{"id":8902,"date":"2025-11-20T15:11:21","date_gmt":"2025-11-20T06:11:21","guid":{"rendered":"https:\/\/www.3rockconsulting.com\/?p=8902"},"modified":"2025-11-20T15:11:23","modified_gmt":"2025-11-20T06:11:23","slug":"arthrex-interview","status":"publish","type":"post","link":"https:\/\/www.3rockconsulting.com\/en\/insight\/arthrex-interview\/","title":{"rendered":"Improved dialogue quality & more proactive participation. Integrity Coaching reliably guides team members toward growth."},"content":{"rendered":"\n

\u201cBy systematically learning the difference between managing and coaching, we changed the atmosphere in the field dramatically.\u201d 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.<\/strong><\/strong><\/p>\n\n\n\n

Arthrex Japan G.K.<\/strong> 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.<\/p>\n\n\n\n

Tangible Results from Introduction of a Program for Sales Professionals<\/strong><\/h2>\n\n\n\n

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, \u201cBecause he comes from the healthcare industry, his explanations were concrete\u201d and \u201cThe content was easy to put into practice.\u201d Thanks to this, we saw solid results in the field.<\/p>\n\n\n\n

\u2014 Specifically, what kind of results did you achieve?<\/p>\n\n\n\n

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.<\/p>\n\n\n\n

\u2014 That naturally raises the next challenge of developing managers, doesn\u2019t it?<\/p>\n\n\n\n

Takezaki: Exactly. That\u2019s when we turned our attention to coaching. In fact, we had tried another company\u2019s coaching service in the past, but it never took root in the field. People were left asking, \u201cSo what exactly should we do in coaching?\u201d 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\u2019s when I reached out to Mr. Matsuda.<\/p>\n\n\n\n

\u2014 What was the decisive factor in your decision to adopt it?<\/p>\n\n\n\n

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.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Coaching: Empowering Team Members to Take Center Stage<\/strong><\/h2>\n\n\n\n

Takezaki: When applying coaching theory to real-world situations, Mr. Matsuda\u2019s insights and the shared reflections among participants were incredibly helpful. What really resonated with me was Mr. Matsuda\u2019s statement: \u201cCoaching is distinct from managing or consulting. It\u2019s not teaching either.\u201d<\/p>\n\n\n\n

\u2014 So coaching is about walking alongside someone, not pulling them along.<\/p>\n\n\n\n

Takezaki: \u201cIntegrity Coaching\u201d 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.<\/p>\n\n\n\n

\u2014 Most managers typically think, \u201cAs the manager, I give instructions and lead my subordinates.\u201d Did you see any changes within the company?<\/p>\n\n\n\n

Takezaki: One manager said, \u201cThe subordinates are the main actors. We need to fundamentally change our approach.\u201d Coaching is about drawing out the subordinate\u2019s thoughts and motivation to prompt action. The word \u2018coach\u2019 also means \u201ccarriage\u201d It\u2019s about the image of helping to move the person to where they want to go.<\/p>\n\n\n\n

\u2014 I imagine the training was quite demanding for participants.<\/p>\n\n\n\n

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 \u201cPraise,\u201d participants needed to practice giving praise through coaching in their actual workplaces before the session and prepare their own insights. That part was tough.<\/p>\n\n\n\n

\u2014 It was clear everyone prepared thoroughly for each session.<\/p>\n\n\n\n

Takezaki: If you didn\u2019t put what you learned into practice before the next session, you\u2019d 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.<\/p>\n\n\n\n

\u2014 How did the participants feel about it?<\/p>\n\n\n\n

Takezaki: Many said it was interesting because they felt a strong sense of mastering what they learned. One manager even suggested after completion, \u201cThe eight follow-up sessions are over, but we want to keep sharing what we\u2019ve learned on our own initiative.\u201d I hadn\u2019t imagined the impact would be felt that deeply, so I was truly delighted.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

