Careers and Business · advanced · 19 min

Why Some People Attract Work | Advanced Japanese Listening

Name: Why Some People Attract Work | Advanced Japanese Listening
Uploaded: 2026-10-28T15:39:41.599Z
Duration: 18 min 41 s
Description: Explore how personal appeal and trust can bring work opportunities. Study authentic Japanese with timed lines and translations.

Explore how personal appeal and trust can bring work opportunities. Study authentic Japanese with timed lines and translations.

A line from this lesson

こういう愛がある人がやっぱり一番仕事を取っていくね。営業も

People with this kind of warmth are ultimately the ones who win the most work—even in sales.

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Japanese script with English translation

1.
こういう愛がある人がやっぱり一番仕事を取っていくね。営業も
People with this kind of warmth are ultimately the ones who win the most work—even in sales.
2.
1
One.
3.
日詰め込みすぎたらみんな余白なくなって愛なくなんのよ。どんどん魅力なくなっていく。仕事もなくなっていく。信頼もらってる人から紹介してもらう方が
If you cram too much into each day, everyone loses their breathing room and their warmth. They become less and less appealing, and the work dries up too. It is better to be referred by someone whose trust you have earned...
4.
1
Number one.
5.
番早いわけや。お金を稼ぐなんて後回しでいいから信頼に行け。
...the fastest way. Put making money aside for now and go earn trust.
6.
はい。ということで始まりましたかのそうです。今回よ何ですか?魅力の作り方。
All right, we've begun. This is Kano. What is today's topic? How to become more appealing.
7.
なるほど。ま
I see. Well...
8.
で行きます。
That's what we'll go with.
9.
なんか客観的ですけど、やっぱ魅力のある人に、ま、お仕事だったりとか人が集まってる印象を持ってるんで。うん。それそう。
This is just my outside impression, but work and people always seem to gather around those who have charisma. Yeah, exactly.
10.
はい。なんでその正体というか、ま、それを言語化していきたいなと思ってこのテ持ってきました。うん。
Right. So I brought this topic because I want to identify what that quality really is and put it into words. Yeah.
11.
ま、魅力とは何かみたいな話でね。
So this is a discussion about what appeal really is.
12.
ま、僕これなんか自分の中であって魅力とは愛嬌る余白かける信頼。
I have my own formula for it: appeal equals friendliness times breathing room times trust.
13.
おお。信頼。
Oh, trust.
14.
うん。これは特に第3者からの信頼ね。
Yes—especially trust expressed by third parties.
15.
うーん。そういうことですね。一
Hmm, I see. That's the...
16.
番大事ね。自分は信頼できる人間だみたいなじゃなくて第
...most important thing. It isn't about claiming that you are trustworthy; it is about a third...
17.
3
third...
18.
者からめっちゃ声が上がってるみたいな。
...party having lots of good things to say about you.
19.
この人は本当に信用できるよっていう。もうそういうことです。
They say, “You really can trust this person.” That's exactly it.
20.
ま、確かにちょっとそれ分かりやすいすね。魅力のある人とか。
Yes, that certainly makes it easier to understand what an appealing person is.
21.
この3つが揃えば魅力はあるでしょ。
If you have all three, you'll be appealing, right?
22.
うん。
Yeah.
23.
まず愛嬌はみんな分かるよね。もうね、やっぱりむすっとしてる人には人は寄ってこない。顔が怖い人はダめ。でも顔が怖いっていうのはその顔の作りがどうこっていうよりかは行き様が出てるよね。だってさ、ま、言い方ちょっと柔らかく言うと、ま、めちゃくちゃの悪いおっちゃんおるわけですよ。でもやっぱりそういう人も顔は怖いけど愛嬌があるとめっちゃ優しい顔すんのよ。本当になんかその飲みの場とかでさ、たまたまこう喋っとったら一緒になっちゃうみたいなね。最終酒とかあるわけですよ。じゃ、この人顔怖いな。どうしようと思ってね。
Everyone understands friendliness, right? People don't approach someone who is always scowling. A frightening expression is no good. But that isn't really about facial features; it reflects how someone has lived. To put it mildly, you sometimes meet a really rough-looking older guy. Yet even if his face looks intimidating, a little friendliness can make it look incredibly kind. Say you happen to start talking and end up drinking together at a bar. At first you think, “This guy looks scary—what should I do?”
24.
喋ってたらめちゃくちゃいい人なのよ。本当になんか心からこの人いい人なんだな。でもそれって愛嬌なのよね。
But once you talk to him, he turns out to be an incredibly nice person. You genuinely feel from the heart that he is a good person. That's what friendliness is.
25.
はい。はあ。
Right. I see.
26.
うん。まずはこの愛嬌があるっていうのはすごく大事。これはもう今すぐできるよね。
Yes. First of all, being friendly is extremely important, and you can start doing that right now.
27.
うん。
Yeah.
28.
でも大体この愛嬌がない人っていうのはやっぱり対人力が低い。ま、人とあまり喋っていない、喋るきっかけがないとかあとは自分は人見知りだって言っちゃう。俺も人見知りやで。そんな言ってしまえば。でもそれを克服したからね。元々僕は学生の時人の目を見て話すことができませんでした。
But people who lack that friendliness generally have weak interpersonal skills. They don't talk to people much, lack opportunities to start conversations, or simply say they are shy around strangers. I'm shy too, if you put it that way, but I overcame it. When I was a student, I couldn't look people in the eye while speaking.
29.
へえ。
Really?
30.
そう、こうやって無理やで、ずっとオドオドするみたいな。なんでかっていうと、自分に自信がないとか、恥ずかしいとか、なんかそういう感情になっちゃうから人の目を見て話すことができなかった。そんな時に愛嬌なんか出せないよね。なんかそういうところを今から改善していくってのはすごく大事だな。ま、シンプルにその愛嬌がさ、良ければさ、仕事振りやすいやだってさ、嫌じゃない。なんかむスっとした人になんかメッセージも電話のトーンも
Right, I couldn't do this; I was nervous all the time. I lacked confidence, felt embarrassed, and had those kinds of emotions, so I couldn't look people in the eye when I spoke. You can't project friendliness in that state. It is very important to start improving those things now. Simply put, when someone is friendly, it is easier to give them work. You wouldn't want to deal with someone who always looks sullen—whose messages and tone on the phone are...
