“By systematically learning the difference between managing and coaching, we changed the atmosphere in the field dramatically.” These are the words of Mr. Issei Takezaki, Sales Force Optimization Manager at Arthrex Japan. We spoke with him about what led the company to adopt Integrity Coaching, the strengths of the program, and the organizational changes that followed.

Arthrex Japan G.K. is a global leader in product development and medical education in the field of orthopedics. The company has introduced more than 10,000 advanced products and surgical techniques to date. It is particularly recognized as a pioneer in arthroscopy and has contributed significantly to the advancement of minimally invasive surgical techniques.

Tangible Results from Introduction of a Program for Sales Professionals

Takezaki: Our encounter with 3Rock began when we implemented Integrity Selling, a sales program. The response within the company was tremendous, and trust in Mr. Matsuda, the facilitator, was especially strong. Many participants commented, “Because he comes from the healthcare industry, his explanations were concrete” and “The content was easy to put into practice.” Thanks to this, we saw solid results in the field.

— Specifically, what kind of results did you achieve?

Takezaki: Despite the challenging market environment in the healthcare industry, we maintained double-digit growth. The organization also entered an expansion phase, and just last year we added 30 new sales representatives.

— That naturally raises the next challenge of developing managers, doesn’t it?

Takezaki: Exactly. That’s when we turned our attention to coaching. In fact, we had tried another company’s coaching service in the past, but it never took root in the field. People were left asking, “So what exactly should we do in coaching?” Around that time, I heard that our global headquarters had adopted Integrity Coaching. Realizing that 3Rock not only offered Integrity Selling but also coaching, I became interested. That’s when I reached out to Mr. Matsuda.

— What was the decisive factor in your decision to adopt it?

Takezaki: Integrity Coaching shares a common language with Integrity Selling, making it easier for employees to grasp. Above all, having Mr. Matsuda once again as the instructor was critical. For me, those two points were the key deciding factors.

Coaching: Empowering Team Members to Take Center Stage

Takezaki: When applying coaching theory to real-world situations, Mr. Matsuda’s insights and the shared reflections among participants were incredibly helpful. What really resonated with me was Mr. Matsuda’s statement: “Coaching is distinct from managing or consulting. It’s not teaching either.”

— So coaching is about walking alongside someone, not pulling them along.

Takezaki: “Integrity Coaching” consists of a five-step coaching process: Ask, Listen, Coach, Praise, and Challenge. Throughout, I deeply realized the importance of praising subordinates, letting them speak, and asking what they want to do.

— Most managers typically think, “As the manager, I give instructions and lead my subordinates.” Did you see any changes within the company?

Takezaki: One manager said, “The subordinates are the main actors. We need to fundamentally change our approach.” Coaching is about drawing out the subordinate’s thoughts and motivation to prompt action. The word ‘coach’ also means “carriage” It’s about the image of helping to move the person to where they want to go.

— I imagine the training was quite demanding for participants.

Takezaki: After a day-and-a-half workshop to learn the concepts, there were eight follow-up sessions held every other week. For example, if the next theme was “Praise,” participants needed to practice giving praise through coaching in their actual workplaces before the session and prepare their own insights. That part was tough.

— It was clear everyone prepared thoroughly for each session.

Takezaki: If you didn’t put what you learned into practice before the next session, you’d have nothing to contribute on the day. Once back at work, you were almost forced to coach your subordinates. Insights gained from discussions with other participants during the training were then applied to the next coaching session. Continuing this cycle over several months ensured the learning truly became internalized.

— How did the participants feel about it?

Takezaki: Many said it was interesting because they felt a strong sense of mastering what they learned. One manager even suggested after completion, “The eight follow-up sessions are over, but we want to keep sharing what we’ve learned on our own initiative.” I hadn’t imagined the impact would be felt that deeply, so I was truly delighted.

We want to continue coaching going forward. We’re hearing positive feedback from the field.

Takezaki: We also frequently hear comments like, “I’m having more conversations with my team members.” One manager even said, “I’ve gained insight into what my team members are thinking. I absolutely intend to keep coaching going.” I had a hunch that Integrity Coaching would be a strong option for firmly embedding learning in the field, and this proved to be spot on.

— Thank you. Coaching involves two distinct approaches: “Coaching Moments” for daily progress checks and advice, and “Coaching Meetings” for discussions based on mid-to-long-term goals. Are you effectively differentiating between these?

Takezaki: Yes. Before the training, due to insufficient preparation, coaching meetings sometimes devolved into mere small talk. Now, thorough advance preparation has significantly elevated the quality of our dialogues. Now, most managers schedule 1-on-1 meetings systematically, guiding their subordinates through coaching by articulating “the current state, the goal, and the gap between them.”

— Your company implemented both Selling and Coaching programs, which can be introduced independently. How did you find the benefits of adopting both?

Takezaki: As mentioned earlier, the two programs share a lot of common language and are consistent. For example, it’s a major plus that managers who took the coaching program and subordinates who took the selling program can understand each other using the same frameworks and terminology. Personally, I interact with both managers and subordinates through my work, so I see firsthand every day how both programs are steadily permeating the company.

When I stopped making assumptions about my subordinates, they grew rapidly.

Takezaki: “Integrity Coaching” is a very user-friendly program. As I mentioned at the beginning, we’re a rapidly expanding organization, so we’re seeing an increase in new managers. Two new managers participated last time, and they seemed to gain significant peace of mind from understanding the coaching methodology and applying it to their work.

— They also mentioned it was “extremely useful for resolving current issues.”

Takezaki: For me, learning about the “Law of Limited Performance” and “Belief Boundaries” was incredibly valuable. This approach encourages us to stop making assumptions like “This person is like this” or “My subordinate’s ability is only this much.”

— It’s crucial for managers to believe in their subordinates’ potential.

Takezaki: One manager shared this story: “I used to jump in to help whenever my team faced trouble, but when I started guiding them to handle it themselves, they solved it.” Some reflected, “I might have been unconsciously stifling their growth.”

It’s often said that growth comes from stretching to reach slightly ambitious goals. I’ve heard real examples where managers didn’t assume, “This is too hard for him,” but instead set a slightly higher sales target. The employee then took on the challenge proactively.

— So a culture of challenge is taking root.

Takezaki: Exactly. Since introducing Integrity Coaching, proactive contributions have increased. Slowly but surely, the company atmosphere is changing. Coaching has significantly raised awareness about developing subordinates. The mindset of tailoring praise and goal-setting to each individual is taking root. Integrity Coaching is indispensable when discussing Arthrex Japan’s growth. We intend to continue nurturing employee autonomy and fostering an environment that supports challenges, thereby contributing to the medical field.