Dear Yuko Nishikawa Sensei,
At last year’s “Yuu no Kai”, I had the great privilege of seeing your Nihon Buyo performance for the first time. I still vividly remember how the atmosphere in the room shifted and grew taut with anticipation—even before your full presence came into view—as you slid open the door and entered. It felt as if I had been quietly touched by your profound presence.
At the most recent “Yuko no Kai”, I still lacked the trained eye and sensitivity to fully grasp the finer nuances of Nihon Buyo. And yet, in your original piece “Kage-hime”, I was deeply moved by the sense of sincerity that seemed almost like a prayer and quiet passion that infused your performance. In both instances, I felt honored to witness something truly special.
Since founding my company five years ago, I have been exploring a universal methodology for creating ventures of lasting social value, while also supporting the efforts of other organizations. Through this work, I’ve come to feel ever more strongly that leadership—how individuals choose to lead—is crucial to bringing new forms of value into the world.
Each time I’ve had the opportunity to sit in on your ongoing planning meetings, I’ve been struck by your poised presence and the steady way in which you support the team around you. From this, I’ve come to sense a kind of rearguard-style leadership, for which I hold deep respect.
This may be a rather ordinary question, but I would be honored to hear your thoughts on what qualities or disciplines are essential for future leaders. I’ve been reflecting on how your lifelong dedication to the way of traditional performing arts—and the finely honed physical sensitivity it has cultivated—may have given you insights that only someone of your experience could offer. I would be truly grateful if you would be willing to share your thoughts with me.
Personally, through my encounters with history and classical works, I have come to feel that what might be called a “well-grounded sensibility” remains just as vital today as it has ever been.
I sincerely look forward to staying connected with you in the future.
Rei Stott
(Entrepreneur)
Dear Mr. Rei Stott,
I was truly delighted to read your reflections on seeing my performances at “Yuu no Kai” and “Yuko no Kai.” As a performer, I devote my full attention to creating moments of emotional resonance in the hearts of those who watch my work—this, above all, is both my greatest joy and deepest encouragement. I also deeply appreciate the novel perspectives you brought to our planning meetings—insights shaped by your understanding of the mechanisms of society.
Regarding your question about the qualities and training required of a leader: I believe that a top-down leadership style—whether good or bad—is difficult to realize without exceptional ability and proven achievements. As you, Rei-sama, may have already perceived, I see myself as someone who simply takes the rearguard role, after all the opinions and directions have already been fully voiced. Perhaps it would be an exaggeration to call this the fate of a stage performer, but in truth, my role as the principal vessel of expression is sustained by the contributions of those who create and support the stage—the staff across various fields, the musicians, and the dancers with whom I share the performance. If there is any trace of the leadership you speak of in my actions, it may lie in my earnest desire to bring the stage to its most complete and resonant form in that very time and place. Striving for personal perfection alone means little. As I consider how to encourage the cooperation of staff and fellow performers, I find myself—perhaps unconsciously—helping to shape a path toward a common vision.
If one possesses the will to accomplish something, along with the passion to inspire those around them, then perhaps that is enough to fulfill the minimum requirements of leadership. Through both classical works and new creations, I strive to express enduring human emotions, values, and aesthetic sensibilities—those that transcend time—and to leave them behind for future generations. Whether this bears any relevance to leadership is another matter. Still, to be seen as someone with a “well-grounded sensibility” is, for me as a performer, a joy beyond compare.
And regarding the training a leader ought to undertake, I reconsidered the question by reframing it as: “What does this mean for me personally?” Having followed this path with single-minded devotion, I must admit that it has, in some ways, confined me to the value systems of its rather limited world. A leader must first and foremost serve as a compass—one who cultivates the vision to perceive both the immediate surroundings and the broader horizon. The world of enterprise, which you exemplified so clearly, feels like entirely new territory to me. Even simply glimpsing that broader world has become a powerful form of training, helping me refine my ability to recognize diverse values.
Rei-sama, I hope you will continue to serve as a bridge between the way of traditional Japanese arts and contemporary society, helping to cultivate a fertile ground where classical traditions may be passed down and new creations can blossom.
Yuko Nishikawa