Translated from 日本語 • View original Last time, I wrote that it is important to make it a voluntary organization rather than manage it in the coming era.
▼Recommendations for Voluntary Organizations: From Management to Voluntary Organizations~
https://blog.colorkrew.com/spontaneous_organization/
So, what steps are necessary to move from a "managed organization" to a "voluntary organization"?
I would like to introduce my method, including my actual experience at Colorkrew.
Karakul was a neglected organization that was neither managed nor voluntary.
I joined Karakul in 2010.
At that time, Karakul was neither a voluntary organization nor a managerial organization.
So what was it was that it was an "abandoned organization".
An abandoned organization is an organization in which no one is substantively or essentially managed.
Of course, managers and people involved in management are watching the performance.
However, on the other hand, employees are doing what they like in the way they want.
It was far from being able to control activities to improve the sound of the business.
Regarding human resources, which is the most important issue in management, it is a type of dragging on the conditions of the previous job, and it is a type of emotional personnel.
It is unavoidable to some extent when hiring mid-career that the conditions of the previous job will affect it, but emotional personnel was a big problem.
If you like someone in power, your salary will increase, and if you don't like it, your salary will remain low.
Before management or voluntary, there was no direction on what to do with it even though the company continued to perform poorly at the level of "the company could not survive".
The Importance of Being Disciplined
The first important thing in rebuilding such an organization was to set a direction.
Setting a direction is to set the mission, vision, and spirit as a constitution, and then decide on company-wide strategies and tactics.
What is necessary for everyone to move in that direction is "discipline".
By setting the direction and maintaining discipline to ensure unwavering operations, our business performance improved dramatically, and we were able to grow from a deficit of more than 400 million yen to a profit in two years and an ordinary profit of about 500 million yen over the next five years.
In order to accomplish these things, the first discipline we introduced was the "discipline given by the company".
What is a given discipline
The discipline given is the "rule".
The image is that once the rules are decided, they come down from the top.
The rules I decided on during this period are as follows.
- Be punctual
- Self-payment of expenses such as entertainment expenses is prohibited (always look through others)
- Thoroughly implement "deficit is evil" (at the time, the deficit was justified by the explanation that "this is a meaningful business")
- Everyone works on the site together. Eradication of people who only evaluate people
- All businesses review plans and performance.
- No moodiness
And so on.
Some of the content is too low, so it's a little embarrassing, but I had to go out of my way to set this in the rules.
The purpose of using these rules is as follows.
- Create a system that prevents people with internal power, including those who have internal power, from making decisions on their own.
- Have guidelines to avoid slyly continuing loss-making businesses
- Eliminate the "top-stuffing culture" to change the atmosphere positively.
By thoroughly implementing these measures, we were able to move towards a team with the necessary rigor.
From Given Discipline to Self-Discipline
After a few years of doing so, it became "commonplace" to follow these rules.
In the midst of this, business performance naturally recovered in a V-shape.
When these become commonplace, the need to manage whether the rules are being followed or managed becomes less.
In the next step, you will finally be able to move towards "self-discipline".
Even if it is called self-discipline, the prerequisites vary depending on the organization.
In the case of Karakul, the following shared values are established:
Colorkrew Spirits
- Open
- Challenge
- Kizuna
On the premise that these are firmly respected, we will eliminate the need to set detailed things as rules.
Fewer rules allow you to work more flexibly and free yourself from the stress of being controlled by others.
In other words**, it becomes "fun"**.
Conclusion
In order to aim for a self-disciplined organization, it is a prerequisite for an organization that can complete the normal level of discipline as a professional.
For organizations that have not yet reached that level, as Karakul did, the first step is to **establish and operate the "given discipline". **
On top of that, by sharing our unique values, we will be able to move towards self-discipline in the future.
▼Change ISAO to Colorkrew.