INTERVIEW 06
General Manager,
Yamanashi Branch Manager
As the youngest branch manager,
I want to elevate the office by means of youth and cohesion.
D.K
(2004年入社)
PROFILE
On my days off, I spend time with my family. Although my only daughter, who is now a junior high school student, still accompanies me, she no longer holds my hand like she used to, which brings a bittersweet feeling of both joy and sadness as I watch her grow.
01
With the support of those around me, I became the youngest general manager of the company.
Previously, I worked for a company that sold and maintained medical equipment. However, when I started thinking about my future, I decided to move to Yamanashi, where my mother’s family lived. This year marks my 15th year at the Yamanashi Branch Manager, and two years ago, I was appointed the youngest general manager of our company.
Our company has a grading system, where it is common to serve as a chief and then as a manager for several years before becoming a general manager. However, in my case, I was appointed as a general manager after becoming a chief, skipping the manager position, which is quite rare. I believe this opportunity came because I was fortunate to have great superiors and junior staff.
Currently, the Yamanashi Branch Manager has 10 employees, including myself, five sales representatives, and five sales clerks. We primarily serve customers in the construction and industrial machinery sectors.
02
The most rewarding aspect of my job is seeing the growth of my subordinates.
The most important tasks of a general manager are to achieve goals and to nurture subordinates. Before I became the general manager, I worked in my own style without much focus on goals. However, since becoming the general manager, I have become more attentive to the development of my subordinates and more conscious of achieving targets.
My goal for the sales office is to create an environment that balances autonomy with interest in work. The atmosphere in the sales office is positive, filled with cheerful conversations and laughter. This openness makes it easier to discuss issues, such as bad reports, failures, and complaints. The team is supportive of my approach, and I think that things are going relatively well. As an active sales team myself, it’s rewarding to see the subordinates’ growth and progress.
03
Conquer your weak areas and improve your level
As a trial this term, I have set a theme for each of my subordinates to address their areas of weakness. I believe everyone has their strengths and weaknesses. So, I have intentionally encouraged my subordinates to challenge themselves in areas where they feel less confident. I encourage them to learn from those who excel in their areas and to actively study to overcome their weaknesses.
By addressing these weak points and acquiring new knowledge, they will not only broaden their own capabilities but also boost their motivation, leading to greater fulfillment in both their personal and professional lives. While they work on self-improvement, I am also committed to my own growth. I would like to continue working on the front lines as an active member of the sales team, and aim to create an environment where I can collaborate with my team members in a friendly and supportive atmosphere. I believe that these efforts will contribute significantly to the development of the sales office.
1DAY SCHEDULE
8:45
Arrive at the office.
Hold meetings with subordinates (confirm goal progress, etc.)
Prepare reports.
10:00
Visit customers with subordinates.
(On-the-Job Training)
12:00
Lunch break.
13:00
Visit customers with subordinates.
(On-the-Job Training)
16:00
Exchange information with suppliers.
17:30
Check e-mail and confirm subordinates’ schedules for the next day.
Leave the office.
