The most important aspect of business in Mexico is talent and development.
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To build a trusting relationship with the Mexican staff, I have established an equal relationship between myself as the manager and the Mexican staff as the foundation, and I have consistently engaged in discussions with the Mexican staff to establish rules that ensure fairness for everyone, from the beginning until now.
Each time we try to establish a rule, we hold discussions with all the Mexican staff, allowing everyone to share their thoughts and opinions. The goal is to ensure that everyone is satisfied and that the rules are fair, so I do not make decisions unilaterally. Reflecting on Mexico's history, we do not allow for a single dictator here. Since it takes time to establish rules, the process is very slow and may seem inefficient. The rules we have created include stipulations such as tardiness or rule violations affecting tips and bonus assessments, and providing incentives when sales exceed a certain amount and the checklist is followed, as well as clarifying skills and other aspects.
As a result, I believe it has been effective since the number of people leaving the company due to dissatisfaction has decreased. At the start of our business, there were 15 Mexican staff members, but over two years, that number has doubled to 30. Now that we have a larger team, we aim to set a day for rule-making every three months or every six months.
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