【The Secrets of Logistics Management】Is "It's faster if I do it myself" dangerous? How to build a team where talented subordinates don't quit

Are you running around on the front lines of the workplace every day, while also being chased by staff training and management tasks?

"It's faster and more reliable to do it myself than to delegate it to others"—if you think that, please stop for a moment.

That strong sense of responsibility might actually be stopping your team's growth.

In this article, we will unravel the philosophy that Takizawa Logistics values, and how to build a "truly strong team" in the logistics industry.

Why do teams with "excellent playing managers" collapse?

In the transportation and logistics industry, the risk of employee turnover increases rapidly under "managers who do everything themselves (playing managers)," handling both on-site operations and management.

This is because when a supervisor hoards all the important work, subordinates are only assigned "boring tasks that anyone can do," depriving them of opportunities for growth and a sense of purpose.

For example, the more excellent a person is from the field, the more they tend to fight a lone battle, thinking, "It's more reliable to run the route myself than to cover for a subordinate's mistake" or "It's faster to arrange it myself."

However, from the subordinate's perspective, they feel "I am not trusted" or "Nothing is expected of me."

As a result, the manager becomes exhausted, and the most motivated and talented subordinates quietly leave the company, falling into a vicious cycle.

The essence of management is the "power to move people"

The essence of management is not "doing the work yourself," but "getting others to execute the work."

So, how can you build a team where subordinates act proactively?

There are three points.

1. Do not fear delegation (entrusting work)
Entrusting work to subordinates leads to them acquiring new skills and developing a sense of responsibility.

They won't be perfect from the start, but you need the courage to watch over them without interfering.

This allows managers to use their own time for other important tasks.

2. Never scold with "personal attacks"
If a subordinate makes a mistake, you must never get angry in a way that denies their personality, such as saying, "I can't believe you're so incompetent."

By viewing mistakes as "misunderstandings of how to proceed with work" or "gaps in the business flow" and taking an approach of thinking together about "how to achieve good results," subordinates can face improvements with peace of mind.

3. Link "individual interests" with "organizational goals"
What is important in management is to successfully connect the individual life and career goals (interests) of subordinates with the needs of the company.

When these align, people will work with surprising enthusiasm and a sense of responsibility.

Here are two questions for the managers who support the front lines.

・"Can you immediately answer what kind of career your subordinate wants to build in three years?"

・"If you were to take a week off starting tomorrow, would your team be able to function without any problems?"

If you hesitate to answer, now is the perfect chance to review your management style.

You must not become an "irreplaceable existence"

The manager's greatest goal is to create an "autonomous organization" that functions even if you are gone forever.

Only after you have raised a "substitute (successor)" who can take your place can you yourself be promoted and grow to the next stage.

At Takizawa Logistics, under our corporate philosophy of "valuing the colleagues we work with," we prioritize creating a workplace where employees can work energetically and enhance their human potential.

Letting go of "it's faster if I do it myself" and trusting your subordinates to take on tasks requires courage, but a great team bound by strong trust will surely be waiting for you on the other side.

Why not try entrusting work to your colleagues little by little starting today?