8-3 | People who achieve results without exception 'decide for themselves' - The resolve not to entrust judgment to others - (3/3)

Based on my experience to date and
having observed people who consistently achieve results in the world,
there is one thing I am certain of.

Without exception,they have a 'self'.

I served as an executive in charge of overseas operations for a long time.
There is a scene I witnessed many times during that period.

People who were, compared to me,
• More experienced
• More fluent in English
• Possessed more impressive academic backgrounds and titles

Such people,
could not achieve results.

On the other hand, I continued to achieve results.

What was the difference?
The answer is surprisingly simple.

I 'decided for myself'

In Japanese companies,
important decisions are always referred to meetings (such as board meetings).

However, the people making decisions at board meetings:
• Do not see the front lines
• Do not know the background leading up to the situation
• Do not experience the other party's position or sentiment

Despite this,
they express opinions based solely on their own wins
and then issue instructions.

What happens as a result?

Nothing gets decided.
Negotiations stall.
Trust is lost.

The one and only condition necessary for negotiations with foreigners

When I was asked to handle important negotiations,
I always declared this in advance:

'If it is above this line, I will sign the contract.'

In other words,
• How far I can concede
• Where I cannot concede
• Who makes the final decision

I had clarified these things in advance.

Therefore,
• I can decide on the spot
• Negotiations move forward
• I am trusted by the other party

This is a necessary condition
in negotiations with foreigners.

'Following precedent' kills judgment

In Japanese companies,

'This is how it has been done until now'
'There is no precedent'

These phrases carry immense weight.

And,
the larger the organization becomes,
the more dominant this way of thinking becomes.

As a result,
• No one decides
• No one takes responsibility
• But the number of meetings only increases

Judgment is diluted within the organization,
and moves further away from the front lines.

The one and only principle to change an organization

There is one thing I can assert.

Achieving the objective is the job.

What is needed for that
is not difficult systems or grand philosophies.

In decision-making (meetings),
do not include people who do not bear responsibility for the results.

That is all.
• People who cannot decide should not be in the place where decisions are made
• People who cannot take responsibility should not be involved in judgment
• Decision-making authority should be given to those close to the front lines

Just by doing this,
the organization will change surprisingly.

Lightening the burden of judgment means distributing resolve

Lightening the burden of judgment
is not about:
• Reducing rules

• Or reducing meetings.
It is about clarifying 'who decides'

and passing the resolve to decide to the front lines.

The moment you entrust judgment to others,
people stop moving.

The moment you take back judgment,
people start moving.

Taking ownership of judgment
does not mean carrying everything alone.

To return to a state where you can decide,
sometimes you need a place to externalize and organize your thoughts.

If there is a topic where judgment is currently stalled,
a sounding board to lighten the burden of judgmentplease just remember that this option exists. (Details are listed in my profile)