Businesses face various challenges, and I doubt there's any executive who hasn't worried about or thought about human resources. As a company grows, the importance of individuals who take on middle management roles becomes acutely apparent.
*This article will use the term "manager."
Suddenly, as I was overlooking my company's organization, I noticed managers acting like carrier pigeons, delivering their subordinates' complaints to management.
This is the easiest way to act like a boss without being disliked by your subordinates.
However, because no improvement activities are actually being done, nothing will change...
Employees work with some degree of anxiety or doubt.
To put it more precisely, I am living as a human.
Anxiety and doubt pile up, and when they exceed the threshold, they overflow as dissatisfaction.
For example, dissatisfaction with a partner at home, or dissatisfaction with the workplace at work.
When a manager interviews their subordinates, they often hear complaints, which are then relayed to upper management, the executives.
The manager's job is to address the initial stages of anxiety and doubt, and even more importantly, to think about how to prevent them from arising in the first place and to make improvements.
If I were asked about such dissatisfaction, I'd be free to say whatever I wanted, and we'd be nowhere near being on the same page.
When I had such challenges, I encountered a seminar called "Oneness Management" developed by Flaps Plan Co., Ltd.
I immediately had the opportunity to speak with President Fukunaga and explained the challenges our company was facing. Then, Mr. Fukunaga said this.
That's the same as driving without a license.
It's only natural that something like this would happen when you put someone in a management position who hasn't been trained to be a manager.
For example, most companies promote their top-performing salespeople to management positions, expecting that this will foster an organization that develops similar high achievers.
However, while that manager excels at achieving sales results, they have no track record in their ability to transfer those skills to others and educate them, lead a team, or instill company policy.
The reason we can drive cars is that we learned the knowledge and skills necessary for driving at driving school.
On the other hand, regarding managers, the situation was that without any training, they were being given orders like, "Yes, you're the manager starting tomorrow."
I believe many business owners would have a "Eureka!" moment upon hearing this.
Just a few tens of minutes before hearing this story, I was disappointed with my manager's incompetence, but it turns out that wasn't the case.
It was simply due to a lack of training for the managers.
I was told by Mr. Fukunaga that "Oneness Management" contains a lot of content that managers can learn everything they need to function within a company organization, so we decided to actually implement it.
This happened about a year ago.
Additionally, at our company, we have decided that not only the current managers but also the executive team (officers) will attend the training. This was partly due to Mr. Fukunaga's recommendation, but also because of our company culture. We do not unilaterally instruct employees to attend training by simply saying "go and take the course." Instead, our approach is for the executive team to take it first, and if it's deemed beneficial, then we introduce it more broadly.
So, after attending this seminar, how did the managers change?
I would like to take this opportunity to share with you.
When we conducted a survey, we received the following responses.
Maybe this isn't for me...
My workload is increasing, and I'm worried...
Can I really be a manager when I'm still so inexperienced compared to everyone else...
I'm anxious about whether my direction and judgment align with the company's.
This shows that most managers felt uneasy. It's understandable when you think about it, as this is the first time for them in at least this company organization to be in a managerial role. Perhaps only the executives are thinking, "They must be happy about being promoted and recognized."
When you say "manager," it encompasses a wide range of individuals with different departments, ages, genders, backgrounds, and personalities.
There were also differences in the degree of so-called perspective and self-awareness, and if there were numerical values like "manager level," there were gradations even within the lower levels.
The commonality among them was that decision-making was left to management, and managers had very little opportunity to think and act autonomously.
Given that he was driving without a license, it's understandable, but there was a significant gap between the management's ideal of "this is what a manager should be" and the reality for the managers.
When executives introduce external training or seminars within their companies, what concerns them is internal resistance. Of course, employees won't openly say "I don't want to," but it's not the kind of thing they'll be enthusiastically welcomed by participating employees.
So, when it was decided that our company would introduce this seminar, how did the managers feel?
