Be prepared to work with hands. “For me, the most difficult part (to go into management) was away from designing the floor plans,” he says. “I loved to do them. But by removing that task, I freed myself to focus on what the firm needed, which was strategic leadership and development.”
Invest in solid procedures while being agile. “It is important to create and refine systems and procedures for quality stability as your business grows,” says Sakai. “But they must be flexible to adapt to industry trends and new challenges. We have spent a lot of time to develop quality-control procedures and checklists. But we constantly develop them to stay relevant-Anyya, you are the risks, you get older.”
Be comfortable because of being uncomfortable. ,If you are comfortable, you are not growing, “Sakai says.” Development comes with inconvenience. It is important to allow yourself and your team to retreat sometime, but to move forward even when the time is correct. ,
Be transparent. “We are transparent with everything – our financial, goal and customer fee,” they say. “Transparency creates confidence in the internal and customers, promoting the culture of cooperation.”
Think long -term. “When you are managing a project, you are thinking about the next hour, the next day,” Sakai says. “As a CEO, I have learned to frame the 10-yearworks and day-to-day problems in a wide context of the firm’s reputation and goals.”
Empower others. “Always train your replacement,” says Sakai. “When someone can turn you into your current role, you can do something new. Development is not about catching back – it’s about the construction of others.”
