Uneven Responsibilities and Biased Authority Dispels Growth Opportunities

Hello, I am Ichiki of Sync Logistics.
In this issue, I’d like to share with you what I feel are some one of the challenges in our industry, namely, uneven responsibilities and biased authority.

■“How should I deal with this?” is a growth opportunity

In almost 10 years of exchanging information with more than 10,000 people in this industry, the concentration of responsibilities and authority in the hands of only a few people is a special characteristic of our industry.

This is especially seen in companies that have grown in a short period of time, and in port transport companies whose ways of handling things are unique to each region because applicable laws are difficult to interpret.

What’s happening is that on-site managers such as section chiefs and leaders are often asked “How should I deal with this?” when situational reports are submitted to them.

Managers make the decision and issue instructions, but the reasons for that decision are not communicated to the person receiving the instructions, so requests for advice and questions continue to come up.

In order to meet deadlines and fulfill their responsibilities, managers have to come in early and work overtime to perform tasks themselves. Isn’t this something you see often?

■Make them follow these 3 steps: 1.)report 2.)state opinion 3.)propose

I was in the same situation myself. When our company first started, I was the president in name only because I did everything in the company, and every day I would be asked “How should I deal with this?” Also, when this became a habit, instructions were given without making the intents and purposes of those instructions clear, so staff would say “The president just told me to do this.”

It was really tough because the more our company grew, the more I felt weighed down.

A vicious cycle was created wherein the situation worsened because of confusing instructions. I began to ask staff“What do you think you should do?” In the first place, the question“How should I deal with this?” often arises when employees feel that they don’t have to offer their opinions or give suggestions.

I also feel that mostly, they themselves don’t realize that thinking about what they should do is connected to their own growth.

At first, there may be periods of silence, or we would hear some crazy ideas, but accuracy and precision will surely get better.

■From judgment to decision (the effects brought about by handpicking)

In addition, I think that the way to make employees grow by leaps and bounds is through handpicking.

I recommend the immediate handpicking of staff who are already able to make proposals with an understanding of the intent and purpose of the proposal.

By handpicking them to be able to experience making decisions that entail risks and responsibilities, they will be able to grow by leaps and bounds. Their own decisions will change the results.

The experience will make them realize many things. Moreover, if they are successful, this will give them a big boost in confidence and enable them to take on bigger challenges.

But there are several points to consider when handpicking staff.

1.) Handpick people in fields and at levels of difficulty wherein they are likely to succeed
2.) Prepare the skills needed for success and opportunities for feedback
3.) Give second chances especially to those who fail

I myself was not conscious of the three points above, so I did not put some of my employees on a significant growth trajectory.

But handpicking with high expectations and handpicking that greatly exceeds the person’s capabilities will invite failure, and will also make the person lose confidence.

A backup system is necessary. Even if the person fails, that person who faced challenges with risks head on will definitely grow, and will make a great leap forward based on their experience.

I truly hope that everyone working in this industry will obtain suitable opportunities to make significant progress.

Thank you for your time.