🌸Management Future Notebook - Thursday - (Issue 71) - Complete Preservation Edition: 'Why Business Leaders Should Learn Coaching' - What is a 'Company That Builds People' That Cultivates Independent Employees?
🌸Management Future Notebook - Thursday - (Issue 71) - Complete Preservation Edition: 'Why Business Leaders Should Learn Coaching'
-- What is a 'Company That Builds People' That Cultivates Independent Employees?
(Written by Akifumi Yasumura / Business Ability Development Co., Ltd.)
■ Introduction
It has been a long time since we were told we are in an 'era of talent shortage,' but the voices heard from the field are that 'the most talented employees are the ones who quit.' Strengthening recruitment alone has its limits, and how to cultivate people and make them take root in the organization determines a company's competitiveness.
The key to this is a 'learning organization' and a 'coaching culture'.
■ Learning Organizations and Coaching
In 'The Fifth Discipline,' Peter Senge stated that 'for a company to grow sustainably, it needs a mechanism for continuous learning.' However, it will not take root with theory and mechanisms alone.
In reality, it only functions once a 'coaching culture,' where superiors and subordinates ask each other questions and encourage growth, has permeated the organization.
Coaching is not one-way instruction; it has a bidirectional nature where even 'subordinates coaching their superiors' can occur. When this becomes a daily routine, the organization is revitalized at once, and employees begin to act independently.
■ The Case of Starbucks
In recent years, Starbucks has garnered strong support from young people as a symbol of a 'learning organization.' The job application ratio has reached 700 times, and even according to testimony from recruitment personnel, it is said that 'triple digits are certain'.
On social media,
'I feel like I can grow with peace of mind here'
'It is attractive as a company where I can learn'
'They value psychological safety'
Voices like these are spreading.
In other words, the 'environment where one can continue to learn' itself has become a brand value, directly linked to the job-seeking behavior of young people.
■ Konosuke Matsushita's Universal Perspective
When looking at these trends, Konosuke Matsushita's famous quote comes to mind.
'If someone asks you what kind of company Matsushita Electric is, tell them it is a company that builds people.'
No matter how much the times change and it is said that the values of young people have changed, the essence that a 'company that cultivates people' is an attractive company remains unchanged.
The reason Starbucks is supported by young people and Konosuke Matsushita's management philosophy both have the same underlying philosophy of 'respect for humanity' and 'human resource development'.
■ The First Step Executives Should Take
What executives can do starting tomorrow is not complex system design.
Ask your subordinates questions in 1-on-1s
Try asking, 'How would you like to utilize your strengths?'
Adopt one coaching mindset
This small practice is the first step toward a learning organization.
■ Editor's Note
The philosophy of a 'company that builds people' is actually a universal starting point for management. The popularity of Starbucks also has a stance that embodies this.
I feel that the question, 'Is your company one where employees keep learning?' is a theme that should be re-examined precisely because of the current era.
■ Today's Question
Can you proudly say your company is a 'company that builds people'?
Are your subordinates coaching you?
■ Cat's Mutterings 🐾
'The scent of nurturing people is more important than coffee, meow ☕🐾'
■ Conclusion
A learning organization is not just for special companies.
As long as executives keep the perspective of 'nurturing people,' any company can start.
👉 If you need consultation or support, please feel free to contact us.
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■ Next Issue Preview: Friday, March 20
'Why does history repeat the same questions?'
-- The 'speed gap' between technological progress and human maturity
■ Special Appendix: Learning Organization & Coaching Culture Self-Assessment (Yes/No)
□ Every employee can articulate the management philosophy and vision in their own words.
□ Subordinates can provide frank feedback to their superiors.
□ Two-way coaching dialogues, such as 1-on-1s, have become a habit.
□ Employees feel that they can 'fail with peace of mind'.
□ Superiors are trying to help subordinates grow through 'questioning'.
□ Learning opportunities are provided not only for new hires but also for veteran employees.
□ Employees can say, 'I can continue to learn at this company'.
✅ 5 or more Yes → A learning organization is sprouting.
✅ 3-4 Yes → Some initiatives are in place, but the culture is weak.
✅ 0-2 Yes → Let's start by building the foundation for a learning organization.