Why are you spending time on this when you're busy? Shouldn't just the management do it!?
I'm excited to learn new things.
Should someone like me really participate...
How people receive things seems to be influenced by their personality and the situation they are in at the time (for example, workload).
Worriers tend to see things through the lens of worry, don't they?
What can be said for sure is that not a single employee says, "I'm grateful for this precious opportunity!" (laughs wryly)
So, in our company, they attended a total of nine sessions, held once a month. How did the managers' impressions of the seminar change over time?
The seminar instructors were kind.
I was wary, thinking it might involve forcing participants to compete, but it was completely different, and I started having fun as I did it.
I was surprised that there were many opportunities for participants to share with each other, rather than just listening one-sidedly.
The atmosphere was bright, and it was much more fun than I expected.
I see, your impression has changed before and after taking the course.
By the way, this "Oneness Management" is completely different from seminars that involve shouting, crying, or moments of artificially heightened tension.
Perhaps that's why there have been no negative comments from the employees who attended.
From a management perspective, doesn't that lower the barrier to adoption on its own?
The managers realized they didn't need to shout or yell during the seminar, so they let their guard down and became more receptive to the training.
What changes did the management, who attended the seminars with them and observed them closely, notice in the managers after they completed the seminars?
The dependence has faded, and I've started to be able to speak from a manager's perspective.
Through seminars, I've had many opportunities to confront myself, and my fear of self-disclosure has diminished.
They showed a tendency to ensure their words and actions were consistent.
I've become more interested in my subordinates and have started taking a more active role in commenting on their daily reports and conducting one-on-one meetings.
These may seem like small changes, but they have a big impact when you consider them as changes and growth that couldn't be achieved internally (by management).
Did the managers feel any difficulty or awkwardness with the executives being in the same position as seminar participants?
The moderate tension was good.
It was a good opportunity to hear the management's thoughts.
I was interested in how management would perceive the same theme.
I felt their commitment to leading by example.
I felt a difference in perspective with my manager.
It was good to be able to establish a common language with management based on what I learned at the seminar.
It seems there wasn't the difficulty I was concerned about.
Of course, it's meaningless if the participating executives are arrogant and only offer condescending advice.
The most important thing is to participate with an honest and proactive desire to learn.
Additionally, because the seminar explained the "difference in perspective" between management and managers, the managers were able to recognize the difference in the views they had compared to executives and felt the necessity to bridge the communication gap between them.
Through the seminar, the manager was able to become aware of each person's challenges and their own characteristics.
And it seems that they were able to experience firsthand that by changing themselves, they could also have a positive impact on their students.
"Oneness Management" has the phrase, "When I change, the team changes," and that was exactly it.
So, what stood out to the managers after attending the seminar?
There was a lack of initiative.
(To avoid wavering) We must adopt a holistic optimization approach rather than a localized one.
A labor union leader cannot just be someone who compiles and reports employee grievances.
The role is to clearly communicate the vision shown by management to the front lines.
As a manager, I need to change my approach (mindset, demeanor) for the sake of my subordinates and junior colleagues.
I lacked open-mindedness (the courage to self-disclose and the receptiveness to feedback).
As a manager, you seem to have noticed what's missing.
Even if the executive conveyed the same message, would the manager readily accept it?
Actually, strangely enough, it doesn't go that well.
As an instructor of external seminars, there is much that can be gained, and this can be said to be a significant benefit of the seminar.
Incidentally, Mr. Fukunaga called this phenomenon the "uncle effect."
It's a common issue: you feel great right after attending a seminar, but a while later, you slip back into your old ways... This is something we absolutely wanted to avoid at our company.
This made the effects even more palpable. So, I decided to create opportunities for the managers to be more mindful of their demeanor and interactions with their subordinates.
That is...