31.
Zoom
Zoom...
32.
の時の顔もすごいふしいけど能力高いとする。はい。はい。
...and whose face on Zoom looks really grumpy, even if they are highly capable. Right. Right.
33.
Iめちゃくちゃ良くてメッセージの文章も
On the other hand, someone who is extremely friendly and whose written messages are...
34.
いいし、めっちゃこっち気持ち
...good, and who makes us feel...
35.
よくできるとっていう人がちょっと能力
...really comfortable—even if that person is a little less...
36.
低かったとしてもなんかそこは最終こっち
...capable, in the end we can...
37.
で底上げしてあげようやん。で、そういう
...help raise their level. And people like that...
38.
人って仕事もスキルも伸びていくよね。
...grow both in their work and their skills.
39.
特にこれからの時代てAIがあるわけや
Especially now that we are entering an era with AI...
40.
からスキルに対しての価値って
...the value placed on technical skills...
41.
なくなっていくわけやね。てなった時に
...will continue to diminish. When that happens...
42.
じゃもう能力の差なくなるしもうデザイン
...differences in ability will disappear, and in design...
43.
なんてほとんどの人が雰囲気いい
...almost anyone will be able to create something that looks...
44.
もの作れるやん。確かに
...good. That's true.
45.
てなったら仕事のしやすさ魅力があるか
Then what matters is how easy someone is to work with and whether they have...
46.
どうかっていうのはやっぱりこの
...appeal, so this quality of...
47.
愛嬌っていうのは1つ大きいよね。
...friendliness becomes a major factor.
48.
だって俺これ吉竹がさ、今ホワイトボードめちゃくちゃ綺麗いに書いてくれるが、このホワイトボードの綺麗さだけで例えばやけど
Take Yoshitake, for example. He is writing everything beautifully on the whiteboard right now, but based on the neatness of this whiteboard alone, hypothetically...
49.
IQ
IQ.
50.
強ないってする。よしたが俺嫌やもん。
Try doing it without any charm. I don't like that.
51.
ま、そうです。やりづらそうですね。
Well, yes. That looks hard to deal with.
52.
めっちゃやりづらいわ。ちょ、やってみて。愛嬌ない感じ。
It's really hard. Hey, try it—act like you have no charm.
53.
うん。よし、だ、こう仕事する時やっぱり愛嬌意識してる。
Yeah. So, when you work, you consciously try to be personable, right?
54.
あ、そうっすね。
Oh, yes, that's right.
55.
そうっすね。
That's right.
56.
はい。
Yes.
57.
はい。で、やっぱ仕事は愛嬌やと思う。
Yes. And I really think charm matters in work.
58.
まあ、第十じゃないですか。
Well, isn't that the tenth point?
59.
そうなんや。
Oh, is that so?
60.
はい。
Yes.
61.
あ、首
Oh, the neck.
62.
ま、間違いない。
Well, no doubt about it.
63.
っていうことやんが、ま、要は結局は人と人であって人の強みってそこじゃない?ま、機度哀楽もそうやし、その感情という部分とやっぱり表情上筋っていう動物の中でも全然ないわけやんか。こんだけ顔の動きを作れる動物っていない。
That's what it comes down to: ultimately, it's person to person, and isn't that where our strength lies? We have all our emotions—joy, anger, sorrow and pleasure—and facial muscles that other animals simply don't have. No other animal can make this many facial movements.
64.
あ、確かに。
Oh, that's true.
65.
その強みを出さないってあなたはロボットですか?
If you don't use that strength, are you a robot?
66.
確かに
True.
67.
本当にAIになるんですか?て
Are you really going to turn into AI? That's the question.
68.
なっちゃいますね。
You would, wouldn't you?
69.
なっちゃいますよ。だから僕はよく表情のトレーニングをしてた。
You would. That's why I used to train my facial expressions a lot.
70.
表情トレーニングされてた。
You trained your facial expressions?
71.
そう。家で鏡で絶対に表情筋を鍛えるっていう。
Yes. At home, I'd make a point of training my facial muscles in the mirror.
72.
表情の期待かなんか山ほどあるけど、それをずっとやっとけば笑顔になることもできるし、自分が本気で喋ってる時の顔の怖さってみんな知ってるみたいな。俺見んのよ、ちゃんと鏡る時にめっちゃ真面目に喋ってる時めっちゃ顔なったあってやんか俺は真面目やねん。なんか一気なんか昔怒ってるみたいな。
There are tons of exercises for facial expressions, and if you keep doing them, you learn to smile. You should also know how intimidating your face looks when you're speaking seriously. I check mine properly in the mirror. When I'm talking very seriously, my face gets incredibly stern even though I'm simply being earnest—it can suddenly look as if I'm angry.
73.
怒ってないのに。
Even though I'm not angry.
74.
え、怒ってないのに。お前怒ってんのみたいな。多分これ結構言われてる人多いと思う。真剣に話聞く時顔怖くなってる人とかめっちゃおるやん。真剣に聞いてる時の
What? I'm not angry, but people ask, “Are you mad?” I think a lot of people get told that. Plenty of people look scary when they're listening intently. When you're listening seriously...
75.
Zoomの録画とか
A Zoom recording, for example.
76.
見直した方がいいと思う。
I think you should watch it back.
77.
うん。うん。
Mm-hmm. Mm-hmm.
78.
でも大体やっぱり愛嬌いい人ってめちゃくちゃこうやって動いてあ、なるほどみたいな声出さへんけどその人の話に対してめちゃくちゃ首振ったりとか笑顔で笑ったりとかあなるほどねみたいなっていうのをちゃんとやってる。
But personable people generally move around and react a lot like this. They may not say “Oh, I see” aloud, but they nod a great deal at what the other person says, smile, laugh, and clearly convey, “Ah, I understand.”
79.
うん。
Mm-hmm.
80.
でも怖い人ってずっとこれ
But intimidating people stay like this the whole time.
81.
ズムもやりづらいすわ。その反応だ。怖いす。
Even Zoom is hard when you react like that. It's scary.
82.
