is that we are all much
the same, but we're also very different. The problem is
(36:15):
that everything we experience is created in our brain, Yes,
through our brain, but the problem is that our brain
has only one source to get that experience from, which
is our memory. And as our memories are all different,
(36:37):
we all create a different experience. So what you very
often have in organizations that our people are talking to
each other, but they're not really understanding each other because
they're trying to bring their idea of the situation forward,
trying to convince the other one this is the situation,
this is what's happening, and maybe that that's his point.
(37:01):
It could also be that someone else who has a
different point which is also quite near the mark. And
the problem is that then you are trying to solve
something which isn't possibly even there, and then you're wasting
a lot of energy and time to solve something which
(37:22):
is possibly not even a problem. So it's so important
that we understand we have separate realities. We all have
separate realities. And once we start to understand that we
have separate realities, we can start to try to understand
(37:42):
what the other reality of the other one is, so
you get a better understanding of what the entire images,
the entire situation is. Because I'm pretty good at once
a thing, you are very very good at that and
another thing, and we understand and the situation in a
different ways. So we we don't really talk together. We're
(38:05):
talking next to each other or past each other.
Speaker 2 (38:10):
Yeah, and if we committed, yeah, And if I'm.
Speaker 3 (38:14):
Trying to convince you with that, sorry, sorry, what I'm
trying to convince you of that, I'm going to push
a little harder and push a little stronger, trying to
convince you even more. But the problem is then you
feel not heard, you feel not understood. So there's something
(38:37):
not okay within within our relationship.
Speaker 2 (38:42):
Yeah. I think that's a very good thing you said,
because I came across a video on social media where
someone was saying I don't learn by reading, right, that
they don't learn by reading. So he was making this
statement because a lot of people are saying reading books
are very important. You know, it's very important to read books.
(39:03):
But he said when I read books, I do not understand, right,
I just read it, and then you know, it's best
for me when I listen to it. Right for him,
So he was in, it's best when I listen to this,
to the to the text, or maybe when I when
I hear it, it is easier for me to understand,
or when I do it with my hands, right. So,
and I think that that that's all the diversity in
(39:25):
our personality speakers.
Speaker 3 (39:27):
Yeah, there's there's even some scientific research on that we
we learn. I think about ten percent of what we read,
I think twenty percent of what we hear, But we
learn about forty percent of what we do, and we
(39:51):
learn eighty percent of what we teach. Something like that.
I'm not I'm not sure about figures right now, something
something like that. And it's amazing how much effect there
is in actually doing stuff, just doing stuff and trying
(40:14):
to explain it to others, which will help you understand
it much better.
Speaker 2 (40:22):
What do you think is why the practicality of things
are You know, people get a lot, a lot of
learn a lot about what they have practiced, right, Because
when you're practiced practicing something, it seems as if you're
teaching someone right. When you're physically as you mean, you
you're fixing your car, for example, you're learning to fix
(40:43):
a car, and when you're fixing it, it seems as
if you're teaching something right, teaching.
Speaker 3 (40:47):
Someone yourself, a teaching to yourself.
Speaker 2 (40:53):
So I think that's why. In that so, I think
the fact that you mentioned the diversity of personalities and
how the executives, the business managers should understand the different
diversity of personalities of individuals. I think that's an amazing
and amazing states because understanding different people will help you
(41:16):
to know how this person can be the beast.
Speaker 3 (41:20):
Yeah, and it gives you a bitter better overview of
what the real situation is. Because we have we have
we are walking around with blinders. More and more or less.
We can only see what's in our awareness and what's
outside there we cannot see. We cannot even even think
about that. So if you have someone who has a
(41:42):
different approach to something which has which gives him a
different idea of the situation, it might be worth your while.
I wrote an article once about unmanageable people. You have
(42:04):
these people within the organizations which are against everything, and
they are sometimes they're really a pain in the neck.
But I say there is a reason for this. There
is a reason why they are against almost everything. And
(42:25):
if you take the time and the effort to really
listen to those people, you might run into some golden
ideas because they have something totally different from other people.
They look at it in a totally different way and
might give you an idea which would help your organization
(42:46):
to blossom. It's so important that we understand that we
are all different and the same as well, because we
look at a lot like shut. But it's also that
we in our differences, we can enrich each other.
Speaker 2 (43:13):
Yeah, I think you what you as you mentioned something
very very important right there, which is when you said
that we only see something from from our you know,
our ends. We only see you know. It's like we're
looking straightforward to something. It seems as if you're blind
of you know, if you're letting around us. We're just
looking towards a single place. I think that's that's very
(43:34):
very impressive. Did you say that because a lot of
times when we talk about leadership, we are trying to
create someone who sees from out of a post perspective.
