Episode 151: Self-Analysis

September 11, 2026

What are the indispensable abilities for a corporate management executive? When I tried thinking about it in my own way, the scoring turned out surprisingly harsh.

The 1st ability is "the power to articulate a vision." Conveying where the company is aiming for, in your own words, filled with passion.

Since this is something I've been honing ever since the days I held a microphone in the ring, I honestly have confidence here.

Even on the first day at the new office, when I told everyone at the morning assembly, "Hold onto your goals and aim for profitability," there was zero hesitation in my words.

The same goes for when I speak about grand concepts for big matches. Imagining the company's future, putting that into words, and conveying it to people. When it comes to articulating a vision, I guess I'm still active on the frontlines. Even if I stumble over my words sometimes.

The 2nd ability is "the power to delegate." This is the critical moment.

While I'm good at feeling the atmosphere on the frontlines first-hand, turning that into a system and entrusting it to people remains a challenge. Back in my wrestler days, it was enough for me to step into the ring myself and produce results myself. But a President is different.

This job isn't for one person to push hard alone, but to create an environment where everyone can unleash their full power.

Verbalizing sensory instincts and passing them along—including numerical and financial communication around here, I'm right in the middle of muscle training for it right now.

To "delegate," you want to hand things over with the vision loaded onto it as well, don't you? Rather than simply handing over work, only when you share "what we are doing this for" can you truly delegate in the real sense.

The 3rd ability is "interest in people and listening skills." In truth, this was my biggest blind spot.

Externally, people tend to think of me as a bright and cheerful person, but in reality, facing each individual firmly one-on-one is a type of thing I find a bit troublesome.

That's precisely why I intentionally set up small-group lunch meetings to practice reaching out from my end.

If it's talking, I can do it infinitely. However, pulling out the other person's true feelings is surprisingly difficult. Switching to the listener role is an ability that is extremely necessary from here on out for someone like me, who is dedicated purely to outputting.

Building a company where people shine. To do that, one must start by getting to know that person first.

If I were to score myself: ① is barely safe, while ② and ③ are failing grades (￣(工)￣).

However, having failing grades also means there is room for growth (staying positive).

A company won't move on vision alone. Delegating, listening—only then does a team become strong.

And above all else, for myself as President to keep growing continuously. That directly leads to the growth of New Japan Pro-Wrestling.

Exposing what I can't do without hiding it—please think of that as my preparedness as President. Using this self-analysis as a starting line, how much will I have grown one year from now?

• Things I couldn't do, I became able to do.

• Things I was bad at, I became good at.

• New Japan Pro-Wrestling is shining even brighter than now.

• My belly shrank just a little bit.

Making New Japan into that kind of place, I'll say this!

"MY EVOLUTION JUST CAN'T BE STOPPED~!!"

I think I barely won't stumble over these words (laughs).