めっちゃ怖くない。でもそういう人って意外に多いのよ。でもその人は真面目なのよ。表情と感情が読み取れない顔をしてるっていうのがその人の責任だよね。もったいない。損する。あの魅力のある人っていうのはやっぱり愛嬌。
Isn't that really scary? Yet there are surprisingly many people like that. They're actually sincere, but it's their responsibility if their face makes their expressions and feelings impossible to read. It's such a waste; it puts them at a disadvantage. Ultimately, what makes someone appealing is their charm.
83.
こういう愛がある人がやっぱり一番仕事を取っていくね。
People with this kind of warmth are the ones who ultimately win the most work.
84.
ああ。
Ah.
85.
だシンプルにさ、最初能力だかスキル分からんわけや。
Quite simply, at first you have no idea what someone's abilities or skills are.
86.
あ、確かに。
Oh, that's true.
87.
てなったらその人がどういう表情をするのかいい人なのかどうかって確認するよね。でもいい人かどうかなんて何日も一緒に住んでるわけもないし喋ってもないがわからんやんかってなったら何で判断する表情じゃない。うん。確かに
So you check what kinds of expressions they make and whether they seem like a good person. But you haven't lived with them for days or even spoken with them enough, so you can't really know whether they're good. What do you judge them by, then? Their expressions, right? Yeah, that's true.
88.
だからやっぱりこの愛嬌っていうのはすごく大事は
That's why this kind of charm is so important.
89.
うん。じゃあ次にね、ま、ちょっと予白を飛ばして信頼しましょう。
Right. Next, let's skip over “space” for a moment and move on to trust.
90.
これ信頼はもうみんな当たり前やって思うかもしれないけど、これ要素があるよね。
Everyone may think trust is a given, but it has several components, doesn't it?
91.
じゃ、信頼ってどういう積み重ね?魅力という意味合いでのね。仕事ができる信頼僕は魅力はちょっと違うと思う。
So what kinds of accumulated actions create trust? I mean trust in terms of personal appeal. Being trusted because you're good at your job is a little different from being appealing, in my view.
92.
だってさ、仕事できひんくても魅力のある子もいるよね。
After all, some people are appealing even if they're not good at their jobs.
93.
なんか約束の積み重ねとかなんですか?
Is it something like consistently keeping promises?
94.
あ、そう、そう。そういうのとか。あとはもう嘘をつかない。
Yes, exactly. Things like that. And also simply not lying.
95.
はあ。
I see.
96.
裏切らない。シンプルに嘘をつかない。え、裏切らない。人の悪口であったりみであったり、そういうのを周りに言わない。ま、言ったとしてもむやみ当たらにみたいな。基本人をあげるよね。で、あとは、ま、シンプルに人としての、ま、不切りとかそういうのね。
Don't betray people. Quite simply, don't lie or betray them. Don't go around spreading insults or criticisms about others. Even if you do say something, don't broadcast it indiscriminately. Basically, build people up. And then, simply avoid behaving dishonorably or disloyally as a person.
97.
うん。うん。
Yeah. Yeah.
98.
で、この中で、ま、仕事っていうものがついてくるのであれば頼まれたプロジェクトであったりとかタスクであったりとか依頼されたものっていうのはちゃんと納品をしっかりするとか
And if work is involved, you need to properly deliver whatever project, task, or request you've been given.
99.
でこの人と仕事してるとこういうことが学べるとかお金だけで金作っちゃう人おるやんか。この人とやっても仕事全然収入ないねみたいな。でも実際深く見てみるとその人がめちゃくちゃ学んでること多かったみたいないいものを捉える力強いよね。いいことを捉える力が強い。人の良いところを見ようとする大体マイナスの分とか給料とかさ、自分がもらってる報酬とかさにみんなケチけがちちゃう。
You might learn certain things by working with someone, but there are people who judge everything only in terms of money. They'll say, “Working with this person brings in no income at all.” But if you look more deeply, you may realize you actually learned a tremendous amount from them. It's about being good at recognizing what's valuable—seeing the good and trying to notice people's strengths. Most people tend to complain about the negatives, their salary, or the compensation they're receiving.
100.
うん。
Yeah.
101.
何もされてないそれ全然いいと思うけど、実際そこの会社からもらえてるものもあるわけよか。だから僕はこういうとこもらえてて実はこうなんですって言えるかどうか。ただ、ま、給料に関してはちょっと今後上げてもらえるように交渉しますみたいな感じの言い回しができるかどうかとかさ、そういうところもなんかこうマイナスな部分だけを取らえるんじゃなくてプラスな面をしっかり取っていくっていうのはめっちゃ大事
Maybe they haven't done anything for you, and it's perfectly fine to feel that way, but you are still receiving something from that company. The question is whether you can say, “This is what I've gained from them, and this is actually how things are.” You can then add, “As for my salary, I'll negotiate to have it raised in the future.” Being able to phrase it that way matters. It's extremely important not to focus only on the negatives, but to properly recognize the positives too.
102.
はい。うん。
Right. Yeah.
103.
それがま、信頼にどんどん繋がっていくっていうところです。
And that steadily builds trust.
104.
そう、そう、そう、そう。めちゃくちゃ大事なのが俺これ最初に言ったやんか。
Exactly, exactly. This is incredibly important—I said this at the beginning, remember?
105.
信頼とは自分がこういうことをやって守りました。やりました。
Trust isn't simply saying, “I did this, kept my promise, and got it done.”
106.
自分いい人っていうものが信頼ではなく信頼っていうのは第
Trust isn't about declaring yourself a good person; trust is when a third—
107.
3
—third—
108.
者から声を上げられることが信頼って話をしてる。これをすると周りからこいつはええやつでってなんのよ。
—party speaks up for you. That's what I mean by trust. When you do these things, people around you start saying, “This person is great.”
109.
特になんか紹介とかまさにそうですよね。
Referrals are a perfect example of that, aren't they?
110.
そうそうそうそうそう。そういうところをしっかり持ってくるっていうのがすごく大事。やっぱそういう人はやっぱり魅力が出てくるよね。あの人に頼んだら間違いないから。
Exactly. It's very important to develop those qualities. People like that naturally become appealing, because you know you can't go wrong entrusting something to them.
