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My self-coaching experience ②

Updated: May 29, 2022

I am ashamed to talk about achieving milestone goals in my life.


It was exactly 2000.

I am a so-called literary school, and I am an office worker in a company.

Since joining the company, I have experienced various workplaces such as accounting (management accounting) → , production planning (factory start-up) → new factory construction (general affairs, personnel, accounting, etc.).


Now, I participated in the planning of Toyota Motor East Japan Iwate Factory, and I was assigned to the factory management department. Therefore, I was having fun and fulfilling days publicly and privately in Shintenchi.


After that, I returned to the head office, but it seemed like I had a hole in my heart.


At that time, I was asked to gather people from Toyota Group companies to participate in developing a management Kaizen tool.


Without this resignation, I might have been living another life. At that time, I was still in full swing. I had the spirit of being able to do any work. In terms of coaching, the efficacy was high.



Be an expert in Kaizen.

Finally, I was taken care of for a year by the Education Main Building of Toyota Headquarters (the photo below, which is now a magnificent building). I still remember it as a good memory.



It was around this time that I started thinking about the future.

I started thinking about the future after retirement (whether or not I retired).


The theme of this project was "Kaizen of management". Whatever the subject, this was the first time in my company life that I was fully immersed in the improvement.


You might be asked, "If it's a Toyota system, Kaizen is a matter of course, isn't it?" It was a thing.


At that time, 2000 was a big turning point for me.


I liked "improvement of management", and I started to think that it was the right job for me.

And when I realized it, I seemed to start drawing a vision.


Finding the goal (what it should be), the unconscious begins to move

After retirement, my vision from that time was to "support improvement and revitalize the domestic manufacturing industry," or in Toyota's terms, "what it should be" coaching is the "goal."

Right now, life is as I had drawn at that time.



Of course, at that time, there was no way to know "cognitive science", and Lou Tice was also before landing in Japan.


While developing "management improvement" within the company, I was able to feel the feeling of practising rehearsals after retirement.


Whenever I interacted with a professional consultant, I always compared it to my current abilities, and when I found something I was missing, I started studying immediately. Looking back now, my unconscious has begun to move toward the goal.


Interestingly, I didn't feel like I was doing something or trying. It was a natural feeling that I should do it.


Even when I explained the "management improvement" method and visited each department manager to support improvement, I felt as if I had become a professional.


At the same time, a department was established to sell "Kaizen" to the outside. My organization was in charge of improving the management and management of indirect workplaces, but the external sales organization was mainly responsible for improving manufacturing sites in different industries.


Immediately, I tried to absorb various information from outside the company by proposing an opinion exchange meeting between the organizations in charge of improvement with that department.


While doing so, the external sales organization said, "There is a demand for improvement in the indirect management workplace. Can you do it?", And while I was absorbed in it, I became a specialist in design-related improvement six months later. I did.



Starting with the refrigerator development process of a famous electric manufacturer in South Korea and Japan, we have undertaken improvement support for several companies in response to requests from the Kaizen external sales department.


And two years before I left the company, I was the leader of the external Kaizen department.




At that time, I experienced various Kaizen. Still, I will never forget that I worked with the Iwate Prefectural Government and the fish processing industry in the coastal area.


Want to power

When I became a coach and learned the mechanism of the brain, my behaviour at this time 20 years ago set a goal and proceeded naturally to the point where I felt the presence of the purpose. Is.

The power of Want to.


And the comfort zone moved to the goal side, and I was already providing improvement support as a professional.


And now there is. Since 2015, we have been asked to support several companies' development and design improvement, and we have continued to do so. It's what I envisioned in my vision.


I met Tomabechi style coaching in 2020.

Until then, coaching had only the impression I had when I was in the company, and I wasn't interested in it. Still, the Tomabechi style has a solid root supported by the theory of "cognitive science," so I was applying for a certification course if you noticed it.


What has happened since 2000 is explained in this blog, but it can be explained by coaching (cognitive science) theory?


With these experiences and coaching theory, I will work as a professional coach to help you find the Want to goal and achieve it. Please let us know.

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