Gary Bembridge, Founder: Mastering Delegation and High-Performance Mindsets

It's

amazing, isn't it, how things very early in your life can form strong foundations that then power you going forwards.

If you can find a project that needs to be done, match it to the motivations that your employees or your colleagues have got, and overlap, then that can be really accelerating.

The individual feels seen because you can recognize that they wanted to do that particular type of work.

employee is then given 110 effort because and as a team you can finish that project quicker better faster etc and so that's an amazing tip and definitely works in the long run that creates trust with your team because they know that you're gonna give them projects that are fulfilling um even sometimes the bits of admin that need doing, people pull together and help out so they can then get onto the good thing that they really want to do.

Exactly.

Also love your point about trust, that as a line manager, if you show your thinking about a given direction, but then help the employee and say, well, you've got this, you can do this, and that builds trust.

I think people come back to you with clarification points.

I suspect as a young marketing professional, you were then able to go with, okay, here are the two main options and here are a few options that we've discarded and almost use a combined, even though you're owning the solution, your manager would have then helped you go down the path that is safe.

I think what's really important with that point is the people working with you stop trying to please you.

Later on in my career, I had a boss who was all about they were always right.

So I realized what we eventually as a team, we just shifted into, well, there's no point going with what we think's right.

We just need to think what he wants.

And actually didn't work in the end, of course, because he wasn't always right.

So it's that sense of, you know, people become much more driven by the customer in the end for the right reasons.

And sort of linked to that, and it was the other thing that that same marketing director at the time taught me was when it comes to teams, was he always made the point, always recruit people you think you'll work for rather than people you think you can control, if you like.

Often I would see that with my teams often, you know, they would be recruiting people and they would bring people to me and it's like, yeah, but you're just recruiting someone that is like you or someone that you think is not as good as you.

We're doing it consciously.

But there was a sense of you, Employ people that scare you in a way was something he taught us.

One of the best achievements I think I had in my career was when someone I recruited eventually became my boss because they were so good and they eventually ended up being global VP for a particular brand.

They were looking after the whole area.

I've done my job, if you know what I mean.

A lot of people find that very hard.

difficult um but that was something i learned really early on so i'd always try and recruit people that i thought would be better than me um it's hard to do that's quite hard when you're recruiting to do that and to spot it as well but yeah

agree with you that if you've got bright people around you um i think it was steve jobs he's got the famous quote about you hire bright people so they can make the decisions not so you can tell them what to do exactly Ultimately, in fast-paced environments like marketing, most business these days, because the world is ever-changing, you need people that can have the insight, the knowledge, the experience to come to you with the tried and tested ways aren't working.