President’s Message By Ed Nakano
Lessons We Can Learn from the Coronavirus Challenges As we each face the challenges and disruption resulting from the Coronavirus, I found this article “Lessons to Learn from the Coronavirus” written by Daniel Hood in Accounting Today to be inspiring, appropriate and worthy of sharing. The article gives credence to a series of in-depth studies that the U S Army conducted during WWII on how and why soldiers fight and win. The results of these studies concluded that the basis of many of the Army’s current core strengths are due to Extraordinary Degrees of SelfAwareness and Self-Confidence. Extraordinary Self-Awareness according to the Army’s definition, is one’s ability to reflect on what actions are needed and to respond accordingly and appropriately. Extraordinary SelfConfidence, from my perspective, involves GRIT, believing in oneself, among other characteristics which includes risk management and careful planning. My dad was an American of Japanese Ancestry (AJA) infantryman with the 100th Infantry Battalion who, during WWII, survived 5 campaigns. He and his comrades displayed Extraordinary Self-Awareness and Extraordinary Self-Confidence. They had to prove their AJA loyalty to the U.S. and did it with GRIT and bravery. I can look back and relate to how I unconsciously embraced these core strengths when I started working from the 6th grade delivering newspapers at 5 am in the morning, to serving in Vietnam as a Small Arms Repairman, to caring for my parents in their senior years, and my 48 years in public accounting and the retail industry.
3. Remember If They Stood Out. The innovative, creative and adaptive employees will solve their challenges, help others and go above and beyond. 1. Temporary Expedients Part 1. We need to take note of these This requires using temporary systems employees’ strengths and contributions, to address the disruption from the recognize them and be aware that they pandemic such as new workflows, are not only the current but future management, and reporting structures. leaders of our organization. At C S We need to self-reflect on these Wo, I am proud that I have several processes with a “Clean as We Go, employees who have worked for me Focus on the Big Rocks” strategies, for over 30 years who have adapted experiment, evaluate and keep to several economic downturns and moving forward. continue to contribute significantly to A prime example of temporary systems the organization. I had to adapt to is working remotely 4. Forget It If They Didn’t. Not and adjusting to this new process. In order to be productive, I upgraded my everyone will stand out in this crisis home computer equipment and software since they may be dealing with other personal crises at home. During and learned to use ZOOM for remote meetings. My employer and ourselves these challenging times, we must exercise GENEROSITY with selective had to quickly adapt to numerous AMNESIA. The Japanese term I use systems and structural changes in order to deal with the COVID-19 health and do my best to consciously practice is called “GAMAN” (endearing the issues and reduction in sales and seemingly unbearable with patience customer traffic when the business and dignity). was allowed to reopen in mid-May. The article describes the following processes to address the COVID-19 disruptions utilizing these core strengths:
2. Temporary Expedients Part 2. This is the evaluation and change phase where after several months, temporary systems will be replaced, enhanced or made permanent. Adapting to working remotely, wearing masks, washing our hands frequently, social distancing are examples of what has been and will continue to be the “new normal” since the COVID-19 abruptly impacted us in March 2020. These processes will not change dramatically until a vaccine is discovered.
We should all embrace these core values to meet and survive the turmoil caused by COVID-19. This is the time for experimenting and practicalities, working collaboratively and determining what works and doesn’t. Let’s not “throw rocks at each other” during these disruptive times, especially when dealing with the threats from change and failures. This is the stress test that requires we all work together as a team. As the saying goes, “We are in this together”.
Take care and be safe. KALA AUGUST 2020
5
