Japan as Only 1

  In the past, managers wielded power by monopolizing information not accessible to general staff. Their authority stemmed not from competence but from exclusive access to information. In such times, a leader's value lay in leveraging this exclusive information to coordinate with departments, secure budgets, and advocate for their division. Pretending to know more than they did was easy when subordinates had significantly less information, allowing managers to bluff, feign knowledge, or maintain dignity even when forgetful. However, at least in my company, the times have changed. Managers who keep information are no longer valued. Instead, leaders who actively share information and collaborate are recognized and can achieve results. Even as a president or executive, there are many things one may not know or understand. By honestly acknowledging these gaps and consulting with subordinates or the team for ideas, progress can be made. Often, subordinates may have better ideas. By ...

  I have three children in our house, but the two younger boys were both suggested to have a developmental disorder at their 18-month and three-year check-ups. They were told to visit a hospital. The youngest also had the same issue as the eldest son; it was about "not understanding Japanese well enough, possibly not hearing sounds." This was because he couldn't correctly choose the illustrations of "giraffe, bath, bear." Interestingly, he understands them in English as "Giraffe, Bath, Bear," but since Japanese is the standard, not being able to do it in Japanese seems to be problematic. Being advised to go to the hospital is routine, but I don't care at all!! Even if they truly have a developmental disorder, I love my children deeply. Although I can get quite angry at sometimes, spending days with my children is my greatest happiness, regardless of whether they have a disability or not. The issue is, if parents think "my child has a disabil...