Translated from 日本語 • View original Sometimes the team is doing their best, but things don't go well.
If it's a company, it's a business or overall performance. If it is a local government or a country, the development of the region.
When they are not going well. I think it's all the responsibility of the leader.
Examples of people working hard but not going well
The corona administration of Tokyo, the capital, for the past year, is a good example (a bad example?) It is.
First of all, from the perspective of whether everyone is working hard. I think medical personnel, public health centers, bureaucrats who make policies, and Tokyo residents are also working hard when it comes to corona.
At the very least, it seems that no one is clearly holding back.
However, the current situation is that public health centers and medical sites are exhausted, in crisis of medical collapse, the economy is stagnant, and they are creating debt in the future in the name of corona countermeasures. It's hard to say that it's going well.
The most important thing in corona administration is **not to cause a medical collapse. On top of that, we will turn the economy as much as possible. ** This is the common understanding of many people today. (Some people advocate zero corona, but it's unrealistic, so I'm just a minor opinion.) ）
The most important thing to prevent medical collapse is the number of beds that can accept seriously ill patients and their utilization rate. In terms of business, it is the most important KPI.
The Tokyo Metropolitan Government has announced that the number of beds for critically ill patients is 500 since last year. With the increase in the number of infections in January, a strange thing happened that the usage rate exceeded 100% in mid-January.
The 100% or higher utilization rate of the bet for serious injuries will continue for about one month thereafter.
However, in the second half of February, the number of seriously ill beds suddenly doubled, as if by magic. As a result, the utilization rate has also dropped significantly, reaching 30% on March 3.
For the trend around here, refer to NHK's new virus special site. It is interesting to see the data in detail, so if you are interested, please go ahead. https://www3.nhk.or.jp/news/special/coronavirus/hospital/ The government has explained things like "the national and metropolitan standards have been different so far" or "it was a burden for hospitals to have to conform to national standards", but no matter how you think about it, the number of seriously ill patients they have certified exceeds the number of beds, so it is inevitable that it is suspected that information manipulation was in mind that they left it for a month.
The utilization rate of the Severe Illness Bet was the most important indicator of whether the state of emergency will continue beyond February 7, so this number mislead is fatal.
By the way, it is easy to be caught up in this "sudden doubling", but I feel that the bigger problem is that there are only 1,000 intensive care beds in Tokyo, where 14 million people live in the first place, even though more than a year has passed since the start of the coronavirus and this situation was fully foreseen.
Governor Cuomo of New York, who became famous for Corona, has doubled the number of ICU beds from 3,000 beds to 10 beds in one and a half months about a year ago. New York has just under 20 million people, less than 1.5 times that of Tokyo, so there is no doubt that the dynamics of execution are an order of magnitude more dynamic.
Let's think about it from the perspective of the leader's responsibility.
Leader's Responsibilities (1) - What are the Goals?
The first problem in the response of the Tokyo Metropolitan Government this time is that the leader has not clearly stated the goal.
As mentioned above, the global consensus is to "turn the economy around as much as possible while preventing the collapse of medical care."
This is not limited to Tokyo, but the Japanese government has not made this goal clear. That's why we, as members, don't know what the leader is thinking.
There is a seemingly correct argument that "if you are infected with corona, you may die, so we will do everything to prevent the spread of infection." It is a claim for zero corona.
If you only think about infection prevention, you can impose martial law and really not take a step outside. The company is prohibited from going to work, and it is better not to ride a crowded train.
If you don't meet people other than your family, you won't get infected, so if you pursue zero corona to the ultimate, this will be the policy.
However, if that happens, the economy will stop. If the economy stops, the number of people who will lose their lives (including suicide) will be more than corona deaths.
In addition, it is self-evident that if Japan is allowed to stop while countries other than Japan are trying to turn their economies around, it will further accelerate the stagnation of the past 30 years, and Japan, which has already begun to withdraw from developed countries, will fall to a lower economic level.
The ultimate zero-corona policy is similar to extreme stories such as "never let children out of the house because they may get into a traffic accident" or "let them live in a sterile room forever because they may catch a cold".
The leader's job is to consider all information comprehensively and decide what is best. If we continue to convey this to the members (in the case of Tokyo, Tokyo residents) and do not support them, we cannot continue.
No matter what decision is made on such a difficult issue, there will always be opposing opinions. There is no doubt that both the Prime Minister and the Governor of Tokyo are in a really difficult position.
To be honest, it's a difficult situation, which is sorry.
But no matter how much they hate or suffer, leaders must continue to choose and implement the best for the present and future of the entire team.
In the case of corona administration, the first thing to do is to specify what kind of state you are aiming for qualitatively and quantitatively KPIs. And progress must be communicated without deceiving it.
It is obvious that the definition of KPI itself has been deceived for a long time.
Leader's Responsibilities (2) - Doing It
Once you have decided on a goal, all you have to do is do it.
The more difficult it is to judge, the more obstacles will occur. It is the leader's skill to realistically clear and execute them one by one.
The excuse that "everyone doesn't listen to you" doesn't work there.
Leaders must convey their goals and methodologies to their members in words and gain their support. Of course, almost all members will not agree, so rules will be necessary.
The authority given to the leader should be used when making these rules.
And leaders should not make excuses such as "I worked hard, but it didn't work."
Leaders are not worth it!?
Leaders have the greatest authority in their teams. Because it is important in terms of position, many people may want to become leaders.
However, as mentioned above, being a leader is not an easy position. In particularly difficult situations, you may have to make a difficult decision and then implement it while being hated by many people.
Also, the role of a leader does not mean that you are in a higher position as a human being, so you should not act authoritatively. If you make a mistake, admit it honestly and correct it. Otherwise, it would be against the interests of the team.
People who think it's not very worth it. **That's right. **
Leaders who always try to do their best for their team are often not worth it.
What is the reward for such a worthless job?
It is all about being appreciated by the members of the "future" of the team who have improved. However, it may not be the era of the next leader when you are no longer a leader.
Therefore, those who demand complete return on themselves should not be leaders. That's what I think.
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