Transcription
Five steps that will stop any sabotage from your employees. Unfortunately, entrepreneurs face such a problem. You try to introduce something new into the company, change some rules, bring in a new employee, a leader, and suddenly, bam, it explodes, and you get sabotage. What to do about it? Be sure to watch this video until the very end. At the end, I will tell you something very important because what happens is that the entrepreneur thinks the sabotage is resolved, and everything seems fine, but something remains that corrodes the company like rust, and it will never stop. So, be sure to watch until the end. So, five steps, and the first step might seem simple: do not ignore it. You always feel when sabotage begins. You feel it; you see it. There are some minor manifestations, but what an entrepreneur often does is push it all aside, wave it away, pretend it's not happening, even though somewhere deep down, they already understand that this is sabotage, it's already approaching. Let me give you a vivid example. One of my acquaintances' companies was implementing a new accounting software system for their company. There was a guy who, deep down, disagreed with this program, with its implementation, with the goals of this implementation, with this restructuring in the financial sector. I don't know for what reasons he disagreed, but the fact is that this sabotage already existed. The leader justified it with all sorts of clever excuses, like, "Well, perhaps with time, let's take steps, and they will see. Let's implement it somehow, and then they will realize that it needs to be supported," and so on, and so on. By the way, the implementation dragged on, the company lost colossal amounts of money, and most importantly, they received no results. By the way, if you have encountered something like someone causing trouble, creating sabotage, stirring up trouble, and it was not stopped for some time, but then you realized it was too long, it was too late to start working on it, then like this video right now. Step 2: If you notice it, bring the person to their senses. Don't be shy. You simply take them, call them to your office, take them aside, and so on. And you simply explain to them that you see that they have some intentions to sabotage some decisions of the leader, some projects. You tell them directly that you have noticed it, that you have seen it. [Music] I am watching you. [Music] What else do I recommend you say? Something like, "Friend, you know, I am the director of the company, and my job is to develop this business, to ensure that projects are implemented. And for me to do that, I need the cooperation and collaboration of the entire team. And it is my job to ensure this cooperation. And you understand, when you start sabotaging my orders, when you set a bad example for others, when you start, perhaps, mocking, discussing, or in some other way acting against it, you are hindering me from doing my job. Your job, well, let's say this guy is an engineer. You also have a very important job in this team. Your job is to calculate something, to do some estimates, documentation. How would you feel if someone interfered with you doing your job, snatched your tools out of your hands, took your drawings, and so on? How would you feel about that? How would you feel? That's pretty much how I feel. Therefore, I urge you to help me do my job, not hinder it. That's what I call bringing to one's senses, positively, constructively. And you know, you will find that in most cases, when you do this with an employee, the sabotage stops, simply because often the source of all this is just misunderstanding and bad manners. Bad manners of people. He simply never even realized what results his bad manners lead to, in expressing his negative attitude towards some ideas, projects, and so on, to the leaders. And very often, simply explaining this, resolving it, and drawing attention to it needs to be done quickly because if you delay it, if you miss it, everyone around will consider it normal to be insolent, to argue, to disagree, to destabilize the company, and you will get a much bigger problem. Step number 3 is for you if step two did not work, and you saw no changes. You talked, and the person continues to sabotage, continues to destroy. What do you need to do? You need to immediately check, inspect their area of activity. Perhaps this sounds strange now, but you know, there is such an observation, and my experience says that this observation is unusually accurate. If a person, without any normal, logical, sound reasons, objects, protests against some project, simply realize one thing: they have reasons. If these reasons are not reasonable and logical, which they can explain, and as a result, you reconsider the project, and everyone is happy. If these reasons are not reasonable, logical, they are hidden. And hidden reasons, unfortunately, are usually, in my experience, are mistakes, violations, mistakes, crimes of this person, right in their work. "Why did my ship sail away?" "The ship ate the ship." A simple example, an absolutely real situation. A project to implement software in a company. The accounting department starts to protest. The software is necessary for organizing accounting, inventory of warehouse, inventory of materials, and so on. On my advice, a lightning-fast audit