Management that does not decide on a job based only on the person's story
When you ask someone, ``What do you want to do?'' or ``What kind of work do you like?'', the answer that comes out of the person's mouth does not necessarily mean that they are really suitable for it.
Because a surprising number of people are influenced by their image when it comes to what kind of work they want to do.
This tendency is especially strong for young people and newcomers.
Don't just take what the person says at face value.
Without knowing the actual situation of the job, you may simply think, ``I like that job!'' or ``Mr. A, who works in product development, looks like he's having fun.
I also aspire to do product development.
When your boss asks you what you want to do, it's awkward to answer ``Nothing in particular'' even if you don't have a strong interest, so there are cases where you just answer ``Something I kind of want to do.''
Leaders who don't take this into account and say, ``Do you like public relations? Well, give it a try! If I say so myself, I'm highly motivated, so I'm sure it'll work out.'' It's like abandoning the important job of management.
In order to bring out hidden skills that people are unaware of and have them contribute to the team's victory, leaders must understand the aptitudes of the people better than the members themselves.
If you are truly qualified, we will deliver results in your new position.
It gets more interesting when you get results, and your skills improve more and more.
If a member eventually comes to feel that he or she is contributing and being useful to the team, this will become the work that the member wants to do.
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