What I Learned in Team Esashi [April, May]
I will summarize what I learned from the initiatives of the Nihon University Osawa Laboratory's Team Esashi in April and May. This is written from Esashi's subjective perspective.
The Process Leading Up to the Team's Formation
This is a story from before April, but I felt it was worth sharing. The joint research with the School of Medicine ended in the 2023 academic year, and I was unsure what to do starting in the 2024 academic year. Now that the research was over, I think I should have rested a little, but seeing students in other laboratories growing rapidly, I didn't have the peace of mind to rest idly.
At that time, my professor suggested, "Why don't you build a laboratory team using your connections, Esashi?" Having been interested in building organizations for some time, my focus shifted to "creating a team."
Who could I build a team with?
The first person who came to mind was a B2 student two years my junior (hereafter, Haruto). Haruto shared my aspirations, and his drive and perspective were outstanding compared to his peers and the students one year below him.
I asked him on the way back from an IT exhibition at Tokyo Big Sight.
I said, "We might be able to do research together next year. Why don't we give it our best?" Haruto immediately replied, "I would love to, please."
I had found a partner.
I was happy just with that, but Haruto and I had been talking frequently since 2023 (we went to events at Tokyo Big Sight often).
Just being able to do research together lacked a certain sense of novelty.
So, I looked for someone who could bring a fresh breeze.
Since it was the new semester, B3 students were being assigned to the laboratory. I looked for someone who would do research with us. Haruto and I talk a lot and go anywhere if we see an opportunity. Was there anyone who could break into that duo? I targeted people with "communication skills" and "drive."
There was an orientation before the seminar assignments, and I intuitively felt that this person was the one. He (hereafter, Minato) said he wanted to incorporate AI into games. I hoped he would bring a fresh breeze in the form of games.
And so, the members of Team Esashi were decided.
When I reported this to the professor, he told me, "Team Esashi must be self-sustaining." Until now, the professor and seniors had driven the team, but from now on, I would be the one driving it. Immediately after being told this, I felt anxious. However, I have two teammates. "Let's make this a strong organization." Once I thought that, I felt my anxiety disappear and ambition sprout.
First Meeting
As the new semester began in April, the team started. The thing I was most anxious about was whether Minato would accept the two of us. What could I do to get him to accept us? First, I decided to reveal everything about myself. I decided to thoroughly conduct a "self-introduction." I talked in detail about "the ambitions I hold," "why I am in this laboratory," and "why I am doing research in this team."
After the self-introduction, I explained the activities Haruto and I had done so far.
I believe I gave everything I could to be accepted at our first meeting. I thought it was up to Minato whether he would accept us from here on out.
Looking at the fact that we have been able to work together this far, I suppose he did accept us. (I'm happy)
After finishing this process, we turned our attention to Team Esashi and proceeded with the meeting.
When I participated in Google Cloud Next Tokyo 2023 held at Tokyo Big Sight, a director of a venture company stated that when building an organization, one must clarify the code of conduct. There have been times in my life where I have been tossed about without knowing the principles or values of my superiors. I decided to set and share a philosophy for Team Esashi as well. However, I also hold the principle that "one should think and act for oneself." To avoid micromanagement, I kept the philosophy to the bare minimum.
After explaining the philosophy, I gave a presentation titled "To Ensure Tasks Are Completed."
In my experience, if you leave a situation where motivation is low, you will have a hard time later. If you feel your motivation is low, you should refresh and reset rather than forcing yourself to work on tasks. In individual efforts, taking a break means activities stop completely. However, we have three members. I explained that we should build a relationship where if someone is struggling, the others support them.
I also explained the importance of planning. I believe that the more result-oriented one is, the more one tends to fall into the mindset of "as long as I meet the deadline, it's fine." It is unacceptable to realize you won't meet a deadline when reporting progress. I explained that this can be improved by planning carefully.
I also asked them to think for themselves about why they are in Team Esashi. I described my reasons for choosing the members in "The Process Leading Up to the Team's Formation," but can you really do good work just by saying "yes, yes" to what your seniors say? If you cannot state why you are in an organization, I don't think there is a need for you to be there.
We also discussed the research that was about to begin and how to conduct meetings.
