【英語要約】リード・ザ・ジブン ユニクロで人材育成の責任者をやってみた。

Review

The more "the lost thirty years" is, the more Japanese companies have left it during the Heisei period. I wonder if there are many Japanese corporate warriors who haven't found what they want to achieve in their lives and have a feeling of ambiguity without aspiration.

The author himself had no ambitions until the age of 40, and was confined only to the immediate future. At that time, he received the leadership training of Mr. Tomoyoshi Noda, the founder of ISL (Institute for Strategic Leadership), a non-profit organization, and he was shocked to say that it was a turning point in his life.

The title of this book, "Read the Given," is based on Mr. Noda's "Read the Self," while the author incorporates his experience at various human resource development institutions to make trial and error. This is a “method of transforming people and organizations” that has been refined over time. The essence of this is to "bring up the best ever, foster fellows, and build the strongest team." By continuing to evolve into the highest ever self, he will become a leader who can become an “independent and self-propelled person” and eventually pull a strong organization.

This book deals with the two elements for doing Read the Given and the three frameworks that the author has practiced in "Inter-industry Exchange Training." All of them can be tried immediately inside and outside the company. How about using this book as a stone to reconsider your life?

Main points of this book

Point 1

Japanese companies have leadership issues and individual employee issues. In the age of VUCA, such a system could cause fatal damage to the company.

Point 2

Two approaches, "personalization" and "bond making," are effective in conducting Lead the Given.

Point 3

Performing the three work of "life curve", "EGAKU", and "My Aspiration" together with friends, team building effect, amplification effect of self-affirmation, and the effect of being able to push the back to execute "aspiration" from friends. Can be expected.

Problems facing Japanese companies and Japanese

This is a dangerous Japanese company

The world is now in an era of unpredictable, disrupted descent called VUCA. However, Japanese companies are extremely weak in responding to such an environment. This is because even after entering Reiwa, the company continues to operate like an extra war in the past.

Let's compare the world's top 10 market capitalization rankings for 1989 and 2018. In 1989, 7 out of 10 companies were Japanese companies, but in 2018, only one company is in the top 50, let alone the top 10.

Now is the time to fundamentally review the relationship between the company and employees. If this is not the case, the corporate existence itself will be compromised.

Two essential challenges

There are two problems Japanese companies have. There are leadership issues and individual employee issues.

First is the issue of leadership. In the era of VUCA, future-oriented management that envisions the “ideal form” of the future and redefines essential issues compared to the present situation is required. However, many Japanese companies are only solving the problems on the current extension line with facts and logic without being able to envision what they want to be.

Next, it is a matter of individual employees. Until now, Japanese companies have implemented Japanese employment and personnel systems. In other words, the company's logic is the highest priority, and employees have been evaluated for how to achieve it efficiently.

In an unpredictable environment, these schemes could cause catastrophic damage to the company. Rather than directly executing what the company has instructed, each individual must detect the signs of changes that are occurring on the scene, set correct issues, and solve them.

[Must-read point!] Read the Given equation

Lead the Given Background

For over 20 years, the author has been supporting strategy building for hundreds of projects. However, there were times when I felt a jealousy. The reason is that even if the strategy was confidently proposed as a consultant, less than half of the cases showed great results.

On the other hand, there were cases in which the results were better than expected even if the quality of the strategy was not good enough. It's when the client cleverly "selfishes" the strategy and executes it with great power.

What's the difference between a successful case and a unsuccessful case? The author continued to think about this difference for many years and came up with an equation. First, we defined outcome = correctness of strategy (plan) x ability to produce outcome (execution). Next, from the book “How to Work” written by Kazuo Inamori, founder of Kyocera Daini Denden, he defines and cites the concept of power to produce results = “way of thinking” × “enthusiasm” × “ability”.

Regarding "ability", it has been studied by in-house training and personnel system. However, the fields of "thinking" and "enthusiasm" are personal, and are areas that have not been scientifically studied so far. Therefore, the author decided to call the "revolution the jibun" a transformation method that scientifically recreates the concept of "thinking" and "enthusiasm," which is similar to the art.

"Personalization" and "bonding"

There are two elements to lead the given: "personalization" and "bonding." First of all, "personalization" reveals who you are, what you want to achieve in your life, and what you are trying to achieve in your company/team through a deep dive into yourself. , Be prepared to go for it.

"Creating bonds" means creating strong emotional bonds between team members. Members share their lives and the values ​​behind them, their deep thoughts and aspirations. By sharing these embarrassing thoughts, we can reduce the psychological distance and become a relationship where we can argue with each other.

Three kinds of sacred instruments (1) Life curve

As tools for "personalizing" and "bonding", there are "three kinds of sacred instruments" called "life curve", "EGAKU" and "My Aspiration". Explain one by one.

The life curve is a time axis from the childhood to the present on the horizontal axis and the level of motivation on the vertical axis, and it is the one that watches the change of one's motivation. In the graph, not only the ups and downs of motivation, but also the events and events that caused them are noted.