is conducted because, well, it's strange, loud. How can accountants protest against the implementation of a tool that will help them do this job better? As a result of the audit, it turns out that there are a lot of errors in the accounting, in accounting records. I am sure you have encountered this too. And of course, what happens to a person who makes mistakes, does some stupid things, is a narrow specialist, knows about the mistakes and stupidities they made, but they don't want to let anyone into this area, they don't want anyone else to know about it. And therefore, they start to sabotage. Very often, by the way, when you conduct such an inspection, bring out their mistakes, blunders, errors into the light of day, they will instantly stop protesting. They will become your ally and support you in your endeavors, simply because they have nothing to hide anymore. So, if you could not catch it in the previous step, inspect the area of activity of this person who is the source of sabotage and bring to light all their mistakes, transgressions, or even crimes. Well, and act accordingly. Then, punish, keep under surveillance, shackle. By the way, if you have ever encountered a similar situation where someone you know made some small mistakes, blunders, something they wanted to hide, and because of that, they created sabotage to distract attention, write about it in the comments. It can be different things. It can be a salesperson who has accumulated deals and wants no one to know about it. It can be an accountant who simply makes mistakes or doesn't submit reports on time or fools around when they should be working. It can be any employee, even warehouse employees who have stolen something, and so on. Write in the comments about your experience. Well, step four: if the previous ones did not give you results, sabotage continues. My recommendation is to fire this person. Very often, leaders, entrepreneurs, at this moment, they simply freeze because they think, "If he is already doing some work, if I fire him, who will do this work? We will lose everything. We will all perish. We are done for." You know, experience says that usually, when you fire a person who is the source of sabotage, results increase. Why does this happen? The reason is very simple. The fact is that when you have a source of sabotage in the company, it demotivates a large number of people. Yes, perhaps he himself does some work. By the way, as a rule, these people are not champions in production. They are not the best experts. But the problem is that when there are at least ten to fifteen people in the company, this source of sabotage destroys the motivation of most of them. They stop believing in leaders, they stop believing in plans, goals, the company, and you get more destruction than the destruction you will get by firing this person. And by the way, what I see, as a rule, after firing the source of sabotage, results mysteriously start to grow. Mysteriously, if you just don't understand how people work. So, fire this person if you couldn't resolve it. By the way, soon on my channel, I will release a video on how to fire such an employee in 15 minutes without shouting and without scandals. And to not miss this video, be sure to subscribe to this channel and also click on the bell, and then you will receive notifications about new videos on my channel. And step five: and this step is almost always missed. Do not ignore it, even if you have successfully resolved the situation with sabotage, even if you have successfully fired this source of sabotage, never ignore this fifth step. The fifth step is that now you need to explain to your employees, your people, what and why happened. Very often, leaders don't like to do this. And why? Because leaders are good guys deep down, because no one wants to tell all sorts of bad things. You understand, it's like digging out some dirty laundry, washing it in front of people, something like that. Similar feelings arise in leaders, and this is a mistake. Why? Because very often, this source of sabotage continues to communicate with someone from your team, sometimes with several employees, and this fired person continues to push their ideas, continues to prove how great they are and how unfairly they were treated. You know what happens? The source of sabotage is gone, but the company continues to go crazy, and sometimes you don't even notice it because it doesn't happen so openly. You just feel that this field, you understand, something is happening there, something is being pushed, people are worried, and so on, and they tell you about it. How to resolve this? Very simple. Gather your employees and in a constructive, positive manner, explain what happened, why it happened, why you acted that way, and so on. What was the destruction that this employee created? What were the consequences of this destruction for the entire company, for the entire team? Why did you make this decision? Most employees will understand you, and the correct point of view will be formed because it is quite possible that they don't know at all what happened or know about it from the words of this source of sabotage. If you do not act this way, that is, if you do not explain to your employees why this happened, then most likely, this sabotage will continue to corrode your company, your team, like rust. [Music]