ItwasanenvironmentwhereeverythingseemedtobeagainstmeandpeoplewerewatchingtoseeifIhadwhatittakes,andsoIconcludedthattheonlyoptionformewasjusttodothejobwithscrupuloushonesty.WhatImeanbythisis,whenforexampleyoudon’tknowsomethingaskquestions,gatherthedatayoucan,andcarefullydiscussthingswitheveryoneinturn.BythismeansIwasabletowinthetrustofboththemembersofmygroupandourclients,andIfeltmyeffortswerebeingrespondedto,withtheworkofmyteambeingappreciatedbyothers,andclientsagreeingtoenterintotrickynegotiationswithme.Whenyoubecomeleaderofanorganization,yourapproachwilldependonthenatureoftheorganizationandyourownsituation.Inmycase,justaroundthattimeIwascaringforaparentandIreceivedanewandunsympatheticsupervisor,andsothesurroundingcircumstanceswererathertough.Atthesametimehowever,IreceivedsupportfromthecolleaguesIworkedwith.Inparticular,theoldermalesubsectionchiefwhomanagedtheKawaguchiworksiteledthewayinsupportingme,whichprovedextremelyhelpfulingainingtheunderstandingofthosearoundme.Inmostcases,difficultiesarisewhilecommunicatingandinteractingwithothers.Ifyourownnegligenceisattherootofaproblem,theonlyoptionistorespondwithintegrity.Accordingly,mymottois,“whenreflectioncansolveaproblem,leavenostoneunturned,”butalso,“whenreflectioncannotsolveaproblem,don’twastetimethinkingaboutit.”Whenyoufindyourselfawaitingananswer,orinsomesimilarsituation,itisnousefrettingoverthefactthatyouhavetoleavethingstopeopleandcannotoverseeeverylittledevelopment.Whenyouneedachangeofpacethebestthingtodoistoloseyourselfinsomeoneelse’sstory,andsoIwatchmoviesorTV,andlistentorakugo(comedicstories)andpodcasts.Nowadaystherearevariousstreamingservicesavailable,andIusethemoften.Ibecameamanagerinoneofmypreviousworkplacesattheageof39.Ithinktheconservativecorporatecultureheightenedthebarrierstowardsbecomingmanagers.MyassignedworkplacesweretheTokyoHeadOffice,withsixrelativelyyoungstaffmembers,andthestockcenterinKawaguchiCityinSaitamaPrefecture,with11relativelyelderlystaffmembersplus100part-timeandcasualstaff.Eachofthesesiteshaditsownsubsectionchief,andatthestockcenterithappenedtobeamanwhowas15yearsmysenior.Ihadnopracticalbusinessexperienceineitherarea,andourclientswereafewselectmajorpublishingcompanies.TheJapanesepublishingindustryboastsseveralthousandpublishinghouses,andcorporatecultureandrelationsdiffertotallybetweenthemanymid-sizepublishingcompaniesputtingoutacademicandsimilarworks,andwhereIhadchieflybeenworkinguntilthatpoint,andthelarge-scalepublishingcompaniesthatalsoreleasemagazinesandpaperbacks.Ontopofthis,atinternalexecutivemeetings,Iwasalwaystheonlywomaninanotherwiseall-maleroom.Ioftenhearstudentssaytheydon’tknowwhattheywanttodo,ortheycan’tdecidewheretheyshouldgofromhere.Workisaboutdailyeffortbuildingupintosomethingbigger.Ifstudentsfeellostinrelationtosomethingspecific,Itellthemtheyshouldhonestlywriteoutwhattheywanttoprioritize,andiftheirworrieshappentobemorevague,Iadvisethemtostartwithmeticulouslytakingcareofwhateverisbeforethematthemoment.Ithinkavarietyofleadershipstylesarepossible.However,evenmerelysweepingawaythefallenleavesthatobscurethepathsothatwecanseewhatisactuallyhappening,andthenmovingforward,isabigenoughjob,evenifthereisnothingheroicaboutit.Consideringourcurrenterawhereinitisdifficulttoknowinadvanceastowhatislikelytocome,Iwouldliketoseethenextgenerationseekoutthiskindofaleadershipmodelintheirvariouspositions.BrainstormingSessionattheNPOHonnogakko202224TheChallengingandRewardingAspectsofBeingaLeaderReducingStressandTryingaChangeofPaceAMessagefortheNextGeneration
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