“Section Manager 2.0”With the author, Kamari Maeda“Top 5% leader habits found by AI analysis”The author, Shinji Koshikawa, talked about “the way of thinking of leaders who nurture teams that continue to produce results”. A hybrid work style that uses both real work and remote work, which has become common due to the corona disaster. Due to changes in working styles, leaders are also required to change their management styles. Then, how should we change it concretely? What are the “essential skills” that future leaders will be required to see through the dialogue?
Why leaders “talk too much” at meetings
Shinji Koshikawa (hereinafter referred to as Koshikawa)Meetings are very important in your daily work, aren’t you? So how leaders behave should have a big impact on the performance of an organization or team. So we recorded more than 8,000 hours of meetings and analyzed the behavior of more than 3,500 leaders with AI.
Kamari Maeda (hereinafter referred to as Maeda)Is it “recording more than 8000 hours of meetings” … it’s amazing. Current situation analysis that can only be done in the AI era. It’s been a great time.
KoshikawaI agree. So, one characteristic tendency came into view. We found that older leaders who did not produce results talked better at meetings.
MaedaSo that’s it. I feel that it matches the actual feeling. Even though no one asked for it, I can see the old heroic stories endlessly … (laughs).
KoshikawaOh yeah. Almost 60% of the meeting time is filled with their own stories, but most of them talk about “one story”, which is also “the glory and legends of the past”. However, even if you talk about the heroic stories of ancient times, you can’t use them now, so the members are confused and just lose their motivation. That’s why it’s even harder to get results.
MaedaWhy do you talk so much?
KoshikawaThere are two possible reasons.
One is “lack of self-confidence”. Because I feel weakened in energy and physical strength, and I feel that the young members are close to me, I think that I should not be licked and tell a story that I was amazing.
MaedaSo that’s it.
KoshikawaAnd another reason is that “members don’t speak in the first place”. That’s why the leader talks more than necessary to fill the gap.
MaedaOh, I really understand that. The leader struggles to warm up the place so that the members can talk to him, but he says he will spin idle.
KoshikawaYes, the more the leader speaks, the harder it is for the members to speak. It’s a virtuous cycle.
Moreover, the conditions are even worse now that there are more online meetings than real ones. In fact, there’s a noticeable tendency to say, “When video is off, you have less chance to speak,” but only 21% of all members have video turned on during an online meeting. world.
President of Cross River Co., Ltd. Caster, Inc. Executive Officer.
After working for a domestic telecommunications company and a foreign-affiliated telecommunications company and starting an IT venture, he joined Microsoft in 2005. As a business executive officer, he is the chief quality officer and the general manager of business divisions such as PowerPoint and Office 365. In 2017, he started a consulting company for improvement activities, Cross River Co., Ltd. All members continue to work 3 days a week and 30 hours a week by making full use of IT. Supporting a total of more than 700 companies to implement “profit reforms” that reduce wasted time and increase employee motivation while increasing profits. Since 2018, more than 700 people have concurrently served as executive officers of Caster, Inc. of Remote Work. In the book,“Top 5% leader habits found by AI analysis”Many such as “Top 5% employee habits found by AI analysis” (Discover Twenty One).
MaedaVideo-off meetings definitely don’t work.
The information we exchange in communication includes “linguistic information” such as the content of the story, “auditory information” such as tone and speed of speech, and “visual information” such as facial expressions and gestures. According to the law, “visual information” has the strongest influence in reading ambiguous messages sent by the other party at 55%. “Hearing information” is 38%, and “linguistic information” is only 7%.
This means that video-off meetings completely block out their most important “visual information”, making communication hopelessly difficult. I think it’s better to think that it will be a meeting that conveys almost nothing.
KoshikawaThat’s right. Therefore, in online meetings, it is absolutely necessary for members to “turn on the video” before “creating an atmosphere that is easy to talk to.”
MaedaAnyway, “video on” is important, isn’t it? However, some companies do not have a camera on the computers distributed to employees in the first place. That’s why at online meetings, when I say something, I say “I’m sorry, but …”, but all of them are men of the same age and have a bitter voice, so I’ll figure out who they are. It’s quite difficult …
KoshikawaThat’s tough. Video should be turned on for online meetings in order to continue to produce results even with remote work. After investigating “What are the top 5% leaders doing?”, I found out that there are some tricks that make it easier for members to turn on the video.
MaedaWhat are you doing?
KoshikawaActually, it’s not such a big deal. For example, “I take the initiative to turn on the video,” “on top of that, raise the corner of my mouth to show a gentle expression,” “give time to chat for the first two minutes and turn on the video.” is not it.
By doing this, if the members do not feel unpleasant even if they “video on”, but rather they feel that they can communicate comfortably, gradually the members will take the initiative to turn on the video. Become. And before I knew it, I started talking naturally. Then, the leader does not have to speak forcibly in order to eliminate the awkward silence.