一般社員さん向けの『ワンネス経営』セミナーのサポーターとして協力してもらう
というものです。
セミナーを受講し、その内容に確かなものを感じました。
そして、この機会にマネージャーだけでなく、彼らの部下にあたる社員さんたちにもこのセミナーを受講してもらい、一気にワンネス状態（一体感のある組織）にしていこうと決断しました。
青天の霹靂でサポーターの役を担うことになったマネージャーたちですが、サポーターとして関わり、部下が受講する姿を見て、どう感じたのでしょうか？
積極的に関わるメンバーが多く、互いに刺激合っていて、変化と成長を感じる。
応援したい気持ちが高まった。
通常業務ではあまり話すことの少ないメンバーのことを知る貴重な機会になっている。
自分にとっても復習する機会になっている。
他のサポーター（マネージャー）のフィードバックに刺激をもらっている。
皆の「素直力」に驚かされる。
自社が大切にしている価値観（理念やカルチャー）を体現している仲間がいることが分かり、嬉しくなった。
マネージャーたちには、部下に興味と関心を持って接してほしかったわけですが、サポーターという役割を通して、部下の小さな変化を捉え、成長に喜べるようになってきました。
マネージャーの育成に課題を持ち、セミナーの導入を決断しましたが、経営陣から見たとき、現在マネージャーたちはどのように映っているのでしょうか？
教育や面談、懇親会での場づくりにも主体的に関わるようになって、「自分たちがリードするんだ」という気持ちを感じる。
「マネジメント」という言葉を使うようになり、少し視座が高まった。
「どうせ自分たちの会社なんて…」「どうせ自分なんて…」という発言が少なくなってきた。（各人の「あり方」が改善されてきた）
部下と関係性を構築する方法についても、マネージャーなりの創意工夫が出てきた。
チームメンバーの成長機会をつくり、成長を支援しようとする姿勢・行動が感じられる。
「マネージャーとして何が必要なのか？」を学んだことで、自ら考え、行動できるようになったようです。 「無免許状態」と比較すると、大きな差がありますね。
マネージャーの育成に課題を持ち、セミナーの導入を決断しましたが、経営陣から見たとき、現在マネージャーたちはどのように映っているのでしょうか？
教育や面談、懇親会での場づくりにも主体的に関わるようになって、「自分たちがリードするんだ」という気持ちを感じる。
「マネジメント」という言葉を使うようになり、少し視座が高まった。
「どうせ自分たちの会社なんて…」「どうせ自分なんて…」という発言が少なくなってきた。（各人の「あり方」が改善されてきた）
部下と関係性を構築する方法についても、マネージャーなりの創意工夫が出てきた。
チームメンバーの成長機会をつくり、成長を支援しようとする姿勢・行動が感じられる。
「マネージャーとして何が必要なのか？」を学んだことで、自ら考え、行動できるようになったようです。 「無免許状態」と比較すると、大きな差がありますね。
セミナーを通してマネージャーたちが学んだことはたくさんありますが、現場でどんな風に使っているのでしょうか？
「対話」と「会話」を意識して使い分けるようになった。
「アドバイス」と「フィードバック」の使い分けている。
相手のことを理解してから、こちらのことを理解されるという前提があることを意識している。
「部分最適」ではなく、「全体最適」の視点を持つようになった。
目標設定の考え方がスキルドリルの整理にとても役立った。
『ワンネス経営』で受けたメンタリングを参考に、月一の面談を行うことで、部下の変化を定点観測できるようになった。
セミナーで毎回行っていた、Good&Newを部署に取り入れた。
「リーダーシップ」「主体性」という言葉が浸透してきたことで、部下を頼りやすくなった。
部下に対して、ブレずに常に半円を描く姿勢をとること。 相手の信頼し、自分を知ってもらうこと（自己開示）の重要性。
セミナーで学んだことを各人が実践している様子が伺えます。
このようにセミナーの効果が持続して、実践できている理由は、前述のサポーターもありますが、マネージャーたちが一緒に受講したというのも大きいと思います。
