ReNova Co., Ltd.
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Two Days, One Night | A Mindset Retreat for Business Leaders and Senior Executives

Two Days to Shed "Past Success" and "the Armor of Your Role" and Take Back Control of Your Company’s Next Move

If you can’t break free from simply extending last year, the cause may not be your strategy or your people.

This retreat removes the brakes that business leaders and executives each carry within (the things they know they should do but cannot), and creates the starting point for the company’s discontinuous growth.

Apply Start with a Pre-Program Consultation

The True Nature of the "Brakes" Within

  • Challenges for Business Leaders

    1. 01

      Clinging to past success, unable to take on new challenges

    2. 02

      Settling for targets just a few percent above last year, unable to envision discontinuous growth (not having decided to take on the challenge)

    3. 03

      Doing nothing but giving instructions to the frontline, so the organization never runs on its own

    4. 04

      Losing my own passion for the business, even as its leader

  • Challenges for Executives

    1. 01

      Understanding management’s intent but unable to find words to convey it to the frontline (caught in the middle)

    2. 02

      Unable to make bold proposals within the limits of title, evaluation, and precedent

    3. 03

      Able to protect my own department’s numbers, but unable to envision the growth of the whole company as my own responsibility

    4. 04

      Afraid both to give my opinion to the business leader and to delegate to team members

If Even One of These Applies, the Cause Is Not "Lack of Ability"

Where Are Those Brakes?

Commonly Cited "Reasons We Can’t"

  • Business Leaders’ Side

    • The market is tough

    • We can’t hire people

    • Executives aren’t being developed

  • Executives’ Side

    • The president won’t make decisions

    • The frontline won’t move

    • The evaluation system won’t change

Each Side Blames the Other. The Brakes Lie Not in "the Market" or "the Other Side," but "Within the Leaders Themselves"

What needs to change, before strategy or systems, is understanding what is really stopping your judgment. An organization cannot grow beyond the capacity of its leaders.

No One Is at Fault, Yet the Company Drifts Back to Simply Extending Last Year

  1. Business leader: "It won’t run unless I do it myself"

  2. Executives hand off judgment and wait to hear what the president wants

  3. Employees wait for instructions

  4. Back to a safe plan based on last year

The business leader is back to "I have to do it myself after all"

When the business leader’s armor and the executives’ armor interlock, it creates a structure in which the whole company chooses the status quo. Individual effort and motivation cannot move this structure.

That Is Why This Retreat Is Designed as a Place Where Leaders Shed Their Armor Together, Not Alone

The More Successful the Leader, the More They Are Wired to Protect "Now"

  1. Thinking, "I want to change"

  2. "Failure" is judged as "a denial of achievements and role"

  3. Unconsciously protecting the winning pattern

  4. Returning to last year’s plan

The brain perceives change as danger and tries to return to a familiar state (homeostasis). "The reasons why now is not the time to go on the offensive" are an elaborate defense instinct engineered by the brain. The more you have built (business, position, evaluation), the more strongly this protective force works.

Redirect the Power to Protect Toward "the Power to Create Discontinuous Growth." That Is What These Two Days Are For

We Call That "Power to Protect" "Armor"

The same armor appears in different forms depending on one’s position.

Factor How It Appears in Business Leaders How It Appears in Executives
Conventional Wisdom "That’s how it is in this industry" and "that’s about right for a company our size" become the criteria for judgment "That’s how things get approved in this company" becomes the ceiling for proposals
Social Standing Protecting one’s standing, track record, and image as president takes priority over taking on challenges Protecting one’s title, position, and evaluation takes priority over speaking up boldly
Rules, Obligations, Vanity, and Pride Believing "this is how a business leader should be," they can’t show weakness or hesitation Believing "this is how an executive should be," they put on a calm face even when caught in the middle
Status Quo and Inertia Skillfully finding "the reasons why now is not the time to go on the offensive" at every executive meeting Choosing safe proposals that follow precedent and current evaluation criteria
Preconceptions The assumption that "it won’t run unless I do it myself" is stopping the organization from moving on its own The assumptions that "the president won’t change" and "the frontline won’t move" are stopping one’s own next move

What Changes in a Company Where Leaders Shed Their Armor Together?

