This book is a compilation of the leader theory of director Katsuya Nomura, who has been active as a catcher and director for many years in the Japanese professional baseball world.
Director Nomura, who died in February 2020, has been popular with men and women of all ages under the nickname "Nomu-san." Active as a player for 27 years at Nankai Hawks, Lotte Orions, and Seibu Lions. In addition, he served as a director in four teams of Nankai Hawks, Yakult Swallows, Hanshin Tigers, and Tohoku Rakuten Golden Eagles. The appearance of leading the team to victory by instructing the players who did not perform well in other teams and raising them to the players who are active on the front line is said to be called "Nomura Regeneration Factory".
It is unlikely that a company will have a subordinate who has first-class abilities in all positions. Some organizations are new and some are medium-sized. There may be some members who have not transferred very bright results and have transferred from other departments within the company or other companies, or who are refusing to retire a few years later. How do you train such subordinates and create a team that can produce results? Many managers will be worried.
Nomura's human resource development and management techniques are at the root of business scenes. There is no doubt that Director Nomura's philosophy will shake his heart. I hope that you can find out the power for tomorrow by touching the essence of the thought of the famous general in the history of ball.
Main points of this book
The reader is required to have an observation eye. If you correctly understand the characters and wishes of team members, it will be easier for the team to produce results.
People work hard in their areas of expertise. However, training in areas where they are not good tends to be shunned. First of all, you should train your weaknesses. Overcoming the weaknesses will expand the range of work for subordinates.
The leader must not give the answer. If you give the answer, the thinking of the athlete will stop and the progress will stop. The answer should be to let the players think, think and be responsible.
Knowledge and thought of leader
5 conditions and 5 types of leaders
Each baseball player has his own “view of baseball”. Baseball leaders try to correct their thoughts by trial and error. Then, what are the conditions required for coaches such as coaches and coaches? Nomura cites the following five conditions.
(1) I love baseball (teams, players).
(2) Do not bend your beliefs.
(3) Appoint a player regardless of personal feelings.
(4) Have the athlete repeat the theory he has obtained.
(5) If this is all right, we will not compromise.
Given these conditions, directors can be classified into five types according to their personality and teaching methods.
(1) A type that "manages" and moves players (Example: Tatsuro Hirooka)
(2) A type that convinces and moves players (Example: Hiromitsu Ochiai, Katsuya Nomura)
(3) A type that moves players with emotions (Example: Senichi Hoshino)
(4) Type that moves players with rewards (Example: Tsuruoka alone)
(5) A type that moves players based on their achievements (Example: Shigeo Nagashima, Sadaharu O)
Director Tetsuji Kawakami, whom Nomura has long esteemed, said he had all five of these characteristics.
Request from player to manager
The players and managers have different positions. For this reason, the demands of the players and the manager from each other always conflict. Requests from players to the manager are as follows.
(1) I want you to evaluate your ability
(2) Tell me what you want
(3) I want you to recognize the process even if the result is not
(4) Tell me why you have a lower rating than your rivals
(5) I want you to tell me your evaluation of your opinion
On the other hand, in order to respond to this, the following are the requirements from the manager to the players.
(1) I want to have independence
(2) I want you to understand the meaning of each match
(3) Be aware of what the director wants you to do
(4) We want you to recognize that winning is the job of baseball
(5) Want to meet the demands of fans
This is also true for business. If the leader understands the requirements of each type, instructions to subordinates will proceed smoothly.
Be careful in important situations
Even if the leader "trusts" his subordinates, he should not trust. This is because “trust” means “believe and use”, while trust includes the nuance of “keeping it up”. Konosuke Matsushita, who was called the god of management, also left the word "leave it to me". The manager must take measures if he/she thinks "this situation is not good", and ultimately, he/she should take all responsibility.
Here's an example that was painful because I left it to the players. It is the scene where Koya Fujisawa pitcher made a 3-ball-0 strike against the batter Tatsunori Hara in the Giant v. China-Japan match on May 8, 1983. Giants at that time had a policy of "striking out positively". Normally, Chunichi was in a situation where he should be wary of hitting, and Chunichi Battery threw a straight in the middle without warning and was hit by a home run as expected.
Sadao Kondo may have left it to him, saying, "Because they are also professionals, you can easily hit them if you go for a strike. Let's leave them here". However, no matter how much trust you have in using players, you must consider negative factors. As in this case, you should be careful about your subordinates in situations that greatly affect the results. That way the subordinates can calmly devote themselves to work.
The attitude that the manager should show the players
Don't rate players with results
Anyone can evaluate a player based only on the result theory. If things go according to the instructions given by the director at first, it will be a great success. However, as a leader, the director should take responsibility if he fails to follow the instructions. Even if you fail, if your direction is consistent, you will gain the trust of your subordinates.
At the time when Nomura entered the professional field, Tsuruoka's only coach, who was instructed, was the representative of "mental baseball. Director Tsuruoka, who once served as the company commander of a special attack corps just before the end of the war, simply says something like the shout of the army. He didn't tell me about the blow.
He is happy if the player hits the ball with a hit, and gets angry when he hits it with a hit. Leaders must not go for such results.
The reader needs an observation eye
One step to knowing what your opponent wants and who you are is to observe your opponent. Imagine the person's image of the other person from the facial expressions and words in the conversation. And by making the communication tailored to the other person, mistakes are less likely to occur.
Nomura has always observed batters as catchers. From every move of the batter, I tried to find out what I was thinking and what the target ball was.
