Why Is Management That Fosters Proactivity Needed Now?

The Limitations of Traditional Management by Control

In the past, Japanese companies largely practiced management focused on “control and evaluation.” Managers would issue instructions, subordinates would carry them out, and results were assessed. While this pyramid-like organizational approach worked during periods of rapid economic growth, it no longer suits today’s volatile environment.

• The pace of change is so fast that simply waiting for top-down directives isn’t viable
• Standardized evaluation systems stifle employees’ creativity and autonomy
• The introduction of performance-based pay places excessive emphasis on individual evaluation, weakening overall team cohesion

🔹 References: 1on1 Management by Keiji Matsuoka

Dealing with Performance-Based Systems

Starting in the 1990s, “performance-based pay” took hold in many Japanese companies, using quantified outcomes to determine rewards. However, when taken too far, a fixation on “short-term results” can rob employees of their proactivity.

Drawbacks of Performance-Based Pay

• Too much focus on “immediate results” can overshadow long-term growth
• It encourages “working just for the sake of evaluation,” dampening creativity and risk-taking

🔹 References: 1on1 Management by Keiji Matsuoka

The Risks of an Organization That Doesn’t Cultivate Autonomy

When subordinates lack autonomy, the organization faces the following risks:

1. Decreased Productivity: Work stalls without explicit directions, slowing decision-making
2. Innovation Stagnation: A lack of novel ideas and creative thinking
3. Talent Drain: A sense of doing tasks “because I have to,” causing top talent to leave

To avoid these risks, you need an environment that enables proactive engagement.

What Managers Must Do to Build a Proactive Team

The “Right Person, Right Place” Concept

To foster autonomy, it’s crucial to place employees in the “right roles for their strengths.” Everyone has things they excel at and things they don’t. When someone is assigned to work that “doesn’t suit them,” motivation naturally declines.

🔹 References: 1on1 Management by Keiji Matsuoka

5 Steps to Bring Out Autonomy

1) Cultivate Purpose – Separate a Career’s “Purpose” from Its “Goals”

The first step in developing autonomy is recognizing that a person’s career “purpose” is different from their career “goals.”

Managers must work together with team members to explore each individual’s career purpose. Concretely, you might:

1. Look Back on the Past: Ask, “When have you felt most inspired or moved?”
2. Don’t Seek a ‘Right Answer’: Start with a provisional “Version 1.0” and refine it over time

Practical Example: Questions to Uncover Personal Values

• “When do you find work genuinely enjoyable?”
• “In what situation do you feel most fulfilled?”
• “Who is your ideal type of leader, and why?”

🔹 References: Why Are Subordinates Anxious, Dissatisfied, and Indifferent? by Yuji Kataoka & Kenji Yamanaka

2) Leverage Their Strengths – Where Weaknesses May Reveal Strengths

A “strength” is defined as “ways of thinking or behaving that you can do naturally, without much effort.” Unlike knowledge or skills that can be learned, these are inherent traits a person already possesses.

How to Discover Strengths: ‘Flip’ the Weakness

For example, “being overly cautious” can actually be a “strength in meticulously paying attention to details.”

Practical Example: A Workshop to Identify Subordinates’ Strengths

1. “List your own weaknesses.”
2. “Reinterpret them as strengths.”

🔹 References: Why Are Subordinates Anxious, Dissatisfied, and Indifferent? by Yuji Kataoka & Kenji Yamanaka

3) Draw Out Internalized Motivation – Redefine the Meaning of Work

When you overlay your values and strengths onto tasks initially assigned from the outside, you start seeing the work as more meaningful, which boosts your motivation.

Practical Example: Asking ‘What’s the Point of This Task?’

• Work together to discuss “Why are we doing this job?”
• Clarify “What can you personally gain from it?”

🔹 References: Why Are Subordinates Anxious, Dissatisfied, and Indifferent? by Yuji Kataoka & Kenji Yamanaka

4) Expand Possibilities Through Multiple Perspectives – Utilizing 1on1 Meetings

Why 1on1 Meetings Are Essential

In people management, regular discussions with each team member are a must. One of the most common methods is the 1on1 meeting.