111.
ああ、
Ah,
112.
この人でかくない。
Isn't this a huge advantage?
113.
でかいですね。
It's huge.
114.
めっちゃでかいでしょ。
It's really huge, right?
115.
まさに信頼してる人からそういう風に紹介されたらもう絶対この人お願いしってなりますもん。
If someone you trust recommends a person like that, you'll definitely think, “I want this person to handle it.”
116.
そうだってその人がなんでそれを言うかって言うと自分が報酬を高く上げてないって分かってんのよ。
Right. The reason they say that is because they know they haven't been paying you very much.
117.
あげれてないでもいいところ見てくれてるしその中で後から報酬あげようって思ったあげたっていう結果で向こうもそういう感情になるわけやん。あ、この子は最初から文句言わずにちゃんとスキル上げてその後に報酬上げてあげてそれでも喜んでくれてでもその中でもまた他の人にも紹介してあげようみたいな。で、その数がたった
They couldn't pay you more, yet you still recognized the good in the situation. Then, when they later decide to raise your compensation and actually do so, they start feeling that way too: “This person didn't complain from the beginning, properly improved their skills, and was grateful when I later raised their pay. I should introduce them to other people as well.” And imagine if the number of such people weren't just—
118.
1
—one—
119.
人じゃない。もう複数人にも何十人百人できたら最高だね。
—person, but several, dozens, or even a hundred, that would be amazing.
120.
うん。ま、それがなんかこう福自的にどんどん大きくなるイメージもあります。
Yeah. I can also picture that growing increasingly through a kind of ripple effect.
121.
そう。もうそうなったら仕事が入ってくるね。
Exactly. Once that happens, work will start coming to you.
122.
ああ。
Ah.
123.
うん。
Yeah.
124.
ただこの次ですよ。
But what comes next is important.
125.
この次。
What comes next.
126.
うん。これがなんのかて余白余裕やね。
Yeah. And what is that? It's having room and composure.
127.
これがなくなっちゃうと要はこの信頼も削れる。この余白余裕って何なのかって言うと
If you lose that, it ultimately chips away at this trust too. What do I mean by room and composure?
128.
1
Just—
129.
個見せれば信頼も全部なくなっちゃうの。だってさ余裕がない人に愛嬌出されへんの。余裕がない人って愛嬌なくなるくない。
—single lapse and all that trust can disappear. After all, someone with no breathing room can't show warmth or charm. Don't people lose that friendliness when they lack composure?
130.
割と結構その重要なミの部分があ、
So that's actually quite an important part of it. Ah—
131.
そうなんがないとやっぱり仕事も雑になるし信頼なくなっていくよね。
Right. Without it, your work inevitably becomes sloppy and you gradually lose people's trust.
132.
だからここの予白余裕っていうのは、ま、他の動画でもスケジュール管理であったりとか、タスク管理での、ま、マルチなのかシングルタスクなのかっていうところの誘もあるけど、ま、そういうところの物理的な誘を作るっていうこともちろんそうやけど会話やね。
So this idea of room and composure also includes what I've discussed in other videos: schedule and task management, whether to multitask or focus on a single task, and creating physical space in those areas. But it also applies to conversation.
133.
はい。会話。
Right. Conversation.
134.
そう。話してる時にめちゃくちゃ仕事欲しいですみたいなのを、ま、仕事欲しいですよっていうのは全然スタンスとしていいけど焦りが焦ってるみたいな。もうやばいんです。もう僕みたいな。だってさ、もう僕お金ないんです。お金ないんですって俺が言っとったらさ、魅力感じる?
Exactly. When you're talking, it's perfectly fine to take the position that you really want work. But if you sound desperate and panicked—like, “Things are really bad for me”—would you find me appealing if I kept saying, “I have no money, I have no money”?
135.
感じないっすね。余裕ないやん。
No, I wouldn't. You'd seem to have no composure.
136.
ないですね。
No, you wouldn't.
137.
例えばやけどさ、どっかのセミナーでめちゃくちゃ人がおると
For example, imagine you're at some seminar with a huge crowd—
138.
100人とか200人300
—a hundred, two hundred, or three hundred—
139.
人いるってなったところでめちゃくちゃすごいっと思ってた人がマイク持って手振いうまくってさなっとったらさ
—people, and someone you thought was truly impressive took the microphone and started waving their hands around awkwardly—
140.
あれちょっとってなりますね。
You'd think, “Wait, something's a little off.”
141.
大丈夫みたいななるやん。で、それって余白余裕がないよね。
You'd wonder, “Are they okay?” That's a lack of room and composure, right?
142.
ま、確かに
Well, that's true.
143.
でもそういう余裕がある人ってそういうところでも堂々と話せ噛むとかあったとしてもそういう見せない。でも実は戻ったらめっちゃ緊張してましたみたい。
But someone with that kind of composure can speak confidently even in such a setting. They may stumble over their words, but they don't let the nervousness show. Then afterward, once they're backstage, they might admit, “I was actually incredibly nervous.”
144.
確かに確かに
True, true.
145.
見せない力よね。
It’s the ability not to let it show, right?
146.
ね、こういうところは経験を含めていろんなところに場を出ることによってこれがどんどん鍛えられる。だからここが
You know, this is something you steadily develop through experience and by putting yourself out there in all sorts of settings. That’s why this is...
147.
1
number one
148.
番なんだかんだね。これ個人戦でいけんのよ。
...the most important thing, all things considered. You can handle this as an individual.
149.
うん。
Yeah.
150.
これもま、個人戦いけないけど、これが要は大きくならないとここの大きな信頼も取っていけない。だから結構社長ってさ、ここを取りに行くゲームやと思ってて。
This isn’t entirely an individual effort either, but unless this grows, you can’t earn that greater level of trust. So I think being a company president is largely a game of winning that trust.
151.
へえ。面白い。
Oh, that’s interesting.
152.
魅力をね。だってその会社に頼みたい。社長同士の破壊やったら、あ、もうマルラさんに任せるわ。
It’s about appeal, you know. People want to hire that company. When the presidents talk to each other, they’ll say, “Oh, I’ll just leave it to Marura.”
153.
うん。
Yeah.
154.
