The ninety- six, Don Luis Minaya, good morning, how are you,
Don Luis, very well, very rude, you good morning. Day
or they all came back we didn' t leave, didn' t leave,
we stayed, we stayed in the cities, we were away and when
I saw the news the Duarte highway, I almost inda loved to keep the
house. Yeah, better than we have for today. Don Luis, very
well, because in this month of May is so interesting Dominican Republic. We
will touch and we will be talking about the subject of organizational communication or the
importance of communication within organizations. The subject of communication is always a bit like
love and forgiveness. Everyone knows he has to love. Everyone knows you have
to forgive? But when it comes to putting it into practice it' s
a little bit, when it comes to nones, a little complicated. So
the communication in the human being is so obvious, it is as natural as
that one does not touch on that subject, as it is not spoken in
the companies. Then one of the importance you have in the organization is fundamental,
after you have a company that organizes and has all the staff and all
the managers. Obviously, these people must now be made to work in a
coordinated manner. And almost always when you intervene in companies and do surveys,
there is always the issue that communication is missing here. We lack communication.
And when you get in more it says well, we have communication problems between
us. The Dominican culture has such an impact, because the Dominican is parlanching,
but in positions of power. I have always seen the same thing,
an inability to establish proactive and effective communication. It all happens that communication from
the Dominican is what is called agutinante communication. Glutinate, let' s not
think about everyone. I mean, you' re going through a hallway and
there' s two people talking and you stop and you talk, but you
' re in the gallery of your house and the neighbor goes through there and
join the conversation. There are two children talking and the father intervenes. Then
we have a culture of communication. That communication is what is known as informal,
which has absolutely nothing to do with work, which was the communication that
people missed in the pandemic, that is, those conversations in the hallways on
the way to the bathroom taking coffee. But that communication is what we come
to spontaneously, naturally. But that has nothing to do with the organization.
So, indeed, it is cultural style does not favor. So formal communication.
Communication in organizations gives rise to a phenomenon. And it' s like
everyone assumes that everyone knows what to do, how to do it, and
how to behave. And it' s not really like that. To me
always, I always set the example. You hire a driver, give him
the vehicle, and 20 days later there' s a problem, and when
they call the driver, they ask him. But you, you didn'
t know that nobody told me that? But you didn' t know no
one told me to hire the janitor, she cleans, as you know,
she cleans, how she can and you tell her you' ve gone through
there, not me, nobody told me that I had to go through there.
Then you hire a leader and the leader does what he can understand.
When there' s a problem, they call him and ask him, but
why didn' t you go to such a place? No one told me
that. So, until there' s no problem, until there' s
no situation like no one realizes there' s a communication problem. But people
believe that as they speak and can speak, they believe that this is communication
and how they greet and give instructions and assume that this is communication in companies,
formal communication is not that. Communication form. The first goal you have
to have is to be like the glue that binds us to all of you
imagine a ball team that has not previously trained you in communication, how the
pedestrian is going to be the plays, that is, all those plays that
you see in the ball or in baseball are played that have been verbalized,
that have been spoken, what they play football, what they play basketball,
all those magisterial passes that you don' t think of at the moment.
Obviously it occurs to her at the time, but she has an answer in
her head that she was told five, three, four, seven, that
is, they have some instructions, there is a communication between them that everyone
knows as the pitcher and the caquetcger that they are known to sign. Then
there' s the verbal language It' s always excellent. That play that
you see holding on to the cap, you can char the ear over here
seventeen six years ago and everyone there understands what is being said, because there
is a common language for all of them. So the importance of communication is
to get everyone to work as a team and let everyone know what to do.
It' s amazing that people get a day dressed in a way and
because you walk that way. Nobody told me you couldn' t come like
this. So, those expressions that nobody told me did not explain to me
that there is no communication here you go to the workshop. Dominican workshops are
horrible. I mean, there' s everything lying anywhere you want. Thanks
on the floor. So the owner who regularly doesn' t take the trouble
to go around, then he' s the first to be surprised at everything
from the sucker. But here who told that manager, that workshop manager,
that you couldn' t. Then the communication. In conclusion, it leaves
absolutely nothing to chance. I always mention American franchises, because there, like
I always said, when you go to make a franchise, they give you
a book of this fat, they work in one you see a book.