What I noticed was that "sensitivity-moving players" tend to have habits in the same situation. For example, a catcher may have almost the same signature of the type of ball that he gives at a certain count.
Similarly, leaders are also required to have an eye for management. This is because it is easier to achieve results as a team if you correctly understand the people and wishes of the team members and the people you work with.
Don't say "you can lose"
The manager should never say, "You can lose this match." "Last year was last, so I'm aiming for 3rd place this year." Such a remark is special. If you don't show your enthusiasm to "definitely aim for the championship," you will lose the winning games.
Giant Sadaharu Ou and Shigeo Nagashima aimed for all season games, including the open game and pennant race. Furthermore, in the director's age, he continued to "pass the enthusiasm to win every game". It's for giants and fans who may only see victory in the stadium once in a lifetime.
Of course, if you throw in the good pitchers one after another to win the match in front of you, the pitchers will get flat. For this reason, some criticized King Nagashima's command, but thanks to their policies, the enthusiasm of the Giant players to penetrate the champions has spread. In this way, people who follow enthusiasts follow.
[Must read point!] Raise people and make good use of them
Halfway upbringing rots athletes to the bones
The three talents required of baseball players are "speed (quick walking/ball speed)", "power (flying away)", and "strong shoulder (throwing away)". These are not endeavors to acquire, but natural talents inherited from parents. It can be said that whether or not you can become an ace or a fourth hitter depends on these three factors. Whether or not these three factors stand out is an important factor in determining the direction in which to train players.
In baseball, not only the leading players such as Ace and No. 4 but also the supporting roles that decorate the leading role are necessary. Some players were protagonists in the amateur days, but some professional players are better suited to play supporting roles.
Shinya Miyamoto, who was in Yakult, was a top hitter in college. However, when he was a professional, Nomura coached him as follows. "It's no use if you can't hit it. Keep it strong and help the pitcher. As a result, Miyamoto won the Golden Grab Award for his superb defense. If he had trained him as a fourth hitter, he would have become a halfway player.
In this way, it is the responsibility of the leader to properly instruct the subordinates on the path they should take and to work in the correct direction.
Strengthen your weaknesses rather than your strengths
In professional baseball, the expression "runners, defenders, triple beat players" is not necessarily a compliment. This is because the features are scarce and the inside is the average score.
People work hard in their areas of expertise. However, I leave fields I am not good at. First of all, it is important to train your weaknesses. Overcoming the shortcomings will broaden the scope of your work.
Norihiro Akahoshi, who was in Hanshin, is 170 cm tall and petite, but his foot speed was outstanding. Director Nomura gave the following instructions when he entered the professional field. "Running base that makes good use of swiftness, a wide range of defense is an attractive personality. Polish the hit to make use of it." "Weak point is hitting the inside angle. Invoking the throw close to the body, rotating the body, Surikogi type Hit the bat like hitting a ball." Soon after that, Akahoshi took a mid-level position, became a newcomer, and won the stolen king. It was also elected as a newcomer king.
A coach who doesn't teach is a good coach
As a director or a catcher, Nomura has produced five newcomer kings in the Nankai era, one in the Lotte/Seibu era, one in the Yakult era, one in the Hanshin era, and one in the Rakuten era. In other words, there are nine directors in a total of 43 years of career.
The Nomura Regeneration Factory has a track record not only of veteran revitalization but also of training new employees.
Iron is said to be hit while it's hot, and if you don't get the title by the third or fourth year of becoming a professional, you won't be able to get it after that.
One of the things Nomura was keeping in mind when developing his players was that he didn't say all the answers. Once you give the answer, the players stop thinking and the progress stops. The answer is important to let the players think, think and be responsible. When a subordinate asks a question, he/she can give accurate advice.
Organization and strategy
Director's job is to "find", "live", "raise"
The director of professional baseball is the president of a company. Moreover, there are only 12 people in Japan. Director Nomura has served as president of four companies.
The director's job is "awareness". Make the players aware of the latent abilities that they haven't noticed, and change them to actual abilities. In other words, the director's job can be said to be "finding," "making good use of," and "raising." Through this, we were able to realize the excellent utilization of human resources that was described as "Nomura Revitalization Factory".
Peace of mind and intangible power
Intangible power is important in baseball. Technical abilities such as throwing, protecting, running, and hitting are visible tangible abilities. On the other hand, intangible ability refers to data utilization, reading, intuition, analytical ability, foresight, and inspiration. There is a limit to the tangible force, but the intangible force is infinite. Infinite power is effective in filling the difference in ability with the opponent.
Baseball is a head sport. Since one ball is thrown and the rest is repeated, the rest is much longer than in other sports. "Prepare for the next ball during the move." This is like being told by the god of the game.
Also, the security that Ace gives to the team is an intangible ability, which is a factor that determines the game. Rakuten's pitcher Masahiro Tanaka has given a sense of security to his teammates as the team members said, “I thought that I didn't need that much because Mr. Ma was throwing…”. This allows the batting line to concentrate on the attack.
In this way, the results of the team will change depending on whether or not there is an atmosphere that creates a sense of security.
Recommendation of reading
Although it was not possible to introduce it in the summary, this book is studded with episodes of various players during his time as Director Nomura. For baseball enthusiasts, the chapters on how to acquire human resources through draft meetings, trade, coaching players, and how to give instructions in games should be enjoyed as reading materials.
Since this book is composed of sentences that are close to Nomura's narrative, it is likely that Nomura's leadership theory and organizational theory will become deeper in his mind. It is a good product that can bring you back to the starting point of nurturing and utilizing people.