What made me happiest was that both of them spoke up a lot. A discussion where only I am speaking is boring. I believe that a team with high communication skills becomes a strong organization. The first meeting lasted for 7 hours. It sparked pros and cons, but I can confidently say that it was a great success for me.
Active External Connections
I believe that interacting with the outside world is important. If you stay in your shell, your ideas will become biased. Also, by expanding your network, you can get help from the necessary people when you need it. It is too late to look for someone after you think, "I want this kind of talent." The ideal is to be able to say, "Let's contact that person" as soon as you feel the need. For that reason, Team Esashi is actively trying to have connections with the outside world.
The events we participated in were "Japan IT Week Spring," "Climbers 2024," and "AI & Artificial Intelligence EXPO [Spring]." We were able to exchange business cards with nearly 20 people and communicate with them. In the process of participating in events, the members' self-analysis also became active. By actually introducing ourselves, the proficiency of our self-introductions improved (for all members, including Esashi).
In addition to participating in events, we held a networking meeting with a laboratory at the University of Tokyo. Since I am aiming to be self-sustaining starting this fiscal year, I have fewer opportunities to have someone to bounce ideas off of. In such a situation, having someone to bounce ideas off of this time was a very meaningful time. Haruto seems to be able to participate in a workshop held by the other party, and I feel it was good to hold the networking meeting in the sense that we can engage in new initiatives.
The Future of Team Esashi
Two months have passed since the team started, but it hasn't been all good. Problems have also been found. Specifically, there are the following three.
Focusing too much on the outside and neglecting the inside
Moving but lacking productivity
Team meetings are too long
1. Focusing too much on the outside and neglecting the inside
As mentioned in the "Active External Connections" section, Team Esashi is conscious of connections with the outside world. This is by no means a bad thing. However, we were looking too much at the outside. Even though three projects were already decided, we were neglecting them and looking at the outside. By having all team members participate in events, there was also the intention to "enhance the relationship between members" and "increase motivation." I think the relationship has deepened sufficiently through our activities so far, so we should look more at the inside.
Also, in interacting with various people, I learned that we must clarify "our own purpose" and, based on that, accurately convey to the other party "what we want from them." To move others, enthusiasm alone is not enough. We need to know more about ourselves. We need to know ourselves and determine what kind of people we should interact with.
2. Moving but lacking productivity
I can confidently say, "Team Esashi is active." However, have we left any tangible results? Right now, we have become an "organization that is all talk with big visions and ambitions." From here on, we must shift gears up one or two levels and leave results. As I mentioned in "Focusing too much on the outside and neglecting the inside," we should devote our full efforts to the projects we currently have. From now on, other teams will produce results one after another. We don't have the luxury of dawdling. We aim to be a team that works harder and produces more results than any other team.
3. Team meetings are too long
When the professor introduced Team Esashi, the first words that came out were, "They have longer meetings than any other team." We should be ashamed that this is the first thing that comes up. It also relates to what I wrote in "Moving but lacking productivity," but in extreme terms, we are a "team that chats a lot." Immediately after the team started, I intentionally had us talk a lot to strengthen the relationship between members. However, just talking doesn't produce anything. Let's reduce the time we spend talking and start working. Chatting is something anyone can do.
Also, the fact that team meetings are long is affecting the members' mental state. Since I was told that long meetings are leading to stress, I will respond immediately.
What I am currently thinking about are two things: "1. Strict rules for meetings" and "2. Implementing AI technology to conduct smooth meetings."
For 1, I am thinking of specifically "facing time strictly" and "deciding the content of the meeting in advance and refraining from off-topic talk."
Regarding 2, I am considering introducing "meeting minutes AI," which I often saw at events. Since most of them are subscription-based, it might take time until practical application, but I intend to work on it.
Summary
In these two months, I am happy above all that the members are working hard.
I can no longer remember the anxiety I felt before the team was formed.
That is how much both of them are working harder than I imagined.
Even with other activities such as academics and part-time jobs, they are working this hard.
When I am in a difficult situation, it is a team I am proud of, where I can think, "It will work out because the two of them are here."
I would like to continue to devote myself to the work without forgetting my gratitude to the two of them.
Thank you for reading this far.