Hey, still have a few minutes? Of course, grab a chair. Thanks, I know you've been in and out of meetings all day. It never ends. No lunch? Oh, well, I'm trying to get out early. My son has a class play tonight. He's gonna be a fig tree. Well, you have to start somewhere. So, how's your own little one? Olivia, she's amazing.

ねえ、まだ時間ある？もちろん、椅子を持ってきて。ありがとう、一日中ミーティングに出たり入ったりしているのは知っているよ。終わらないんだ。ランチは？早く帰りたいんだ。今夜は息子のクラス劇があるんだ。イチジクの木になるんだどこかで始めないとあなたのお子さんは？オリビアは最高よ

Yeah, she's four weeks old tomorrow. Congrats. Thanks. That's actually what I'm here about. Paternity leave was fantastic. Working flex time for the last several weeks was, it was just great being able to spend time with my wife and my daughter. But now that I'm back full-time, I'm realizing that I actually got more work done at home than I do here. You know, a baby cries for five minutes but a meeting goes on for two hours. I see. So, what you're saying is you want to work flex time on a long-term basis? What I'm saying is I think the whole company could benefit from a flex time policy. What do you think?

ああ、明日で生後4週間だ。おめでとう。ありがとう。実はそのことでここに来たんだ。育休は素晴らしかった。最後の数週間はフレックスタイム制で、妻や娘と過ごすことができて最高だった。でも、フルタイムで復帰した今、家での仕事の方がここでの仕事よりも多いことに気づいたんだ。赤ん坊が泣くのは5分だが、会議は2時間も続くんだ。なるほど。つまり、長期的にフレックスタイム制で働きたいと？私が言いたいのは、会社全体がフレックスタイム制の恩恵を受けられると思う、ということです。どう思う？

Well, that's ambitious and I think it might be fine for a startup but for someone as big as us, I don't see it. That's how I thought at first but I did a lot of research and I found at least half a dozen companies our size or larger, also competitors, who have flex time policies and they all say the same thing. Employee satisfaction goes up, productivity goes up, and employee turnaround goes down. Look, that might be great for them but it's such a radical departure from the way we do business. I wouldn't even know where to start.

まあ、それは野心的だし、新興企業ならいいかもしれないけど、私たちのような大企業には無理だと思う。最初はそう思っていたのですが、いろいろ調べてみると、私たちと同規模かそれ以上の企業で、フレックスタイム制を導入している競合他社を少なくとも半ダースは見つけました。従業員の満足度は上がり、生産性は向上し、離職率は下がる。彼らにとっては素晴らしいことかもしれないが、私たちのビジネスのやり方とは根本的に異なる。何から始めたらいいのか分からないよ。

Well, have you seen the customer service stats from when I was away? Yeah, I have.

さて、私が不在だった間のカスタマーサービスの統計はご覧になりましたか？ああ、見たよ。

And what did they say? Complaints were down about 10%, sales were up about the same amount. I get it, Tom. You were more productive at home. It wasn't just me though. It was my whole team. Without me here micromanaging them, everybody got to focus on their own tasks, on their own time, and lo and behold, it turns out that micromanaging wasn't the answer. Hmm. Can I ask you another question? Mm-hmm.

そして、彼らは何と言ったか？苦情は約10％減少し、売上は同程度増加した。分かったよ、トム。君は家にいた方が生産的だった。でも、それは私だけではありません。私のチーム全員がそうだった。私がマイクロマネジメントをすることなく、全員が自分の仕事、自分の時間に集中できるようになった。ふむ。もうひとつ聞いてもいい？うーん。

Who do you think would benefit from a more flexible schedule? Well, Steve and

もっとフレキシブルなスケジュールは誰にとって有益だと思いますか？スティーブと

Sally both have long commutes. I'm sure they would both love to work from home a couple of days a week. How about yourself? Well, I mean, if you were able to work from home today, you'd have been able to have a decent lunch and you'd be able to get to your son's play without being rushed. Well, it sounds great when you put it that way. But the executive team doesn't necessarily believe that employee morale directly affects the bottom line. Well, look at it this way. You know Sheila from my department? Mm-hmm. Well, she had to take two days off last week because her kid was home from school and she didn't have a sitter. Now that's two days of lost work because she wasn't set up to work from home. And the thing is is if we had known about this ahead of time, it wouldn't have been hard to do. So you're saying we just need to have a system in place where if anybody had to work from home, they could. Or from anywhere. So it doesn't matter where they are when they get their work done as long as it gets done. Exactly. Results are results. That's all that matters. I do see where you're coming from. But pitching this to the executive team? Just brainstorming here. It doesn't have to be one big sweeping change all at once. We could try one team, not even my own team, maybe engineering, and try it out for a few months. Mm-hmm.

