The Reality of "Silent Section Chiefs Hiding Their True Feelings" Spreading Among Playing Managers at Large Corporations

iCros Inc. (Headquarters: Minato-ku, Tokyo; Representative: Rie Fujino; hereinafter referred to as iCros) is pleased to announce the results of a survey on the true feelings and management practices of section chiefs at large corporations. The survey targeted 110 playing managers who work at companies with 1,000 or more employees and have three or more subordinates.

Key findings from the survey include: 47.3% of respondents indicated that "giving frank feedback to subordinates" is something they want to do but are unable to or have given up on. Furthermore, 33.6% responded that they "have no one to consult with about management concerns." The support they seek includes "objective feedback from external experts" (38.2%) and "a place to practice and role-play communication with subordinates (1-on-1s and interviews)" (33.6%).

The survey results reveal that many section chiefs are struggling alone with subordinate development, and that section chiefs themselves lack opportunities to receive objective feedback and practice communication before engaging with their subordinates.

Survey Overview

Survey Name: Survey on the True Feelings and Management Practices of Section Chiefs at Large Corporations

Survey Method: Internet survey conducted as part of the "Resapii®︎" research marketing service provided by IDEATECH.

Survey Period: May 1, 2026 - May 2, 2026

Valid Responses: 110 playing managers working at companies with 1,000 or more employees and having three or more subordinates.

*Percentages may not add up to 100% due to rounding to the second decimal place.

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Approximately 60% experience "consideration for subordinates with different values" on a daily or frequent basis, indicating communication challenges with subordinates.

When asked, "As a section chief, how often do you feel the following true feelings or conflicts? Please answer for each. (Select one per row in a matrix)" (n=110), the combined responses for "feel daily" and "feel often" were: 60.9% sometimes feel the need to be considerate of subordinates with different values, 55.4% feel that the burden is concentrated on the section chief, 55.4% sometimes disagree with management or superior policies, and 54.6% feel lonely because they cannot show weakness in front of their subordinates. The survey revealed the true feelings and conflicts of section chiefs who are caught in the middle of daily tasks, struggling with communication with their subordinates, and yet working diligently in isolation.

Nearly half of section chiefs want to "frankly convey what they want to say to subordinates" but have actually given up.

When asked, "As a section chief, please tell us what you want to do but are actually unable to do or have given up on. (Multiple answers)" (n=110), the responses were: "Frankly conveying what I want to say to subordinates" (47.3%) and "Taking time to engage with each subordinate individually" (42.7%). This indicates that many section chiefs feel the biggest challenges in communicating with their subordinates and genuinely wish to improve.

33.6% of section chiefs responded that they "have no one to consult with" about management issues.

When asked, "To what extent do you have someone to consult with regarding management concerns or issues?" (n=110), 46.4% responded that they "have senior colleagues or peers within the company to consult with about management," while 33.6% responded that they "have no one to consult with." This shows that many section chiefs are managing their responsibilities in isolation.

"Objective feedback from external experts" is the top support sought by playing managers at large corporations, at 38.2%.

When asked, "As a section chief, what kind of support would you appreciate having in your management duties? (Multiple answers)" (n=110), the responses were: "Support that provides objective feedback on my management from external experts" (38.2%), "A place to practice and role-play communication with subordinates (1-on-1s and interviews)" (33.6%), and "Support where a third party conveys strict/negative feedback to subordinates on my behalf" (31.8%). This suggests that section chiefs are seeking opportunities to receive frank feedback and practice communication, but such opportunities have not been readily available.

Conclusion

This survey was conducted among 110 playing managers at companies with 1,000 or more employees and three or more subordinates to understand their true feelings and management practices. The results showed that 47.3% of respondents cited "giving frank feedback to subordinates" as something they want to do but are unable to or have given up on, revealing the difficulty of providing "frank feedback" from section chiefs to subordinates in large corporations.

Notably, "objective feedback from external experts" ranked first among the support sought by section chiefs at 38.2%. While 46.4% have someone to consult with internally, 33.6% responded that they "have no one to consult with about management concerns," indicating that one in three section chiefs are managing in isolation within the organization. Regardless of whether they have internal support, section chiefs are seeking feedback from external parties with no vested interests.

Structural issues, such as the involvement of vested interests in internal relationships making it difficult to deliver truly necessary feedback, are likely contributing factors. It is essential for section chiefs to learn communication with subordinates by receiving feedback from third parties and, in some cases, to utilize external resources to have negative feedback to subordinates delivered by a third party.

Isn't a system where a neutral third party can deliver frank feedback necessary to support the growth of future section chiefs?

Practical Feedback Service for Managers | Business Compass for Managers

Available from ¥33,000 (excluding tax) per person. In addition to small and medium-sized enterprises where it is difficult to build horizontal connections among management, it is also being introduced in large corporations in combination with hierarchical training. Details here. https://b-compass.jp/manager/

One of the biggest bottlenecks in the growth of managers, including section chiefs, is the "lack of opportunities to receive frank feedback." It is difficult for subordinates to provide direct feedback due to vested interests, and while superiors and colleagues can provide feedback on results, it is difficult to point out issues related to how they interact with subordinates, as these often remain a "black box." Furthermore, training sessions offer few opportunities for feedback, and while coaching and mentoring assume relationship building and continuous support, there are many instances where ease of reception is prioritized over frankness.

"Business Compass" is a service that provides frank and practical feedback that can only be delivered by a neutral third party. It refines management behaviors and communication, which are difficult to change through one-off training, through repeated practice exercises and feedback. It delivers feedback that may be difficult to hear, frankly and for the individual's growth. This is the role of "Business Compass," distinct from training, coaching, and mentoring.

Company Profile

Company Name: iCros Inc.

Head Office Location: 2-21-5 Akasaka, Minato-ku, Tokyo ABC-D-85

Representative Director: Rie Fujino

Established: August 27, 2025

Business Activities: Corporate consulting (human capital management, human resource/organizational development, personnel systems, business development, new organization establishment, recruitment, DX, etc.) Provision of Business Compass

HP: https://icros.jp/ Contact: info@icros.jp