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Frendo: First, I would start by increasing the compliance with the rules and regulations <br />across all licensees, focusing on training and education to prevent the regular violations. <br />believe a lot of times the educational aspects of it is, I call it pro -education of <br />enforcement rather than just heavy-handed enforcement. The educational side of it <br />would involve regular outreach resources that I could use. <br />would aim at strengthening the collaboration with the local businesses as to how do we <br />get involved with them, or how the Department can help them in their enforcement and <br />their day-to-day operations. And again, I'd like a cross -dialogue, interactive dialogue <br />with the licensees rather than okay, where the Department is with this? You know, do <br />you have any input on this? What do you feel? Do you feel that we're doing something <br />that's appropriate? Do we need to do something? <br />Okabe: No. 7, what is the best way to motivate an employee, and why do you believe <br />this method is effective? <br />Frendo: I've always believed in my management role is to recognize the employee for <br />their accomplishments. The other one, it's not necessarily monetary, can be verbal <br />recognition, direct communication of what's expected of them you know, directly talking <br />to them, making sure they know you have clear objectives and what their job positions <br />are, what they're able to do. <br />The other one is providing them resources so that they can improve, or they can go <br />back and look at if they need something rather than being stuck at that level. And then <br />go back and look at the resources out there and get the next -level help and information <br />needed. And then again, to me employee satisfaction comes when they're happy with <br />what they do and they want to come to work. <br />Okabe: No. 8, tell me about a time when a team you were on got stalled and did not <br />function effectively? <br />Frendo: So, this I put in here in my statement, this doesn't apply when I was with <br />Liquor Control, I was in a previous role. In my resume, I have my role as a General <br />Manager for Anheuser Busch, Budweiser. And to be specific on it, we had a statewide <br />program that's called, some of you if you were ever into retail essentially, would have <br />what they call a self -set or reset program which one of the chain stores like 7-Eleven or <br />Foodland, wanted to get involved. So, we were trying to get a unified self -set to run <br />statewide all at one time. And all it was, was a blanket assignment, so each island had <br />implemented their locations, who, what, when, where, and that happened. <br />And it basically stalled because nobody knew what the final objective was. You know, <br />and unfortunately it was to get the self -sets done. But then as far as this, I regrouped <br />my end and then I talked with the Maui guys, and we had basically set it up, so it <br />was a computer program that was sent back and forth. And so, we're going to run this <br />program for each of these stores based on linear feet and find some way to give each <br />of the location's clear objectives. <br />MINUTES - LIQUOR COMMISSION MEETING SPECIAL MEETING - MONDAY, DECEMBER 15, 2025 - HILO PAGE 26 OF 35 <br />