🌸Management Future Notebook - Wednesday (Issue 91) - Complete Preservation Edition: 'Why Leaders Must Read the "Undercurrent" Rather Than the "Waves"' - A Leader's Way of Thinking to Avoid Being Swayed by "Fluctuations"
🌸Management Future Notebook - Wednesday (Issue 91) - Complete Preservation Edition
"Why Leaders Must Read the "Undercurrent" Rather Than the "Waves""
— A Leader's Way of Thinking to Avoid Being Swayed by "Fluctuations"
(Written by Akifumi Yasumura / Business Ability Development Co., Ltd.)
Since today is Wednesday, I am delivering a message on "Human Growth and Awareness."
■ Introduction
Why do even excellent managers make mistakes in judgment?
It is because they are looking at the "waves."
Recently, I have been thinking a lot about the three stages of:
Self-Actualization → Business Actualization → Social Actualization Self-actualization is "achieving what you want to do."
For a manager, "business actualization" is also necessary.
In other words, "to whom, what value, and as what purpose of existence do you deliver it?"
If you broaden your perspective further, "social actualization" emerges.
What kind of value do you and your company's activities bring to society?
■ When Japan Airlines went bankrupt, Kazuo Inamori said this:
"Our job is to transport our customers safely and happily to their destinations."
This is a word of the "undercurrent."
This single phrase clearly indicates to society "for whom and what should be achieved." Mr. Inamori's words struck a chord with all employees.
A top leader's self-actualization is business actualization, which leads to social actualization.
🌱 A leader's self-actualization is not about forcing people to follow through power.
It should be a light that makes everyone think, "I want to see that future together."
■ So, where does that light come from?
It is not the surface of the water, nor the midstream, but the movement of water flowing in the depths, the undercurrent.
● Surface = Emotions, reactions, daily fluctuations
Short-term rationality.
It is the most visible layer, but the one furthest from the essence.
When a manager is trapped here,
judgments become shaky, and the team becomes unstable.
● Midstream = Habits, relationships, values
This is a layer that moves more slowly than the surface. Alignment of vision and mission.
When this is in order,
the fluctuations on the surface naturally become smaller.
● Bottom Flow = Worldview, purpose of existence, structure
The deepest, most important, and least visible layer.
Why do we work?
What kind of future do we want to create?
Who do I want to be?
What does the organization value?
When this moves,
the waves on the surface will shake significantly, but
the overall water level will definitely rise.
In other words,
long-term growth = social actualization begins, rather than short-term results.
■ Why managers should read the "undercurrent"
1️⃣ Judgments become stable
You will no longer be swayed by waves.
2️⃣ The team feels secure
Because the leader's axis does not waver.
3️⃣ Long-term growth begins
When the undercurrent changes, actions change, and results change.
4️⃣ People will follow
People resonate with the "tide," not the "waves."
■ Practice: 3 Questions to Find Your 'Undercurrent'
What is the purpose of my work?
What value does this organization want to deliver to society?
What kind of person do I want to be in 10 years?
Once these three are articulated,
the ripples on the surface will no longer bother you.
■ Editor's Note
Recently, I have also had moments where I am swayed by the 'waves.'
However, when I take a deep breath and return to the 'undercurrent,'
my judgment becomes surprisingly calm.
In both management and life,
what matters is 'what is moving in the depths.'
■ Today's Question
What do 'self-actualization,' 'business realization,' and 'social contribution' mean to you?
In which direction is your 'undercurrent' flowing right now?
Please take just three minutes to write it down on paper.
■ Cat's Mutterings
'Even when swayed by waves, a cat always walks at its own pace, meow.'
■ Conclusion (Proposal)
Today's conclusion:
Leaders should read the 'undercurrent,' not the 'waves.'
If you would like to articulate your undercurrent together,
please feel free to consult with me at any time.
■ Click here for the introductory Management Future Notebook article
https://note.com/quiet_gnu5848/n/n02fd172fe229
👉 Please send me your thoughts.
At yasumura@biz-noukai.com. I will definitely reply.
■ Next Issue Preview: April 9th
'Why is SNS painful?
— SNS as 'market training' for leaders
■ Appendix
