In the Nikkei BizGate Report / Human Resources article on August 3, 2022, "The number of workplaces that have introduced" 1on1 "has increased. I found an article that says.
I was surprised.
When I searched for "1on1" on Google, I found many advertisement URLs of "1on1" consulting companies at the top, so I took a peek at the top company's website.
Then, the name of the company (part) you use will appear on the portal site.
Most of them are famous Japanese first-class companies.
Luckily, my company didn't appear, so I was relieved.
I will go back to the Nikkei BizGate Report article. It describes a deplorable state of affairs.
It is not uncommon for bosses/leaders to be unfamiliar with the results and not lead to good results.
Blunt and left-to-the-side questions such as "How are you these days?" and "Do you have anything to say?"
On the contrary, there is even a fear that it will give a sense of despair that "there is no interest in the way you work."
"1on1" is not an interrogation. As the name suggests, it's a one-on-one dialogue. First, the boss/leader must speak their true feelings first and draw out the other party's opinions. Here again, the ability to speak is put to the test. It isn't easy to feel the charm of bosses and leaders who do not talk. Recently, the importance of "listening ability" has been attracting attention, but "listening ability" cannot be exercised if the attitude of "speak as you please" is followed. "First of all, bosses and leaders should start talking. It is then questioned whether they have something to say." In a workplace where employees leave one after another, the team does not function, making it challenging to produce results. Engagement and motivation are two sides of the same coin, and "motivation management is becoming a major task for managers."
(The underlined part above is a comment from Mr Yasumasa Matsuoka, President of Motivation Japan.)
I'm afraid I have to disagree with Mr Matsuoka's
"motivation management."
I don't think it's possible.
Andrew S. Grove becomes Intel's third CEO
He is the executive who turned the company into the world's largest semiconductor company.
Among his many accomplishments, his work at Intel alone has been described as "worthy of being the one great business leaders of the 20th century."
You can learn an orthodox perspective of business management based on deep insight by reading his famous book "HIGH OUTPUT MANAGEMENT" (written by Andrew S. Grove and Kaoru Kobayashi).
Below is a quote about motivation from "HIGH OUTPUT MANAGEMENT".
How does a manager motivate his subordinates? Generally, the word has connotations such as making someone else do something. But I don't think I can do that (to motivate my subordinates). Motivation comes from within the human being. Therefore, the only thing a manager can do is to create an environment in which motivated people can play an active role.
Better motivation means better performance, not a change in attitude or mood. What is essential is whether "achievement (executive behaviour)" improves or deteriorates due to environmental changes. As an indicator, attitudes can be a "window cut into the black box" of human motivation, but that is not the outcome or output we desire. What we want is improved performance at a particular skill level.
Once self-actualization becomes a source of motivation, a person's willingness to act becomes limitless. Thus, the most crucial feature of this need is that the need for self-actualization alone continues to push a person to higher levels of behaviour, while other sources of motivation disappear with the satisfaction of the need. Nevertheless, it is something that will happen.
Next, I will quote the related items from the book by Dr Tomamabechi of Tomamabechi Coaching.
Motivation is spontaneous, not externally given. It is called constructive motivation and is born from the will to "do XX" toward the object you value. From "How to Create a Comfort Zone" by Hideto Tomabechi
Motivation can be said to be the result of being out of your comfort zone (in the analogy of an air conditioner, the room temperature is higher or lower than the air conditioner's set temperature range). "Corporate Coaching (Part 2)" by Hideto Tomabechi
It can see that these two Andrew S. Groves have written precisely the same view as Dr Tomabechi of cognitive science.
I want to explain more about Dr Tomabechi's expression, "motivation is the result of being out of your comfort zone."
As shown in this diagram, the desire to "do XX" toward the object (goal) that we value ourselves becomes our motivation, and we move toward the world outside our current comfort zone, which is the goal.
It may be a very familiar expression, but it is counterproductive to "flatten or entice" subordinates to do something they dislike through "1on1".
If you have explained it so far, I think you can understand it,
But the boss's role is to connect what the subordinate wants to do and the goal (issue) of the organization.
For that reason, the means of "1on1" may be effective.
However, to make good use of the human brain and achieve results, it is useless to do "1on1" without knowing how this brain works.
Instead, it may have the opposite effect.
If you use the "1on1" method, please refer to Toyota's TQM.
The basic idea is that "the boss assigns a task to his subordinate and takes responsibility until the problem is solved."
You won't develop mutual trust if you keep throwing assignments at your subordinates and saying, "Why can't you do it yet?".
Employees feel a sense of accomplishment when they solve problems.
If there is something left unfinished, he knows it.
At that time, my boss said, "You did a good job. It will have been perfect if you're willing to dig a little deeper."
"Yes, I noticed it when I reported it to the other members earlier. I will continue to dig deeper."
A conversation like this would be a success.
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