An interview with SHIFT CEO Masaru Tange | Part 2: The key to acquiring “Logical Thinking”

Increase the “synapses” through efforts and acquired abilities

Q: How did you develop your leadership qualities and strengths?

First is the “logical thinking.” It is not innate, but something we all can learn and practice.

In my case, Mr. Shinjiro Yamada, the founder CEO of the company I worked for when I was in my 20s (INCS Inc., now SOLIZE Corporation), was a well-known fast thinker in the industry.

When preparing PowerPoint slides for meetings with him, I would spend time rehearsing the presentation by anticipating the CEO’s potential reactions to different aspects of the presentation such as my choice of colors, fonts, and information.

I persistently trained myself to think rationally by asking pertinent questions that help to understand his perspectives, for example, “Why would the CEO think the way he does?” and “How can I ‘lead’ him?” Over time, I developed my ability to read the CEO’s thoughts, actions, and honed my logical thinking.

Q: Did you sharpen your logical thinking skills by using your imagination to imagine what your role model would think?

Logical thinking is the result of practice.

For example, when someone asks what is 8x7=? you would probably not try to solve this problem by adding 8+8+8+8+8+... in your head, right? This is because our brains have formed synapses, or connections between neurons, which allow us to answer a given input question with a particular architecture for this type of problem-solving (multiplication in the given example).

If multiplication is a cognitive architecture that allows us to solve math problems quickly, I have developed hundreds of similar cognitive architectural patterns for myself through practice. Just like multiplication, it can be learned with practice.

Q: SHIFT’s employment policy is “non-discrimination on the basis of age, nationality, or gender,” because you are convinced that anyone has the potential to acquire the necessary ability for a job if they put in the effort for it.

Everyone grows at different rates. Some people are already very competent while still in school, while others thrive as adults.

Therefore, we do not evaluate a person’s abilities based on their age. We do not care about their gender, nationality, or even prior work experience. We believe that anyone can grow as long as they are motivated to do so.

Painting a “vivid” picture of great visions

Q: What have you come to recognize when leading a large organization?

I realize that we should paint a clear picture of the “immediate future” for the organization.

It may be tempting for entrepreneurs or leaders to paint a picture of a “distant future” and speak in visionary terms about how the world will be different, and it is quite easy to just talk about vision statements. But this can actually be demotivating for employees because the goal may seem too intangible and having a big vision alone is not enough to inspire and align the workforce towards a common goal.

So, I always try to break the big, distant vision down into a set of smaller manageable components before communicating it to the employees.

Q: Indeed. Entrepreneurs tend to focus solely on creating a grand and ambitious vision for their organization.

This is another thing I learned from my previous job as a salaryman.

My director was very visionary and forward-thinking, but those who were carrying out the day-to-day work could not help wondering “Big dreams are nice, but what about the everyday realities?”

At SHIFT, we work to solve issues in the highly challenging IT industry with a vision towards “building a smart zero-waste society.” We try to ensure that all SHIFT employees understand how their daily operations and corporate strategies contribute to the overall vision.

The managers often tell me that I can vividly picture a vision. It is probably because I can break the grand vision down into smaller, actionable pieces and clearly communicate it in a way that is exciting and inspiring to others.

Q: So how do you anchor this idea of “immediate future” throughout the organization?

I communicate the message using different methods of delivery such as the company blogs, but I do so not very frequently as I am not a person who likes to speak in front of people. However, I am serious about making each and every message resonate deeply with all employees.

I also make sure that minutes of all Board meetings are recorded, prepared, and distributed.

These methods may or may not suit some entrepreneur types, but what is more important is the ability to formulate a message that moves people’s hearts and minds.

Interviewee: Mr. Masaru Tange - SHIFT CEO

Source (Japanese only): Link

Part 1: The 3 powerful common traits of successful entrepreneurs: Link