Start by Building a Team of Three
Today, I will reveal how to build the strongest team.
In the first article, I talked about our shop's team-play culture. This time, I will specifically address the question, So, how do you build a good team?.
Thanks to everyone, our shop is running well, and that is entirely because the team is working well.
Moreover, because there is a culture within the team, new members fit in smoothly when they join. Training takes little effort.
There is a little 'method' to building a team and creating a culture. I would like to introduce that specific method in the second half of this article.
Host clubs are businesses that 'sell atmosphere'
I run a host club.
When I went out for a meal the other day, someone who knew nothing about this industry was sitting with us, and there was a moment where I had to explain what I do. I explained it like this:
“Right now, the four of us are talking here, right? Suppose there is one empty seat next to us. We are in a business where we put a value on 'being able to sit in that seat' and 'being able to enter this space,' and sell that.”
In other words, we are not 'selling individuals,' but selling the 'atmosphere of the shop' created by the team.
A shop that creates star hosts and competes through 'stand-alone play' cannot do that. If a shop relies on a famous host as its advertising tower, it cannot sell 'atmosphere.'
We have been thinking for a long time about how to make a business viable in a 'shop without an advertising tower'.
The answer was to create an atmosphere.
Creating an 'atmosphere' that makes people want to join
An 'organization with a good atmosphere' works positively for both the customers and the staff who work there.
For example, suppose there is a sports club team that is good at baseball. It might be because the individual abilities are high, but there must always be an atmosphere for becoming stronger.
That atmosphere is one where the club activities are fun, you can get absorbed in them, and you want to go to practice. It is about creating an atmosphere where people 'want to be there,' rather than being forced to go to that place or being dependent on it.
By creating that atmosphere, the number of people who 'want to join' increases, and if it is a club, it becomes stronger, and if it is a shop, it prospers.
Customers also feel the good atmosphere and think, 'I want to be in that place.' As a result, the value of the seat goes up.
A team that runs well has a 'culture'
The "atmosphere" creates the "culture" of an organization.
Our shops already have a "culture" established. Newcomers instantly sense this culture and adapt to it.
When a culture is established, people will naturally take the right actions without the need for detailed training or correction. "This action doesn't fit this shop," or "That kind of action is typical of this organization," they will naturally correct themselves.
Whether or not a culture exists is an extremely important key as a team grows.
First, the "Initial Three" are Important
In building a team and forming a culture, the launch phase of a shop—in other words, the "zero-to-one" phase—is extremely important. If the "core" of the team is not solid, the team will not develop well.
A team should first be built with "three people." Including yourself, that makes three. This number three is a major point. You as the leader, and two others.
Why "a leader plus two people"?
With two people, it is relatively easy for the leader to exert influence. Get those two people facing the same direction and working in the same way.If you can do just that, the "core" of the team is formed.
Do not change those two people frequently or leave it ambiguous; decide clearly.
No matter what happens, tell those two first. Everything you think or feel should be communicated to those two.Hold a meeting with the three of you every day. By doing that, focus only on those two first and have them follow the policy strictly. As a result, others will also start to think, "This is that kind of shop."
I am currently overseeing a shop called "Classy," and there are two people who act as the "core" there. When media opportunities arise, I consult with them or bring the topic to them first.
The three of you become the center and foster the team's culture. After that, those who fit that atmosphere will remain, and those who don't will leave. As a result, the shop will be growing three months later. That is the strategy I take.
Thoroughly Teach Your Thinking to the Two People
For a leader, those two are, so to speak, "trusted confidants."
Create two confidants to whom you can say anything. And once you have decided on those "two," declare it intentionally so that it is visible to those around you. Give those two confidants more and more work, and clearly declare to the entire team, "We are going to build the culture with these two."
Because those two are seen that way by others and take on a major role, they start to "look the part."If you have them wear "top-tier clothes," they become people who suit them.They change quickly. I am mindful of that and do it on purpose.
The criteria for choosing confidants is not "because they have been here a long time" or "because they have high sales." Imagine three months or six months from now, look at their character, and choose the person you think, "I should elevate this person."
Therefore, there are times when I "replace" long-term employees.
The long-term employees who are replaced may leave in jealousy with their heads hung low, or they may find a suitable position and remain at the shop. In fact, even in our organization, there are 10-year veterans who get overtaken by newcomers.
Even if high-performing or long-tenured employees push back or sulk, my core principles remain unshaken. If they confront me asking, 'Why him?', I have the words ready to explain clearly, 'Because it's like this, isn't it?'I also have the weapon to properly say, 'If you're going to sulk over that, then that's as far as you'll go.' I possess that as well.
Even a long-time employee can become a key person later on. That is a matter of timing. My members understand that perfectly.
The important thing in team building is to create this 'core of three'. I am extremely strategic about this part alone.
Honestly, that is all there is to 'culture building'. The rest happens naturally. We are just continuing along this path now. Compared to when we first started, it runs on its own, so it is truly easy.
Why have 'two' trusted lieutenants?
Why are there 'two' trusted lieutenants? Let me explain a bit more. Why can't it be one, or three or more?
Many leaders probably have 'only one trusted lieutenant.' These are organizations that value a so-called 'number two'. But I never create a 'sole number two.' You must create two 'number twos.' Why is that?
It is because if there is only one 'number two,' that person might betray you. And, they might also get the wrong idea. As the leader, I would then be unable to stop that misunderstanding.
A misunderstanding is when they become convinced that 'I am the top, and I have the influence.'
If they do that, it also irritates me personally. The person themselves also starts worrying about 'their own evaluation.' At that point, the relationship has gone wrong.
Also, if there is only one trusted lieutenant, it doesn't become a 'culture' in the first place.
The speed will likely drop as well.
Pyramids and tripods are stable because they are 'three'
Then what about having three trusted lieutenants?
If you have three trusted lieutenants, it actually becomes a bit difficult to manage. The way things are communicated becomes weaker, and each person starts to have their own agenda. Since there are four people in total, they might split into 'two and two,' or factions might form.
After all, a team core of 'three' is best to start with. Just as pyramids and tripods are stable because they have three points, 'three people' is just right.
You raise two trusted lieutenants and create the organization's culture. As you do that, a person suitable to be a leader emerges from within. Then, that new leader finds two trusted lieutenants of their own, creating a team core.
By repeating that process, the team continues to grow larger and larger.
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