Hey, welcome back. Here's your next tip, the Wise leader is clear, and help staff to understand and support the change. your company, your organization, even your systems for doing things within your organization are going to constantly be updated. This is called growth. This is called improvement. This is called change.

For any one of those three reasons, things are constantly shifting, and that's okay. But you have to really help your staff. You got to show them the way and help them along the way. Remember that phrase, show them the way help them along the way, otherwise they get lost. So be excessively clear. Put out memos, put out cheat sheets, have staff meetings about it, help them along.

Task specific people with helping the staff understand that change. Maybe you need to have your corporate trainer, do a training with them. You want them to understand why they're doing the change otherwise. And we said what's not worked out? We'll be acted out. They make passive aggressively work against the change or resist the change.

We want people to be enthusiastic about the change. Why would we ever make a change? Well, because it's solving a problem. Or it's helping us be more profitable, or it's just a more efficient system. All three of those things, if properly stated and properly presented, the staff will get behind. Now we as leaders need to also support the change.

So not just corporate saying this or trainer saying this, make sure that you present this to your staff and a unified message among all your key people as it trickles down to the staff. And make sure it's open communication with a staff. If you do all those things, you'll absolutely nail it has changed goes along. The wise leader is focused, positive and purposeful. So the first thing is they're focused. They focus on first things.

First, there's something called the perito principle. It was done by an Italian economist. And what he did was he found out that 80% of the land in Italy was owned by 20% of the people. The other 80% of the people own their meaning 20% and he wondered if this was a true percentage. Now things go 7030 7525 8020 9010 but it usually floats around at 20. So you got to look at the 20% of things that are going on in your business, that create 80% of what you get paid for get 80% of the results for the company.

Focus and make sure those things happen. They also need to be very positive and purposeful, which means have your targets, have your goals, but teach people how to have fun doing them. And how to be very purposeful, we're going to act with purpose. We're not just going to go out there and pound away at a wall and hope we have a breakthrough. We're going to use specific tools, strategies and techniques to make sure that we do the most efficient job that we can. So your job as a leader is to coordinate all this.

Focus on the goal, keep everything positive, give everybody have purpose in the organization to move us towards that goal, and only make purposeful moves. Don't do things just to create activity. That's more like the federal government and the federal government. You get paid for activity versus productivity. In true businesses. You only get paid when you make the company money.

You get paid for productivity. activity. Remember that the wise leader uses few rules. Here's why. Rules suppress freedom and responsibility. You only have to have a lot of rules if you have a very irresponsible staff.

Here's my thought, if your staff needs that many rules, probably time to hire new staff, right? every rule you put in place is going to hurt somebody. It's literally the race to the bottom, which means Why do you have to put a rule in the place? Because somebody that's in the bottom 10 or 20% of your organization, needed a rule to do the right thing. The other 90 to 80% of your staff were fine without any rules and intuitively knew what to do. They did the right thing.

They always did a great job and there was no challenge. Why are we running our organization based on the bottom 10 or 20%, I get rid of those people. And rules are also going to suppress freedom, because they're not going to allow you to do as much as you used to. Therefore, you can't adapt as quickly can't respond as quickly. You don't have all the tools you need to help solve day to day business challenges. It usually slows down the work.

And you're not creating responsibility by having people follow rules. Your staff should always already be ethical enough, involved enough, loyal enough, focused enough to take responsibility without having to have a rule in place. Here's the other thing and I want you to hear this from a management perspective. Every time you put a rule in place, you have to police it. to everything that Congress comes up with a new law town or city comes up with a new law police force has to meet Really enforce it. It costs a fortune to do that to police everybody.

You don't want to be policing your staff. And every time you put a rule in place, because your staff isn't properly trained or properly motivated, or just proper period, they're lousy staff get rid of them. Every time you have to put a rule in place, you have to be the bad guy. And you have to police it. And then you have to consequence people. And this causes major problems in a corporation.

Avoid rules. Only use them when you're absolutely forced to, either by your boss, by the corporation or by the situation itself, but always have a strong bias not to put a rule in place. Save yourself a huge amount of time and save yourself a huge amount of conflict with your staff. Because here's what's going on in the background. You put up a rule, they try to get away with as much as possible and they try to get caught. You try to catch him.

You have to police them and you end up chasing them around. This is ridiculous. From a leadership and management perspective, so keep the rules to a bare minimum and have the staff start policing themselves. Tell them why it's important for them to let you know when somebody is breaking the rules, because it's hurting the corporation because it's hurting the clients because it's hurting other staff use those types of things. Not Oh, it's costing the company money. Now, somehow it has to relate back to how it's hurting the team.

Then they will help you police these things. That's it for this section. And I'll see you in just a moment.