The point is to look at the life curve and remember yourself at each inflection point. Looking back on why such decisions and decisions were made and the reasons for the change in motivation. Then you can see who you are and what you have valued in your life. Write down what you find in a notebook.

Then share it with your team members. Explain your own life curve and comment on your feelings and opinions.

There are two advantages to sharing with members. First, team building. The more you know about the other person, the more you like it.

Second, there is a sense of self-affirmation. Feedback comments naturally become positive once you know the person's life and how you respect it. When positive comments are received, "unfounded self-confidence" is cultivated, which means that the "aspiration" that had been thought to be just an ideal until then can be realized.

Three kinds of sacred devices (2) EGAKU

EGAKU is a method of visualizing what is inside you. For a certain theme, draw a picture on origami paper in pastel. And they appreciate each other's works and give feedback to each other. The point is to draw your mind.

When you practice EGAKU work, you may discover one side of yourself that you did not even notice. This is because the picture shows deep psychology. Also, by seriously gaining insight into the meaning of each other's pictures, we can expect a team-building effect and an amplification effect of self-affirmation as well as life curves.

Three kinds of sacred devices (3) My Aspiration

My Aspiration is a work that crystallizes and verifies "will". When asked, "What is your ambition?", not many people can give a clear answer. Therefore, in this work, Aristotle's "three elements that persuade people" are applied and the aspiration is verbalized.

(1) ETHOS: What do you believe leads to goals in life? Tell us your beliefs.

(2) LOGOS (specialty): What is your unique core? What kind of person do you want me to remember?

(3) PATHOS: What kind of value do you want to provide to others and the world?

By working on the life curve and EGAKU, I would have been able to input what I cherish and what I learned from others. Based on these, let's face the three questions with whole spirit. When you get the answer, share it with the members and get feedback.

By sharing the answers of the three questions and giving feedback to each other, not only the self-affirmation can be amplified, but it can also be expected to have the effect of working hard together with the members and solidifying the intention that "it really will be realized". The internal work among the members has been promoted by the above two works, so that they can receive constructive opinions and positive comments, which leads to the determination to work seriously.

To grow the best ever, grow fellows, and build the strongest team

Grow your best ever

In this book, how FAST RETAILING GROUP (hereinafter, UNIQLO) practiced "cultivating the best ever self, fostering fellows, and building the strongest team" is "cultivating the best past ever" It will be introduced in three parts: raising and building the strongest team. Several points are introduced for each, but one of them is included in the summary.

The first is to have a high aspiration. The source of innovation and self-growth is to have a goal (ambition) that is too high to be considered decent if you think with common sense. In order to grow up to be the best ever, first draw a concrete image of the goals you want to achieve and what you want to achieve.

Uniqlo has a frame called IDP (Individual Development Plan). This is a one-year plan in which the aspiration is clearly verbalized, and based on that, what kind of person you want to be after 3 years, what kind of knowledge and skills you will acquire to realize your aspiration, It's something to drop. I brushed up with the advice of my boss and confirmed the progress through evaluation interviews every six months.

Raise friends

What was being done to raise fellows was "to face with 100% whole body spirit". One of the ways to do this is to become a troublesome boss. As a troublesome boss, one of the author's colleagues was involved in everything involved in the growth of his subordinates. For example, recommend a book to read every week, comment on your subordinate's impressions, give advice every morning on how to proceed with your work.

Not only this person, UNIQLO has many troublesome bosses. This is because the boss's mindset is important for raising fellows, and there is a system and climate for raising troublesome bosses.

Build the strongest team

What was being done to create the strongest team is "to have the vision of the organization with my own aspirations and to think more than anyone else to win". At UNIQLO, he becomes a store manager 1-2 years after joining a new graduate. Even though he was in his early twenties, he became a dozen bosses including veteran parts. At such UNIQLO, how does a new store manager lead his subordinates?

The key is the person's vision. In the UNIQLO training, we will check "Why did you join UNIQLO?" and "What do you want to achieve at UNIQLO?" Then, at the store to which they are assigned, they are trained to hit their aspirations against the store staff and face them directly.

If that doesn't work, I will humbly talk with the store staff and challenge myself while consulting with my boss and getting advice from headquarters staff. Then, the swell from Read the Given to Lead the Team, "Let's get on the same boat because I want to do this shop", will begin to occur.

Recommendation of reading

In this book, I focused on the outline of "Lead the Given" advocated by the author and what UNIQLO was practicing to "cultivate the best ever, nurture fellows, and build the strongest team". Although not covered in the summary, the background of the growth of UNIQLO from the time of its founding to the present is introduced from the viewpoint of human resource development, which is also very readable.

The background of the author's writing this book is the desire to send ale to Japanese people in their 40s and 50s. I hope that this generation, who is completely absorbed in the company organization, will not give up. Rather, I hope that people of this generation, who are at the top of the company, will lead the jiven and regain their aspirations.

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