Founder Of UNIQLO: The Work Of Leadership Is To Make The Future Of Its Subordinates Bright.

The so-called operator, in a word, is "the person who achieves results".
This is my definition of the operator. Operators need to "achieve results" and strive for it. The so-called achievement is "promised things".
Managers must make commitments to customers, society, stock market and employees in the direction of "enterprises will develop in this direction", "I want to do so", "what to do", and strive to fulfill their commitments. This is what we call "achieving results".
Therefore, this is not merely a performance figure. The so-called "results" include not only the "numerical value of performance", but also the "other achievements".
As an operator, once such a commitment is made, it must be fulfilled, and we must try our best to turn it into a scene. This is the responsibility of the operator.
　 First, establish trust relationship:
It is the beginning of thousands of rows and the foundation of thousands of rows.
1. business is teamwork.
No matter how competent and dynamic the manager is, what one can do is limited.
For example, in the face of customers who come to the store every day, can they do all the work of shipping, receiving customers, arranging products and receiving cash?
Is it possible for a person to do all kinds of products displayed in shops, such as planning, design, plate making, sewing and bundling?
At the same time, we must go all over the world to open up factories and establish partnerships. Can this person do it?
Even those who think they are excellent and can't be done for people, if you ask him to write the above work on paper, he will find that what a person can do is really negligible.
After all, business is still done by teams. If an operator does not have the ability to create a team and operate a team, he will not accomplish anything without working hard to improve his ability in this area.
Even if the operator has the ability to innovate and make money, if he does not have the ability to build a team and lead a team, he will not accomplish much.
2. selfish leaders can't create successful teams.
What are the necessary conditions for creating a team?
To make it easier for you to understand, let me first talk about what kind of person is not competent for leadership.
People who are not competent for leadership are people who only want to make themselves successful.
"Leaders must be able to lead the team to success."
Do you think so? This is very important. Leaders must not only make themselves successful.
Real leaders can share goals with team members, share hardships and sincere experiences with each other, and stand at the forefront to lead you to rush ahead, so that every member of the team can fully appreciate the sweetness of achievements, self growth and self actualization.
At the same time, I can feel the sense of achievement and gain the satisfaction of self growth and self actualization.
This is a simple but very important definition. If you are an operator, I hope you never forget it.
If the leader's words and deeds are only for his own benefit, he will soon be seen through. So no one will carry out your request conscientiously.
Such people only regard team members as tools for self actualization. Since it is a tool, it will not be entrusted with heavy responsibilities, but rather wants to own all the achievements. Moreover, such people also mistakenly believe that as long as they give instructions, team members will work hard to finish their work.
If this is to be a leader, no team member will treat the work with enthusiasm.
They will work with the mentality of "success or failure not related to me" and think, "since you treat us as soy sauce, you should do it alone, and the responsibility is also carried by you."
With such a mindset to work, the initiative should become a mechanical operation, not to mention the concern for customers. Such an organization can not be called a team.
A team is not just a group of people. It is a state where leaders and members, members and members are closely linked, and everyone striving for a common goal.
Therefore, no matter how many people gather together, if there is no team status, they will accomplish nothing. What is more, if the result is not achieved, the cost will be increased. Such an organization will not last long.
3. trust is everything.
So what is the most important thing for a leader to build a team? In other words, what is crucial from beginning to end?
That's trust.
If you are not a leader, if you do not have the trust of the team members, even if you have brilliant ideas and brilliant experiences, the members of the team will not accept you from the heart, and you will not have the will to follow you together.
Even if you get angry, the other person is just talking about "curse again". Then, in order to get away early, he will be "good, good" to deal with it, but he will not really accept your criticism and be willing to correct it.
On the contrary, even if you are praised, the other side will not be too happy, but will feel "just want to make me happy."
If there is no trust between people, it is impossible to understand each other.
Then, how can we establish trust relationship with team members?
Some people think that it is important for leaders to be capable of themselves, and to let team members feel that your professional level is very high.
However, this happens frequently in many teams: "though he is excellent, I do not want to follow him."
Though ability is one of the most important conditions, because the art of leadership is generated by people, it is more important that human nature is more fundamental.
I believe that on the basis of the trust of others, there is still an indispensable basic principle. If you lack it, no matter what you do or how you do, the effect will be minimal. It can only float on the surface but not touch the essence.
This is whether you are a person who is consistent in words and deeds.
4. words and deeds are the same.
Promises must be observed.