I think that's what a leader is.
Speaker 3 (43:47):
Yeah, and there's something sorry, let me add something to it.
If it is important to you what you are doing.
You are more or less closing your diaphrame of looking
at that. So it's what you're doing is making it
smaller and smaller and smaller, and at the end you
only see it's a very tiny part of that and
(44:09):
the rest you cannot see anywhere because you're so focused
on that little thing that you cannot see the rest,
which is which is still happening there around that, but
you cannot see it. And it's very often because you
are very focused on I have to do this and
then that and so and in such a way. And yes, maybe,
(44:29):
but be open to other options as well.
Speaker 2 (44:34):
Yeah, And I think it makes a remarkable leader for
him to be able hee or she to be able
to see through other people's possible No, right, I think.
Speaker 3 (44:43):
I think you don't have to be a remarkable leader.
You just have to be non judgmental. Don't judge, just listen.
As soon as you stop judging other people. Judging is
fine for things, but not for people. Judge your quality
(45:08):
of your product. Judge the uh, the the the sub
product you're buying to create your product. Judge that, but
don't judge your people. Ask, listen, find out what's going on,
find out why isn't Why isn't it going the way
I was intending it to. Maybe it's a better idea
(45:31):
it could be, But it's also possible that they haven't
learned yet how to do that the teaching. Either ways,
you will.
Speaker 2 (45:48):
Yeah, I think that that that's very very important. You
mentioned not to judge people for judge every other thing
around maybe things the strategies that geneus and every thing
not to channel to the judge judging on the people.
I think that that makes a lot of sense because
(46:11):
when you research, when trying to understand, when you ask questions,
when you listen, you will understand it from that you
see from that person's perspective. And I think that's what
makes it a great leader, because you can listen, you
can hear from the person, you can ask questions, and
you're ready to find out right.
Speaker 3 (46:28):
Yes and teach, pow possibly yes.
Speaker 2 (46:32):
And teach, because when you find out, then you know, okay, yeah,
this is the place that this person has lacking. This
is the place that I have not been seen before,
and now I'm seeing it because I have count down
and looked from the person's perspective, researched, I have found out,
I have asked questions, I have listened, and now I understand.
(46:53):
I see from that person's perspective. So when I talk
about seeing from a person's perspective, I'm talking about, you know,
being able to understand what the persons and does two
You know because there may be something that you're not
The knowledge you have about something maybe higher than what
a person has but they may also be the critical
aspects because when we get big, we tend to neglate
(47:14):
the little things. So at the real stage that they at,
they are little things that they might notice that you
at the top, you know, notice well. I think it's
it's very great to listen from from the ground up
right to understand the the whole landscape and understand everything,
because a lot of executives are set so high that
(47:34):
even well.
Speaker 3 (47:35):
They are taught, they are taught in the wrong way.
There they are, they are, they have been taught. You
are the leader, you have to tell how it goes.
And that's not true. It's nonsense. It's complete nonsense because
who can know it all? Well, depends on what religion
you're you're you're you're part of. But most of the
(47:59):
time that's gone. That's that's the one who knows all,
but we don't. And the funny thing is, as soon
as you are promoted to a leadership role, it doesn't
mean that you get additional nohow the leader or information
no exactly exactly.
Speaker 2 (48:21):
I think I think give it a very important point
here when when when people promoted, they tend to think
that there's a new knowledge that comes from getting promoted.
But what I do think is when you get promoted,
you are promoted to see from a broader perspective, right
to see, bro to see, you know, on a bigger
(48:43):
from a bigger lens.
Speaker 3 (48:44):
Right, other people perform better exactly.
Speaker 2 (48:49):
And you shouldn't neglect the police that you were at
because when you neglect that lens, like when you do
no longer see from that position, they will not be
able to correctly mentor perfectly teach, listen and ask questions
from the person who is now occupying that position. I
think that's the problem a lot of executives and people
(49:10):
who have been most of the times appointed in higher
positions in companies, in businesses and companies and organizations because
when you go up there, sometimes they think, now I
am the leader, Now I tell you what to do right,
And just like you said, it's nonsense because you don't
you know, you shouldn't see from that or perspective alone.
(49:34):
You should be able to gather the knowledges you had
because my ri trust leaders is because we believe they
have a lot of knowledge. The trust leaders because you
believe they have a lot of peology. But a lot
of leaders who are wanted to that position only come
with strategy, right, and they're not able to perfectly articulate
and push the strategy for all the team members to
(49:56):
work with them towards achieving that vision. They have a strategy,
they have a route which they want to achieve, that's
the truth. But they don't want to carry everybody alone.
