【管理職必見】優秀なリーダーがチームメンバーに必ず教えていることとは？

Summary

優れたリーダーが教えるべきことは、仕事の意味と『なぜ』働くのかを理解させることが重要だというメッセージが強調されています。新入社員が入社した後、何をどうするかではなく、なぜその仕事をするのかを教えることで、モチベーションを高め、成長につなげることができます。優れたリーダーは、基本的なマナーや態度だけでなく、感情や思考を大切にし、社員にフィードバックを与えながら成長を促します。結果的に、整理整頓や清掃のような小さな習慣が大きな信頼を生み、成功につながると語られています。

Takeaways

• 😀 リーダーが部下に最初に教えるべきことは、なぜ仕事をするのかという基本的な理由である。
• 😊 新入社員が会社に入ってから何をするかが最も重要であり、入社直後は意欲的な時期であるため、しっかり話を聞くべき。
• 😌 目標や目的は大切だが、常に「なぜ」仕事をするのかを忘れないことが大切。
• 😃 新入社員が最初に学ぶべきは、「なぜ」と「何」のバランスが必要だが、最終的には「なぜ」が最も重要である。
• 😇 顧客に対する態度や感情を大切にし、何をすべきかだけでなく、なぜそれを行うべきかを理解することが重要。
• 😅 上司が「なぜ」を教えなければ、社員は「どうやって」にだけ焦点を当ててしまい、人間らしさを失う。
• 😎 新入社員には、最初は上司や先輩からのフィードバックが必要であり、会社の優先事項やルールをしっかり理解させるべき。
• 😏 掃除などのルーティン作業も、人間としての気づきや整理能力を養うために重要である。
• 🙃 「なぜ」について考えることができる人材は、最終的に結果を出し、昇進する可能性が高い。
• 😊 優れたリーダーは、部下に「なぜ」を教え、仕事を通じて人としての基本を学ばせることで、優秀な人材を育てる。

Q & A

質問1: なぜ「なぜ働くのか」を教えることが重要だと言われているのでしょうか？

答え1: 「なぜ働くのか」を理解することで、社員が仕事の目的や意義を明確にし、モチベーションを保ちながら業務に取り組むことができるからです。目的が不明確だと、単に「どうやるか」だけに集中しがちで、結果的に仕事に対する情熱や目標が失われる可能性があります。

質問2: 新入社員に最初に教えるべきことは何ですか？

答え2: 新入社員にはまず、会社における「なぜ」が重要であること、つまり仕事の目的や顧客に対する態度を教えるべきです。なぜそのように接するべきかを理解することで、ただの作業ではなく、意味のある行動として捉えるようになります。

質問3: 新入社員が最初に直面する「何をするか」「どうやるか」の問題について、どう対応すべきですか？

答え3: 最初は「何をするか」「どうやるか」に焦点が当てられがちですが、その前に「なぜ」その仕事をするのかを理解させることが大切です。これにより、仕事の進め方だけでなく、その背後にある意義や目的を理解させることができます。

質問4: どうして「なぜ」を忘れてしまう人が多いのでしょうか？

答え4: 「なぜ」を忘れてしまう理由の一つは、上司や指導者が「どうやるか」「何をするか」だけに焦点を当てて指導することが多いためです。これにより、社員は仕事の手順や具体的な行動にばかり気を取られ、根本的な目的を見失うことがあります。

質問5: どうやって社員が「なぜ」を忘れないようにできるのでしょうか？

答え5: 社員が「なぜ」を忘れないためには、定期的なフィードバックや指導が重要です。特に、上司や先輩が日々の業務を通じて「なぜ」が大切であることを意識させるように指導することで、社員が目的意識を持って仕事に取り組むことができます。

質問6: トイレ掃除や早朝のオフィス掃除が人材育成にどのように繋がるのですか？

答え6: トイレ掃除や早朝のオフィス掃除は、整理整頓や細かいところに気づく力を養う訓練になります。これにより、仕事においても整理された考え方や迅速な対応ができるようになり、結果的に信頼を得ることができます。

質問7: 人が「どうやるか」だけに集中してしまうのはなぜですか？

答え7: 仕事の進め方や手順に集中しすぎると、目的や意義を忘れてしまう傾向があります。また、多くの場合、上司が「何を」「どうやるか」ばかりを指示するため、社員はその部分だけに意識が向きがちになります。

