Could you briefly explain your company's business?

Ezaki Glico Co., Ltd., founded in 1922, is a food manufacturer committed to delivering "deliciousness and health" through creativity and high-quality ingredients. Our purpose is to contribute to "healthy living and enriched lives."

Could you tell us about your daily responsibilities?

In the Corporate Planning Department, our main mission is to act as an engine for innovation. Specifically, the Organizational and Talent Development Team focuses on analyzing current conditions and planning initiatives to improve engagement through surveys. Additionally, I am involved in career planning, internal HR for our department, and some training tasks.

What challenges have you identified from the surveys conducted so far?

Our company has conducted various surveys over the years. The results indicate a high level of trust within departments; however, we’ve identified significant challenges in the relationships between departments and between employees and management.

To address these challenges, we believe that proactive actions with a broader perspective from frontline leaders are crucial. We have implemented several leadership training programs to support this initiative. However, while participants often start with high motivation immediately after training, we’ve noticed that this enthusiasm tends to wane after about six months. Therefore, we are looking to create an environment that fosters continuous leadership development, integrated into their daily work, rather than relying solely on formal training sessions.

Could you share how you first learned about Interbeing Inc.?

I first learned about Interbeing Inc. through our director, Mr. Honsawa, who met Mr. Matsumoto at the Davos Conference. As our sustainability officer, Mr. Honsawa focuses on long-term thinking, often considering perspectives that span 50 to 100 years. Their shared vision led him to introduce me to Mr. Matsumoto, describing him as “an interesting monk you should meet.”

What was your initial impression of Interbeing Inc.?

Before joining this company, I served in the Self-Defense Forces, which gave me many opportunities to reflect on duty in national defense and the philosophy of life and death. Because of this background, I find myself more attuned to Buddhist values than most. That said, I was genuinely surprised and intrigued to see a monk actively engaging with the business world.

What aspects of a dialogue with a monk are you most interested in?

I believe that establishing an environment where a monk is readily accessible for open conversations can significantly help address the concerns of our leadership. This approach has the potential to foster sustainable change among them.

Our executives regularly engage in sessions focused on Servant Leadership, as proposed by Robert K. Greenleaf. These sessions have been instrumental in helping them clarify their thoughts and develop a positive mindset. I see an opportunity to extend this supportive environment not only to our executives but also to frontline leaders, and I believe a similar impact can be achieved through dialogue with Mr. Matsumoto.

Furthermore, I resonate with the concept of "Public Capitalism," advocated by our outside director, Mr. Harasawa, which emphasizes that "moral values are essential in management." The long-term perspective inherent in Mr. Matsumoto's Buddhist worldview aligns well with this philosophy, making it highly relevant for our company.

We are deeply committed to investing in talent development, which facilitates easier allocation of budgets for lectures and training programs. Consequently, the dialogue with the monk began to take shape about one to two months after meeting Mr. Matsumoto, and we decided to kick off the initiative with a lecture format to test its effectiveness.

Mr. Kawaguchi, you have also participated in the dialogue with a monk. What were your impressions? 

Through the dialogue, I gained clarity on thoughts and feelings I had been grappling with. It was refreshing to receive genuine empathy from someone outside my immediate work environment regarding the topics we discussed. This recognition greatly motivated me to move forward. I found myself wanting to engage in even more conversation. 

What do you think are the key differences between coaching and a dialogue with a monk?

Coaching is primarily focused on improvement, which often means addressing and transforming negative situations into neutral or positive ones. Consequently, discussions in coaching typically begin from a negative standpoint. In contrast, dialogue with a monk starts from a positive emotional state, fostering a different level of forward-thinking.

Additionally, the presence of a monk creates a sense of psychological safety that is significantly higher than in coaching. In coaching, the coach is often situated within the business context, which can lead to a subconscious sense of defensiveness. Whether it's because of the monk's role or specifically because of Mr. Matsumoto, the dialogue with him feels free of those psychological barriers, making it effective for fostering a positive atmosphere within the organization.

What reactions did you receive from other participants?

When we invited participants for the dialogue with a monk, many expressed a desire to join if they were stationed at headquarters. This was an unprecedented response for us. The individuals who participated had already completed regular leadership training and were typically preparing for section manager roles. Overall, the feedback was overwhelmingly positive, with participants commenting, "I felt at ease discussing my concerns" and "I was able to clarify my thoughts."

Do you have any expectations for Interbeing Inc.?

I would appreciate it if services like the dialogue with a monk could be offered with greater accessibility as part of the benefits for managerial staff.

One challenge our company faces is that many female employees are reluctant to pursue managerial roles. This may indicate that our support for female leaders is still lacking. Consequently, when it comes time for promotions, we continue to see a predominance of men in leadership positions. I would be delighted if Interbeing Inc. could provide solutions to support individuals aspiring to be leaders, or those identified as potential leaders, beyond salary and traditional benefits.

Additionally, monks like Mr. Matsumoto serve as professionals who convey the wisdom of ancient teachings to the modern world. By sharing the teachings of the Buddha, they can help bridge the gap between the purposes and visions set by management and the staff on the ground. Personally, I believe that engaging a monk's expertise could enhance understanding and acceptance among our employees. I’m particularly interested in your Philosophy Resonance Program.

Mr. Kawaguchi, could you share a message for the readers of this case study?

The dialogue with a monk is a service that significantly broadens the perspectives of our members. It provides gentle encouragement from someone in the position of a monk, helping employees become more positive, which ultimately contributes to improved company performance.

When we were in elementary school, we often listened to our teachers, even if we didn’t always heed our parents. The dialogue with a monk may serve as that kind of guiding presence for employees.

Thank you very much for your time with us.