Hideki Kuriyama × Ryuichi Isaka Conversation – What is the Ideal Image of a Leader?

Isaka: Since today's theme is "Leadership," I look forward to learning a lot from this conversation. I appreciate your time and insights.

Kuriyama: Likewise, it's a pleasure to be here. Actually, I frequently visit 7-Eleven, so I’ve been looking forward to meeting you, President Isaka. By the way, my recent favorite is the curry bread that’s freshly fried at the store.

Isaka: Thank you very much. I’m delighted to hear you’ve mentioned your favorite product.

Kuriyama: In today's society, I feel that many people, including myself, rely on convenience stores in their daily lives. I believe that "supporting people's lives" is an incredibly important responsibility. How did you feel when you became the president of a company that plays such a vital role?

Isaka: I became the president of Seven-Eleven Japan in 2009, during a time when the overall business environment was extremely challenging. However, since I had joined the company as a new graduate and had always loved the "Seven-Eleven" brand, I was determined to turn things around.

Kuriyama: So it was like taking a fighting stance and charging forward! That’s how I imagine it. I assume that, regardless of the various opinions around you, you had a strong sense of Seven-Eleven's greater purpose as a convenience store. Perhaps that’s what gave you the strength to persevere through the tough times.

Isaka: That’s right. Including myself, all of our employees take great pride in the fact that "7-Eleven’s work" supports people’s lives. Looking at the statistical data from that time, the social environment was undergoing dramatic changes, including an aging population and a rise in the number of working women. Customers' lifestyles were also shifting significantly, with fewer stores in their neighborhoods and less time for shopping. So, I believed that if "7-Eleven" could adapt to these changes, it could become an even more valuable store that truly serves society.

Kuriyama: So, you were driven by a "social cause"

Isaka: How about you, Mr. Kuriyama? How did you feel when you became the manager?

Kuriyama: I became the manager of the Hokkaido Nippon-Ham Fighters in 2012, but unlike you, President Isaka, the team was performing well at that time. However, just as I took over, Yu Darvish transferred to Major League Baseball in the U.S., and there were concerns that the team might not be able to win anymore. Since I had never been a coach before, honestly, I was really scared about becoming the manager.

Isaka: Didn’t you have any experience as a coach in the past?

Kuriyama: No, I didn’t. I actually turned down the offer to become manager at first. However, when they approached me again, they said, "We’re not asking you to win, we’re asking you to love the players and the team." With that in mind, I decided to accept the role. At that time, I made up my mind to give it my all.

Isaka: I see. When I became president, I also tried to dramatically change the way the Seven-Eleven brand was perceived. Every day, I was thinking about how to communicate that vision to those around me.

Kuriyama: I understand. This applies to any organization, but when you try to do something different from what has been done before, there will always be opposing opinions.

Isaka: I remember struggling quite a bit with how to get everyone to understand what I was trying to do. I decided to experiment with changes, such as altering the product content, product lineup, and pricing. Gradually, results started to show, and everyone’s direction began to align. That’s how things progressed.

Kuriyama: You gradually learned the "way to win," didn’t you? There’s something similar to baseball in that as well.

Isaka: When you first became the manager, are there any memories that stand out as particularly memorable?

Kuriyama: In my first year as manager, I chose Yuki Saito (at the time) as the opening pitcher. I had to make sure both he and those around him understood why I was entrusting him with such a big responsibility, and there was no guarantee we would win. But in the end, Saito pitched a complete game, and the team won. That one victory was incredibly significant in my managerial career.

Isaka: Why did you choose to go with Saito as the pitcher?

Kuriyama: After our ace player, Darvish, left, there was no clear figure to take the lead, so perhaps that allowed me to take a risk. As you mentioned earlier, President, if we had continued doing things the safe way, we wouldn't have been able to win. As a leader, there are times when you have to take initiative and shoulder risks. I gave Saito a letter that simply said, "In 2012, the opening ace will be Saito." He cried after reading it, perhaps sensing my resolve and feelings. I told the team, "Just focus on hitting and help develop the pitchers." Then, the key player who had been leading the team said, "Got it, let's do this!" and motivated everyone to get behind it.

Isaka: Changing the atmosphere of the team must have required a great deal of effort.

Kuriyama: That’s right. But if we were going to do it, I wanted everyone to be convinced and on board. That’s why I made sure to explain things thoroughly and carefully.

Isaka: I heard that during the WBC, you wrote letters to each player individually.

Kuriyama: Yes. I think the same applies to a company's organization. If each individual can think of the company as their own, rather than just as a member of the company, the results will follow. If each player in the WBC thought "Samurai Japan is my team," we might be able to beat the United States. That’s the feeling I wanted to convey to them.

Isaka: I'm sure it was because your feelings reached them that you were able to win.

Kuriyama: No, not at all. The reason we were able to win was because of the players’ abilities. Now, I’d like to ask you: How do you aim to nurture the individuality of the employees? There are so many different business types within your group, and I’m curious how you approach bringing out the best in each one.

Isaka: I place great importance on clearly identifying our strengths. While there is a mindset of compensating for weaknesses, I believe that focusing on our strong areas and competing in those domains is a shortcut to realizing the greatest common denominator of "happiness."

Kuriyama: Leveraging strengths, right?

Isaka: Yes, our biggest strength is food, but each of our group companies also has its own unique advantages. The pace and areas of growth vary across different business sectors, such as convenience stores, supermarkets, and financial services. That's why we aim to support each business in leveraging its strengths and growing at its own pace in the most suitable way. Since becoming President of Seven & i Holdings in 2016, one of the biggest challenges has been putting this approach into practice. What are your thoughts on bringing out the best in each individual player in baseball?

