Before, I used to work for a major trading company as a single player who keeps track of figures all the time. Rather than showing leadership with respect to team play and the organization were in, I wanted to sell more and become at a higher position than anyone. After working there, I joined UNIQLO, which showed a tremendous momentum in the apparel industry at that time. My way of thinking about almost anything has changed when I transferred and met Tadashi Yanai, the owner of Fast Retailing, the company that owns UNIQLO. To be able to contribute as a part of the company, I have realized once again that it is important to value my workplace and our clients’ perspective. Also, I have learned to look at the entire company as a leader, not as a single player.
I have grown since then, and the performance of the company also improved significantly. Together with the times, the environment around me also changed in various ways. I was appointed as the Vice President just after a year of joining Fast Retailing. I believe that this change in my mindset brought great results more than anything else.It did not stop there. Our sales of 40 billion yen increased to 400 billion yen in just four years. I believe that this experience of remarkable growth did not only become a valuable part of my life, it also became the most exciting part of my career as the leader of the organization.
There is always a leader behind every competent and excellent organization. For example, if one can show great leadership, he will be able to increase the utmost potential of the organization, just as how huge growth is expected from people if they become well-trained.That is why, a leader must always commit to getting results. My ideal image of a leader is someone who can translate an idea into action rather than just words, get clear results and to keep the company's economic satisfaction in shape, and at the same time keep the employees satisfied. I believe that the ideal figure of a leader is one that has a strong persuasive ability to make this possible.Of course, to make it possible, it is necessary to improve the work environment for the employees and to motivate each of them to do their best in their work. If I can create an organization where my children will also want to work in, it just shows that I have created a good working environment. Although there are countless things that a leader must do, I believe that putting these one by one into realization is also very fulfilling.
If you look at society, a lot of companies pursue figures too much instead of taking good care of the people working for them and their colleagues. For me, the significance of existence of companies will only be realized if the people working for them and their clients are satisfied. There is no place for companies that put more emphasis on profits in this generation.In 2017, FamilyMart celebrated its 40th year in business, and we have also merged with Circle K Sunkus, which is also known and loved as one of the major convenience store chains in Japan. We already have more than 18,000 stores, including franchises throughout the country, and we already have about 7,000 employees. Our store staff has also reached approximately 200,000, and we have achieved sales of 3 trillion yen on that year. Although I can say that it is really a big organization just by looking at the numbers, I must not be consumed by my ego. Quality is more important than quantity, and I should not forget that I am responsible to always pursue it. No matter how well we're doing in terms of numbers, it would be useless to continue if we do not give importance to quality.We would like to continue being an organization that anyone can be proud of while we continue to enhance our quality in service, operations, and various other aspects, and incorporating diverse ideas from our employees and clients.