共通言語を持つことができ、マネージャー同士の会議でもそれが使われることで記憶に定着もしていきますし。
前述のように実践していますが、全てが上手くいっているわけではありません。 マネージャーたちが直面している難しさとは何でしょうか？
部下に失敗と挑戦ができる余剰を作ってあげられていない。
優秀な部下に対して、「私が何をどう教えていくのだろう」という思いがある。
表面的に優しい人をやめること。
「やるべきことをやらせる」が徹底できていない。
内発的動機を誘引できていない。
当時、一般社員さんと同じ視座で、部下の不平不満を聞いては経営陣にそのまま届ける、労働組合委員長の様にしか動けていなかったマネージャーたちも、視座の高まりとともに見える景色が変わってくるようです。
企業において、マネージャーに限らず、教育（育成）は一時的なものではありません。
理念型経営をおこなっている弊社では、理念をベースとしたワンネス状態（一体感）を創っていきたいと考えていたわけですが、そのためには、価値観に基づいて対話を重ねることが重要だと改めて実感します。
セミナーには経営陣も参加して、共に学んだわけですが、率先垂範の姿勢を見せることには大きな意味があったと感じます。こと教育において、山本五十六さんの格言に多くのことが集約されていると実感しました。
「やってみせ、言って聞かせて、させてみせ、ほめてやらねば、人は動かじ。
話し合い、耳を傾け、承認し、任せてやらねば、人は育たず。やっている姿を感謝で見守って、信頼せねば、人は実らず。」
企業毎に性格が違い、成長フェーズも様々です。
当然、一概に正解はありませんが、忘れていはいかないことは、「マネージャーも、一般社員さんも、役員も、人間」なんだということ。
誰だって安心したいし、前を向きたい。
自分をわかってもらいたいし、認められたい。 つまり、大事にされたいのです。
そして、一番大事にしないといけないのは自分自身。
どんなに周りに大事にされても、自分自身が自分を大事にできていなかったら、一生満たされることはありません。
ところが、日本人の特性上！？、ほとんどの人が自分自身に興味を持てずにいます（＝自分を大切にできずにいる）。
「自分に興味を持つということが一体どういうことか？」 これを説明できる経営者が一体何人いるでしょう。
『ワンネス経営』は、仕事というシチュエーションで自分自身に興味を持つこと、相手にも興味を持つことを学んでトレーニングする機会だったと感じます。
組織がもっとよくなる仕掛けや仕組みを自社で持つのは大変ですが、外部の力を借りるのもすごく有効だと実感しました。
経営者は遮二無二に走り続ける生き物で、気合と根性、試行錯誤と創意工夫でもって、「初めて」に挑戦し続けてきました。 「初めて」が得意な分、それを誰にでも再現できるよう、体系的な教育にまとめることは苦手なのかもしれません。 かく言う自分のことを振り返っても、２６歳で起業した時点では、経営者としての勉強なんて受けたことはありませんでしたから。無免許状態でしたね。
そう考えると、マネージャーを無免許状態にしている元凶は経営者ですね。 それでいて、「成果を出せ！」と言うのですから、たちが悪いです。 マネージャーの存在が組織でどれほど重要か？を理解しながら、実は無理ゲーを強いていたなんてね（苦笑）
これに気付けた弊社はラッキーでした。 『ワンネス経営』がベストかどうかわかりませんが、価値観を共有して同じ方向を見て進む理念経営を行っている弊社と、『ワンネス経営』との相性が良かったのは事実でした。
いかがでしたでしょうか？
今回、企業の成長に欠かせない中間管理職の育成・教育について、弊社が取り組んでいることを紹介させていただきました。
前述のメッセージで妹尾が述べているように、企業の性格や成長フェーズによっても、中間管理職の育成・教育方法は異なるでしょうし、市川が述べているように、『ワンネス経営』は弊社の考えや社風にマッチした方法だったということです。
「こういう方法もあるのだ」程度に捉えていただけたら幸いです。
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