[Next Leader Development Training] What is a senior employee?

Hello!
I'm Inoue, a Persian cat from Beyond Co., Ltd.'s Shikoku office.

I attended the 4th SO Next Leader Development Seminar on Friday, February 5th.
The theme of this seminar was "Putting it into practice."
Even if you understand it in your head, when it comes to actually putting it into practice,
don't you feel anxious, wondering, "Can I do it?" or "What if I fail?"
I often feel anxious.
I thought about the issue of what to do in situations like this with junior employees. I'd like
you to think about what you would do in this situation.
There is no correct answer, by the way.

Subordinate Guidance Case Study 1

My manager says, "I'll leave this job to you," but then
he nags me every time I'm in the middle of it, asking, "Will you report back?" I
have to stop working every time, and it often makes my work slower.
I'll report back when the work is finished or when something happens, so I
should be less nervous and leave more to him.

In this case, I would report to my boss if there was any progress on the work.
Because I think my boss, who entrusted me with the work as a subordinate, is also responsible, and
so he is worried, I think reporting
, communicating, and consulting is something that should be done. If you report every time, you won't feel like you have to "interrupt your work," and
since you're reporting every time, it's easy to do each time.
It's not that hard to always report, communicate, and consult.

Subordinate Guidance Case Study 2

I can understand the manager's approach to training his subordinates, but I feel it's a bit rough.
His approach is to "first let them practice, make them fail, and let them learn by doing."
I don't think that's completely wrong, but I think there could be a better approach.

I believe that rather than forcing subordinates to practice,
it is most important to create an atmosphere and relationships that encourage them to "practice as much as possible."
If you try to practice as much as possible and then fail,
wouldn't you be afraid to fail and be unable to practice if your boss or workplace blames you for the failure?
Especially at our company, we
cannot allow our employees to fail, as many of our tasks have a direct impact on our clients' content.

, I would work with them to think about the problem

Subordinate Guidance Case Study ③

Lately, I've been feeling unmotivated to work.
I feel like I'm not getting a sense of accomplishment.
No matter how hard I try, I never reach my goals. And there's no end to the work.
As soon as January ends, it's February again.
No matter how much I try, it feels like more work just keeps piling up.

First of all, I thought that if a subordinate doesn't feel a sense of accomplishment, it might mean that their need for recognition isn't being met.
So, if I were in that position, I would specifically praise their efforts over the past month, even if it's something small.
Also, as a manager, I think you should have realized that they were continuing to feel a lack of sense of accomplishment and were feeling unmotivated. It seems
like you're worried about not reaching your goal, but
I think you need to break it down into smaller goals and spend time with your subordinate thinking about how to build up small successes and a sense of accomplishment.

and then work with your subordinate to think about the process of what needs to be done to achieve them

Lecture [Challenge Thinking] by Mr. Mitsuru Yamagishi

of "Challenge Mindset - What an Eccentric Man Wants to Say About Moving to the Countryside, Starting a Business, and Running for
Mayor." He talked about
Mr. Yamagishi's three major challenges.

• I-turn migration to rural areas
• Quitting your job and starting a business
• Running for mayor

[18.3%] What do you think this number is?
Actually, it's the number of people who answered
"Yes" to the question "Do you think you can change your country or society?" asked 1,000 Japanese people
If I were asked this question, I would answer "No" right away.
Would you say "Yes"? Or "No"?
Yamagishi and I are of the same generation, and I was truly amazed by his spirit of challenge.
I can't imagine emigrating, starting a company, or running for office.
To me, "challenge" is equal to "something scary."

The day after the lecture, I checked out the website for Wado, the company Yamagishi founded.
Apparently, many local mothers are active at Wado, and they
allow employees to bring their children to work, and they even have babysitters on-site.
Don't you think a company where mothers who have already married and given birth can thrive is incredibly appealing? I
also thought this kind of company atmosphere was refreshing.
Being able to spend time with your precious children while working
will also help alleviate the problem of children on waiting lists!
This means that the younger generation can get married and raise children without worry!

Finally, here are some words from Yamagishi about Wado Co., Ltd.

A challenge is a series of small changes in behavior

Finally

This year's SO Next Leadership Training, held four times, has now come to an end. I

'm truly grateful to Mr. Nishimura of Anfang

, the organizer of the SO Next Leadership Training, for giving me so much time to think and helping me grow I've always been a "low-level employee," but perhaps I'm just a little closer to being called a senior employee.
I never forget what the lecturers said each time, and I put it into practice every day.
I also inspired my fellow participants, and it was a very meaningful time.
I've written blogs about past SO Next Leadership Trainings, so
I hope you'll take a look.

Growing every day, progressing every day.
I have to update myself every day!!!
Thank you for reading to the end.