Jenna has owned multiple businesses over the past 2 decades.

Yet one problem that kept on coming up over and over again was employees not doing the work correctly.

Jenna tried to give over all the details and make sure they had everything they needed but for some reason, she still kept on hearing from her employees, they didn’t know or get the information.

Once when Jenna was on a call with me, she was sharing a repeat of this frustrating story.
She even opened Slack to show how she shared all the details… only to figure out, she never told them.

What we discovered was, that Jenna thought she shared the information with her employees, but not always was the information actually shared.

By improving the thinking skills that were getting in the way, a problem of over 20 years was instantly solved.
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While you are doing any task, you (without even realizing it!) are using your 28 thinking skills.

When the thinking skills you need to use are strong, doing the task happens easily.
If the thinking skill you need to use is weak, doing the task will be a challenge.

The struggle that Jenna had, came from a weak thinking skill of being precise.

In last week’s episode 490, we spoke about precision when it comes to getting information.

In Jenna’s case, her challenge with precision was when giving the information.
She had the right information and new what she wanted. 
She simply had to be more careful when giving over the information. 

Here are 4 things we did to help Jenna improve precision especially when communicating with her team:

1) Because Jenna was a verbal processor, she’d talk a lot in order to process the information and come to a conclusion.
This would often leave her employees feeling confused about whether she was giving information or just trying to work things out.
We had Jenna start every conversation by first sharing whether it was processing time or it was instructions time.
This way everyone was on the same page. If mid-way through they needed to go back to processing or Jenna was ready to give instructions, she’d tell them.

2) After giving instructions, Jenna would repeat the instructions a second time. This way even if Jenna felt like she gave it over already once, there was another chance for her to say it.
This helped a lot, as in the beginning there would often be discrepancies between the first and second time, creating the space for her employees to ask clarifying questions.

3) Jenna used to get really frustrated at her employees for not following instructions.
She now understood that it was simply because they didn’t have all the information. Jenna created an environment where questions were not only welcomed but celebrated. This way vague or complex information became clear immediately.

4) I had Jenna double-check all her work not only when talking but in whatever she was doing.
This way precision was improved in all areas of her life.
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