Translated from 日本語 • View original Hello! This is a branding project.
Spring is the season of encounters and farewells. This spring, although there are many restrictions due to the influence of the new coronavirus, I think there are many people who are starting a new door.
What kind of place and workplace will you start anew?
From tomorrow, new graduate members will join ISAO. I'm looking forward to seeing what kind of thoughts and growth they will show.
In the midst of the dark news, I wanted to feel a little brighter and newer, so I decided to interview ISAO about the coaching system this time.
How do the actual coaching pairs do, and what kind of coaching do they do? Why did the members choose their current coach in the first place? I'm curious, aren't you?
This time, we interviewed [New Graduate × President Pair].
Kenji Tajima, who joined the company as a new graduate last year and will be a senior in his second year from tomorrow. And Keishi Nakamura, the representative of ISAO, who was chosen as the coach.
What kind of coaching style is it?
Build a thorough "foundation". And draw a vision together
**―Keikun is a new graduate, but what is the difference in coaching for new graduates? **
Nakamura: Keishi's coaching started in December last year.
This is a time when you need to learn the basics as a business person, so I am conscious of focusing on the "basics" more than usual and discussing them.
In the course of work, it is possible for everyone to be late in delivery, and I think it is unavoidable that you can't do it.
There are many things that everyone can't do at first, so it's natural. Laughter
But it's important not to rush there, but to cut the issues into small pieces and **steadily face what you need to do now. **
It's been a few months now, so Keishi himself has changed, and I'm gradually forgetting the old Keishi.
Tajima: Keiji's coaching made me look back on my first year as a new graduate and realized the **importance of "basics". **
When I was an intern, I think I was motivated to work, but after joining the company and becoming a full-time employee, I became more responsible for the content of my work, and as the scope of my work expanded, things started to go wrong, and everyone gave me advice, but I didn't know where to start.
"I'll be careful not to do ◯◯!", "I'll be aware of ◯◯!" I almost hated myself for not being able to do it even though I had declared it many times.
And when I had been with the company for a while, my mind was in a mess.
Nakamura: So we started by doing what we could.
I myself believe that work has the opportunity to grow people, and if you can do it, it will be interesting and gradually cool, and I don't think there is anything so good.
Through work, you can make friends, get paid, and if you can work, your salary will increase.
But when you're in a mess, you can't even think about that.
That's why I want to organize it once and get to the point where I think, "Working is a wonderful thing for me."
I think I originally had that kind of image, but at the time, Keishi seemed to be entangled and confused.
Tajima: In particular, I almost forgot to even face myself.
When I look back on myself, I feel really pathetic.
Nakamura: The root part is to think about what kind of person you want to be in the future, your medium-term vision, and your persona.
We discussed how to express it. I talked thoroughly about what I wanted to be like this kind of person.
Let's try to express not only work, but also "how to be as a person" in words.
Tajima: As a result of talking a lot about this with Keiji-san, the answer I came up with was "cool and good".
Nakamura: Once this is decided, are you going to do what you are doing and thinking about this, both at work and in your private life? You will be able to think.
In situations where I make various decisions, I always try to ask myself if this is what a "cool and good guy" should do.
The definition of "cool" varies from person to person. I myself decide that the axis of my life decisions is "cool", but the definition is definitely different from Keishi.
I am never pretentious, but based on whether or not I am "cool" from my own policy.
Maybe it may look unreasonable to others, but anyway, I've made judgments faithfully based on what I think is "cool". While talking about this, **what is Keishi's "coolness"? What is a "good guy"? **I kept talking about it.
Tajima: I think of "good guy" and "cool" separately.
A "good guy" is someone who can think about other people's feelings. I think a "cool guy" is a person who can think about it and then take action.
Nakamura: You can force yourself to change your behavior, but it's hard to change what you think. If you can't "train your mind", you can't be a "good guy".
In the first interview, I talked about these things thoroughly.
Once this foundation is decided, the next thing to think about is yourself. Anyway, ask yourself.
When Keishi seems to forget my role, he is the one who says, "Keishi, is that cool?"
Also, why don't you use this framework to think about what you need to recognize and think about? I think it's my role to propose.
Why I chose the president as my coach
**-Why did you choose Keiji (a corporate leader) as your coach? **
Tajima: At that time, I thought that I needed to change the environment.
I chose "changing coaches" as a means of doing so.
Originally, everyone at ISAO gave me a lot of advice when I was failing or feeling depressed.
I **am only grateful for the environment of ISAO. **
In particular, the previous coach taught me a lot of important things.
However, I am frustrated that I took the option of changing coaches before I could achieve results.
I want to repay the favor with the results as soon as possible.
Anyway, I wanted to learn the basic behaviors and ways of thinking in my work, which I was lacking, so I thought it would be appropriate to "focus on the basics" more by changing coaches.
