My leadership code
Table of Contents
#1 Set a Goal
I set a goal and envision it for others by showing the meaning of why we must accomplish such a plan in the first place. I believe that to achieve anything, we must first set a goal. A clear goal motivates everybody to dedicate precious time.
Why must we set a goal first?
In the age of distraction, many seem like a sensible idea to pursue. The problem is that arguments point you to a head in different directions. First, I pick one worthwhile goal for the team to achieve. Then, I set a vision that everyone is excited about attaining.
I prioritize and emphasize the goal. But, at the same time, I am defining a purpose with ‘Why’ that inspires each member and use the SMART framework to make it Specific, Measurable, Attainable, Relevant, and Time-bound.
This goal promotes a collective force that helps us to contribute. As a result, everyone can develop through their own journey yet move together toward realizing the vision.
#2 Take an Initiative
I take the first step into the unknown. After that, I am ready to go the extra mile out of my comfort zone. So that my teammates can follow the path I trailblazed, they then can contribute more quickly to what awaits.
Why do extra work to initiate?
I learned this valuable practice from senior engineers. Both are team leaders, one in a quality department and one in a production department at Bosch in Japan.
The project was to correct a product testing process to lower defects. But unfortunately, the audit generates a lot of heat in the room as nobody would like to correct and change workflow. As countermeasures, my seniors always put in extra work to prepare preliminary research. We call this “Tataki-dai,” meaning a springboard for further discussion. Including data and some suggestions of where we can start the process improvement.
With this initiative, all members give quick and productive comments, leading to a meaningful meeting and successful implementation.
#3 Decide to Move Forward
I decide without delaying. I also take ownership of the result, no matter how it might turn out. So that my team members know that we commit to the mission, ultimately, we can trust each other and maintain momentum.
Why decide and enable others?
I am blessed with valuable opportunities to work with presidents at the beginning of my career. I utmost respect one vice president named Noriko Morikawa. She showed me how to decide and enable members to venture into their work journey.
We have worked together to hold an event that involves external executives from IBM and BASF to exchange ideas on mobility way-forwards. The problem arose as there was no joint agreement of agenda topics. Amid struggling to coordinate and decide issues, Mrs. vice president urged me to talk directly with managers and executives. The confirming push led me to be amazed at how open executives can be and start treating them as ordinary people.
As a result, we have agreed just in time for the convention center booking deadline. The vice president also taught me to ask all supervisors to enable the associates early on and often.
#4 Tell a Great Story
I tell a story that engages everyone to contribute and reflect on their dream. I believe in common narration regardless of different value perceptions. As a result, everyone will feel more joy in work life and synergize with a common narrative.
Why tell a believable story?
About eight years ago, I organized a TED talk event in our city called Fukuoka with other volunteers. I was impressed by how a narrative story moves a crowd to act anew. We live our private life with a particular story in our head; it affirms who we are and what we want to achieve every day.
I felt strongly that we need aspiring stories to work together. So I drill a story delivery with the Pixar technique and an entrepreneurial idea of the four hats role from Michael E. Gerber, the author of ‘The E-Myth: Why most small businesses don’t work and what to do about it.’ It encapsulates the businessperson’s role
With a clear narration and engaging story covering all businessperson’s roles. I will inspire my team to work together energetically and effectively.
#5 Create Lots of Fun Doing it
I set up a fun project time for everyone to recreate. I energize the workplace to attract more talents to work together. Members can contribute freely. At the same time, new prospects will see the appeal of joining our team and applying.
Why is fun at work so important as a leading tool?
I dread the boredom of unproductive routine; it signifies that the workplace is dying with low creativity. We all dream of working in a place that is full of imagination and possibilities.
I dream of building a vibrant workplace for my team. I will go above and beyond to recognize their professional and personal qualities. Through the MBTI workshop, I learned that we perceive the world through a different lens, and I should build a team according to their influential temperament.
Taking an example of Google’s 20%-time policy, I will encourage members, in addition to their regular projects, to spend their time working on what they think most benefit the team. With this, team members will be able to express their strengths from personality and creativity. As a result, others will want to join our team!
If we want to live better, we have to hold ourselves to the highest standard.
So set your own code and live it.
Be the difference we wish to see, lead them!
Ps. to my friend Bhushan, does any part resonate with your code?
 D’Onfro, J. (2015, April 17). Business Insider. Retrieved from https://www.businessinsider.com/googlD’ Onfrorcent-time-policy-2015-4