サリーは2人とも通勤時間が長い。2人とも週に2、3日は家で仕事をしたいと思っているはずだ。あなたはどうですか？そうだね、もし今日家で仕事ができたら、ちゃんとランチも食べられただろうし、息子の遊びにも急かされることなく行けただろうね。まあ、そう言われれば聞こえはいい。しかし、経営陣は必ずしも従業員の士気が利益に直結するとは考えていない。では、こう考えてみよう。私の部署のシーラを知ってる？ええ。先週、子供が学校から帰ってきて、シッターさんがいなかったから、2日間休まなければならなかった。在宅勤務ができなかった

I'm not a hundred percent with you yet. Okay, well I just sprang this on you. Yeah,

私はまだ100パーセント賛成しているわけではない。そうか、じゃあ、僕はこれを君に押し付けたんだ。そうだね、

I understand. What do you think you would need for me to get to that 100% commitment? Not 99%, but a hundred percent. Well, let's see. You've got a good start with those customer service stats. If you could make a compelling case that benefits the bottom line and demonstrate how you plan to maintain those numbers over the long haul, that'd help. I'm on it. I'll design a set of objectives that we can track and measure results. Okay. What else? Well, that research you were talking about. I'll need to see that. And give me some examples about how your own team can remotely do their jobs. And engineering, or anybody, even the receptionist. Basically, just give me the data. And if it's rock-solid, I'll sign on.

私は理解している。その100％のコミットメントを得るためには何が必要だと思う？99％ではなく、100％だ。そうだな。顧客サービスの統計で、あなたは良いスタートを切った。利益につながる説得力のある事例を作り、長期にわたってその数字を維持する計画を示せれば、それが助けになるでしょう。わかりました。私たちが追跡し、結果を測定できるような一連の目標を設計します。わかりました。他には？あなたが話していた調査ですが...それを見せてくれ。それと、あなたのチームがリモートで仕事をする方法を教えてください。エンジニアでも

A hundred percent? Yes, if your data is rock-solid. All right. I think I can make this happen. Okay. And I'll go one up on you. Okay. What if I were to design a pilot plan to go along with these measurement targets you're going to present? That's what I'm looking for. Okay. And if I were to get this to you before next Friday, would you be willing to present this at the next executive team meeting? Well, if the data is good and our proposal is tight, I would. Excellent. I'm thrilled about this, Sarah. Thank you so much. Now, you realize you still have a long way to go. Yeah, but I'm a lot closer than I was five minutes ago. Okay. I'll be talking to you. All right. Thank you so much. You're very welcome.

100％？ええ、あなたのデータが揺るぎないものであれば。わかりました。私はこれを実現できると思うオーケー。そして、私はあなたの1つ上を行きます。オーケー。もし私が、あなたが提示しようとしている測定目標に沿ったパイロットプランを設計するとしたら？それを探しているんだ。わかりました。もし来週の金曜日までにこれを提出できたら、次回の幹部会議で発表していただけますか？データが良好で、我々の提案がタイトなものであれば、そうしたいと思います。素晴らしい。感激だよ、サラ。本当にありがとう。さて、あなたはまだ長い道のりが

So, that was a great example of how to keep a negotiation on track. And it was great to hear Tom make his way through the conversation with ease and yet persistence. Sounded like an everyday workplace conversation, right? But everything we covered throughout the course, from diagnostic questions to handling a lack of cooperation, made its way into the negotiation authentically due to Tom's preparation. Watching that example may have triggered possibilities for you to practice asking for what you want in your workplace. When thinking about a request you've been wanting to make, use this conversation as a template for reaching your goals and finding your way to agreement.

交渉を軌道に乗せるにはどうしたらいいか、いい例だったね。そして、トムが楽に、それでいて粘り強く会話を進めるのを聞くのは素晴らしかった。日常的な職場の会話のように聞こえたでしょう？しかし、診断のための質問から、協力が得られない場合の対処法まで、コースを通して私たちが取り上げたすべてのことが、トムの準備のおかげで、交渉の場に忠実に反映されたのだ。その例を見たことで、あなたも職場で自分の望むものを求める練習をする可能性が出てきたかもしれません。あなたが望んでいる要求について考えるとき、この会話をテンプレートとし