[Manadic] What is 'Subordinate Power' essential for surviving in a venture? Webinar report on solving the 'mindset development wall' faced by about 70% of companies
Manadic Co., Ltd. held a webinar on the theme of declining on-site standards due to organizational expansion, emphasizing the importance of 'Subordinate Power.' A post-event survey revealed that many in management struggle with the mindset of front-line members (e.g., passive attitudes, excessive demands for consensus) and the difficulty of verbalizing mindset development, highlighting an urgent need for solutions.
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Manadic Co., Ltd. (Head office: Minato-ku, Tokyo; Representative Director: Yudai Suenaga), which provides development and management support for venture-type organizations resilient to change, held a webinar titled 'Why do 'on-site standards' continue to decline as organizations expand? – The true nature of 'Subordinate Power' that should be installed before strengthening management –' a total of three times, addressing the theme of declining on-site standards accompanying organizational growth.
Shunsuke Kawasaki, Director and COO, presented at this webinar.
The results of the post-event survey revealed that many in management struggle with the mindset of front-line members (e.g., passive attitudes, excessive demands for consensus) but are also confronted with the reality of 'verbalizing mindset development' to solve these issues.
## Background of Provision
In recent years, due to improvements in the working environment and increased awareness of compliance, companies have come to emphasize 'generous support' and 'ease of work.'
However, in fast-changing and uncertain environments like those of ventures and growing companies, this 'excessive consideration' has frequently led to a decline in on-site standards.
As a result of making it difficult to provide experiences essential for growth, such as a venture mindset of 'proactively breaking through ambiguous situations' or tackling an overwhelming amount of work without fear of failure, challenges like 'waiting for instructions' and 'blaming the environment or systems' have surfaced on the ground.
Our company believes that the root cause of this problem is not the lack of individual ability, but a structural issue where opportunities to learn 'the correct way to fight' in the unique environment of a venture are being taken away, leading to the decision to hold this webinar.
## Webinar Overview and Survey Results
In this webinar, Director and COO Kawasaki, who has a track record of supporting over 300 rapidly growing companies, explained the 'standard' expected in a venture environment and the factors hindering it.
The results of a survey collected mainly from management and HR personnel through the three sessions are as follows:
- **① Challenges with front-line members (multiple answers)**
The most common challenge felt by management was 'blame-shifting tendency (blaming the environment or systems for troubles and issues)' (65.2%), followed by 'excessive expectations/demands for consensus (demanding complete management or generous education from superiors)' (56.5%), and 'waiting for instructions' (52.1%).
Dependence on the environment and issues with members who cannot act autonomously are clearly evident.
- **② Walls in mindset/stance development (multiple answers)**
On the other hand, the biggest obstacle to solving these issues was 'difficulty in verbalization' (69.5%), followed by 'leaving things unfinished / lack of resources' (60.8%).
It was confirmed that supervisors also feel the challenges but are unable to provide concrete behavioral standards.
- **③ Urgency of resolution**
Approximately 70% of respondents answered that these issues need to be resolved within '1 year,' indicating that they are urgent challenges for organizational growth.
Webinar Archive Application URL: https://service.manadic.com/document/webinar-archive
## Our Company's View
The 'blame-shifting tendency' and 'waiting for instructions' observed in the survey are not individual qualities of front-line members, but rather structural problems created by the gap between the 'whitening' of the recruitment market and the 'uncertain reality' of ventures.
Our company, which is 'thoroughly focused on the individual,' is concerned that excessive reliance on a generous environment ultimately deprives motivated individuals of 'growth opportunities' and 'market value.'
However, even if one tries to strengthen only 'managers' management skills' through general management training, it is difficult to teach this 'harsh reality' and 'standard' within the company, as it often leads to emotional arguments and strained relationships.
That is why it is necessary for a neutral third party to install 'Subordinate Power' as an objective standard.
This is not to enforce corporate subservience, but indispensable support for working individuals to autonomously break through chaotic environments and carve out their own careers.
By optimizing individual stances, we believe it will lead to breaking away from excessive dependence on managers and achieving an 'self-propelling organization' that drives business growth.
