Athlete Brains: Dai Tamesue's "Fluid Pacing" vol.2

A serial interview column where Mr. Dai Tamesue freely discusses "things on his mind right now." The only set theme is "What is autonomy? What is tolerance?" Mr. Tamesue shares his thoughts on various "things on his mind" in response to the mysterious "interviewer's" unexpected prompts. Well then. What kind of stories will emerge this time...? Stay tuned.

──Last time, we mainly discussed work-related topics under the theme of "Autonomy and Tolerance." This time, we'll continue from there.

Tamura: Lately, I've been feeling that the "concept of time" has changed. I think workplaces used to run on "tacit knowledge." You could call it "unspoken understanding," I suppose.

──"This person must be thinking about this right now."

Tamesue: So you'd anticipate their needs and offer support proactively. That's how it worked, regardless of whether you were a senior or junior, boss or subordinate. Now, because of emails and SNS, we can still "read the room," but we've clearly lost the ability to "read between the lines." I think this stems not just from a lack of imagination, but from a lack of time spent together.
Because we don't share time together, we become anxious. And because we're anxious, our tolerance for others diminishes. Then, a compulsion arises: we must keep our minds calm, we must be self-disciplined.

──So a vicious cycle forms, right? Mr. Tamesue, what kind of "goal-setting approach" do you think is effective for your own growth and self-discipline?

Tamesue: Well, I think "declaring" your goals to others is important. The act of declaring itself acts as a commitment. Things that come down as orders just don't sink in properly.

──Does that apply equally when you're in a position to develop athletes?

Tamesue: Absolutely. Effective coaching requires significant time dedicated to communication. Breaking goals into smaller steps makes things easier for both coach and athlete, but it doesn't foster initiative.

──That seems entirely applicable to corporations as well.

Tamesue: If individual initiative isn't nurtured, corporate culture steadily declines. I believe this is the biggest challenge facing every Japanese company right now. They talk about reform, reform, yet end up doing things indistinguishable from their competitors, offering similar products and services at similar prices.

──The same criticism is leveled at mass media, isn't it?

Tametsu: Exactly. Similar reporting, similar content...

──That's a painful truth for us too.

Tamesue: The approach to goal-setting also varies by industry. For example, while sales-type jobs are "quantitative," creative work could be called "qualitative." But regardless of the form, it needs to be shared as a team. It's about bringing together individual autonomy with a sense of tolerance, so to speak.

──I see.

Tamesue: For that, whether it's the team or the individual, I think it's crucial how clear the "desired state" is. The goals for achieving that desired state and the goals for obtaining outputs are subtly different.

──Meaning?

Tamesue: For example, in sales, you set targets to achieve outputs like "sales figures." But the "ideal state" isn't about the amount; it might be gaining the client's trust. That's a qualitative goal.

──Additionally, finding the right balance between organizational logic and directives versus individual freedom becomes crucial.

Tamesue: It's exactly the same in sports. Like the relationship between athletes and coaches, or between management and those actually performing. How you fuse those elements is crucial.
This might be a bit of a tangent, but...

──What is it? I always look forward to what comes after that phrase.

Tamesue: I have my office in Shibuya, and one day while riding the train, it suddenly hit me. I call it the "Akasaka Wall."

──The "Akasaka Wall"?

Tamesue: People working on this side (Shibuya side) from Akasaka tend to dress relatively casually, but as you cross Akasaka and head toward Marunouchi, suits become more noticeable.

──So the dividing line is around Akasaka?

Tametsu: Exactly. I call it a "wall" because I feel there's surprisingly little interaction between people working at Shibuya's IT companies and those at Marunouchi's big corporations. That goes for individuals and companies alike. If that "integration" progressed, I think society and the economy would become much more dynamic.

──The "Akasaka Wall" is an interesting concept. Next time I take the train, I'll try to be conscious of that invisible barrier.

Tamematsu: Please do.

(Interviewer: Web Dentsu Inc. Editorial Department)

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From the Shiraishi Production Team at Athlete Brains

Listening to Mr. Tamesue often makes me realize the universality and similarity of challenges faced by people and organizations, and the potential solutions. This series is also sprinkled with that essence throughout. The "Akasaka Wall" is a perfect symbol of that.
Discovering these "Akasaka Walls" built all around us and taking on the challenge of merging a divided society makes me feel the potential for people and organizations to achieve new growth and development.
Moreover, we live in an era strongly influenced by the pull of "efficiency."
Through the "Athlete Brains" project, we aim to contribute to solving societal challenges by collaborating to create opportunities that nurture individual initiative and the desire to become one's best self.

Athlete Brains Production Team Dentsu Inc. / Akinori Hibi (3CRP) · Kohei Shiraishi (CDC)

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For details on "Athlete Brains," a team centered around Dai Tamesue that leverages knowledge cultivated by athletes to solve societal (corporate/social) challenges, click here.