質問8: 長期的な人材育成には何が必要ですか？

答え8: 長期的な人材育成には、継続的なフィードバックと「なぜ」を意識させる指導が必要です。また、社員が自ら気づき、行動する習慣を養うことも重要です。これにより、個々の成長と共に組織全体の成長も促進されます。

質問9: なぜ昔は「トイレ掃除」や「早朝のオフィス掃除」が強制されていたのでしょうか？

答え9: 昔は、規律や自己管理を徹底させるために「トイレ掃除」や「早朝のオフィス掃除」が強制されていました。これにより、社員は仕事の準備や心構えを整え、細かい部分に気づく力を養うことが期待されていました。

質問10: なぜ早朝の掃除や規律が今でも重要視されるのですか？

答え10: 早朝の掃除や規律を守ることは、時間管理や準備力の向上に繋がり、結果として仕事の効率を上げることができるためです。また、こうした習慣を持つ人は、信頼を得やすく、機会にも恵まれやすくなります。

Outlines

00:00

👨‍🏫 Importance of 'Why' in Leadership and Human Resource Development

The first paragraph emphasizes the significance of understanding the 'why' behind one’s work and its impact on developing strong human resources. It discusses how focusing on personal motivations and goals can help new employees stay motivated after joining a company. The speaker reflects on their own experiences as a manager and stresses the importance of teaching subordinates to remember the fundamental reasons behind their work. Neglecting the 'why' can turn employees into robotic workers who focus only on the 'what' and 'how,' ultimately losing sight of the deeper purpose of their tasks.

05:01

🧹 The Role of Routine Tasks in Personal Growth and Organization

The second paragraph dives into the idea that even seemingly trivial tasks, like cleaning and being organized, can lead to personal and professional development. These habits help employees become more efficient, reduce wasted time, and gain trust from others. The speaker explains how maintaining a clean and organized workspace trains individuals to be aware of details, which builds a foundation for greater opportunities in the future. Such practices, although no longer enforced in many workplaces, are viewed as essential for cultivating a responsible and reliable workforce.

Keywords

💡なぜ

『なぜ』は、このビデオの中心的なテーマです。リーダーが新入社員や部下に対して教えるべき最も重要な要素として、仕事の目的や理由を理解することの重要性が強調されています。具体的には、新入社員がなぜその仕事を選び、なぜその企業で働くのかを常に意識することが求められています。

💡基本

ビデオでは、リーダーが部下に教えるべき「基本」が何であるかについて触れられています。この『基本』には、仕事の本質や人間としての基礎が含まれ、例えば顧客対応の方法や行動のルールなどが挙げられます。これらの基本を理解することで、優れた人材が育つとされています。

💡フィードバック

新入社員に対する日々の『フィードバック』は重要な指導方法とされています。上司や先輩が定期的にフィードバックを与えることで、社員が何を優先すべきか、またどのように成長すべきかを明確にする助けとなります。

💡顧客満足

会社の最優先事項として、『顧客満足』が強調されています。リーダーは社員に顧客に対する態度や感情を教えることで、顧客満足の実現に寄与することが求められています。これは社員の行動基準を決定する上で重要な要素です。

💡ルール

ビデオでは、会社として従業員に従わせるべき『ルール』が存在することに言及されています。これには、行動規範や、会社内で守るべき最低限の事項が含まれます。これらのルールは、社員が優れたパフォーマンスを発揮するための基盤となります。

💡整理整頓

『整理整頓』は、仕事における重要なスキルの一つとして述べられています。例えば、清掃活動や物の管理が行き届いていると、仕事の効率が向上し、無駄な時間を削減できるとされています。整理整頓の習慣が、信頼を積み上げるきっかけにもなると述べられています。

💡自発的行動

ビデオの中では、『自発的行動』が結果を生む重要な要素であるとされています。誰から言われることなく、自分で気づいて行動することで、信頼を積み重ね、将来的なチャンスを得ることができるとされています。

💡早朝出勤

『早朝出勤』は、ビデオの中で自発的な行動の一例として挙げられています。早朝に出社し、清掃活動などを行うことで、信頼を得て、将来的に大きなチャンスを掴むことができると述べられています。

💡成長

『成長』は、フィードバックや基本的なルールに従い、なぜ働くのかを理解することで得られる結果として述べられています。特に、リーダーシップを発揮する人々は、こうした基本的な行動を通じて自分を磨き、結果として成長していきます。

💡習慣

ビデオでは、日々の行動や態度が『習慣』となることで、成長や信頼を築くと述べられています。小さな行動の積み重ねが、最終的に大きな成果をもたらすことが強調されています。

Highlights

Leaders must emphasize the 'why' behind the work to help employees understand their purpose.