マラさんとこ任せるわってな、なった時にさ、余裕のない社長っておるやん。
But when someone says, “I’ll leave it to Mara’s company,” you know there are presidents who are completely overwhelmed.
155.
1
one
156.
日中ずっとひたすら社長が営業してパンパンみたいな。
Like when the president spends the entire day doing sales and has a completely packed schedule.
157.
それ以が営業するやつが誰も車内におらんみたいなってなるとこれ余裕なくなるよね。相もどんどんなくなっていくよね。パバっていくね。で、しには仕事のミスとかそういうのも連絡が全然取れないって信頼なくなっていく。どんどん魅力なくなっていくよね。仕事もなくなっていくよね。
If there’s no one else in the company who can do sales, you inevitably run out of breathing room. You become less and less pleasant and start rushing through everything. Eventually there are mistakes at work, people can’t reach you at all, and you lose their trust. You become less and less appealing, and the work starts disappearing too.
158.
怖
Scary...
159.
怖いよ。
It is scary.
160.
だから社長とかその重要な立場っていうのはその仕事の入れ方とかはめちゃくちゃ注意しないといけね。
That’s why presidents and people in other key positions have to be extremely careful about how much work they take on.
161.
うん。
Yeah.
162.
で、それに合わせてこう話し方とか余裕を持って
And along with that, you need to speak with a sense of composure...
163.
予約はじゃあ作りに行った方
So, should we actively make room in our schedules?
164.
あ、予約は作りに行った方がいい。
Yes, you should actively make room for it.
165.
うん。
Yeah.
166.
うん。みんなね、詰め込みすぎないの?仕事じゃ生まれるものではなく、ま、自分から作るものみたいな。
Right. Doesn’t everyone tend to pack in too much? Free time isn’t something that work naturally gives you; it’s something you have to create yourself.
167.
そう、そう、そう。まずはね、だから基本は、ま、仕事付けでいいと思うけど最初の頃はとは言ってもたまにはこうプライベートの時間とかそういうの作ったりとかサウナ行く時間とかわからなくけど、そういうのをあえて入れるとかでもいいと思うし、そういう予白をつけて今これからどうしようかって考える時間よね。
Exactly. At first, I think it’s basically fine to immerse yourself in work. Even so, every now and then you should make some personal time—schedule a sauna visit or something, for example. Deliberately create that breathing room so you have time to think about what to do next.
168.
ああ、
Ah, I see.
169.
ていうのもしっかり作ってやる。
You need to make sure you create that kind of time too.
170.
父さんは例えばどういうことに予白時間を使ったりとか
For example, what do you use your free time for?
171.
俺昨日も頑張ってたけど
I was working hard yesterday too, but...
172.
そういうのもそうやしあとはシンプルに営業を詰め込みすぎない俺の立場上ただ営業部に関しても営業も
That’s part of it, and another thing is simply not packing in too many sales appointments. Given my position—and this applies to the sales department too—if you schedule sales calls...
173.
1
one
174.
日詰め込みすぎたらみんな余白なくなって愛強なくなんのよもうズー見たらわかんのよ最近受率悪いね。ズーミりやんかもう顔怖ばってる。
If you cram too much into a single day, everyone loses their breathing room and their warmth. You can tell just by looking at them on Zoom. When the closing rate has been poor lately, I look at them on Zoom and their faces are already tense.
175.
へえ。
Oh, really?
176.
あとア焦りの営業になってんの。あ、やばいやばいやばいやばいやばいやばい。
And their sales pitch becomes driven by panic: “Oh no, oh no, oh no!”
177.
なんかお客さんの返答に待てないとか。
Like being unable to wait for the customer to respond.
178.
そう待てないしかせ気味に喋ったりとか焦り気味に喋っちゃう。その瞬間心霊もないよね。
Right, they can’t wait. They speak as if they’re rushing the customer, or they sound anxious. The moment that happens, all trust is gone.
179.
こいつ嘘つきそうやな。
You start thinking, “This guy looks like he might lie to me.”
180.
うわあ、確かに
Wow, that’s true.
181.
そう。余裕がないから相もなくなってなんか信用できひんわ。
Exactly. Because they have no composure, they become less pleasant, and you feel like you can’t trust them.
182.
うん。うん。
Yeah. Yeah.
183.
なんかすごいご利用しないやな。
It feels like they’re really going to pressure you into it.
184.
なってく。なんか何でもそう人っていうのは詰め込みすぎると逆にパフォーマンス下がるので詰め込んでいいのは
That’s how it comes across. It’s the same with everything: when people take on too much, their performance actually drops. The only thing you can overload is...
185.
AIだけ。
AI.
186.
うん。
Yeah.
187.
AI
AI.
188.
だけですね。じゃあここまでで、ま、魅力の
Only AI. So, up to this point, you’ve talked to us about...
189.
正体の分を話してもったんですけど、ま、トさんが、ま、哀れた中直近で、ま、この方すごい魅力的だなみたいなら
...what appeal really is. Among the people you’ve met recently, is there anyone you found especially compelling?
190.
直近で、ま、最近会ってる人。
Recently? Someone I’ve met lately?
191.
そうです。まあ、ま、これまで振り返っていただいてあ
Yes. Though you can also think back over everyone you’ve met before.
192.
あ、モローゲートの西崎さんやね。
Oh, that would be Mr. Nishizaki from Morrow Gate.
193.
ああ。ああ、
Yeah. Yeah...
194.
めちゃくちゃすごいと思う。ま、で、大先輩やし年齢も全然違うけど本当にすごいと思う。特に西崎さんはあの愛嬌すごいね。
I think he’s absolutely amazing. I mean, he’s much more senior than me and we’re quite different in age, but I genuinely think he’s incredible. Nishizaki in particular is remarkably charming.
195.
へえ。
Oh, really?
196.
いや、てか愛嬌も余白も信頼もあるんじゃないか。僕はもう、ま、本当に信頼してて。で、その中なんで信頼したかなっていうま考えると、まずは伊崎さんってめっちゃ話しやすいのよ。俺だいぶ後輩やけど、めっちゃもう話しやすい空間を作ってくれるから。もう一緒によくご飯とか飲みに行ったりするけど、もうそうだ。
Actually, I think he has charm, ease, and trustworthiness too. I truly trust him. When I think about why, the first thing is that Izaki is incredibly easy to talk to. I’m much more junior than he is, but he creates such a comfortable atmosphere for conversation. We often go out to eat or drink together, and that’s exactly it.
