[Manadic] Report on Day 1 of Joint Training for New Graduates Specializing in Venture Companies Released: Satisfaction Score of 4.45, 95% High Ratings. Fostering Autonomous Growth by Recognizing 'Thought Habits' that Hinder Action.

Manadic Inc. (Headquarters: Minato-ku, Tokyo; Representative Director: Yudai Suenaga), which supports the development and management of change-resilient venture-type organizations, conducted Day 1 of its "Joint Professional Standard Training" for new employees of growing venture companies on April 22, 2026. This training is a customized version of the "Followership Development Program," designed to install the mindset and skills necessary to become an immediate asset in a highly uncertain environment, tailored for a joint new graduate format. The development background and detailed objectives of this program are disclosed in the following press release. Reference: Press release on the background of this training https://prtimes.jp/main/html/rd/p/000000073.000028179.html This press release reports the facts of the Day 1 implementation and our company's unique analysis of the structural issues in new graduate training within venture companies. "Joint Professional Standard Training" Day 1 Overview The "Joint Professional Standard Training" is a 3-day program aimed at helping participants question their own "natural assumptions" in the special environment of a venture and grasp ways of thinking and acting that lead directly to results. Date: Wednesday, April 22, 2026, 10:00 AM - 6:00 PM Objective: To question one's own "natural assumptions" and grasp ways of thinking and acting that are more directly linked to results. Main Program Content of Day 1 Awareness of "Thought Habits" that Inhibit Action Using common failure examples of new employees as a theme, we conducted a workshop where participants thought from their own perspective about "why they took that action" and deliberately justified it. This made them realize that the reason for inaction is not a lack of willpower, but unconscious "thought habits" formed from past experiences. Understanding the Premise that "Supervisors and the Environment are Not Perfect" Venture companies often lack resources, and management does not always function perfectly. In the training, after sharing this fact, we explained the importance of "Koto-Management," where new employees proactively supplement their supervisors' shortcomings to achieve goals, rather than waiting for perfect instructions. *What is Koto-Management? This is generally called "managing up." However, our company defines it not as an approach to the "person" (Hito), such as being mindful of a supervisor's mood or expression, but as an action to advance the "matter" (Koto - purpose/outcome) of achieving business goals. Thus, we call it "Koto-Management." It is a practical way of thinking for new employees to proactively supplement ambiguous parts of a supervisor's instructions or resource shortages on a factual basis. Goal Setting Starting with "Action First" Rather Than Consciousness We presented six mindsets, including "proactiveness" and "self-accountability," as the basic stance for producing results. We explained the mechanism that "consciousness changes because you act first," not "you act because your consciousness changes," and set small action goals that could be immediately implemented at work from the day after the training. In the post-training survey, the overall average rating from the 40 participating new employees was "4.45 (out of 5)," with 95% of all participants giving a high rating of "4 or higher." Many comments were also received regarding specific insights into the mindset required to succeed in a venture company and how to improve their own actions. [Real Voices from Trainees (Excerpts from Survey)] "I realized that what was stopping my actions was not a lack of willpower but 'thought habits' from my past experiences, and I was able to face them objectively." "Knowing the fact that the management layer is not necessarily perfect, I realized the importance of proactively supplementing what is lacking (Koto-Management) instead of waiting for instructions from my supervisor." "The logic that 'consciousness changes because you take small actions,' not 'you act because your consciousness changes,' really resonated with me, and I was able to set a goal that I can use in my work starting tomorrow." "I realized that until now, I had been using sound arguments as a shield for not taking action." Our View Many new graduates who choose a venture company as their first career have a strong desire to "grow quickly." However, as can be seen from the survey results above, many young people do not know the "right way to fight" in the unique environment of a venture, characterized by "fast-paced change" and "high ambiguity," when they join the company. A common tendency for new employees early on is to stop their own actions by insisting on rational, sound arguments based on the premise that "instructions should be clear" and "management should be perfect." In response to this, due to the recent rise in compliance awareness and the social trend of excessive consideration, it has become difficult for on-site managers to provide the tough feedback necessary for growth. As a result, the current structural issue is that motivated young people are being deprived of the very "opportunity for growth." We believe it is essential not to force young people to act for the company's convenience, but to make new employees themselves aware of their "thought habits" and to install venture standards objectively from a third-party perspective. We analyze that this fundamental individual consciousness transformation and the cycle of autonomous action and practice is the only way to achieve early contribution and long-term retention. Future Outlook On Day 2, we will review the on-site implementation results of the action guidelines set on Day 1 and transition to the acquisition of "professional skills" such as communication, hypothesis thinking, and self-management. We will continue to provide consistent human resource development support that looks ahead from retention after joining the company to active contribution, through a cycle of action, feedback from superiors, and change, not limited to the training venue. For inquiries to Manadic, please contact us here https://service.manadic.com/contact About "Manadic," an Organization Development Support Service for Growth Companies "Manadic," which supports the creation of change-resilient venture-type organizations, is a service that supports "organization building specialized for the unique environment of ventures," based on the organizational consulting know-how of having supported over 300 venture and growth companies in total, and a unique, systematized educational method optimized for each growth phase. By breaking down ambiguous concepts into actions and turning them into a reproducible system for anyone, a unique culture of "autonomously creating results" is born and takes root in your company. Our services are used by a wide range of growth ventures, from seed-stage companies with a few employees to those around the time of their IPO, all of which are characterized by high speed and significant change. Client Companies & Growth Support Record (Partial) PKSHA Technology, OpenWork, SkyDrive, Neo Marketing, KARAKURI, Future Link Network, Ageha, Mitsubishi Corporation Energy Solutions, Medical Net, Seven Sense Tax Accountant Corporation, BTM, DEKOBOKO BASE, GIG, Mirai Kirei, Mellow, Life Advance, STAGEON, and other mega-ventures. Company Name: Manadic Inc. Representative Director: Yudai Suenaga Director & CEO: Shunsuke Kawasaki Headquarters: 2F Kurosaki Building, 4-1-4 Roppongi, Minato-ku, Tokyo 106-0032 Established: March 2024 (Business transferred from JAM Inc. in 2024) Business: Management training, organizational consulting URL: https://service.manadic.com/ Parent Company: AXXIS Inc. A Work Tech Company that operates multiple businesses to support business professionals, from a recruitment agency business to a career coaching business and a job change-focused media business, under the mission of "making all working people happy with the power of people and IT." Representative Director: Yudai Suenaga Director & COO: Shunsuke Kawasaki Headquarters: 2F Kurosaki Building, 4-1-4 Roppongi, Minato-ku, Tokyo 106-0032 Established: August 2012 Business: Recruitment agency, career coaching, media operation, management training support URL: https://axxis.co.jp Recruitment Agency (Suberanai Career Agent) https://axxis.co.jp/service/agent/ Career Coaching (Magi-career) https://majicari.com/ Media Operation (Suberanai Tenshoku) https://axxis.co.jp/magazine/ Organizational Consulting & Management Training (Manadic) https://service.manadic.com/