New employees tend to be excited and motivated when they first join, making it a crucial time to engage them.

Focusing solely on 'what' and 'how' tasks can turn people into robots, forgetting the reason for their work.

Providing daily feedback and support for new employees is essential to help them develop properly.

It's important to instill company values, such as customer satisfaction, from the very beginning.

Excellent leaders teach development through practical actions, like instilling good habits and attitude.

The 'why' is related to emotions and thoughts, while 'what' and 'how' reflect actions.

In the past, employees were expected to do certain tasks like cleaning, which fostered awareness and discipline.

Employees who develop a sense of organization and attention to detail grow to be more capable and efficient.

Trust is accumulated through consistent behavior, like coming to work early or maintaining cleanliness.

Opportunities come more often to those who show diligence and awareness in their work environment.

Encouraging self-discipline and organizational skills early leads to better long-term results for employees.

Even when external pressures decrease, employees who maintain good habits continue to grow.

Companies should set clear rules about the minimum standards expected from employees to foster consistency.

Cultural books outlining company expectations can guide new employees and help them align with company values.

Transcripts

People who can talk about the fundamentals of

who they are

and why they work

are more likely to develop good human resources.As

I always say,

why is important.What

a character president and manager should teach is excellent. What leaders teach

recently I became a manager, and

I was really worried about what I should teach my subordinates first.What

would I teach my team members if I were the president?

Is there anything that you teach them?

First of all , it's extremely important

after you join the company.I

think that

most people tend to focus on things like

whether the people who join the company are good or bad, but I

don't think so. I think

the most important thing is

what happens

after you join the company.If

you talk about what happens after you join

the company, it's the time after you join the company when you 're really motivated

to change jobs or get a job and do your best

, so it's the perfect time to listen to

what they have to say. When I say this,

the first thing to note is that

you are more likely to develop good human resources

if you have someone who can talk about the basics of who they are as a

person and why

they work.I

always say

that the important thing is why

you work. Things like goals and

objectives are important, but

when you're a new employee,

you go through a lot of communication, and when you get hired and receive a job offer,

you're really excited.You think

a lot about why you want to work at this company and

what your goals are.

If you

go there after entering the training program, you

'll hear a lot of good things and

get very excited.Once

you go to work,

you'll know the why, the purpose, the goals, and the amazing things you've done, but

in the end, what?

At the beginning of the training, we focus on the "

why" and "why", but

as the training progresses,

we get to know

what you are going to do and

how you are going to do it.

When you first start

out , it's all about how.

What time do I wake up in the morning,

what time do

I arrive at work? What do I want to do

? Everyone forgets why. They

teach me that the why is the most important thing.

I think it's very important

to have people you care about.If

you don't do that,

you'll

end up becoming a how person

who only thinks about how to

do something and

how to do it. So,

what does this job mean to me?

For example, in our company,

it's important to treat customers in this way,

to treat them with this kind of feeling, and

so on. However

, if you forget that

and keep going back and forth between what and how,

you will forget all

about why you should

treat your customers well and why you

should approach them with this kind of attitude.

I think this is probably the case with any job, and

the reason why so many people forget why

they're doing this job and

why they're working so hard is because of their

boss . If you don't say something like that,

you will be forgotten more and more and

you will become like a robot, so

for new employees,

I would like

to report and give feedback

every day for a while

Of course, it is preferable to have a boss, but

when there is no one there, I

would like to have a senior.

It is important to make sure that the implementation is carried out

while involving the employees , and

in that feedback, what should be taught is the priority of what is important as a company,

for example

, customer satisfaction is the highest priority

for our company . Then,

we instill in them things that they should absolutely not do

, as well as rules of attitude and behavior,

and in doing so, we make excellent

and good people who can

teach them the basics of

what it means to be a person and what

work is like. I think this is connected to development.This

may be a little off-topic, but instructions that lead to development are taught by excellent leaders.A

long time ago, back in the Heisei era,

my boss told me that new employees should use the toilet as much as possible every day.