197.
早くうちのサービス導入してつって
I’ll say, “Hurry up and adopt our service,”
198.
みたいないなぼですかつ一直みなんで
Something like that—asking how much it is, going straight for it...
199.
1
one
200.
番高いんすかみたいな。なんかこういう仕事欲しいけどこう乗りながら笑いながらこう愛嬌で怖くないみたいなもう本当にいい人素敵なお兄ちゃんって感じ。
Like, “Is that the most expensive one?” He’ll ask for this kind of work while going along with the mood and laughing, and his charm makes him completely unintimidating. He genuinely feels like a great guy—a wonderful older-brother type.
201.
うん。うん。うん。
Mm-hmm. Mm-hmm. Mm-hmm.
202.
であとは余白もある西崎さんのね。なんかその話してても切っぱ詰まってない。なんかしんどい時もあったと思うのよ、俺と会ってからも。でもそれを表に出さずに大変やけどなんかすごい楽しんでる。
And Nishizaki also has this sense of ease. Even when you talk with him, he never seems desperate or cornered. I’m sure he’s had difficult times, even since meeting me, but he doesn’t show it. Things may be hard, yet he seems to enjoy himself immensely.
203.
へえ。へえ。
Oh, wow. Really.
204.
でもこれはこう僕なんで西崎さんあげたかっていうとやっぱり年上の年齢の上の方がそれを後輩にできるって俺すごいなっと思っていて
But the reason I brought up Nishizaki is that I think it’s amazing when someone older and more senior can act that way toward a junior.
205.
お
Oh.
206.
あまりなくない。
That’s pretty rare, isn’t it?
207.
確かに
True.
208.
それができる人って本質的に魅力あるよね。後輩から見てもめちゃくちゃ魅力あるよ。なんかそれをすごく片苦しい感じでお前俺大先輩やぞみたいなスタンスで来られるともう
Someone who can do that is inherently appealing. They’re incredibly appealing from a junior’s perspective too. But if someone comes at you all stiff and formal, with an attitude like, “Hey, I’m your highly respected senior,” then...
209.
2
two
210.
度と飲みに行くかってなるやん。魅力ねえしお前なんかにってなる。年上だろうがうぜえよってなんだよ俺。
You’d think, “I’m never drinking with you again.” There’s nothing appealing about that, and you think, “Why would I bother with someone like you?” Older or not, you’re annoying. What am I even saying?
211.
うん。確かに。
Yeah. That’s true.
212.
でも本当にみさんはめちゃくちゃ素敵な方ですね。
But Mi-san really is an absolutely wonderful person.
213.
確かに。それこそ上司とかのだったらついていきたいってなりますよね。なんか他のこの愛嬌信頼以外でも魅力ってありますか?
True. If he were your boss, he’d be the kind of person you’d want to follow. Besides charm and trustworthiness, does he have any other appealing qualities?
214.
魅力っていう意味であれば西崎さんもめちゃくちゃ社員重い。
In terms of appealing qualities, Nishizaki also cares deeply about his employees.
215.
へえ。
Oh, really?
216.
うん。特に役員クラスの人とかも含めてやけど、めちゃくちゃそこの思いが強い人っていう、あとはめちゃくちゃ社員に対して尽くしてるっていうのがすごくものすごく魅力があるね。あとみ崎さんすごいなと思ったのはやると決めたこと絶対やる。
Yeah. That includes people at the executive level in particular—he has very strong feelings about that. The way he devotes himself to his employees is extremely appealing. Another thing I find impressive about Mizaki is that when he decides to do something, he always follows through.
217.
前もなんか英語英語学んで俺も一緒にやったんやけど俺全然挫折してもで咲さん海外行ってそれ英語喋ってたからね。で今もダイエットしてるでしょ。今日はここまでしかお酒飲まへんってちゃんと決めて
Before, he was studying English and I joined him, but I completely gave up. Then Desaki went abroad and was speaking English there. He’s dieting now too, right? He properly decides, “I’ll only drink this much today,”
218.
うん。
Mm-hmm.
219.
やったし。
and he stuck to it.
220.
このやると決めたらやるっていうのがこうどう魅力のように繋がっていくんですか?
How does this quality of following through once he decides to do something translate into personal appeal?
221.
なんだろうね。その僕は継続的な集中力っていうのが多分そこまでない人なのね。でもやっぱり自分がないものを持ってる人には魅力を感じるよね。
I wonder. I’m probably not someone with much sustained concentration. So naturally, I’m drawn to people who possess something I lack.
222.
うん。うん。
Mm-hmm. Mm-hmm.
223.
そういう意味であれば魅力のもう1
In that sense, another aspect of appeal...
224.
つやったら自分にないもの
could be having something that you yourself lack...
225.
があるっていうのはもう1
That could be one more...
226.
個入れてもいいかもしれね。
item we could add.
227.
はいはいはい。
Right, right, right.
228.
だってさ、俺勉強できる人めちゃくちゃ魅力あんのよ。俺さ、学生の時さ、兄ちゃんと姉ちゃん合うんねけど兄ちゃんと姉ちゃんはもう夜中までなんかデスクあるやんか。小学校の時とか
You know, I find people who are good at studying incredibly appealing. When I was a student, I had an older brother and sister, and they would stay at those desks you have, late into the night. Back when we were in elementary school, for example...
229.
勉強机とか、
A study desk, you know...
230.
勉強机ライトつけてさ、なんで家の全部電気つけへんねんて思いながら、そのこのちっちゃい電気だけつけてさ、こうやって勉強してってさ、夜中までやってんじゃんか。で、なんかほんまに朝方までやってんじゃんか、これすごいなっと思って。
They’d turn on the study-desk lamp, and I’d wonder why they didn’t switch on all the lights in the house. They’d use only that little lamp and study like this until the middle of the night—sometimes genuinely until dawn. I thought that was amazing.
231.