Kuriyama: That's true. In baseball, the approach depends on the manager and the situation. But when you have a team of elite players like Samurai Japan in the WBC, I think they perform better if you don't try too hard to bring them together. Letting them play freely allows them to reach their full potential.

Isaka: Why is that?

Kuriyama: First of all, trying to bring everyone together is impossible. Each player has the ability to perform as the leader of their own domain. Instead of trying to force unity, I think a style where everyone focuses on a single goal and moves toward it together is what worked best.

Isaka: I see.

Kuriyama: In reality, the top-tier players each understood what was important for them and came together as one to win. I only asked one thing: I told them to get rid of any childish thoughts, like "Why am I not in the game."

Isaka: To eliminate childish thoughts—that was the theme you set for them, right? I’d like to ask you something. Earlier, you described the Samurai Japan players as "top-tier." What do you think is needed to become top-tier, whether in baseball or business?

Kuriyama: Perhaps a person becomes top-tier when they can think not only of their own benefit but also of the growth of the team or organization as a whole. However, to reach that point, one also needs accomplishments and confidence. I think it's helpful to set small goals for yourself on a daily basis and build the habit of gradually achieving them.

Isaka: Exactly. To add to that, I believe it’s also necessary to have the courage to constantly review what you’re doing and change or adjust the course if you haven't achieved the desired results. By doing so, accomplishments will follow. Once you’ve accumulated enough achievements and your surroundings start to recognize them, that’s when you can truly be called top-tier.

Kuriyama: It's when the team or organization isn't doing well that a leader's true value is tested. What is your mindset when facing difficulties?

Isaka: I believe it's important to show a vision. Whether it's about shaping the company or the type of store we want to become, there are many ways to move toward that goal. However, if the vision is shared, we can stay strong even in adversity. Additionally, since many people are working within the organization, I make it a point to constantly communicate that vision.

Kuriyama: When what needs to be done is clear, you don't waver. However, in baseball, every moment is a battle, so it's easy to overthink things. Even if I can organize my thoughts in my head, I sometimes find myself restless and unable to sleep. Do you ever experience moments of doubt or indecision like that, President?

Isaka: Yes, that's right. Since our organization is large, when we try to make a decision, we hear a variety of voices. I believe the process of listening to those voices is important. To ensure that everyone is on the same page, we sometimes engage in thorough debates. During that process, I may question myself, thinking that perhaps my original approach was off, or maybe there's a better way to go about it.

Kuriyama: I see.

Isaka: I want to have the flexibility to make adjustments based on what I hear from others. The top leader needs to have what we call the "ability to listen," and I believe that attitude is crucial.

Kuriyama: That's right. In baseball, you often have to make decisions on the edge of whether you win or lose, which can be quite challenging. For example, in my second year as manager, in 2014, there was a crucial moment when Shohei Ohtani pitched a winning game during the day, and if we won the night game the next day, we would clinch the league championship. There was a rule in the team that we wouldn't use a pitcher on the day after they pitched, but Ohtani was already swinging his bat in the parking lot after the game, as if saying, "I'll be playing tomorrow."

Isaka: It seems that Shohei Ohtani was determined to play in the game.

Kuriyama: Exactly. I completely understood Shohei Ohtani's feelings. However, I couldn't push his body too hard, and I spent the whole night thinking about it.

Isaka: In the end, what did you decide to do?

Kuriyama: I didn't use Otani. We lost the game, but if the same situation arises again, I would make the same decision. There’s no one right answer when it comes to decisions made by those in leadership, but I believe the leader’s job is to assess the bigger picture, identify what’s most important, and make a decision based on that.

Isaka: We've discussed various things, but finally, do you have any message or advice for those who are going to become leaders in the future?

Kuriyama: As I mentioned earlier, a leader's ability to think while looking at the entire organization is important, but I also believe mental consideration is crucial. I have decided to be "honest" and "not lie" to the players. During the game, what I pay particular attention to is my "posture." The players often watch the manager closely, so during the game, when we’re in defense, I generally sit down, but when we’re on offense, I stand up with a sense of "let's go." When the Fighters were going through a losing streak, I stood straight without moving at all. I continued standing straight with the mindset of, "This game will be fine, come on!"

Isaka: That determination must have been conveyed to the players as well. I don’t usually show much emotion, but I believe it’s not good to show when you’re feeling down. Therefore, as a leader, I always want to remain bright and positive.

Kuriyama: "Being bright" is also very important.

Isaka: After talking with you, Mr,Kuriyama, I’ve come to understand two important things about leadership. One is to clearly show the goal vision, and the second is how to communicate the process to get there in a way that everyone can easily understand.

Kuriyama: I'm glad to hear that. I also learned a lot from you, President.

Isaka: No, no, it’s the other way around.

Kuriyama: Lastly, though it’s from a baseball perspective, if I may share my thoughts on what kind of manager will be needed in the future, I think the sense of "adapting to the times" is important. Rather than the traditional type of leader who leads everyone, nowadays, there are many cases where "the person being supported" rises to the top. It's about being a leader who others empathize with, whose way of life and personality make people want to support them. So, I believe the future leaders don't necessarily have to be the type of "leader" who is strictly performance-driven. Once you become a leader, you can count on others to help you, and when you are in that position, you’ll definitely continue to learn. I want to tell younger people that they don't have to worry about standing at the top.

Isaka: Indeed, showing your own way of life and leading by example is an important quality for a leader. I’ve really learned a lot today. Thank you very much.

This text has been translated using an automatic translation tool.