The Store Manager's Job: On Communicating

There are times when I want to convey something to someone. When I feel the need to communicate something—not just idle chatter—I think about how I can properly get my thoughts across to the other person.

It is quite difficult to convey exactly what you want to say 100% of the time, often leading to feelings like, 'I couldn't even say half of what I wanted,' 'I wonder if they really understood,' or 'They didn't get it at all.' How can we improve our ability to communicate, even just a little?

<What is the point you want to make?>

First, let's organize what you want to say. Try to summarize it as simply as possible and write down the key points.

If there are several points, list them out individually. However, do not say them all at once. The other person will become confused and won't be able to process it. In the end, they won't know what was said, nothing will stick in their mind, and the only thing that will remain is a negative feeling from having been told various unpleasant things.

To make it easier for the other person to logically organize and digest the information, decide on the order in which you will present it, and deliver it one point at a time.

<When to communicate: What is the 'Golden Time'?>

Once you have thought about what you want to say and decided on the order, look for the right opportunity to communicate it.

People have times when they are more receptive to conversation and times when they are not. If you start a conversation at the wrong time, it may cause resistance and have the opposite effect.

I put this into practice at the securities company I joined right after graduating from university.

From just before 11:00 AM to just after 1:00 PM, and from around 4:30 PM to 7:30 PM, we would not do new business development, but instead focus on updating existing clients on the day's market movements or handling transactions. We were told to do new business development during 'Golden Time': after 10:00 AM, from around 2:00 PM to 4:00 PM, and from around 8:00 PM to just after 9:00 PM.

When people are hungry, they are irritable and rarely in the mood to listen to someone patiently. Conversely, during the time after a meal when they are full, they are relaxed and their guard is down, making them more likely to listen even if they weren't initially interested.

Take advantage of this 'Golden Time'.

If the content you want to convey is bad news, something the other person might not want to hear, or something difficult to say, use this Golden Time. Be careful, as starting such a conversation right before a lunch break or before the end of the workday can lead to the person not listening at all or cause unexpected resistance. First, judge whether the other person is in a state to listen.

<Where to communicate: Set the environment>

If the news is good, joyful, pleasing, or involves praise, there is no need to be particular about the Golden Time. It might even be more effective to do it when others are around and it is a bit noisy, as their mood will already be elevated.

If the news is bad, it is better to change the location to somewhere a bit quieter and more formal. By doing so, the other person can prepare themselves to listen and will feel that they need to pay close attention.

It is also important to create an environment where people can be heard.

<How to communicate, and the order of the conversation>

Even when hearing the same content, the impression left on a person changes completely depending on the order in which they hear it.

If you hear something bad after hearing something good, only the bitter memory remains. Conversely, if you can hear something good after hearing something bad, your mood will brighten.

When coaching staff, use this psychological strategy.

First, specifically praise the staff member for things they are diligent about, excel at, or have done well. Just doing this will make them feel good and open up. After that, bring up the main topic: the areas where you want them to improve or points you want them to be careful about.

The key at that moment is to briefly convey the main point first, then observe their reaction before going into more detail. Imagine it as gradually helping them absorb the information.

Just as you cannot swallow something large and hard if you put it in your mouth all at once, you should show them the whole picture first, then break it down to make it easier for them to digest.

The point to be careful about here is not to talk on and on, or be overly wordy.

Stop at the stage where you think they have been able to digest it. If you overdo it, they will think, 'That's enough, I get it, please stop,' and it will be rejected. Observe the other person's facial expressions closely.

And just because you have said your piece, you must not end it there. The final thing you must not forget is to add a word that connects to the future, a positive remark, or a bright outlook. End it by making them feel positive.

Never end on a negative note. You must make them think, 'Ah, that was a good talk, I'll keep doing my best.' Simply saying what you want to say is meaningless.

<Follow-up: Did it get through?>

There are people who often say, 'I told them.' They say it as if they have no responsibility at all, but they completely fail to understand what the purpose is. I think it is equivalent to abandoning one's duties.

Just 'telling' them is not enough. The goal, and what is important, is that it is properly 'conveyed' and understood.

For that, you need to confirm that it has been properly understood.

Watch the staff member's subsequent actions to see if your instructions were properly understood, if they are being executed, and what the progress is; do not forget to keep an eye on them.

<Don't forget, don't rush, keep watching>

Only when you have confirmed that it is being put into practice can you say that you have truly "communicated."

Everyone has their own pace.

Some people are slow to learn, while others are fast. Even if someone seems to understand at the time, some may have only absorbed half of it, while others may give a delightful response beyond your expectations, "knowing ten things from hearing one." However, this speed is not really the issue. The goal is for the other person to eventually be able to change, so if you think they are slow, do not give up; keep explaining it repeatedly.

If you see even a trace of effort, offer a helping hand while praising them, intending only to assist with the main points. If they can confirm for themselves that they are not on the wrong track, it will give them momentum. If they are slightly off course, help them correct it. Just knowing that someone is always looking out for them is enough to motivate people.

Let us continue to engage with them persistently without giving up.

Did this message come across clearly? Thank you for reading. If you liked it, please give it a like and follow me. I will continue to strive to write good articles, so I appreciate your support.