Ask the business book! 98th “Bosses Without A Sense of The Field” How to Demonstrate Leadership

A troubled business person. You will be asked to select a business book that works with each trouble by Atsushi Innan, a writer and book reviewer. This time, it is a business book to the worry about how to do in order for the boss who does not have the sense of the field to demonstrate the leadership.

♦This time of the trouble
“How can a boss who has no sense of field demonstrate leadership?” (52-year-old man/ skillworker, transportation, equipment related)

A boss withno sense of the field, how to demonstrate leadership?

As for this consultation, I am concerned about whether the boss who does not have a sense of the site refers to the boss in the office or whether it is your own.

It’s difficult to make decisions because you can take both, but at any rate, I’d like to think about ways for bosses who don’t have a general sense of the field to show leadership.

First of all, what is the sense of the field? Why is it important to have a sense of the field? Simply put, the sense of the field is the feeling acquired through the experience. It means a lot to you in your work. Of course, thinking in your head, or reasoning, isn’t all pointless. They are often useful.

However, it is more important to remember experience than to remember it with the head. The experience of life, which is not logical, such as entering the work field, actually moving the body there, and exchanging opinions, has a big meaning later on.

The more stock you have, including failure, the more you will be able to use it in your later work. It should also be a great help when advising and advising subordinates. Because you understand what your subordinates are thinking, you can share your worries.

In that sense, it is important to have a sense of the field that is directly connected to the actual experience. Conversely, if there is no sense of site, it is natural that it is not possible to catch the suffering, uneasiness, and dissatisfaction of the subordinate who is in the site now.

That’s why it’s essential for a boss who has to overcome so many hurdles.
Incorporate “1on1 Meeting”

“1on1 Technology Practiced by The Leader To Leave”, written by Hiroshi Ogura, published by Nihon Keizai Shimbun Publishing Co., Ltd. is a book that explains the importance of “1on1 Meeting”.

1on 1 meeting is a one-to-one conversation between your boss and your subordinates once a week, once a month, for 30 minutes to one hour, even if you don’t have any business. Many companies in the United States are implementing 1on1, mainly in Silicon Valley, where leading IT companies are concentrated. It is said that andrew grove, the former CEO of Intel, first positioned 1on1 as an important management priority. (From page 16)

“1on1 Technology Practiced by The Leader to Leave” by Hiroshi Ogura, Nihon Keizai Shimbun Publishing Co., Ltd.

In other words, this book introduces methods and means to achieve results by 1on1, which is widely attracting attention in Japan and is accelerating adoption in all industries. In this question, PART2 “1on1 of the field point of view for administrators seems to be useful.

The author claims that 1on1 is just a dish, if you like cooking. What kind of food = communication is put there, and a lot of things change.

For example, if you put a dish of coaching, it will be a place where your boss will help you achieve your goals. However, if the boss put the dish “deny the subordinate, and hunt shunt” is put, 1on1 becomes a hotbed of mere power harassment.

Therefore, the idea is that it is important to improve the “1on1 skills on the boss’s side” in implementing 1on1. And in relation to that, the author said, “Five skills required for 1on1”

1 Listening: Listen carefully and carefully to the other person’s story
2 Encouraging: Communicate as much as possible to encourage subordinates
3 Question: Asking effective questions to subordinates
4 Feedback: Communicating the gap between goals and subordinate behavior to subordinates
5 Experience the ending: Have them experience them, including failures, and learn from them.
(Excerpts from page 108-111)

I have mentioned. Only after they are worn and practiced, they will have delicious dishes on a plate called 1on1, and they will approach the purpose of 1on1.
Turn PDCA based on intuition

“Leader “Don’t Do It” – Yukihiro Yoshida, author of THE PHP Research Institute, is a human resource development consultant who provides training and seminars on training and training for subordinate development for managers and middle managers.

In this book, which is based on such experiences, the following three points are mentioned in common between “impossible leaders”.

“Make a careful plan”
“We aim to make zero mistakes as a team”
I tell my subordinates to talk to me at any time.
(From “Introduction”)

“Don’t Do It” by Yukihiro Yoshida, PHP Research Institute

It all seems like something to do, but leaders who can do the opposite have the following things in common:

Make a plan appropriately
“Leader himself defeats zero mistakes”
“Creating a consultation ban time”
(From “Introduction”)

So in this book, “do not do in fact” and the behavior of the leader who is not to do, but at first glance has changed, “actually work well” the behavior of the leader is introduced in a avoidable form.

Let me give you an example that is likely to be linked to this consultation.

Don’t do it → Make a plan carefully
○The leader who can do this → Make a plan appropriately
(From page 24)

The authors point out that many leaders are too aware of so-called logical thinking and are in the trap of constantly looking for grounds. Isn’t that common to “bosses who don’t have a sense of the field”?

Of course, it’s not a bad idea to think logically, but if you don’t take action just by thinking logically, you might end up with an empty theory on your desk.

General George Patton’s saying is that today’s good plan is better than tomorrow’s perfect plan. In other words, it’s better to try to move everything faster. Pdca cycle, first turn. Turn it around and make more plans. The plan should be more accurate than the one you originally planned. That’s how you turn pdca around and reach success, sometimes with failure. (From page 26)

In other words, if you don’t have a sense of the field, you should move based on your intuition. Intuition is the one that the person in question’s experience becomes a judgment of the moment and appears, and there is the one that it does not apply at all but there is a moderate grounds. That’s why we just have to take advantage of it.

Moreover, because experience and knowledge are based on the intuition, the chance of the veteran being hit is higher than the new employee. Therefore, bosses who don’t have a sense of the field should be able to overcome their weaknesses by turning the PDCA cycle.
Tell your subordinates about your mistakes.

“The only leader who can do this is the “how to leave” the members to move on their own,” says Masayasu Iba, author of the PHP Institute, writing that if subordinates and team members are excited, they are enjoying the challenge and feeling growth through their work. Therefore, the boss should lead subordinates and members of the team to such a state.

The interesting one in this book of having been written to achieve it is the following sentence.

When I work as a training instructor, I interact with many managers. The turnover rate is low, and the subjectivity of subordinates is high, and there are times when managers who can do such a thing are doing it. They say, “Dare, we’re talking about failure.” (From page 72)

“The only leader who can do this is the knack of “how to leave” members to move on their own” by Masayasu Iba, PHP Research Institute

It is said that there is an absolute effect which brings out subordinate’s subjectivity in talking about my failure story such as being scolded and embarrassed.

If you can think that even such a great boss used to be, your subordinates will act without fear of failure because they think that “this boss will forgive you for a few mistakes.”

If that’s the case, isn’t it worth talking about failure sit in the field? Then, the boss who worries about the lack of the sense of the site should talk about the past without being shy.

On the other hand, it may be a good idea to encourage your subordinates to tell their boss about the past. If your subordinates show a positive will to learn from your boss’s experience, you may feel like your boss will talk.

Of course, depending on your relationship with your boss, there are many possibilities that a good impact will come out. At least if you approach it with sincerity, wouldn’t it be a bad result?