Helping with Adventurer Party Management - Chapter 360

Where did their initial momentum go?

Claudio’s team looks completely dejected.

After the Q&A session, it’s time for my commentary. I don’t intend to criticize them harshly, so I need to choose my words carefully.

“First, I want to highlight the good points. Your team’s dedication to discussion over the past three days was commendable. The approach of forming a hypothesis first and then working to verify it is an important way of thinking — one that leads to more efficient work.

It was also good that you focused on the legal aspects and the clergy’s expertise. Understanding the legal basis for what authority the governor holds — and how it’s defined in both nobility law and church law — will make things much clearer when you actually enter the territory.

I also appreciated that you came to me, the one who assigned the task, to ask about my intentions. Rather than blindly following instructions, you paused to consider the reasoning behind them. That’s an admirable quality in an organizational member.”

As I list these positive points, I see the light return to their eyes.

They must have been surprised. In highly competitive environments or places that rely heavily on on-the-job training, education often starts with criticism.

But in a small organization like ours, we can’t afford to scold those who are still learning — especially since we need to train a small group of people effectively in a short amount of time.

We can’t risk demoralizing them or confusing them with harsh words.

No matter how poorly a task is handled, there are always good points to acknowledge. If we only criticize their mistakes without recognizing what they did well, our advice may stop reaching them altogether.

Besides, one of the goals of this training was to let them experience some level of failure. If I only point out their flaws and discourage them from taking action, they won’t develop the independence needed to become capable civil servants.

By starting with praise, I ensure they’ll be willing to hear what I have to say next.

“Now, let’s move on to the issues. You haven’t done this yet, but it’s something I want you to improve on next time.

First, the order of your explanation. Start by giving a brief outline of your conclusion, then provide the supporting details.

When you explain something to me, remember that I’m looking for key information that helps me make decisions. Since I’m balancing the shoe business and my role as a governor, please keep your explanations concise.

Another point — when you’re unsure about the value of information during your research, I want you to collect everything you can. We’ll cover how to evaluate and rank information in a future lecture. Don’t be selective too early. It’s fine to decide on a direction, but until you’re certain what matters, focus on gathering as much information as possible. You can refine and prioritize later.”

That was all I mentioned.

After such a heated Q&A session, Claudio and his team were expecting a barrage of criticism. Instead, they looked surprised and asked, “That’s all?”

There was a reason I kept my list of issues short.

They had already identified their own weak points, so I focused on just two areas for improvement. It’s best to address three points at most — ideally just one.

And it’s most effective when framed as a technique rather than a mindset.

If someone can improve one specific skill by the next time, that’s enough. Progress is progress.

“You have a strange way of doing things,” Claudio said.

“That’s right! Kenji is strange!” Sara chimed in proudly.

…Was that supposed to be a compliment?