So, the operations manual is called exactly there. There' s another one
called a brand management manual. Well, then there' s absolutely still exist.
There' s no surprise there. That' s where I find an
ace powder on something. That' s catastrophic in counting a bottle of soda
in the warehouse area. All that is catastrophic because everything is established, but
not only that it is written as it should be, but that everyone knows
it and how to cater to the customer that they do for you from within
the structure. In the years I worked, you had to only in practice
show mastery and knowledge of how the operation was handled, but you have an
exam. So, if you were going to be, you end up being
assistant to the assistant manager or production assistant. As long as it is not
found that you know what is taught in memory and in a practical way,
you do not exactly day up. Then there is a formal written communication and
also people are trained. Therefore, the importance is extraordinary, because that is
the one that guarantees not only that work is done, because people do the
work. As Dojamargocka we hired her and you' ve worked before. Yeah,
everything' s fine. Well, we want to use a car for
Saturday. So, when Saturday comes at noon and we sit at the table
and we see what and what it is, that' s what I know
how to do to me, no one told me what it was like to
vomit from bor So that' s the thing with the surprise that always the
manager, the owner of the company, is always being surprised at all things
because it hasn' t been communicated, it' s been informed. So
I think communication within organizations has extraordinary value The second, the important thing for
me too is that the owner always has an image, has the general manager,
has an idea of what he wants, is his company, how it
behaves. But the issue that doesn' t say so, then you have
to instruct the leader, you have to tell him look at the employee here,
he respects himself, he salutes himself, the deal. It is so,
so, so, for example, in an organization most people in this
country there are many companies that there are issues that no one dares to deal
with in front of the owner or in front of the leader. There'
s no way. I have a subject. So, there' s no
way you' re going to a meeting. And then the knees you look,
you look at Peter and pite you say Well and look at your eyes
up and you look at Eduardi and Dardo you go to the head and Well
the coolest one here. Well, then what makes you laugh, but everyone
knows what there is, but nobody wants to talk then how you can live
working in a company where you can' t say what you think, what
you feel and what you believe in favor of the company, because it'
s not like the friend you have there who' s fighting for a ticket,
who' s fighting over him. It' s not something that I
mean affects, it' s affecting me, it affects my results and look.
There are many occasions where the employee tells me I don' t know
how the owner hasn' t noticed. I don' t know how they
haven' t noticed here. And that' s how it is. Because
of this, because of this and because of this, but you can'
t talk because it' s not that you can' t. Perhaps someone
dares and whatever it is, but the point is that there should be an
instruction in the company openly that says here, in this company we have open
communication, healthy communication, and here you can say and express whatever it is
without putting into play the position of the person, always in the companies and
they are in charge of communication of corridor. Yeah, hall communication. I
don' t know if you know what that department is, no, which
is the one that' s going to spread information loaded with a lot of
opinion from the other rumors about the company legion. For example, it comes
from the time of the bona fide these people to whom I boron it,
but I follow it will not give it one that one is waiting for.
Hey, look at the company party. It' s now the 10th day
to give him the same food. One right now puts the same olchet the
mima pod. You should give him that money. They' d have that
money to one and vanin' gate to that one. That' s what
you' re going to blow over there. How you can face it.
You' re not going to change the attitude of individuals. He' s
an individual that you have inside the company, that' s dissatisfied with something,
and he' s already become the worst detractor and whatever you' re
trying to infect his bad mood into others. Sure, but how you fight
that is a context of effective and effective communication. Within what happens is that
there has never been communication, but that there is always the company and there
is a department that organizes a party without asking anyone, without taking into account
anyone and it is still very green exa, many verticality, if it is
good, very eager and worry, that is to say when the husbands discuss
the first recklessness of celebrating a birthday to the wife without asking or not in
the house that that is an attempt of homicide, that is, in the
house so that I attend everyone who comes so that I have to take care
of all birthdays me on my birthday. No, then, well, you
do that one time. Then you learn clearly, then in the case of
the man the other way around, where my birthday, here, in my
house, then in those companies, what is the point that the employee has
not been explained that that party is a gift that the company makes in recognition
there and that I feel obliged to do it and that I am not obliged
to do it, but it is a part of our culture to do it.