"If you talk about your dreams to your subordinates, then you must pursue it more seriously than anyone else."
If you say to your subordinates, "let us do a good job of what we should do," then you must take the lead and take the lead.
If you say "let's better cooperate with each other and work together", then you have to show the attitude of cooperation with everyone.
If you say "aim at the highest standard", you have to do it yourself; if you say "we want to break common sense", then you have to work like this and accept the idea that your subordinates are beyond the norm.
If you can't do that, who will believe you?
It is impossible to trust a man whose words and deeds are different.
But please don't get me wrong. I don't mean leaders to be all powerful supermen.
In fact, a team member who is more creative than you should be in the minority. Some people who are not good at doing things can easily finish them. Therefore, I am not asking leaders to have the ability to have a superior person in all fields.
I just want to remind you to ask yourself, "are you the most faithful practitioner of what you have said or promised, or what you are saying?"
A team member is not a group of leaders who say what they believe, they will listen to their words, then observe their conduct, and finally decide whether the other side is worthy of their trust.
5. consistently
Another important point is whether you can be consistent.
Don't waver in your beliefs, your values and what you pursue.
For this reason, I hope you will not be misunderstood. The specific methods and actions to achieve the goal should be kept pace with the times and must be changed according to the situation.
But the ultimate goal, your belief and values can never be changed. This has a universality. From this point of view, we can feel a strong moral, social and objective truth. That is to say, this is a kind of value that is similar to the pursuit of truth, goodness and beauty.
Only those who regard these as their core values will be able to get the real trust of the other.
Some people change their attitudes and commitments only by their temporary thoughts or their identity. They easily change their own ideas and principles because of gains and losses, and often shake their own ideas, but still use "at that time I thought so, but now..." To defend yourself.
People who do things and behave like this will eventually lose the trust of others.
Words and deeds are consistent and consistent. This is the quality that people should have. In other words, you can see a person's integrity.
If you can't build trust relationship, you can't build a team. Therefore, for leaders, the most important thing is to build trust relationship. Please do not forget that the members of the team appreciate your knowledge from your daily words and deeds.
　　 Two, wholeheartedly and wholeheartedly face your subordinates.
1. people will change only when one hundred percent people try their best to treat him.
If there is no solid interpersonal relationship, it is almost impossible for an organization to function. The interpersonal relationship mentioned here is also the trust relationship we mentioned before.
The first step in building a strong interpersonal relationship is to be a leader in good faith, consistent in words and deeds, and consistent. This is very important at all times.
So, after setting up this fundamental principle, what is the best way to get along with each subordinate directly? This is a question people often ask.
The answer is very simple, that is one hundred percent.
Leaders should treat their subordinates wholeheartedly when they are getting along with their subordinates. Only then will their subordinates accept you, and there is no other way out.
Therefore, there is no standard to get along with subordinates. It is important to treat their subordinates with all their heart. Otherwise, you can't change him, nor can you really impress him.
It is impossible to change a person only by superficial communication, which is impossible in interpersonal relationships.
2., listen carefully to your subordinates' position.
So what is the so-called "wholehearted approach" to the subordinates?
"The most important thing is to really think about each other."
Some people can make the other person realize that "he really does this for me." then, how do they interact with each other?
Think back to your own experience. What kind of people are they?
Yes, it must be a person who can stand on the other side's position and conform to the way of thinking of the other side and listen to each other's feelings. Only in this way can we listen to each other's feelings, and the other person will feel that "this person may understand me".
Everyone has different views, thoughts, feelings, positions, experiences, personalities and feelings about things. If we can not listen to each other's situation, we can not get good results.
It is precisely because each person's situation is different, so we have to stand on everyone's stand and understand and understand each person's way of thinking and emotion, so they will think we are listening carefully to their feelings.
If you can't communicate with each other in such an attitude, you will not be accepted by the other party. The other person will think that "even if he does not, he will not understand", and often do not say what they really think.
　　 3. mobilizing all your resources and thinking about what to do is good for your subordinates.
After listening carefully to the voices of subordinates, we should also understand and accept subordinates. But this is not the same as what the subordinates say.
The so-called understanding and acceptance of heart is a pointer to what the subordinates say, using their own experience, knowledge and ability to analyze, and consider how to give him the best advice and suggestions.
If his subordinates' ideas are not right or too simple, they must point out where his ideas are wrong or where they are too simple; if he wants to consider them from different perspectives, he needs to give a hint from different perspectives.
