For both organizations and teeth, it is too late once the pain starts.

Hello.
This is Dan.

Actually,
I have been going to the dentist since February.

It is embarrassing to admit,
but I started thinking,
"Maybe things are getting bad" over a year ago.

However,
"It's still okay."
"I'm busy, I'll go next time."

While I was thinking that, time just slipped away,
and in the end, the pain started,
and I had to go to the clinic after it swelled up.

As a result,
it has been about half a year since I started treatment.

If I had gone sooner,
it might not have dragged on this long.

And one more thing.
There is something I had been thinking about in the back of my mind the whole time.

"Won't they get angry at me for not coming until it got this bad?"

Of course,
in reality, the doctor did not say
a single word like that.

"It's okay. Let's fix it together."

They welcomed me with such kind words,
and I was able to receive treatment with peace of mind.

Even though I wasn't going to be scolded,
I assumed it on my own,
and ended up putting off the visit even further.

And I thought,
this is the same for organizations.

"That employee got married. They said they wanted children, so I should think about a replacement."

Even while thinking that,
I get caught up in daily work and put it off.

Before I know it,
"I'm pregnant."
I start frantically thinking about staffing.

"That manager and their subordinate haven't been getting along well lately. I should try to talk to them in a 1-on-1 soon."

Even if I think that,
I can't seem to find the time.

And then one day,
a resignation letter is submitted by the subordinate.


Harassment,
turnover,
and labor shortages
often appear to happen suddenly.

But, in reality, that is not the case.

By the time it surfaces,
the problem has already become serious.

Just as a cavity is quite advanced by the time a tooth hurts, organizational problems also have stagnant air and deteriorating relationships by the time they become visible, and repairs take both time and cost.

That is why what is important
is "prevention" rather than "treatment."

🌀 Anticipating employees' life events.
🌀 Conducting regular 1-on-1s.
🌀 Not overlooking small signs of discomfort in the workplace.
🌀 Establishing systems and creating an environment where it is easy to consult.

None of these are special things.

But those small, accumulated efforts
prevent major troubles.

And one more thing
I learned from the dentist.

A dentist's office
is not a place you go to only after your teeth start hurting.

It is a place you visit regularly
to get checked so that things don't get worse.

Isn't a company the same?

Instead of consulting an expert
after a problem occurs,
have your organization checked regularly
so that problems do not occur.

A company that has such an "organizational family doctor" should surely be able to prevent major problems before they happen.

I myself
felt this anew through this dental treatment.

"It's still okay."

That phrase
might be the most dangerous sign of all.

For both companies and teeth, it is too late once the pain starts.

That is why
instead of acting after a problem occurs,
prepare so that problems do not occur.

That,
I believe, is truly building a strong organization.

Organizing a company is organizing people.
If people are organized, the company will become even stronger.

🌈🌈🌈🌈🌈
Thank you
for reading until the end.

Human resource issues in small and medium-sized enterprises
cannot be solved by systems alone.

At Dan Consulting,
we provide support for business owners
with the themes of
1️⃣ Harassment prevention
2️⃣ Talent retention
3️⃣ Organizational development
4️⃣ Creating a comfortable work environment.