でも兄弟から俺もできるかと思って俺もわざわざこう電気消してっちゃいライトでこうやってやってほんま物の
Since my siblings could do it, I thought I could too. I deliberately turned off the lights and tried studying under the little lamp like this, but in literally...
232.
5分で俺もう
five minutes, I was already...
233.
これもう睡眠薬かなってもうなんかなんか俺入れられてるこれみたいな俺ほんまそれぐらい勉強できひんね。だからその集中力を持てる人は俺すごく魅力がある。
wondering, “Is this a sleeping pill? Did someone put something in me?” That’s genuinely how incapable I am of studying. So I find people who can maintain that kind of concentration extremely appealing.
234.
あ、
Ah.
235.
だから継続できる人もかっこいいですね
So people who can keep at something are cool too.
236.
え。めっちゃかっこいいよ
Yeah. They’re incredibly cool.
237.
ね。それって1
Right. Each individual...
238.
個の作業としては簡単かもしんないですけど、その続けんの難しいかみんなできないじゃないですか。それもなんか魅力かもしんないですね。
task might be easy by itself, but continuing is hard, which is why not everyone can do it. That may be another kind of appeal.
239.
そういう意味であれば最近俺トレーニングを週に
Speaking of that, lately I’ve been training two or three times a week...
240.
23
two or three times
241.
回行く。それは続けられてる。ようやく続けられてる。だ、それはなんか自分の中で
I go that many times. I've kept it up—I've finally managed to keep it going. And that, somehow, within me...
242.
1つ成長したなって思って。
made me feel that I'd grown in one way.
243.
うん。
Yeah.
244.
これもう1個聞きたいことがあって、
There's one more thing I'd like to ask.
245.
今西崎さん年上から見た蒼太さんじゃないですか?逆に魅力がある年下の方とかいらっしゃいます?
So far, we've been talking about Sota as seen by Nishizaki, who's older, right? Conversely, are there any younger people you find appealing?
246.
年下はやっぱり魅力あるなって思うのはめっちゃ先輩立てようとしてくるっていうか。
What I find appealing in younger people is how hard they try to show respect to their seniors.
247.
おお。
Oh.
248.
それはシンプルにすごいよね。
That's simply impressive.
249.
いや、もうだってもうこれやられたらさ、もうおずと可愛がろうってなるやん。西崎さんも多分僕が西崎さんをめちゃくちゃ言うからもうほんまに好きやからね。言うから多分西崎さんもここ可愛がってくれてるってのはあると思うけど、でもこれできる後輩はすごい。
I mean, when someone treats you like that, you naturally want to take them under your wing. Nishizaki probably looks after me partly because I talk him up so much—I genuinely like him, you know. But a junior who can do that is impressive.
250.
お互いに作用するからこそいい循環が生まれるみたいな。
It's like the mutual effect creates a positive cycle.
251.
そう。うん。後輩の前では関わりことしてとこうみたいな
Right, yeah. It makes you think you should conduct yourself properly in front of your juniors.
252.
うん。
Yeah.
253.
思うわけ。うん。
That's what it makes you think. Yeah.
254.
西崎さんになんで可愛がってもられてると思います。
Why do you think Nishizaki has taken you under his wing?
255.
可愛がってもらってへんかもしれへん。俺の勘違いかもしれない。きつきつ。
Maybe he doesn't actually favor me. It might just be my imagination. That's harsh.
256.
相手に基本合わせるってのめっちゃ大事かな。例えば西さんってマジで急に連絡来んのよ。そうだ。今から来れるみたいな。その時に予定あっても行きます。
I think it's really important to accommodate the other person. For example, Nishi will seriously contact me out of nowhere and ask, “Can you come now?” Even if I already have plans, I go.
257.
ああ、
Ah.
258.
もうそこういう行きます。
I just immediately say, “I'll go.”
259.
俺だ他の人と飲んでてや2
I was actually out drinking with someone else—just the two of us.
260.
人で。ま、ま仲いいからまだよかった。ほんまごめん。ちょっと先輩から行ってくるわつって。あ、全然いいよ。そういうでもこの言い方は大事よね。いや、高校でちょま別で大るしこ高校やからつってでいいや全然いいよ。そういう中じじゃないみたいな。うん。
Just the two of us. Luckily, we were close. I said, “I'm really sorry, but a senior called, so I'm going to head over,” and they said, “Oh, no problem.” The way you phrase it matters, though. It wasn't like I casually brushed them off with some flimsy excuse. Yeah.
261.
だから速攻行けたけどやっぱそれって先輩からするとすげえ可愛い後輩なるやん。
So I could go right away, and from a senior's perspective, that makes you an incredibly endearing junior.
262.
確かに自分のために時間使ってくれ、作ってくれる。
True—they spend time on you and make time for you.
263.
しかもその後輩が忙しいの分かってんのよ。余計よね。仕事頑張っててめちゃくちゃ忙しいって分かってる中でそれされるとさ、だ、俺も後輩にそれもしやってさ、めっちゃ忙しいのに来てくれたらさ、申し訳なさと楽しましてあげようってなるもんね。
And you know that junior is busy, which makes it mean even more. When you know they're working hard and extremely busy, yet they still do that for you... If a junior did that for me and came despite being swamped, I'd feel bad and want to make sure they had a great time.
264.
うん。なんか信頼貯金っていう言葉が変わってるかわかんないですけど、それ積み上がっていくと全然変わりますよね。
Yeah. I don't know if “trust savings” is the right phrase, but things change completely as those deposits build up.
265.
全然変わるよ。で、しかもそれをやることによって多分西崎さんも、ま、他の西崎さん以外もね、僕に対して信頼ってなると第
It changes everything. And by doing that, Nishizaki—and other people besides him—come to trust me, and then trust from third...
266.
3
third
267.
者からの信頼っていうのはまた広がるわけやんか。
parties spreads even further, right?
268.
うん。そうなるとね、もうそうだ。
Yeah. Once that happens, that's it.
269.
ええやつだよっていうのが
Just saying, “He's a good guy”...
270.
そう、もう蒼太ええやつだよだけ言ってくれたらいいの
Exactly. All I need is for him to say, “Sota's a good guy.”
271.
うん。そう、
Yeah, exactly.
272.
