ASNOVA’s First M&A Involves an Overseas Company
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Lead with a trusted back. ASNOVA's Area Manager Theory of Human Resource Development
From the development of young people to the management of center manager, Shuhei Fukano, Equipment Management Department Kanto No. 1 Area Manager, continues to support leaders at the forefront of the field. Don't just lead, lead by example. Speak behind your back while snuggling. We asked Mr. Fukano, who has given his subordinates peace of mind and motivation to take on challenges, about his training philosophy.
→ The interview video is now available on YouTube's "ASNOVA Channel"!
Text: Sayaka Mitsuda
Photo: Sho Kobayashi
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PROIFILE
- Shuhei Fukano
- ASNOVA Co., Ltd. Equipment Management Department, Kanto No. 1 Area, Area Manager. As a Area Manager in the northern Kanto and Tohoku areas, he is responsible for the equipment center management of the entire area.
Do it yourself first! Not running away from unpleasant things creates trust
Q.Speaking of Mr. Fukano, you have been involved in the development of many center manager. What do you value in nurturing center manager?
Fukano: In a word, "don't run away." When I first joined the company, if I consulted about something I couldn't do or was worried about, I was often told, "Don't worry about it. Just tell me. Just give it a try." If you interpret it in the right way, you could take it as "they'll let you do it," but it's because I can't do it that I'm in trouble... I began to think that that was just irresponsible.
That's why I try to take the initiative to do things that are difficult for center manager to say or do. It doesn't matter if the other person is your boss, a customer, or a business partner. First of all, I have to be the first to confront the problem in front of me without running away from it. In this way, you can make a kind of breakthrough by "forcibly showing the way," so to speak. In this way, the juniors will be able to feel confident that they can do it if they do it like Mr. Fukano, or that they may be able to take the plunge if Mr. Fukano is there. It may be easier to understand that it is easy to imitate.
Q. You're someone I can rely on! Is there anything you pay particular attention to when speaking or conveying information?
Fukano: First of all, whatever I say, I do it face-to-face whenever possible. Expressions and tone of voice can't be conveyed well in writing or on the phone, and sometimes the quickest way to resolve a problem is to go there in person. That's why I'll fly anywhere!
Another thing is "contrast." When you give a warning, give it briefly. But then switch gears quickly and go back to your usual self. If you stay in warning mode all the time, it will drag the other person down, and you may become timid and make mistakes again. I think it's good to switch gears instantly and have fun.
Q.What do you think are the "elements" required for ASNOVA's Center Manager?
Fukano: Our job is a scaffolding rental business, so we are in the construction industry, but we are also in the service industry. There are quite a few situations where customers tell us that we can't do it, or we have to back down and accept their requests, but that doesn't mean that we can't provide good service if we just pay attention to them. It may be necessary to face the customer on an equal footing, or rather, to respond to the customer.
It's not about which side is better or worse, but if you don't have a relationship where both work well, it won't last long, and I think that kind of sincerity leads to trust. Of course, don't forget to be polite. I think that's an integral part of center manager.
I myself carry the ASNOVA sign on my back to work. I think that each person has a different value just by saying that they carry a sign, but it burns a lot (laughs). In a good way, I believe that it is also necessary for center manager individuals to have "something that burns their hearts" and "something that is second to none".
Rewarding, exciting, and secure. What is education that moves people's hearts?
Q.What are you conscious of in terms of center manager development regarding the keywords "rewarding, exciting, and secure" that describe ASNOVA's work?
Fukano: When it comes to fulfillment, I think the most important thing is to have a goal. Like myself, if you don't have a goal, your days will pass by and you won't be able to get into your work. That's why I ask center manager and workers to set goals as specifically as possible, such as what and how much to do by when.
On top of that, I want them to accumulate small successes and feel a sense of accomplishment when they achieve them. Some people have a hard time setting their own goals. For those people, I offer advice and help them set goals together.
Fukano: I also want them to have a bit of a competitive spirit. Rather than feeling down when comparing themselves to others, I try to raise their awareness so that they think, "I'll try to take that extra step."
Q. How conscious are you of the concepts of "excitement" and "peace of mind"?
Fukano: "Excitement" varies from person to person, but what I am always conscious of is what excites me first. If your boss looks boring or difficult, your subordinates won't follow you. I like to interact with people, so I am naturally excited every time I meet them at the company's "Wood Chicken Club" or go around the bases to meet other area manager. I place importance on smiling so that this feeling can be conveyed naturally to my subordinates.
→ YouTube (ASNOVA channel) has released a "MOKKEI" infiltration video!
In terms of "peace of mind," I think the fact that we have a solid foundation as a company is a big factor. We have a good employee benefits package, and our inventory and quality of rental materials are among the best in the industry. On top of that, we have a culture that doesn't reject employees' challenges and says, "Let's give it a try." I myself don't reject from the start what people say they want to try, but rather push them by saying, "Let's give it a try." There are some things you can only understand once you've tried them. I think we may be able to provide that kind of peace of mind.
Q. The scaffolding rental service" itself is a meaningful service from the perspective of society as a whole, isn't it?
Fukano: That's right. We believe that it is very important to know what kind of buildings and how the scaffolding materials we handle are used. If you are only managing materials and shipping work, it may be difficult to see what lies ahead, but scaffolding will continue to be needed for hundreds of years as long as there are three-dimensional objects such as buildings and bridges. In other words, scaffolding 's work is socially relevant and sustainable.
On a daily basis, we try to tell the staff at the site where and how the materials we are handling are used, and in what situations they are useful in society. For example, if you're driving down the road and your green material is used in the scaffolding of a construction site, you can feel that this is our scaffolding.
If they can realize that their work is connected to society in this way, I think it will lead to a sense of fulfillment and pride. It's important to see your work not just as the task at hand, but also as something that lies beyond. I think it's my role to convey this.
Q. What do you think is rewarding about human resource development and management?
Fukano: I think the term "TTP" is very important. It's an abbreviation for "Thoroughly Copy," and it means that you first try to copy exactly what someone does that you think is good. Since I joined this company, I've thoroughly observed and adopted the methods of my seniors who are doing well. As I do this, I gradually mix in my own methods and ways of thinking, and my own "own color" is created. That moment is incredibly exciting.
I tell the center managers, "First of all, just imitate them. After that, I want them to add their own personal touch and become unique. It is okay for each center to have a different color. In fact, it is precisely because they are different that they are good. I am working on daily training, imagining a future in which each color is combined to create an organization as diverse as the seven colors of the rainbow. Translated with DeepL.com (free version)
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