New system under Director Kawasaki
The first principal meeting of the year was held on May 15th.
When I asked Kawasaki about his enthusiasm for the new organization, he said, "There's nothing I can do. I want to make this an organization where everyone plays a leading role, so I ask for your cooperation." His humble words conveyed a strong determination. During the meeting, he also emphasized that this is an "organization that everyone will build together."
It is said that there are two main types of leaders. One is leadership type, and the other is followership type. Both are important elements, but the weight of each differs depending on the leader.
As the name suggests, leadership type leaders are the type who take the lead and pull their members along, and are characterized by being reliable. On the other hand, followership type leaders are characterized by their ability to bring members together by using even what they "cannot do or do not know" as weapons.
It seems that Director Kawasaki is a follow-up type. During the meeting, he was able to draw out the opinions of the principals and it was a very productive time.
●Principal's Association Slogan
As the principals gathered in the meeting room one after another, the first thing they did was to draw lots. Apparently, the seating order was decided by drawing lots. The representative also drew lots. It was fun because the person sitting next to you was different every time.
Furthermore, as an ice breaker, they set a theme for each session and create time for each person to talk. Communication is important after all.
Based on the slogan of Shokoji Temple as a whole, "Challenge and Share," the principals' association has two goals: "Improve teamwork" and "Improve the quality of childcare."
● Management
As the first attempt, this time each school principal shared their thoughts on management. There were seven items.
1. What do you think management and operations mean?
2. What do you consider important when managing a business?
3. What do you think is a good working environment?
4. What do you think is the best relationship between employees to work comfortably?
5. Are there any challenges or concerns you face when it comes to management?
6. Successful management stories
7. Management episodes that went wrong
It is clear that they are thinking hard about how to provide the best possible working environment for their staff, taking into consideration their physical condition, mental state, communication, and emotions.
The fact that there are more "unsuccessful management episodes" than "successful management episodes" is proof that, despite the struggle between their ideals and reality, they continue to try and try again without compromising.
None of us are perfect. The struggle of an imperfect person having to manage another imperfect person is immeasurable. We must not forget the importance of caring for others, helping and supporting each other, going beyond hierarchical and horizontal relationships.
It was a time for us to once again reflect on our gratitude to the principal and teachers.
●Basics of management by Director Suzuki
Mr. Suzuki, the General Affairs Department Manager who took up his post in March, gave us a talk about management, going back to basics.
While being aware of the tough aspect of having to stand in the shoes of both workers and managers, he emphasized the most important thing: "developing human relationships." It is no exaggeration to say that this is a universal issue that goes beyond work. Everyone wants to enjoy their work. No one likes a bad atmosphere. Everyone wants to get along. Better human relationships lead to higher productivity.
When I spoke to Director Suzuki before the meeting, he was humble and said, "What I'm going to talk about is basic stuff." However, I strongly felt that he was saying this because he knows all too well from his many years of experience how difficult those basic things are.
The cruel thing about basic things is that when you hear them you tend to think, "That's simple," but actually putting them into practice is incredibly difficult.
I felt a strong desire to never give up and to continue working together in a friendly atmosphere.
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