Translated from 日本語 • View original Although Colorkrew is a Bali flat company with no titles or hierarchies, it is a system in which members of the management project decide on important policies related to the company's management.
I would like to write about how this management project is operated and how I select the management project members.
Management Project Leaders
As for the project leader (PL) of management projects, I am currently doing it.
In the variflat system, it is basic to be involved in multiple projects, so of course I am also involved in other projects. And in that case, you will participate as a member.
As a PL, my most important role is to talk to the people I need for the project and get them to participate.
What I Look for in a Member
There is basically only one thing I ask of members who participate in management.
It means that you should think about "what you should do" rather than "what you can do".
What is decided in the management project is put into practice.
When I imagine myself realistically in charge of execution, I often want to think, "Ideally, this issue should be like this, but it is a practical problem and there is resistance from within the company, and there are big operational issues, so let's not say it," or "Let's compromise a little and make a different proposal."
In this way, people who avoid "what to do" and their remarks are directed towards "what can be done" are disqualified as management members.
You can't do 100% of what you need to do
When you talk about this kind of thing, some people may want to refute it, saying, "That's an idealistic theory, and in reality, there are many things that can't be done according to the ideal."
That's right.
However, what members of the management project must keep in mind is that when they cannot do what they have set as "what they should do", they continue to reflect on themselves, saying, "We have not been able to do it." That's what it is.
It is painful to continue to introspect. In many things, if you are not doing what you should do, you will not be able to tell yourself that you are doing it in a good way.
Even if you recognize it as a "should-do", there are many things you can't do.
The important thing is to accept what you have not been able to do without deceiving it and keep a commitment to be able to do it someday.
"What to do" is a concept that can be applied to any job
In fact, this mindset is equally important for people in any position.
Especially those who are young, have little influence in the organization, and find it difficult to realize what they think is right. In many workplaces, due to the convenience of the company or department, you may have to do things that are different from what you should do unwillingly.
Even in such a case, first of all, be honest with the other person about what you think you should do. On top of that, make 100% effort to make it happen. Even if you are young and do not yet have the ability to communicate your ideas in the organization, it is possible to continue to communicate honestly.
And if you can't do it as a result, tell the other person with a sense of apology.
If you continue to be honest about this, the number of colleagues who share your values inside and outside the company will increase. Increasing the number of friends who share your values has a direct impact on improving your ability to execute.
That's how I continue to work on things sincerely. Over time, as your skills improve and your presence in the organization becomes stronger, you will gradually be able to do what you should do.
This kind of attitude is not something that can be done suddenly after participating in a management project. It is important to sublimate to basic movements by continuing to do it.
As a project leader, I would like to continue to include people who have accumulated "what to do" in the management team.
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