The book conveys management know-how to young leaders and newly appointed managers based on the methods of Shikigaku. This timing is said to be a very important period in life. This is because, after starting to work, the phase of being solely focused on oneself as a player ends, and for the first time, it's a moment to consider "other people's lives" and "future careers." Whether you continue to advance in your career or decide to go independent or start your own business, the initial way of interacting with subordinates becomes the foundation of a manager.

In other words, whether you succeed or fail as a leader can create a significant difference in your future life. The more excellent the player, the more likely they are to become a leader, but "the more outstanding a person was as a player, the higher the risk of failing as a leader."

There are two main types of leadership failures. One type involves thinking they need to provide detailed guidance and end up micromanaging, constantly giving instructions like "Why don't you try doing it this way?" The other type involves continuing to be a player themselves, saying things like "Watch and learn from me," and only offering criticism. The former may seem like a kind and good leader, but the members stop thinking for themselves and don't grow. The latter might seem like a capable leader, but they abandon their responsibilities as a leader and fail to fulfill their role.

Therefore, becoming a leader is not a continuation of previous work; it requires "a completely different set of skills." This is "management ability." The author introduces Shikigaku's management principles, distilled into five key points.

Rule: Create rules that are verbalized, not based on the atmosphere.

Position: Communicate from a hierarchical standpoint, not as equals.

Profit: Motivate people not by personal charm but by the presence or absence of benefits. Outcome: Evaluate not the process, but only the results.

Growth: Choose future growth over immediate growth.

Here, I will explain the first rule.

When you hear the word "rule," you probably have a negative image, imagining a restrictive state. However, rules are originally meant to connect people within those rules freely and safely. Just as laws allow people to live freely and safely within their bounds, it is essential to establish rules to prevent confusion at work for subordinates and members.

Conversely, telling them to "try doing it freely" without setting rules will trouble subordinates, as they won't know what to do. Even with summer homework, simply being given problems to solve is easier to tackle than an open-ended research project. Similarly, having appropriate rules is easier for those who follow them.

So, what kind of rules should a leader create? One is "action rules." For example, "visit ten clients a day" or "generate a profit of 10 million yen for the company." These rules may or may not be achievable, and the evaluation of subordinates depends on the results. Another type is "attitude rules." These are rules without "can or cannot." For example, "greet each other" or "submit daily reports by 5 PM." These rules are characterized by being achievable by anyone if they try. Setting and enforcing these "attitude rules" fosters a sense of camaraderie within the team or organization.

Additionally, there are two points to avoid bad rules. One is to "avoid ambiguity in the subject." The other is to "clearly define who does what by when."

An example of the former is a leader saying, "We need to finish this job quickly, or the department head will be angry." This way of speaking puts the leader on the same level as the subordinate, creating a state of confrontation with the superior. It is an evasion of responsibility and is absolutely NG for a leader.

An example of the latter is, "Let's have whoever notices first take the initiative to clean." This creates a disparity between those who do and those who don't, leading to feelings of unfairness. Therefore, verbalizing who will do it clarifies what members should do.

Thus, whether or not there is a rule, it significantly impacts subordinates' ease of work and their dissatisfaction. By setting appropriate rules correctly, the team's results will change significantly.