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最後に↓をポチっとお願いします♪
にほんブログ村
Hello. I’m Yasui, the owner-president of a one-person company primarily engaged in inspections of high-pressure gas facilities.
If you’re living seriously, there are times when you have to clash seriously as well.
By confronting each other head-on, direction becomes clear. Intentions align. You begin to understand what the other person is thinking and what they are seeking.
Staying silent, not knowing what the other person is thinking, waiting to see how they act—
that might work in a board game, but in real life, nothing gets across unless you actually move to communicate.
Assuming “they’ll understand” or pushing things forward with vague expectations is something we should avoid.
Business moves on clear intentions, strategies, and tactics.
In an era where manpower is scarce, it’s simply unrealistic to think you can do everything just by working hard or accepting everything you’re told to do.
That’s why you have to choose your work.
Choosing doesn’t mean being picky—it means setting priorities for ourselves.
For example: agency work has high priority, while assisting others’ operations is lower.
Periodic inspections are high priority and fixed in timing, so if new periodic inspection requests come in during the same period, it may be necessary for us to present conditions in advance to avoid unreasonable schedules.
On the other hand, non-periodic spot jobs during those times can often be accepted more flexibly.
Another reason we must choose work is that once you start hiring employees, shift management and labor management—such as days off—become much stricter.
Business trips, which may seem welcome to us as business owners, become quite demanding once employees are involved, due to strict regulations on working hours.
Since most of our work is on-site, including travel time easily leads to long working hours, which makes things tough.
I sometimes wish these rules could be eased—but that’s the employer’s perspective, so it probably won’t happen（笑）
I’ve gone a bit off track.
In the end, what I’m saying is this: bringing personal beliefs directly into operations can cause hardship.
Even someone who prides themselves on never turning down work may need to do so if the company’s internal role requires it.
There will be times when my beliefs, values, vision, and sense of compliance as the president clash with someone else’s.
When that happens, we need to understand where each person’s thinking comes from—what beliefs or experiences shaped it.
If things are handled vaguely, I can’t help but speak up.
That’s because it’s my belief—something I’ve written about before.
If something feels wrong, we should be able to say it’s wrong, and we must say it.
At the same time, we’re human, and we can understand the other person too.
We collide. We talk seriously. We move forward, clumsily but earnestly.
It’s like rain finally falling, drop by drop, onto parched ground—only now beginning to firm up.
One heart, a million people.
I hope we can continue moving forward together, combining our strength day by day.
Thank you very much for reading.
See you again!