They just want to tell them what to do.
Speaker 3 (50:10):
That's correct, and that doesn't work because people know better
for most of the time because they do what they
are supposed to do every day, so they have much
more know how of what their their task is. They
understand it more often much better than the guy who's
(50:30):
leading them. So why are you going to tell them
how to do their work? That's that's crazy, isn't it
that there are three forms of communication. The first one
is I tell you what to do. That's it, the
the old fashioned way of giving doing doing leadership. I'm
(50:51):
telling you what to do and you have to do it.
That leads to one person being very satisfied with themselves
and saying, oh, I have to talk and what to do,
and hen now he has to do it, and another
person who says, hmmm, I don't know whether he's right
because he doesn't understand what I'm doing, and it doesn't
know what I'm what I'm really, what I'm up against.
I've got all all these problems and stuff which don't
(51:13):
have and my deliveries are not coming in time and
so and so on and so on. So he says, okay, ma,
I'll see and how see how how this, how this goes.
I've experienced that quite a few times with companies which
which which hide in in an executive leader and was
going to change it all around. And what you see
(51:34):
is people they start waiting. They don't don't do anything anymore.
They stopped, they stopped doing things, they stopped taking the initiative,
they stopped doing the good things.
Speaker 2 (51:48):
I think it it closes a little bit the links
with the little people to see, because they are used
to taking tax. They are no more working to achieve
the goal of the company. There. They're just taking tax
from the leader. Right. They're they're just you know, do this,
you know the libel is product in three months, Uh,
(52:09):
deliver this, you know, build this in three months, analyze
this and bring it, bring me the full documentation of
the analysis. You have done. Do everything, you know, just
tast and trust and task and tusks all around the place, right,
and the person is no longer working for you know,
even if they lot of the job before, they're normally
(52:31):
working the job they wrote, right, they general like basically
doing what you want them to do.
Speaker 3 (52:37):
Right.
Speaker 2 (52:38):
So but sometimes, of course we're not trying to say
that the leaders are all wrong. Right, there are things
that they might say which of course they have seen
that from illegalans and they understand that this can work.
But it doesn't hard to explain that to the genius, right,
to explain that to the team members, you know, help
them understand, and let's push that everybody is not going
(52:59):
to agree with the leader. Board. When everybody disagrees with
the leader, then the reader has something to wrong with it.
So when everybody is agree with everybody cannot agree with
the media. But when everybody disagrees with there, he needs
to be ex questian, she needs to be ex questioned
because yeah, there's something wrong, definitely.
Speaker 3 (53:19):
Yeah, absolutely, And it happens way too often, far too often.
It's far too often that there are leaders who have
been trained in a traditional way and go into an
organization and they they destroy more than they could build. Yes, well,
the second way of communicating is trying to find the
(53:42):
middle way. And we in here in the Netherlands. We
are quite well known for that because we had to.
Our country is very closer to sea and we had
a lot of seawater coming in through the ages. So
what we did we build dykes and boulders and stuff
like that to create a more or less safe environment. Now,
(54:07):
if you fly to Skiphole, which is near to Amsterdam,
the airport is six meters below sea level, and that
is because we have built a dyke around a big lake.
We put and we put, took, taken all the water
out and now it's land. But we have to keep
(54:30):
on taking the water out because otherwise we will fill
up again at some stage. We have to. We are
so there's all the people around that. So the we're
the farmers and the the the people who owned the
land and the workers and everyone there worked together in
some way to get this done through the ages. We've
(54:53):
done this for ages. We've done this since I think
sixteen hundred or something like that, and we are quite
as Dutch. We are quite well known for doing all
kinds of wars and works, and that's and that's nice.
But the problem is with with trying to find the
middle road is that it's never a really successful end
(55:17):
result because everyone has to be more or less happy
about it. And in the end, if everyone's more or
less happy about it, no one's really happy about it.
Speaker 2 (55:31):
And that's.
Speaker 3 (55:33):
That's okay as soon as as long as you want
to do some stuff which is not really well highly valued,
but it's not so good when you really want to
make a difference in the market, if you want to excel,
and then you need the third front and form of
(55:53):
community communication, which is just trying to understand the other person.
So when you are a leader and you really try
to understand what's going on within your team, within the organization,
within the group of people around you, and you even
(56:16):
go so far as to offer them arguments for their
situation the thing they describe, then they feel hurt, they
feel understood, and then something else happens. They start listening
to you because you have taken the trouble of listening
(56:36):
to them, then you're more or less them more or
less obliged to listen to you as well. So you
create room to understand each other.
Speaker 2 (56:48):
I think that's.