To feel good about you and then that is not negotiated. But in
my experience, every time you call me when there' s a subject of
this, I tell you, but you haven' t told him it'
s a gift. No, but you don' t, just like the
two of us. I know one' s sex. They do not explain
from a financial institution that wanted to do a thematic activity for the employees,
a camping, a faithful day on the beach, in a beach club and
hot drink song station, etcetera. Exc and the employees were very upset because
what they wanted was a branch, three Moorish orchestras, muelco and róbo and
rum and romo and either I mean, they didn' t want a field
day an experience that was integration with tichereres and things. They basically wanted that
and that was like the consensus of everything. In fact, look that they
don' t bring in that there' s a Chamaquito sheath that school b
that month and you' re right, that is, when you don'
t communicate they declared or probed no. And besides, because it' s
to their degree, I did it when it was up to me if a
survey and I asked him, i e, the question is no choice as
to whether the party is going or not. It' s not a thank
- you, it' s a thank- you. Now we want to
do it to express to you and effectively, indeed everyone is asking for that
and raffle because it is raffled, which is the cabbage that does not rhyme
in a cast with bichuel arroya and with another of that not fifty that rhymes,
but it will be a button. If that tonces thing puts on exactly
sega apartment and complains about gagging the pant, but the initial, twenty percent,
exactly everyone is a check. So that' s part of the communication.
The bond issue, that is, there' s a lot of internal
recruitment information that sometimes but look who came in here. They never tell some
and here they' re looking for someone in case you want, so you
need a lot of stuff that' s in the owner' s head because
you don' t know. There' s a little bit of people who
know, but until an event happens, then nobody says anything. For example,
the topic now that I' ve already been invited for talks, with
the topic of sexual harassment and bullying. Until something doesn' t happen,
you don' t have a meeting and you don' t talk there you
have to talk openly about the meetings where it' s said here, in
our company, Thank God, we haven' t had any bullying issues,
no sexual harassment issues, but if you ever think about doing something like that
or similar or if any of you who are here perceive, feel or imagine,
you can address it. I mean, that' s what' s
called communication. I know it' s open to be said not to be
a gossip, because then, if you go and want to talk later,
everyone sees you and that' s what she' s talking about there,
which is what she' s already looking for here. I know the case
of a company that, by not being very clear about the rules of coexistence
between employees, there was a love triangle between three employees and then, well,
that' s the reality. I' m counting it. The fact
very well. So what did the person who had to deal with, who
led the team where they were among three women. I didn' t have
any kind of experience, but also no reference to how I solve this problem.
I don' t know if her solution was the right one, but
the solution she took was a drastic edition. There were three employees I needed
on your team, but she said like here you, brother lu you leave
all three. Yeah, because they' re putting at risk and work.
But the rage is over. She made that decision. Many people criticized that
decision on her part, but in the absence of tools, sometimes common sense
is the prime thing and what she cared most about was the possibility that her
work would go out of hand. Because of a conflict she had no ability
to solve and mediate in it, because there are three people who have serious
problems of falling in love with each other and who are on the same team.
Yes, indeed, then, as I said from that event, then
you have to start communicating. So, contrary to what you said, communication
must be proactive, that is, it must happen even in families. I
was talking to some friends or a client who has teenage daughters. I was
telling her to look at the communication or the teenagers you have to go five
years in front of them. If she' s not that much of a
boyfriend, she talks about boyfriend now, because the most opportune time to talk
about falling in love with women when she' s no longer in love,
because after she fell in love, she lost her mind and we' ve
seen her. He' s not going to hear you or make you that
we' ve seen Don Luis in a case that' s occupied pages of
the press in recent days. The case and sentence of these young men of
how the family of them all learns of their wanderings. Yeah, and everything
they' d done on it. Pro i e, researchers deal with the
whole problem, they take it as evidence to prove their case and ninety percent
of this parents and relatives didn' t know it, because communication, because
talking, talking isn' t necessarily communicating or if I can talk about everything,
but we' re not communicating on things that could be important to both
of us. Yeah, but that' s the same thing. For example,
at the event they talked to you and I think that' s weird.
Come back, go back to the starting point I was asking you about.