From my point of view, Keiji is just a "cool and good guy".
I am really grateful to have Keiji coach me, but I did not hesitate to choose him as a coach.
Nakamura: ISAO coaches are now available for themselves, but I thought it would be difficult to suddenly say, "Well, please coach Keiji-san!"
As for Keishi, what I told him was, "There are many different coaches, so first of all, think about it yourself. lol."
Also, as an offer, I said, "It's going to be fun if you do it with me." Laughter
**-laughs. **
Nakamura: No, but I think many people are not good at trying to make it fun. Of course, as a coach, I have to be strict at times. But **there is no point in packing coaching. **
The coach should understand and analyze the current situation of the members together. I think it's important to talk about it until it is accepted, even if it hurts.
I say it myself, but I have the best skill of "talking about critical things happily". Laughter
In terms of content, I'm saying, "You haven't done it at all!", but after MTG, I came out of the MTG room in a cheerful mood. It's strange.
Tajima: I really felt this myself. After MTG was over, I was like, "Maybe I can do something myself."
Until now, I used to be impatient after MTG, thinking, "I still have to do my best," so I think this part has changed a lot.
Nakamura: One more thing, I try to be careful not to use bad words or not to say bad things in situations like this.
After all, the way you say it is important.
As a coach, as a member
**-What growth points do you expect from Keikun as a coach in the future? **
Nakamura: In order to get closer to the person you want to become, you must be prepared to do what you have decided every day and grow up to climb the stairs.
So when I look back a year later, I want you to experience the height of the stack.
The reason why hierarchical organizations are still not broken in the world is because there are many people who want to maintain their relative advantage. They do not want to give up their vested interests because their status is threatened.
However, ISAO's way of thinking is that each person must contribute to the growth of those around them, feel that growth, or grow with a sense of crisis that they will be left behind.
As those around you grow, you lose your superiority. I wonder if I can grow because I am inspired by it.
Tajima: During the interview with Keiji, the words that stuck with me the most were "I will do 100% of what I decide."
By the way, I take notes of the advice I received during the interview and secretly create something called "Keiji-san Quotes".
I would like everyone to see this someday.
Nakamura: You are also talking specifically about what you actually do. **Is that the only thing you decide? **That's what it means.
Tajima: Yes. What I have decided now is mainly to make basic behaviors a habit.
For example,
- Coach interviews every morning starting at 8:50 a.m. for 10 minutes
- Schedule tasks as soon as they occur
- Reflect on the day at the end of the day
And so on.
It's not difficult as a simple task, but I think that if you can always do these things without wavering, that is, if you learn them as a habit, you can become really strong.
On the other hand, I try not to declare that I will do things that I can't do 100% easily.
Tajima: Regarding "looking back on the day at the end of the day", there is a secret circle called "Keishi's Reflection Circle". Every day, I post my reflection of the day there.
Nakamura: It's surprisingly difficult to do 100% every day even though it's just this much.
Suddenly, I insert something inserted by someone else into the schedule and reschedule the original task. Then the schedule may be extended. If you know this, you can consult with the relevant parties in advance.
And as you do this, you will gradually get an estimate for your tasks. Even if you can't do it according to the estimate, it doesn't matter at all.
You just have to look back.
Feelings of Faith. The important thing is the ability to face oneself
**―Finally, please tell us what Keiji values in coaching. **
Nakamura: I think the most important thing is the feeling that "if you have the will, you will definitely grow," and that the two of us will work together on growth projects.
It **takes two years to build the trust of others, but it takes a moment to break it. **
But what hurts people the most is not what others tell them.
It hurts the most when you betray yourself that you have believed in. That's why it's most important to face yourself.
Once you can recognize that, **coaching is 80% over. **
I think the only thing left to do is to learn the technical things little by little and support them in creating milestones for them.
By that time, I was trying to move forward on my own, so I didn't even need to persuade him anymore.
Tajima: Recently, I have been "thinking" a lot in various situations.
For example, when simply creating an ad banner for a service,
"Let's increase my design pattern at least one through this banner creation."
"Come to think of it, I use this operation a lot, so let's find out if I can make a shortcut for efficiency."
"Let's not compromise on quality until we can say that we have done it all."
And so on.
Nakamura: I don't want to rush into Keishi anymore. Because I'm ready to push myself into myself.
When Keishi said, "This wasn't cool to me," I said, **"That's right, that wasn't cool to Keishi." **I'm thinking of going in a role that confirms that. Laughter
Tajima: Thank you. I am convinced that if I can acquire the basic behaviors and ways of thinking that I think is important through coaching with Keiji and make them into habits, I will be able to grow even more in the future.
That's why I want to face myself thoroughly, think about it, and not give up.
Please continue to guide me gently and strictly! !