At 24, you had to lead a team of 230 people – how did you earn their trust?

Let's see what's around here.The M for Metro.At the age of 24, you had to lead a team of 230 people.

How did you earn their trust as the youngest member?

The youngest and most inexperienced.Because I was leaving college, you enter this world,they give you responsibility as acting production manager on three different plays,three different subway stations, each with a manager different, who could be your father, because we're talking about people with a lot of experience, 50 years or so, the average age range Sure, you're a 24-year-old kid, you know. I mean, I could easily be his son.

And it turns out that you're his boss.Technically speaking.

But they have an understanding of how things are done.

You can try to assert yourself there, but you're headed for failure.

You know what?And here's one point: how do you earn trust?

And we come back again to how you generate that trust and how you earn people's trust, and you have to find a way to do that.

My approach was: "I can't compete with those people, nor can I pretend to tell them how to do things.

But there are things that managers and foremen are not capable of doing or seeing.because they do not have the appropriate training.

And there, for example, is a rather interesting anecdote.

On line nine, where we were building a subway station,you have to imagine the work was halfway done,we were building the station lobby and something called screens, which are the walls, which are build from the ground up when you start and that when you dig, they're usually already there.

That's what should happen.Well, there was one missing.

Big problem, because that means that until it is executed,This cannot continue to execute different elements within the work.and therefore there is a delay.

So what I did right there and then was.Let's see, bring me the plans.

And they brought me the plans for what should theoretically be built there.

I made a sketch and said yes, yes, yes, yes.Let's do this, Edu. Okay, fine.

You ask for it, we build it.There was a risk that I was wrong and we would have to undo everything that has been done,which would have caused a longer delay and financial loss.

But anyway, they came, they set it up, they scratched it, they concreted it,We continue with the work and obviously send the sketch with everything to the technical office.

After a month and a half, when it was done,We were already putting up the walls in front of the concrete.

Rosario, the girl who was in Technical Support, sends me a message.

He says to me, "We've been looking at the sketch you sent us.and it is oversized.

It could be optimized by doing this, changing this, and changing this." I mean Rosario, we're not going to optimize it because it's been paved for three weeks.

She says, "And what program did you use to calculate this?" I didn't calculate it with a program, I used logic.

If the wall next to it and the one next to that are like that.

I'll add more steel to this one.The reinforcement will therefore hold.

She says, "Ah, okay, let's do it that way." Check.

Taking controlled risks within your area of expertise also unlocks and it shows, one, confidence in yourself.two, technical skills and abilities.

And you're bringing something to the team that they don't have.

That's also how you earn people's trust and respect.

The thing is, you have to make calculated decisions or take calculated risks.

Let's not become kamikazes now and take this literally.

That concern for things to keep flowing and evolving,And trying to minimize paralysis is also something that people value highly because things usually stop when there is a problem.

When you can start making progress by taking small decisions,that also changes people's perceptions and makes them value you more.

Value the work of other people as well because it evolves much faster.

And that's how I earned the respect of the managers and foremen on line nine.