A short 'thank you' kept the conversation going.

In the morning, as I was facing my computer, I heard a voice from beside my desk.
“May I give you a report?”
When I turned around, my subordinate was standing there with documents in hand.
I pulled up the chair next to me and listened.

It was a report on the investigation into the cause of a problem I had asked them to look into a few days earlier.

Pointing to parts of the documents, my subordinate explained in order what they had checked and what they had noticed from there.


As I listened, I began to see little by little what my subordinate had been thinking.

On the other hand, I also realized that they hadn't yet investigated the areas I wanted to know about.

“Did you check this?”

“Why haven't you looked into this?”


Such words immediately came to mind.
The old me would have said them right away.

I used to think that telling them what was missing quickly would help the work move forward.

However, that morning, I lowered my eyes to the documents once more before speaking.

They had separated what they understood from what they hadn't yet confirmed.

They had even added brief notes to parts that might affect other departments.

They hadn't reached the answers I wanted yet.
Even so, these were not documents brought without any thought.

“You were concerned about the impact on other departments, weren't you? Thank you for reporting that.”


After saying that, I checked the missing parts together with them.

Nothing changed dramatically.

The report remained a report, and work continued as usual.
Still, that interaction stayed in my heart afterward.

Even when doing the same check, the conversation that follows might change depending on whether the first words are,
“Why haven't you investigated this?”

or

“You were concerned about the impact on other departments, weren't you?”
If I am immediately pointed out for what is missing, I sometimes feel like closing the door to my heart, thinking,

“I made a mistake again.”

“It's better not to say anything unnecessary.”
When I feel that my own thoughts have been accepted, I sometimes find it easier to continue the conversation, saying,

“Actually, there is one more thing I am concerned about.”

I used to think that a manager's job was to find what wasn't being done.

Finding what wasn't being done was easy.
From the perspective of someone who knows the finished form, what is missing is easily found.


However, to find what that person had already thought about, I had to set my own answers aside for a moment.

I also used to think that giving the correct answer quickly was for the subordinate's benefit.

But while wishing for them to think for themselves, I might have been the one erasing the small ideas they had come up with.


When looking only at the finished answer, it becomes hard to see what came before it.
Why did they care about that part?

What were they worried about?

How much had they thought about before bringing it here?

Accepting what that person was looking at without dismissing it.

Later, I learned that this is one form of 'conscious acknowledgment'.

I cannot always respond calmly either.
On busy days, only the missing parts catch my eye.

There are also days when I cannot find clever words.

At such times, I think it is okay not to force yourself to find words of praise.
Find one thing the other person was looking at and reflect it back as it is.

“You were concerned about that, weren't you?”

“You even looked at the impact of that, didn't you?”

A short phrase is enough.

The documents placed on the desk contain not only answers but also traces of the person's hesitation and thinking.


I think receiving a report is not just about receiving the answers written on paper.


While writing this article, I thought of those who face their subordinates and children every day.

Even if you think, 'I want to do this next time,' when the moment comes, you may feel impatient or lose your composure.

While juggling work and housework, using energy for interactions where changes are not immediately visible takes more effort than you might think.

I still find it difficult even now.

Even so,
When short words are accumulated, the other person may sometimes show you a side that exceeds your imagination.

My subordinate was like that, too.
When I witnessed that growth,
I felt that I was the one who was saved, realizing that the way I interact can be changed.

Even on days when you don't see immediate changes, you continue to think about your interactions with someone.

I believe that the act itself already uses a lot of strength.
To all of you who continue to face your subordinates and children.
Thank you for your hard work again today.


For those who want to know more practically

On my personal blog, I have prepared practical articles organized by situation, such as how to respond when you don't get the answer you expected.

I would be happy if you could read from the parts you need when you are lost in a conversation with the subordinate in front of you.

▶︎ 'Practical methods for conscious acknowledgment to receive a subordinate's thoughts'