I read 『リーダーの仮面――「いちプレーヤー」から「マネジャー」に頭を切り替える思考法』安藤広大（著） (The Leader’s Mask: How to Switch from ‘Player’ to ‘Manager’ Mindset by Hirohiro Ando), so I’ll share the insights I gained from this book.

Background: Understanding Shikigaku

I read this book to understand Shikigaku (organizational science).

After reading it, my impression is that “the Shikigaku approach probably wouldn’t suit me,” but there were things to learn in terms of understanding different ways of thinking.

Below are quotes and notes from sections that left an impression on me.

Preface

In most jobs, player abilities peak in one's 30s and decline with age.

? Peak in 30s

What not to do is as important as what to do. Leaders should focus on only "5 points."

Those are “Rules,” “Position,” “Benefit,” “Results,” and “Growth.” Focus management on just these. Charisma and personal charm are unnecessary.

? Five key points to focus on.

Point 1 "Rules" → Create verbalized rules, not rely on reading the room

Point 2 “Position” → Communicate from a hierarchical position, not as equals

Point 3 “Benefit” → Move people through benefits, not personal charm

Point 4 “Results” → Look only at results, not evaluate process

Point 5 “Growth” → Choose future growth over immediate results

Prologue: Preparing to Wear the Leader's Mask

The basic philosophy is "utilize everyone." Strictly speaking, it's "utilize everyone who wants to work hard." If the organization functions properly, everyone can grow regardless of ability. Leaders can only provide opportunities for growth. There's no need to accommodate subordinates to prevent them from quitting.

? Utilize everyone who wants to work hard.

Chapter 2: Don't hesitate to distance yourself from subordinates

A common request I hear is "whenever you have time," but this is absolutely NG. If you don't include a deadline in instructions, the boss will have to check with subordinates saying "How's that going?" Instructions should flow "top to bottom," and subsequent reports must always flow "bottom to top." Setting deadlines is necessary for this. Set deadlines for even the most trivial matters.

? Always set deadlines.

The "1-on-1" meeting method is currently popular. This is a management method where you carefully interview subordinates like a counselor, asking "How are things lately?" and "Is there anything troubling you?" to draw out motivation. Those who've read this far will understand that 1-on-1 is a bad method that mistakes "position."

? From Shikigaku perspective, 1-on-1 is a bad method.

Chapter 3: Send them to hunt big mammoths

Work meaning and values are found by "oneself." They're not imposed by others.

? Work values aren’t imposed by supervisors.

Devices to make competition clear are also important. Any method is fine. The simplest is "visualization." For sales, "creating a performance list" is an effective method.

? Visualize competition.

The concept of "right person in the right place" doesn't exist in Shikigaku thinking.

? Shikigaku philosophy.

Chapter 4: Don't create people who grow from praise

Shikigaku eliminates evaluation based on likes and dislikes, thoroughly conducting correct and objective evaluation. One conclusion from this is "don't evaluate process (procedure)."

? Shikigaku doesn’t evaluate process.

Even so, anyone should be able to set "normal" standards and praise only when greatly exceeding them. Put on the mask and avoid easily saying "well done" or "amazing."

? Praise only when standards are exceeded.

It's fine to have personal need for recognition satisfied. However, that's not something leaders should fulfill.

? Need for recognition isn’t something leaders should fulfill.

You should be able to devise goal setting that's as numerical as possible. Break down work elements and find numbers like frequency, time, year-over-year ratios to connect to goals.

? Set goals that are as numerical as possible.

Chapter 5: The lead bird pulls the flock

In growing organizations, the gap with the lead member gradually closes, and the whole group grows. In non-growing organizations, leaders themselves become the lead bird and try to pull the team as top players. In the case of playing managers, leaders themselves need to fly. However, leaders shouldn't be at the top. They should prioritize manager work.

? Playing managers becoming top performers is an anti-pattern.

Shikigaku considers organizational adaptability as part of "excellence." The importance of organizational adaptability and ability is a 50-50 relationship. So no matter how high one's original ability, if adaptability is low, they can only demonstrate half their power at any company.

? In Shikigaku, “excellence” includes organizational adaptability.

Leaders who were excellent players tend to guide subordinates to avoid failure based on their own experience. However, there's a big difference between understanding something as a story and actually doing it. That's why I want leaders to thoroughly implement "let them try once first."

? Thoroughly implement having them practice once first.

That’s all from the Gemba about touching on Shikigaku.