We want to continue coaching going forward. We\u2019re hearing positive feedback from the field.<\/strong><\/h2>\n\n\n\n

Takezaki: We also frequently hear comments like, \u201cI\u2019m having more conversations with my team members.\u201d One manager even said, \u201cI\u2019ve gained insight into what my team members are thinking. I absolutely intend to keep coaching going.\u201d 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.<\/p>\n\n\n\n

\u2014 Thank you. Coaching involves two distinct approaches: \u201cCoaching Moments\u201d for daily progress checks and advice, and \u201cCoaching Meetings\u201d for discussions based on mid-to-long-term goals. Are you effectively differentiating between these?<\/p>\n\n\n\n

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 \u201cthe current state, the goal, and the gap between them.\u201d<\/p>\n\n\n\n

\u2014 Your company implemented both Selling and Coaching programs, which can be introduced independently. How did you find the benefits of adopting both?<\/p>\n\n\n\n

Takezaki: As mentioned earlier, the two programs share a lot of common language and are consistent. For example, it\u2019s 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.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

When I stopped making assumptions about my subordinates, they grew rapidly.<\/strong><\/h2>\n\n\n\n

Takezaki: \u201cIntegrity Coaching\u201d is a very user-friendly program. As I mentioned at the beginning, we\u2019re a rapidly expanding organization, so we\u2019re 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.<\/p>\n\n\n\n

\u2014 They also mentioned it was \u201cextremely useful for resolving current issues.\u201d<\/p>\n\n\n\n

<\/p>\n\n\n\n

Takezaki: For me, learning about the \u201cLaw of Limited Performance\u201d and \u201cBelief Boundaries\u201d was incredibly valuable. This approach encourages us to stop making assumptions like \u201cThis person is like this\u201d or \u201cMy subordinate\u2019s ability is only this much.\u201d\"\"<\/p>\n\n\n

\n
\"\"<\/figure><\/div>\n\n\n

\u2014 It\u2019s crucial for managers to believe in their subordinates\u2019 potential.<\/p>\n\n\n\n

Takezaki: One manager shared this story: \u201cI used to jump in to help whenever my team faced trouble, but when I started guiding them to handle it themselves, they solved it.\u201d Some reflected, \u201cI might have been unconsciously stifling their growth.\u201d<\/p>\n\n\n\n

It\u2019s often said that growth comes from stretching to reach slightly ambitious goals. I\u2019ve heard real examples where managers didn\u2019t assume, \u201cThis is too hard for him,\u201d but instead set a slightly higher sales target. The employee then took on the challenge proactively.<\/p>\n\n\n\n

\u2014 So a culture of challenge is taking root.<\/p>\n\n\n\n

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\u2019s growth. We intend to continue nurturing employee autonomy and fostering an environment that supports challenges, thereby contributing to the medical field.<\/p>\n\n\n\n

\"\"
Issei Takezaki, Sales Force Optimization Manager, Arthrex Japan G.K. (left)
Yoshiaki Matsuda, Executive Consultant, 3Rock KK (right)<\/figcaption><\/figure>\n","protected":false},"excerpt":{"rendered":"

\u201cBy systematically learning the difference between managing and coaching, we changed the atmosphere in the field dramatically.\u201d 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 … <\/p>\n","protected":false},"author":1,"featured_media":8877,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_locale":"en_US","_original_post":"https:\/\/www.3rockconsulting.com\/?p=8869"},"categories":[10,17],"tags":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/posts\/8902"}],"collection":[{"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/comments?post=8902"}],"version-history":[{"count":1,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/posts\/8902\/revisions"}],"predecessor-version":[{"id":8905,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/posts\/8902\/revisions\/8905"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/media\/8877"}],"wp:attachment":[{"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/media?parent=8902"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/categories?post=8902"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.3rockconsulting.com\/wp-json\/wp\/v2\/tags?post=8902"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}