Benefits of 1on1 Meetings

• Gain deeper insights into team members’ thought processes
• Develop strategies to leverage each person’s strengths
• Enhance proactivity and motivation

🔹 References: 1on1 Management by Keiji Matsuoka

The 5 Important Conversations to Have

According to Jim Clifton’s It’s the Manager, five types of conversations are crucial for elevating a subordinate’s performance:

1. Role Clarification and Relationship Building (Start Here)
   • Define “What’s expected of you?”
   • Discuss work values and purpose
2. Quick Connect (Short, Casual Conversations)
   • Increase everyday engagement through brief chats
3. Check-In (Reviewing Successes and Obstacles)
   • Discuss recent accomplishments and address any challenges
4. Developmental Coaching (Setting Career Directions)
   • Take a long-term view to support skill development and growth
5. Progress Review (Performance Evaluation)
   • Conduct 1–3 hour sessions about twice a year, aligned with ongoing daily/weekly/monthly coaching chats

Practical Example: Effective 1on1 Tips

✅ “Which recent project felt most rewarding?”
✅ “What kind of work makes you lose track of time?”
✅ “What skills do you want to improve going forward?”

🔹 References: It’s the Manager by Jim Clifton & Jim Harter 🔹 References: 1on1 Management by Keiji Matsuoka

4)’ Managers Should Shift Toward a ‘Coach-Style’ Approach

From Administrator to ‘Supporter’

Traditionally, managers have overseen subordinates by “managing and directing” their actions. However, what’s needed now is a ‘coach-style’ manager.

🔹 References: 1on1 Management by Keiji Matsuoka

Practical Example: Quick Connect to Deepen Relationships

❌ NG: “How's everything going?” (Too vague)
✅ OK: “What's the most enjoyable task you've worked on lately?” (More specific)

Minor tweaks like these can greatly boost subordinates’ motivation and proactivity.

5) Elevate Work Motivation with ‘Motivation 3.0’

What Is ‘Motivation 3.0’?

In Drive: The Surprising Truth About What Motivates Us, Daniel Pink explores “what truly drives people to be motivated.”

Traditional thinking about motivation was based on “carrots and sticks,” external incentives (raises, bonuses, penalties) to prompt certain behaviors. While effective in the short term, they fail to sustain long-term performance gains.

In contrast, “Motivation 3.0” rests on the innate human desire to act of one’s own free will.

🔹 References: Drive by Daniel Pink

3 Elements of ‘Motivation 3.0’

1. Autonomy
   • People are more motivated when they have “the freedom to choose how and what they work on.”
   • Example: Flexible hours or remote-work options
2. Mastery
   • People find joy in “improving their skills over time.”
   • Example: Offering learning and development opportunities
3. Purpose
   • “Feeling that one’s work benefits society or other people” enhances motivation
   • Example: Clearly communicating the company’s vision and mission

🔹 References: Drive by Daniel Pink

Practical Example: Applying ‘Motivation 3.0’ in Management

✅ “Give employees more discretion to boost autonomy.”
✅ “Set up systems so team members can sense their own growth.”
✅ “Share the purpose behind their work.”

Conclusion – What Is Management That Fosters Autonomy?

5 Steps to Cultivate Autonomy

1. Cultivate Purpose (Distinguish between career “purpose” and “goals”)
2. Leverage Strengths (Reframe weaknesses as strengths)
3. Draw Out Internalized Motivation (Make the work personally meaningful)
4. Foster a Growth Mindset (Encourage an environment where failure is a stepping stone)
5. Expand Possibilities Through Multiple Perspectives (Use 1on1s to increase dialogue)

The Kind of Managers Needed in the Future

What’s required going forward is a manager who serves not as an “administrator” but as a “coach.”

✅ Support team members' growth, rather than “managing” them.
✅ Avoid imposing how the work should be done; create an environment for autonomous action.
✅ Evaluate not only outcomes but also “learning and growth.”

🔹 References: 1on1 Management by Keiji Matsuoka

How to Promote Team Collaboration

To build a team with a strong sense of autonomy, it’s essential to think about “teamwork” rather than just individuals.

Practical Example: Boosting Team Autonomy

✅ Incorporate team-based evaluations (prevents hyper-focus on individual performance)
✅ Implement “peer coaching” to foster mutual learning
✅ Hold periodic “reflection meetings” to share insights and lessons learned

🔹 References: Philosophy of Work by Hisashi Sakamaki

Action Points You Can Apply Starting Tomorrow

1. Spend more time talking with subordinates (through Quick Connects or 1on1s).
2. Explain not just “what must be done” but also “why it matters.”
3. Let subordinates determine how to accomplish tasks (respect their autonomy).