Talked Dialogue “Coaching that brings joy to business elites” (Part 2), featuring wealth manager & personal coach Naoko Yamazaki and brand consultant Atsushi Fukuda
First of all, managers must know themselves well. It’s like learning how to sketch a 10-yen coin based on their memory and realizing that there are many things around them that they do not know.
In a family-run business, founders should pass on their knowledge, network, and experience to their successors, and not their wealth. That’s right. I often hear founders of businesses lamenting that their son is not good at making money, but it’s impossible for someone who is wealthy from birth to be naturally good at making money. However, if the successor wants to maintain and expand a business empire that has already been built, it’s better to learn how to spend money well (i.e., invest money) than to make money. That’s because you can simply hire someone to help you make money.
Successors of a business can expand their company’s business if they inherit the founder’s human network and gain experience that others cannot.
That logic makes perfect sense.
Talked Dialogue “Coaching that brings joy to business elites” (Part 2)
Wealth manager & personal coach Naoko Yamazaki x Brand consultant Atsushi Fukuda
The reason is that it’s my personal judgment that they may fail if they decide to go there and so they shouldn’t do it. If I tell them that, their success will be measured within my frame of reference. If someone wishes to go in that direction and is convinced of the reason for doing it, then they should give it a go. Of course, there will be many paths that deviate from the conventional route at that point, and these can sometimes lead to success in surprising ways. When I’m coaching, I give feedback using words that originate from my clients themselves. This allows my feedback to really sink in as it’s easier for them to be convinced of something framed in their own words.
It’s very important to keep a sense of distance. If we approach something in a myopic way, we’d end up placing it in our own frame of reference. Therefore, what’s really vital in coaching is not to speak, think, or lead from our own subjective point of view.”