Could you briefly explain your company's business?
FJ. Entertainment Works Inc., a member of the Fukuoka Jisho Group, specializes in planning and managing commercial facilities, including Canal City Hakata. Our mission is "Making Fukuoka More Exciting!" We manage a variety of facilities both within and outside the Fukuoka Jisho Group.
Could you tell us about your daily responsibilities?
My role involves planning and managing the operations of our facilities. I participate in multiple internal projects, overseeing the renewal of our existing facilities and developing new plans. Our core strength lies in the planning and operational expertise we've developed through managing commercial facilities. Additionally, we are expanding into new areas, such as developing complex facility projects and managing office buildings, which extend beyond our traditional scope.
How did you come to know about Interbeing?
I first learned about Interbeing Inc. in 2021 while working on a development project for an office building that emphasized improving the working environment. Our goal was to create office spaces that would motivate employees and, in turn, boost the company's performance. A key part of our project concept was to provide an environment where employees could refresh themselves.
During the planning meetings for this project, various ideas emerged. When we discussed the true meaning of "refreshment," we realized it should encompass not only physical but also mental well-being in an office setting. One interesting suggestion was to create a space where employees could unload their worries, much like a confession room in Christian culture.
A confession room essentially means a place where one can share personal thoughts and feelings with someone who is not directly involved in their work, which we believe could lead to genuine refreshment.
Coming from a family that runs a temple, I found this idea particularly intriguing. I decided to explore it further and consulted my brother, who now manages the temple. He mentioned a company called Interbeing Inc., which offers a service where monks engage in dialogue with businesses. This was my first introduction to the concept of monk dialogue. Upon further research, I discovered that Interbeing Inc. was already implementing services similar to our idea. Consequently, I promptly reached out to them.
Could you share your impression of your first conversation with Mr. Matsumoto?
When I first heard the term, Sangyo-so: occupational monk, I immediately thought of an occupational physician. However, after speaking with Mr. Matsumoto, I found the experience even more reassuring than consulting with an occupational physician because he is a complete third party. Additionally, it might be a unique quality of Mr. Matsumoto himself, but talking to him made me feel very positive.
As we discussed my impressions and the idea of monk dialogue in a business environment during our meeting, we decided to try Mr. Matsumoto's monk dialogue within our company first before incorporating it into our office building project.
That's an interesting development. Why did you decide to try it within your company first?
At that time, our company was facing a high turnover rate, and I felt a strong need to address this issue. Initially, my conversation with Mr. Matsumoto was about consulting on planning, but as we continued talking, I quickly recognized my own values, what I wanted to achieve at our company, and my motivation was reignited. I began to think that monk dialogue could help individuals reflect on themselves and regain their motivation.
Many of our employees struggling with their careers had clear goals and aspirations when they first joined the company. I hoped that by engaging in monk dialogue, they could rediscover these initial motivations and approach their work with renewed enthusiasm. When I explained the significance of monk dialogue to my supervisor, he shared my sense of urgency and agreed that we should give it a try.
How was the monk dialogue actually implemented in your company?
In consultation with the HR department, we decided to conduct the dialogue with nine members from both the management and business departments.
To avoid any misunderstandings, we carefully selected the participants and thoroughly explained the concept of monk dialogue to them beforehand. We wanted to ensure that no one felt singled out or believed the company thought they had personal issues.
We made it clear that the content of their conversations with Mr. Matsumoto would remain completely confidential and not be shared with the company. This assurance helped the participants feel that the monk dialogue was a safe and private opportunity. With this understanding, they were able to engage in the dialogue with peace of mind.
What changes have you observed in your company after implementing the monk dialogue?
In the teams that included members who participated in the monk dialogue, there seems to be an understanding that mental well-being, in addition to physical health, significantly impacts the quality of work.
The feedback from those who experienced the monk dialogue was very telling: ・They felt encouraged. ・They appreciated having their thoughts and feelings understood. ・They realized they had vague anxieties about the future. ・They recognized their roles and value as long-time employees within the company. ・They were grateful for the opportunity to share their own stories, as they are usually the ones listening to others. ・They became aware of their own frustrations and started thinking about ways to express themselves more constructively.
In a large company, it’s inevitable that some employees will struggle with various personal issues or mental health challenges. However, this is not necessarily a sign of personal weakness; it can often be related to their environment or compatibility with the organization.
Thanks to the dialogues with Mr. Matsumoto, we are becoming an organization that better understands these nuances and can support our employees more effectively.
What types of companies do you think need the services of a dialogue with a monk?
I believe some companies are reluctant to introduce services that do not yield immediate results, such as those focused on well-being. However, this is precisely why Interbeing Inc.'s services are essential.
In performance-driven companies, for example, employees on the front lines often feel pressured and exhausted. Allocating resources to support employees' well-being can help reduce turnover rates and improve employee engagement, which becomes the foundation for sustained performance growth.
Roles such as sales, where employees are constantly under pressure to meet goals, could greatly benefit from Interbeing Inc.'s services.
Thank you very much for your time.
VOICE |
INTERVIEW
Building Sustained Performance Growth with Improved Retention Rates and Employee Engagement
FJ. Entertainment Works Ltd
Manager, Planning Department
Mr. Kazuki Kanzaki
MONK DIALOGUE
FJ. Entertainment Works Ltd
Manager, Planning Department
Mr. Kazuki Kanzaki
VOICE |
INTERVIEW
Audio Recording
Language: Japanese
Audio Recording / Language: Japanese