1. Communicate a bug to an employee and work team. The situation is this: one of your employees in the marketing department made a mistake in calculating the margin that one of your new product lines leaves you. “For starters, it has to be done privately. Individually or with the team that made the mistake. Data protection is the key,” explains Marta Romo, coach and partner of the consulting firm BeUp. “You have to find concrete examples of what happened. You can’t say: You’re a disaster… You can’t use qualifying adjectives. You have to talk about concrete facts: one day, you did this and the consequence was this. You gave me this and it is as I asked you to be, Romo continues.

“If there is a mistake, you have to make him see it. You have to guide him through questions so that he/she is the one who accepts it. The best way to do this is to create a safe environment where the person can recognize that they made a mistake. If he thinks he’s going to get a penalty, he’s going to get defensive,” he adds. “Give positive feedback first, then negative feedback, and end with positive. This feedback is very easy to use. Along with the criticism, you reinforce good behavior and call for behavioral improvements,” he adds. Carmen Salinas Ruiz, independent trainer.

“You can say for example: This report is presented very well, I think we should review the balance sheet part, but the graphics are very strong. It’s funny how the word “but” can’t end up being empathetic… The simple act of changing its place in a sentence changes the effect it has on the person receiving it. If you tell an employee: I really like how you treat your customers, but I think you need to improve the presentation of the product, doesn’t sound like: I think you need to improve the presentation of the product but I really like how you treat your customersSalinas continues.

2. Admit your own mistake to your employees. You firmly believed that you had to sell in the German market this year, that you shouldn’t wait until next year, even though your middle management recommended the opposite. You allocated resources to prepare for launch, which ultimately wasn’t possible, and you took them over from other projects that were more profitable in the short and medium term. Come on, the one who made a mistake is you.

“It’s impressive to see a boss admitting a mistake: It gives credibility and shows maturity. However, the error must be of some use,” summarizes Marta Romo, partner at the consulting firm BeUp. “One of the keys to making a mistake, both that of a colleague and your own, is to turn it into the question: What have I learned? When people engage, the suffering of making mistakes is borne by them. Nobody has to come to crush. Professionals suffer when they do something wrong. As a boss, you shouldn’t dive into the wound, but listen, narrow down the dimension of the error and put it into perspective. And talk about your own mistakes: I was wrong once. With one client I had to accept the mistake I had made. The question is: what can we do to avoid this in the future? You need to know why it happened – repeat the steps – and see how it can be avoided,” adds Pilar Jericó, Coach and Partner at BeUp.

“You can’t blame circumstances for what’s happening. You have to accept your mistake. You must turn guilt into responsibility. what does it have to do with me What does it have to do with the other? Responsibility always leads to action,” he continues. Without forgetting: “We need to talk about it because people need to let off steam. If they don’t talk to you about it, they will later down the hall with their partner. Then it breaks out. If you talk to them about it, you can control it,” says Jericó.

3. Regain your credibility. What if you’ve lost your credibility as a leader? You made a mistake and didn’t recognize it in time, or discouraged by the economic situation, you left your employees feeling like the situation was overwhelming, the company was moving out of inertia and you weren’t there for them. What do you do in such situations? “It’s not easy to generalize, but if we want to regain the credibility of our employees, we must first recognize that we made a mistake, propose actions and actually implement them,” suggests Pilar Jericó. “It’s important to manage your employees’ expectations. After an unfulfilled behavior that you have not lived up to and failed in, you immediately find yourself in the spotlight, especially in the short term. In this case you must act. All of this has to do with the fact that what you do speaks much louder than what you say. You have to focus all your attention on the question: what am I doing?” comments Romo.


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