I think there was a time when employees were forced to do certain things,

like being told to clean the office or coming in earlier than everyone else to clean the office, but

these days,

companies don't really do things like that.

There is a trend that people don't say this anymore, but do you actually think

that this kind of thing is connected to the development of human resources

?It's really connected.People

often say that,

after all, humans have emotions and

think. There is

action, there is action, and there is a result, right?

The why, what, and how that I mentioned earlier

,

in my opinion, are emotions and thoughts.In

the end, actions become how.What

and how But when I

say a long time ago ,

I probably mean a long time ago, but

there was a why,

and if you do this, this will happen, and

if you do this, this will have a certain meaning

. I think the number

of people who only say what and how has increased, and

that probably

means that when you're new, you're told to come in earlier than everyone else,

clean the toilet, etc.

That's why you say what and how.

I think that if people only tell you what and how, fewer people will tell you

why

it

's better to do something.In

the old days,

you had to figure it out on your own,

but in the beginning

you were forced to do something and pressure

was put on you.

Everyone may do it reluctantly, but even

when the "How" and "What" are repeated

, those who realize

why they are doing it are

the ones who get the results and

get promoted

. I'm told, but

it's hard to say, and

there's no one to tell me why.The

person who can tell

me why

goes back to what I said earlier.In my opinion,

it would be better to clean it up.

The

reason is that

what I do at work

is a practice of awareness.

Training to become a person who notices details

There are many people who cannot do their jobs

if they are not organized.For

example, to put it in an extreme way,

where is

your computer or your bag ?

Where did you put that?

Because of this, I spend a lot of time looking for things and thinking about them.If

I was organized, I would be able to quickly

figure out where that thing is. Ah,

I'll finish this soon.

Repeating this sounds pretty loud.

That means you'll have more time to act,

and you'll be able to cut down on unnecessary time.

Cleaning

will make you better at organizing.

You'll learn to notice

that

this place hasn't been cleaned, or that

there's dust here that bothers you.Also,

I'm not aiming for this, but

to be honest, I don't see people around me like that.

I always look

at people who do this consistently,

and without even realizing it

, they are actually accumulating trust.The

probability that opportunities

will come to those people increases more and more.So,

for

example, it's okay to do cleaning. When you say "dots,"

you develop the ability to notice things

, and you develop the ability to organize things.In

fact, before you know

it, you're accumulating trustworthiness in places you can't see.With

this, you'll get a big opportunity someday.You'll

be loved

and cared for.

It's the same thing as being approached earlier in the morning than anyone else

when an opportunity arises.Being

on time and

being prepared

are extremely important elements in work.I

decided to continue doing those things.

People who have the energy to complete tasks and

are truly capable of doing so

will be able to do the job as a result.The

fact that they were told to do something became a habit and

before they realized it, they started to grow. I think I was able to do it, but

now no one is saying that anymore and

the people who are doing it are just doing it, so I'm wondering

why I should do this or

what will happen after I do this.

I think it's nice to have an organization or a boss that makes you aware of things like that, even if you look at it from the outside.That

's why

I

don't tell people to do things these days, so

what would be the ideal situation?

I think it's a good idea to set rules for the minimum things that must be done.For

example, at our Tokyo head office,

we have several new graduates who joined us this year, and we've written

about the importance of these things as a company

in our culture book.

There are many things written

about this , but there are actually children who continue to do what they are told.

They come early in the morning,

come earlier than everyone else,

and clean properly.

They continue to do what they are told. Well,

I'm getting results after all.

I'm getting better results than the kids around me, and

those habits and

honest actions

are tied to my work.

If something happens next time, I'll give them a chance, and

everyone is aware of that. That's what I think.If

you keep going

even when you're not looking,

it will eventually become your strength.That's

right.Mr.MojiThank

you for today.SummaryWhat an excellent leader teaches. Once again,

I would like to ask you to summarize

what an excellent leader always teaches his team members.I think that the why is important,

so I will explain the meaning of work and

why we do the work

. I

think

we can create a lot of talented people who

are taught

the fundamental why of

being

a person

through their daily

work

.

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