Speaker 3 (56:53):
Go ahead, and the great advantage of that is that
you will find better solutions. Do anything, you'll get the
best possible solution for any situation you have. But most
(57:14):
problems we had recently, we we had a scandal here
in the Netherlands because there was this guy who made
three wheel bikes with a with a sort of a
sort of a wheelbarrow type bike. And what happened is
(57:37):
that the frames of the bikes weren't made properly, so
they broke. Well, you can imagine if you have your
children in that in that wheelbarrow, sitting in a wheelbarrow,
you're driving through the city and your bike breaks down,
it breaks in two. That's not very yeah, and that's
not very agreeable. That's not fine. There's been some nasty
(58:00):
accidents of that. So there was an entire big scandal.
But what happened there is that the leadership didn't listen
to what's going on. The people in the organization knew
what was going on, but they're trying to hide it
away and it being a big scandal, and that's that's
(58:20):
the end of the end of the organization.
Speaker 2 (58:22):
Probably, Yeah, that's really bad for them, I would say so,
But before we I think we have h talked about
various things here and we would like to pick up
next time. But before we go looking ahead, what do
you think will be the biggest challenges and opportunities opportunities
(58:48):
for business management business managers in the next five ten years.
Speaker 3 (58:54):
Well, Einstein once said, we cannot solve the current problems
with this thinking it created. We need different thinking. And
(59:18):
the problem is that we have been trained and we
are still being trained to think in the same way.
And what I'm trying to bring forward is we need
to think in a different way. And we know that
because we all have those moments where you have a
sudden insight in what's going on, what's happening. Most of
(59:39):
the time that's in a situation where you are relaxed.
I call them my morning shower moments. When I'm on
the in the shower in the morning, I relax and
I suddenly get all these ideas. And what I teach
people is have more of those ideas throughout the day,
and that's very valuable us. Then you can get to
(01:00:01):
the core of the thing. And we need to do
that because the world is changing faster and faster and faster,
and there are demands on people are getting higher and
higher and high, and we need solutions for that. So
we need to increase our our quality of thinking.
Speaker 2 (01:00:26):
What's you're thinking? Got it? So you have been in
business management for twenty five years. So what advantage would
you give to someone who is new to management for
aspiring to become a business leader. What are the things
that you think they should have? What are the things
that you think are very very important for them to occur?
(01:00:46):
You know?
Speaker 3 (01:00:47):
The joint a few things. When I look at management
in organizations right now, it is ruled mainly by fear.
People are afraid of what's happening or what could happen,
or what's going to happen, and that's because they are
(01:01:11):
trying to predict the future. The problem is in our brain.
We only have a memory, which is old information, and
what we try to do is to derive from that memory.
We try to paint the picture of the future. But
(01:01:32):
it's never okay, and our brain knows that. So they
trus start to panic a little bit and they don't
know how to handle that. And we have been developed
as a species, the human species, that we can respond
in the moment excellently. Yes, of course, you have to
(01:01:56):
make plans. You have to make we set goals and
so on and so on, but don't let yourself be
guided by your fear. And the second one is any
organization is a people organization. You're dependent on the people,
(01:02:17):
and if you know how to work with people, you
can make anything to success.
Speaker 2 (01:02:25):
Thank you for that. Finally, how can all the listeners
connect with you? How can they find your work happily
in about your work? Where can they find you?
Speaker 3 (01:02:35):
Well, I'm on LinkedIn, so you can find me there
with my name swear Mediama. I have a website which
is called sweemedia dot com and you can find me there.
There's also you can also reach me through email and
my email versus swear at sweemedia dot com. So it's
(01:02:55):
quite simple hopefully.
Speaker 2 (01:03:00):
Yeah, of course, it's of course, it's thank you for
this time. Thank you for your time. It's great, and
I'll keep connecting with you next time. I hope you're
here also next time, and I hope we talk.
Speaker 3 (01:03:10):
I'd like to appraise it's it's it's a nice conversation.
And and and I noticed you lot also a lot
of companies and you have a lot lot of experience
in this, so it's good. It's good to have a
good chat like this.
Speaker 2 (01:03:23):
Thank you, thank you, thank you, thank you. All right,
let's go connect next time. And it's great to have
all of you listening to us. It's great to have
all of your watching. Remember to like the video, subscribe
to the channel, and also be able to go and
to YouTube and search for suere my demo, right me demo?
Speaker 3 (01:03:47):
Yeah, okay one yeah.
Speaker 2 (01:03:49):
Yeah, so you're really on YouTube and you can also
subscribe to each channel. Also, thank you for joining and
cut up next time.
Speaker 3 (01:03:58):
Thank you. Lay to them to open
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