Our company believes that the installation of this 'Subordinate Power' is the only means to simultaneously resolve the challenges faced by members, management, and the organization, leading to sustainable growth.
First, members themselves can acquire 'Subordinate Power' as a portable skill that is not affected by the environment, thereby attracting internal evaluations and opportunities, and increasing their market value.
Managers and executives will reduce the man-hours previously spent on fostering excessive consensus and follow-ups, allowing them to concentrate resources on strategic execution, which is their primary focus.
As a result, the independence of the field will be promoted.
Shunsuke Kawasaki, Director and COO, presented at this webinar.
The results of the post-event survey revealed that many in management struggle with the mindset of front-line members (e.g., passive attitudes, excessive demands for consensus) but are also confronted with the reality of 'verbalizing mindset development' to solve these issues.
## Background of Provision
In recent years, due to improvements in the working environment and increased awareness of compliance, companies have come to emphasize 'generous support' and 'ease of work.'
However, in fast-changing and uncertain environments like those of ventures and growing companies, this 'excessive consideration' has frequently led to a decline in on-site standards.
As a result of making it difficult to provide experiences essential for growth, such as a venture mindset of 'proactively breaking through ambiguous situations' or tackling an overwhelming amount of work without fear of failure, challenges like 'waiting for instructions' and 'blaming the environment or systems' have surfaced on the ground.
Our company believes that the root cause of this problem is not the lack of individual ability, but a structural issue where opportunities to learn 'the correct way to fight' in the unique environment of a venture are being taken away, leading to the decision to hold this webinar.
## Webinar Overview and Survey Results
In this webinar, Director and COO Kawasaki, who has a track record of supporting over 300 rapidly growing companies, explained the 'standard' expected in a venture environment and the factors hindering it.
The results of a survey collected mainly from management and HR personnel through the three sessions are as follows:
- **① Challenges with front-line members (multiple answers)**
The most common challenge felt by management was 'blame-shifting tendency (blaming the environment or systems for troubles and issues)' (65.2%), followed by 'excessive expectations/demands for consensus (demanding complete management or generous education from superiors)' (56.5%), and 'waiting for instructions' (52.1%).
Dependence on the environment and issues with members who cannot act autonomously are clearly evident.
- **② Walls in mindset/stance development (multiple answers)**
On the other hand, the biggest obstacle to solving these issues was 'difficulty in verbalization' (69.5%), followed by 'leaving things unfinished / lack of resources' (60.8%).
It was confirmed that supervisors also feel the challenges but are unable to provide concrete behavioral standards.
- **③ Urgency of resolution**
Approximately 70% of respondents answered that these issues need to be resolved within '1 year,' indicating that they are urgent challenges for organizational growth.
Webinar Archive Application URL: https://service.manadic.com/document/webinar-archive
## Our Company's View
The 'blame-shifting tendency' and 'waiting for instructions' observed in the survey are not individual qualities of front-line members, but rather structural problems created by the gap between the 'whitening' of the recruitment market and the 'uncertain reality' of ventures.
Our company, which is 'thoroughly focused on the individual,' is concerned that excessive reliance on a generous environment ultimately deprives motivated individuals of 'growth opportunities' and 'market value.'
However, even if one tries to strengthen only 'managers' management skills' through general management training, it is difficult to teach this 'harsh reality' and 'standard' within the company, as it often leads to emotional arguments and strained relationships.
That is why it is necessary for a neutral third party to install 'Subordinate Power' as an objective standard.
This is not to enforce corporate subservience, but indispensable support for working individuals to autonomously break through chaotic environments and carve out their own careers.
By optimizing individual stances, we believe it will lead to breaking away from excessive dependence on managers and achieving an 'self-propelling organization' that drives business growth.
Our company believes that the installation of this 'Subordinate Power' is the only means to simultaneously resolve the challenges faced by members, management, and the organization, leading to sustainable growth.
First, members themselves can acquire 'Subordinate Power' as a portable skill that is not affected by the environment, thereby attracting internal evaluations and opportunities, and increasing their market value.
Managers and executives will reduce the man-hours previously spent on fostering excessive consensus and follow-ups, allowing them to concentrate resources on strategic execution, which is their primary focus.
As a result, the independence of the field will be promoted.