For managers worried that 'I feel like I'm being looked down on,' what is the 'psychological coaching method' that gets subordinates to act without being forceful?

The power of 'small instructions' to move subordinates naturally

Hello. I am Masahiko Kura, a Labor and Social Security Attorney.

Recently, during management training and labor consultations, I have heard stories like this.

I feel like my subordinates are looking down on me.
If I treat them kindly, my instructions don't get through.
It's difficult because if I speak strongly, I'm afraid I'll be accused of power harassment.

With labor shortages and the diversification of values, the worries of managers have become more complex than before.
We are in an era where the old-fashioned guidance of 'learn by watching' or 'just do it' no longer works.
Today, I listened to the podcast 'The Ultra-Realistic Behavioral Psychology of Science-Based Honesty #245.' What left a very strong impression on me was,

'People are prone to resisting "big orders," but are more likely to respond to "small actions."'

This was a psychological discussion.
I felt that this content could be very effectively applied to actual workplace management.

Why 'giving strong instructions' is counterproductive

When subordinates don't act as expected, there are times when you feel like speaking strongly to them.

However, humans are creatures that unconsciously want to resist when they are 'forced.'
In psychology, this is a reaction called 'psychological reactance.'

For example,

'Do it properly!'
'How many times do I have to tell you?'
'Take some responsibility!'

When told these things, the other person reacts to 'how they are being told' rather than the content itself.

Then,

・Rebelling
・Making excuses
・Complying superficially
・Hiding their true feelings

This state makes it easy for these things to happen. This also lowers the psychological safety of the workplace.
On the other hand, it is not so simple to say that things will go well if you speak kindly.

'Please do this.'
'If you can, please get this done.'

If you only use these phrases, the priority of the instructions is not conveyed, and as a result, they may not act.

In other words,
'Being coercive is no good'
'Being too vague is also no good'
is the reality.

What moves people is 'small successful experiences'.

In this issue of 'Ultra-Realistic Behavioral Psychology for Understanding True Intentions #245,' the concept of 'stacking small instructions' was introduced.

For example, instead of starting with,

'Think and act proactively,'
'Look at the whole team and take action,'

making such large demands,

'Please check this document,'
'Please just do this part by 3:00 PM,'
'Let's start by doing just one thing,'

you request 'small actions.'

Then, once a person takes an action, they are more likely to develop a tendency to 'respond next time as well.'
It was explained that this is closer to an 'animal instinct' that humans naturally possess, rather than a matter of logic.

By repeating small actions, the feeling of 'listening to this person' and 'cooperating with this person' naturally accumulates.
In psychology, this is called the 'law of consistency,' but rather than a difficult theory, it may be an instinctive behavior that humans have used to build relationships within groups.

That is why, instead of trying to change things significantly from the start,
'I managed to do one thing first,'
'I was able to take a small step,'
I felt that accumulating these successful experiences leads to building a relationship of trust as a result.

A 'relationship of natural compliance' is trust, not control

What is important here is not 'controlling the other person.'

I feel that what is necessary for a manager is not the 'power to intimidate,' but 'building a relationship where people can act with peace of mind.'

In fact, many workplace troubles arise from,

- Vague instructions
- Emotional communication
- Lack of recognition
- Lack of communication

these factors.

Conversely, in workplaces where there is daily small talk and dialogue, problems can be corrected before they grow.
This is a way of thinking that also connects to what I always say: 'Labor troubles are better prevented than handled.'

What is needed for future managers

Managers in the coming era may not be 'people who give orders,' but 'people who create environments where people can easily act.'

- Communicate in small, concrete ways
- Acknowledge what has been accomplished
- Do not coach with emotions
- Engage in daily dialogue
- Create an atmosphere where people can consult with peace of mind

Such accumulation will, as a result, create a 'relationship where subordinates act naturally.'

From an era of forceful suppression to an 'organization that moves through trust'.
An organization that moves through trust.

Precisely because we are in an era of labor shortages,
I feel that 'how to build relationships' is becoming increasingly important,
rather than 'how to manage'.

It is by no means a bad thing to worry as a manager.
Worrying also means that you are 'searching for a better way to engage'.

Why not try testing out management that isn't just about 'strength' in your workplace, little by little?