にほんブログ村
Hello, I’m Yasui, president of a company that mainly conducts inspections of high-pressure gas facilities.
Let me start with three recommended books:
Taichi Kogure – A Super Intro to Capital
An easy-to-understand introduction to Karl Marx’s Capital. Originally a three-volume work, only Volume 1 was published by Marx himself, while the remaining volumes were edited and published by Engels after his death. Kogure makes this difficult subject surprisingly accessible. Reading it often leads to “So that’s how it works” moments.Stephen R. Covey – The 7 Habits of Highly Effective People
A must-read for building a better life and mindset.Tadashi Yanai – Face Reality
In this book, the founder of UNIQLO explains what it truly means to “face reality.” It helps develop a broader, more objective perspective. Yanai, who is known to read Peter Drucker, offers insights worth learning from.
Today, I’d like to think about this question:
What does it take to be someone who stands at the top?
I’ve been running a business for over 10 years now.
In the beginning, I wouldn’t even call myself a proper “manager.”
But now, being around 40 years old with a decade of experience,
I feel like I’ve stepped into a stage where I’m maturing as a person—and naturally, I’ve started to notice certain things.
In a company, moving up requires being lifted by those already above you.
No matter how capable you are, that alone isn’t enough.
That’s one of the truths of society I’ve come to understand as an adult.
People who rise—whether in a company or elsewhere—are those who can think ahead and act with the future in mind.
And there’s one more important thing:
Can you set aside your self-interest when making decisions?
Of course, we’re human.
It’s natural to think about ourselves first.
But even so, can you put that aside?
Can you look at the bigger picture and think about how to move the whole organization closer to success?
Those are the people who should stand at the top—and who others are willing to place there.
You might say, “Well, that’s obvious.”
But it’s exactly these “obvious” things that matter most.
If you avoid what needs to be done as an organization because it feels troublesome, that’s a private mindset.
What matters is whether you can think in terms of the greater good.
To put it simply, the idea is this:
“Do not impose on others what you yourself do not desire.”
Keeping this in mind—even just a little—makes a difference.
And there’s another principle:
“If you want to receive, you must first give.”
If you want something, give first.
Without earning trust, nothing comes back to you.
Thinkers like Laozi and Confucius left behind truths that still apply today.
I still remember being deeply impressed by these ideas back when I studied classical Chinese in high school.
Thank you very much for reading to the end!
See you next time!
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