Ильдар Хусаинов – The power of freedom (страница 31)

We had managers who supported the use of scripts, but I proposed allowing everyone to decide how to interact with people. We won’t check what someone said or didn’t say. We respect each employee and let them build their relationships with clients independently. Sometimes this situation can get absurd, but freedom and respect are more important than isolated incidents.

At times, the scripts were ridiculous and everyone got tired of them. It’s important to understand this. We gathered together, and there was quite an uproar. I delivered a passionate speech for almost two hours. I always do this when I need to prove a point. I draw graphs and analyze mathematical systems. I’m convinced that if I can’t prove something, then it shouldn’t exist – it’s wrong. Having a solid evidence base is very important to me. I always strive to sell my idea to the team. Only when the team accepts it does it become a protective tool for the system. If everything is done autocratically, it won't be accepted. You can’t achieve anything through force in business; only acceptance works. The leadership’s task is to invest resources in gaining that acceptance. I use social media to broadcast my philosophy to a wider audience. People subconsciously pick up on this: what approach, what philosophy, what a person does and why. I write long letters to all directors on Sundays, explaining the reasons behind my decisions.

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