それだけでいいの。ま、深いこと言わなくても別に全然いい。あ、そう。これや。
That's all it takes. He doesn't need to say anything profound. Ah, yes—this is it.
273.
崎さんって多分僕らの周り関しは相当これが大きい人、魅力が強い人で相当信頼があるのよ。俺みさんの悪いとか聞いたことないのよ。
Nishizaki is probably someone with enormous influence in our circle. He's very charismatic and highly trusted. I've never heard anyone say anything bad about him.
274.
ほお。
Oh, really.
275.
ま、マジで聞いたことない。で、その人が蒼太ええやつだよってもし言ってくれたら最高や。
Seriously, I've never heard anything bad. So if someone like him said, “Sota's a good guy,” that would be the best possible endorsement.
276.
確かにもうそれこそなんかこうやらしいかもしれない。すごい繋がれやすいていうか。
True. This might sound a bit calculating, but it makes it much easier to form connections.
277.
うん。でも大人の世界っていうかそういうもんやからね。だってさ、飲食店でもさ。
Yeah. But that's how the adult world works. Even with restaurants, for example...
278.
はい。
Right.
279.
介さんの紹介です。
“I was referred by Kai.”
280.
結局もう世の中に社長なんか山ほどおるわけだって皆さんが見てる人たち一般社員だろうがマネージャーだろうがかり場だろ部長だろがいると思うけどいっぱいおんねん世その中で
Ultimately, there are countless company presidents in the world. And among the people watching, whether you're a regular employee, a manager, a section chief, or a department head, there are tons of people in every role.
281.
1人1人会ってくの無理やろ。
You can't possibly meet every single one of them.
282.
はい。いや、間違いないです。
Yes. Absolutely.
283.
てことは信頼もらってる人から紹介してもらう方が
So having someone trusted introduce you is the...
284.
1
number one
285.
番早いわけや。てことは仕事って最終信頼ゲームなのね。
fastest way. That means business is ultimately a game of trust.
286.
そっか。そっか。
I see. I see.
287.
そう。
Exactly.
288.
で、その信頼が結局人をつなげるから。信頼ないやつなんか繋なげへんやろ。もう全ては信頼。この
And ultimately, that trust is what connects people. You wouldn't introduce someone you don't trust, right? Everything comes down to trust. This...
289.
YouTube
YouTube.
290.
でずっと言ってるけどさ、お金を稼ぐなんて後回しでいいから。信頼に行け。お金を稼ぐっていうのじゃなくて信頼を稼ぐでいいから。これを徹底すればいい。でも信頼の稼ぎ方っていうのは信頼されてる人に評価されることなの。それが一ます。信頼全くされてへんやつに相対やつでって言われてどう思う?
Like I’ve always said, making money can come later. Go after trust. Don’t focus on earning money—focus on earning trust. Just commit to that completely. And the way you earn trust is by being recognized by someone who is trusted. That’s the most important thing. How would you feel if someone with absolutely no credibility said, “That person is something else”?
291.
あ、そうか。うえんてなりますね。
Oh, I see. I’d be like, “Hmm…”
292.
で、
And then…
293.
警察捕まってシャバに出てきた人がみんなにあいつやつでって言ったらさ、お前に言われてもなみ
Say someone gets arrested and then, after getting out, tells everyone, “That guy is something else.” People would be like, “That doesn’t mean much coming from you.”
294.
たい全然怖い。
Something like that. It would actually be unsettling.
295.
逆に評価下がらん。そこをちゃんと考えて信頼のある人と付き合うっていうのはそういうこと。
Wouldn’t that actually lower your reputation? That’s what it means to think carefully about these things and associate with trustworthy people.
296.
はあ。
I see.
297.
でも僕も信頼をしっかり持っておけば相手も喜ぶよね。今こうやって
But if I establish solid credibility too, the other person will be happy as well. Like right now…
298.
YouTube
YouTube.
299.
とって作さん喜んでくれるかどうか分からへんけど。分からへんけど信頼のある人から言われるて嬉しいわけ。お互いいいよね。これは
We’re filming this, and I don’t know whether Saku will be pleased, but it feels good to hear praise from someone credible. It benefits both sides, right?
300.
だから魅力がある人にはこう仕事や人が集まるっていうことに繋がっていく。そうそうそうそうそう。
So this leads to work and people naturally gathering around those who have appeal. Exactly, exactly.
301.
はあ。
I see.
302.
うわ、むちゃくちゃ納得ですね。
Wow, that makes so much sense.
303.
うん。
Yeah.
304.
だから皆さんもしね、これから仕事していくってなった時に、ま、仕事だけではなく自分をほど魅力を作っていくかっていうのめちゃくちゃ大事なんで、この愛嬌、余白余裕、そして信頼ね、これを皆さんちょっと極めてもらったら、そして信頼のある人ともう誰からも信頼がある人と仲良くなっていく。
So when all of you start working, it’s extremely important not to focus only on the work itself, but also on how much personal appeal you can develop. I’d like you to master these things: warmth, leaving some room, composure, and trust. Then build relationships with trustworthy people—people whom everyone trusts.
305.
どれも一貫して日々の積み重ねだったり余白の作り方だとかっていうのが大事なんだなって改めて学びました。
What I learned again is that all of these consistently come down to daily effort and knowing how to create some breathing room.
306.
うん。
Yeah.
307.
ま、とりあえずこの信頼に関しては人それぞれ相手にとっての信頼の基準は違うから話し方であったりとかお互い意にお酒飲むとかでもそうやからでも信頼掴んだりもするわけや。そういうのも含めて相手の状況を理解して信頼を取りに行くってのはすごく大事なんで、今の今回の僕の内容だけではないんで、
When it comes to trust, everyone has different standards for what makes someone trustworthy. It could be the way you speak, or even something like having drinks together. Those things can also help you earn someone’s trust. So it’s very important to understand the other person’s circumstances and actively gain their trust. There’s more to it than just what I’ve discussed today.
308.
え、そこも含めて皆さんちょっとチャレンジしてみてください。はい。ということでまた皆さん次の動画でお会いしましょう。ありがとうございました。
So please take all of that into account and give it a try. All right, we’ll see you again in the next video. Thank you very much.
309.
ありがとうございました。
Thank you very much.

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