Without our culture they influence the way we communicate within the family with the
idea of the team we lead. It doesn' t affect you, because
it' s very informal. But in that one you mention, that'
s where irresponsibility belongs. In other words, as in a company, an
entrepreneur needs to know where the vehicle on his property is, who is handling
it, and how he handles it. What' s the point? When
people sell a vehicle that says don' t wait, I' m gonna
hand it over to you with your license plate and I' m gonna hand
it over to you and put your name on it and put you in safety
and put it because anything I do looks impossible. I' m civil preposability
then. I' ve always said, I had three boys and the big
one is pretty hot. He was always walking, but I always knew,
at least, where he was. And all the friends knew that when that
phone rang one in the morning, either everyone or everyone knew it was there
is your dad. It' s clear that if it' s up to
me like I am, I' m not going to know who my son
is with and who the dad of those people is, maybe this sounds exaggerated
today, but it was, as I think it was, and to this
day, thank God, I' m a friend, I mean, his
friends go to my house even congratulate me and I know them and I know
their dad and at that time maybe that was allowed, but now it should
be allowed with more reason, because now we had cell phones, but they
weren' t iPhones, they weren' t smart, it was just a
phone that you had. Then there' s that communication has a very big
impact, I mean, you have to be responsible. So, if an
entrepreneur wants to see what he has in his head with the customer deal happen
in his company, he knows how many people own businesses that' s when
they bring him a bad customer service issue, he finds out at that point
that they gave that deal to the client. So when they ask him and
what instructions have been given in this company to receive a people or so simple,
when you go to the entrance, that you have a subject with the
guachiman that he is there for, that you go to a meeting, that
you go to something, for example, to me that belongs to me it
touches me so much and that it came here. It seems that nobody here
knows that you come and make you a show. You told me soon that
you want the owner waiting for my God then. But that Christian, no
one has told a child and cape to take care of that there and with
that look of yours, but in short time, unless it is a meeting
of money. I always go fresh. If nothing else, he told you
that' s right true, at least you told me you, at least
and you that you want then. All that, even if you take the
joke, has to do with co- communication, because communication is what you
say you want to happen in your company. Then a company has to empty
areas, too much department and all those people have to listen to communication.
You have to listen or what you want, tell the importance of the customer,
the importance of everyone and not wait, as you said the incidents happen,
the events to then take action cone in depth. Then there is a
lot of form of meetings, of topics that are touched upon. Finally,
let us continue with this issue. But the important part here is that communication
is what unites, is the glue that integrates everyone. Then, within the
company there is vertical communication from top to bottom and horizontal and from bottom to
top. So, all those communications for God' s sake, the employee
has to know it knows how many people here who are going to talk to
the Chief and the Chief receive it and pass it over to the manager.
Then there' s a communication problem. So if your boss, if the
boss the owner, is your immediate boss. I' m there if you
can, because the structure says that for you to talk to the next level
you have to go through your level, that is, the employee, can
go directly to their leader. But if he' s an employee, he
' s offended at something and wants to get out and he wants to get
to the manager, he needs to talk to the leader. But how do
you want him to say something to the leader, because the leader won'
t let it go. Then there must also be some established mechanism in the
company so that when that is what you' re doing, when you'
re afraid to go upstairs, look use this path. But that must be
said in the meetings so that later it is not interpreted as too much,
as you did not want to talk to you. You didn' t let
me and I used this road. Then it' s things that you should
stay or I don' t make a mess about it. Then they must
be established. In conclusion, one must be in a workplace, in his
home, in his family, wherever, where. You have the feeling that
you can speak and express yourself at any time you decide, without having to
shut up, but also without having to offend or scream. That' s
what' s called freedom, that is, being able to feel in a
company that' s that feeling, that working climate. Of course things thrive
and are much more agile, service, quality and everything is much better.
Later on we will talk about the instrument of communication, which is where the
instrument is complicated. It' s me, so you knew him. It
' s not that he talks badly and gets irritated with you, it'
s that he' s already irritated. So let' s talk about how
to handle the importance of the transmitter, the one who' s going to
communicate the communication, and he' s going to inform the others. I
thank Don Luis Minaya. We wish you success in the week. Don Luis
Luis Minaya, as there are his writings, books, audios and videos,
and you can also enter Instagram and Naya Rayita Netherlands oy