Sometimes they resonate with them and share their worries.
There are one hundred correct answers for one hundred people. We must seriously consider these one hundred answers.
In fact, subordinates are very sensitive. He can see through whether you really think about him or only because of his boss's position.
Some bosses speak logic in everything. They like to say, "logically speaking, this is the case, so we should do so. You have to do this. You have to understand. " It is also believed that this is the way of communication between superiors and subordinates.
If this logic is that the logic of the other side is better, those people will always act according to their own logic and act in accordance with their own logic, and there is no room for accommodation.
After doing so, they also think they have done their duties and feel that they are faultless. Even because he thought he had won his subordinates logically, he had taken the lead and was complacent.
In fact, how can we win in logic? In fact, the boss's self satisfaction does not help any business. The important thing is how to move the subordinates and change their subordinates. This is the responsibility of the boss.
However, people are not so easily moved. People generally can not listen to the boss's logic, then immediately accept the boss in the heart.
If you want your subordinates to accept yourself, you have to make him feel that you are able to understand his circumstances and emotions.
In order to achieve this step, you must stand on the other side's position and try to understand each other's way of thinking and emotional mode in practical work. There is no other way out.
It's not hard to imagine that it would take a lot of energy to do so.
This is not something that can be done with only 30% or 40% energy. It is impossible to achieve without 100% energy. Those who fail to establish good relationship with their subordinates or fail in their relationship with their subordinates are only willing to pay 30% or 40% of their energy to deal with them.
For those who do not concentrate and spend 100% of their energy, you will not be able to succeed. You must spend 100% of your energy on that.
　　 4., "devil" and "Bodhisattva" sometimes.
Another point is important.
That is, if you really think about the other side, being a leader in the real work must be "devil" and "Bodhisattva" sometimes.
"The task of leadership is to make the future of our subordinates bright."
Therefore, if we really consider the future of our subordinates, we must be strict with the devil in order to be competent for a certain job.
If at this time, it seems that people can say "do not have to reach that level" and so on, they may be happy at that time, but the future of their subordinates may become dark.
If subordinates ask themselves for low standards and satisfy themselves, you must be "devil", and you are welcome to point out to him that "you failed."
Moreover, it is necessary to set up a "devil" for subordinates to set up one goal after another.
Because if we don't do this, the team will not be able to achieve results or achieve results. It will become more and more gloomy in the future and will eventually lose its future.
It is very important to be a devil. It is not because he does not like a subordinate to be strict with him or to act in his own mood, but to make his subordinates understand that he is strict in demanding that he have a bright future.
This needs no time to talk. As long as you really think so, your subordinates will be able to feel it. Sometimes, because subordinates can not understand immediately, they are scolded by their subordinates, but they will understand them someday.
Having said that, there are indeed situations in reality that fail to be understood by all.
At this point, you must firmly believe that "they will understand in the future" and insist on doing it.
Although you may not get a word of thanks, you have to understand that you did not do it to get gratitude.
So long as the role of the devil that he plays now can bring a bright future to his subordinates, what is the matter even if he can't get thanks?
After all, what matters is not the self satisfaction of leaders, but the future of their subordinates.
Besides, if you are only "devil", your subordinates will not follow you or grow. So, when you think that your subordinates are doing well or better than before, you have to be "Bodhisattva", praise him well and recognize his work, which is also very important.
Only in this way can the subordinates feel that they have not suffered from the "devil", their efforts are worthwhile, and that they can understand their leadership, such as "devil".
As a "Bodhisattva", it is not enough to praise the subordinates and recognize their subordinates' work. They should also be concerned about their health and family status. This concern is also a part of the "Bodhisattva".
On the one hand, they are as strict as "devil" in their work at ordinary times. On the other hand, they are so concerned about their subordinates. Only such leaders can inspire their subordinates' energy and make their subordinates willing to work hard to live up to the expectations of their leaders.
If you want to be a successful leader, you must be able to understand the hardships of others, understand human nature and the true meaning of working with others, and the higher your position is, the more thorough you will be to understand these things.
Working with others is not a simple thing. It's hard to do well on the surface.
For this reason, light understanding is not enough, and it must be realized through practice.
Leaders and subordinates get along with each other in practical work, so it is meaningless to understand theories without practice. Experience is the most important thing in practice.
What I want to tell you here is that you must experience and repeat the process through the process of "practice, self questioning, answering and practicing again" until the way of getting along with subordinates has become your body instinct and become your habit.