A Company Still in Its Armor A Company with Leaders Who Have Shed Their Armor
Choosing safe decisions based on past success and precedent Making discontinuous decisions starting from each person’s Want to
Business leaders and executives talk through instructions, reports, and deference Talking about their true vision in the same words
Executives are exhausted from being caught in the middle, and employees wait for instructions Executives connect management and the frontline, and employees take on challenges on their own

Shedding the Armor Does Not Mean Letting Go of Responsibility. It Means Taking Back Control of the Company’s Next Move of Your Own Will

Four Steps to Change Yourself and Change Your Company

  1. 01

    Understanding How the Brain Works

    Understand the mechanism behind why you can’t move, and stop blaming yourself for not being able to push forward

  2. 02

    Identifying and Declaring Your True Self

    Put your Want to into words, align it with the vision of the business (or your area of responsibility), and declare it

  3. 03

    Breaking Away from Your Past Self and Setting Goals

    Set goals outside the current state, not based on last year’s figures

  4. 04

    Implementing It in Daily Work

    The real work begins after you return to the company. You take home a plan for spreading the change to employees and the organization

The Two-Day, One-Night Curriculum

  • DAY1

    Finding the True Nature of the Armor

    • Understand how the brain works

    • Identify your own talent (Want to)

    • Set a goal outside the current state

  • DAY2

    Shedding the Armor and Making Your Declaration

    • Affirmation and visualization

    • Presentation session (declare goals, what you will stop doing, and actions)

For two days, put down your smartphone and your title. In a setting away from everyday life, surrounded by nature, exchange nothing but candid views with leaders in different positions.

It Doesn’t End at the Retreat: Implementing It in Daily Work and Spreading It Across the Company

  • BEFORE

    Pre-Program Consultation

    Align your business and organizational issues with your own sense (as a business leader or executive) that something isn’t right

  • DURING

    Vision Board

    Visualize the goals you have set, and keep the future feeling vivid and real

  • AFTER

    Follow-Up Meeting

    Watch for brakes after you return to the company, and provide hands-on support until judgment based on Want to takes hold

For companies attending with multiple participants, the follow-up meeting includes "sharing each other’s declarations," so that business leaders and executives return to the company with the same words and the same goals.

Mind Shift Camp Goes All the Way to "Sustaining the Change in Day-to-Day Management"

Scenes from the Retreat

Mind Shift Camp video

Participant Voices

Voices of Business Leaders

  • ① Sales Consulting, 30 Employees, President and CEO

    "I thought my executives weren’t developing. It was me who wasn’t developing them."

    "Every year I made plans around ‘105% of last year,’ and I made every approval decision myself. At the retreat, I realized that not handing judgment to my executives was my armor. At the executive meeting the following week, I entrusted my executives with an approval decision for a new business for the first time. Now, more matters are being decided without me."

  • ② Accounting Firm, 10 Employees, President and CEO

    "For three years, I kept saying, ‘Now is not the time to go on the offensive.’"

    "At every executive meeting, I skillfully found reasons not to go on the offensive. At the retreat, I set a goal outside the current state and rebuilt next term’s sales target by working backward from the vision I want, not from last year. Being able to see the same picture as my executives, before the numbers, was the big change."

Voices of Executives

  • ③ Sales Outsourcing, 15 Employees, Division Head

    "I used to use being caught in the middle as a reason not to speak up."

    "Between the president’s wishes and the frontline’s circumstances, I couldn’t speak candidly to either. ‘What I should say given my position’ was my armor. The week after the retreat, I took a new business proposal directly to the president. It was my first time in the seven years since I joined the company. I was surprised that the president listened seriously."

  • ④ Construction, 120 Employees, Department Manager

    "I couldn’t break free from doing what gets rewarded."

    "I kept choosing proposals that followed precedent and protected the numbers. After putting my own Want to into words at the retreat, I became able to leave decisions to my team members. I now spend less time running around the frontline myself, and I have time to think about the growth of the whole company."

Overview

Location and Format

Two days and one night in a refined space surrounded by nature
Dates

November 21–22, 2026

January 30–31, 2027

February 27–28, 2027
Support

Pre-program consultation, vision board, and follow-up meeting

Participation Fee

¥220,000 (tax included)

FAQ

  • I’m worried about being away from the company for two days on a weekend

    The retreat is held on a weekend. We also confirm work arrangements at the pre-program consultation.

  • Can I participate at the company’s expense?

    It can be processed as a training expense. Payment by invoice is available.

  • Can business leaders and executives speak candidly when they participate together?

    The program is designed for participants to set aside their positions when they talk, so you can rest assured.

  • Is it okay for only executives to participate?

    Yes. We also have explanatory materials available to help you get approval from your business leader.

  • What kinds of business leaders and executives participate?

    Participants range widely, from sole proprietors to business leaders of companies with annual revenue of several billion yen or more.

Take Back Control of Your Company’s Next Move, of Your Own Will

Whether to keep the company on last year’s track or to step outside the status quo is a decision only each leader can make. And when you step forward together, the company moves.

Apply Start with a Pre-Program Consultation

Application

Mind Shift Camp Application Form

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