IDP Power Lunch vol.6 Report: Learning Turning Points in Women's Careers from Narumi Sakabe, Executive Director of the Japan Modern Pentathlon Association

Identity Partners Co., Ltd. (Headquarters: Shibuya-ku, Tokyo; CEO: Kosuke Nakano) hosted the 6th IDP Power Lunch, titled 'Learning Turning Points in Women's Careers from Narumi Sakabe, Executive Director of the Japan Modern Pentathlon Association,' online on June 17, 2026.

'IDP Power Lunch' is an online learning session designed to let professionals hear candid insights from top experts in just 50 minutes over lunch.

The guest for this session was Narumi (Kurosuka) Sakabe, Japan's modern pentathlon representative at the 2012 London Olympics and currently Executive Director and National Coach at the Japan Modern Pentathlon Association, a public interest incorporated foundation.

Under the theme 'Turning Points in Women's Careers,' she shared the mindset that has helped her carve her own path as an athlete, corporate employee, and leader within a sports association.

This report condenses the key insights for business professionals drawn from the 50-minute dialogue.

Aiming to Be the First Civilian Olympian

Sakabe began modern pentathlon in her sixth year of elementary school. Modern pentathlon is an ultimate all-around sport requiring athletes to compete in five disciplines: swimming, fencing, equestrian (※), shooting, and running. The number of athletes in Japan capable of mastering all five events is said to be fewer than 100, making it a niche sport. (※ Equestrian will change to obstacle course racing starting at the 2028 Los Angeles Olympics)

'In Japan, modern pentathlon athletes were traditionally from the Self-Defense Forces or the Tokyo Metropolitan Police Department. I thought it would be interesting if a civilian like me could compete. That's how I set my goal to become the first civilian to qualify for the Olympics and continued competing.'

This ambition was sparked by adversity. Two months before the Olympic qualifiers, the training facility in Ibaraki collapsed due to the Great East Japan Earthquake. In that moment, Sakabe chose not hesitation, but action.

'Since South Korea had the world's strongest team, I boldly decided to go there for intensive training.'

Because she had always set milestones by reverse-engineering her goals, she was able to act decisively even when unexpected events occurred. This mindset forms the foundation of her career.

Milestone Thinking: A Method for Mental Organization

Throughout the dialogue, the keyword 'milestone' repeatedly emerged.

'I always set milestones. Since elementary school, I've consistently defined my goals and worked backward to place milestones along the way.'

However, she notes this wasn't adopted as a polished method from the start.

'I'm the type who overthinks. My mind is always scattered. Since I can't take action without organizing my thoughts, I use milestones as a tool for mental clarity.'

Setting goals and working backward to plan actions is an effective 'mental organization technique' not only in sports but also in work and life.

The Ultimate Criterion for Decisions: 'Can I Trust Myself?'

One particularly memorable point from the dialogue was Sakabe's guiding question.

'I believe it's extremely important to assess how much I can trust myself.'

What does it mean to trust oneself? Sakabe explains, 'It's necessary to question yourself, but it's also necessary to firmly believe in your own thinking and persist without wavering.'

It's neither blind self-affirmation nor overconfidence, but rather holding a 'baseline' of trust in your own thoughts after thorough self-evaluation. Only with such a baseline can one truly absorb advice from coaches or others.

This principle applies directly to business. Whether in performance reviews or during project crises, having your own opinion forms the foundation for effectively utilizing others' input.

Overcoming Obstacles Broadens Your Perspective

During the dialogue, Unno (Director at Identity Partners) posed a question to business professionals:

'Some people choose to switch jobs or change their environment when they hit a plateau. But I think simply changing the environment won't solve anything unless you face the issue. Confronting challenges is crucial—what do you think?'

Sakabe strongly agreed.

'I believe it's important to first make a serious effort to overcome the obstacle. When you overcome it, your perspective changes dramatically—you realize your horizons have expanded. Because you've experienced both your best and worst selves, when similar situations arise again, you can handle them more effectively. That's why I hope everyone tries to overcome their challenges at least once.'

Change yourself, not your environment. The experience of overcoming obstacles becomes a map for conquering future ones. Sakabe's words, forged through trial and error in her athletic career, carry great conviction.

How to Use Interviews in Athlete Development

One of the most engaging audience questions was about athlete development methods.

'When I create development plans, I generally set team-wide plans in four- or eight-year cycles while also creating individual strategic plans for each athlete. I carefully consider each athlete's unique traits when designing these plans and conduct interviews with all athletes. I place great emphasis on co-creating these plans together during interviews.'

What she values most in interviews is 'first presenting her own opinion.'

'I start by asking, 'I want to focus on this type of training and strengthening—what do you think? Is it realistically possible or not?' Then we work together to fill in the gaps.'

This dialogic approach is applicable not only to athlete development but also to organizational management.

Recognizing the Right Time to Accept Responsibility

Sakabe became the first woman to hold the position of Executive Director at the Japan Modern Pentathlon Association. However, she actually declined the offer multiple times before accepting.

'I lacked confidence in whether I could truly see the big picture if I took on that role, so I turned it down several times.'

During those periods of refusal, she used the time for learning and input after experiencing pregnancy and childbirth.

'There were also uniquely female factors like pregnancy and childbirth, and I declined temporarily to enrich my own life. I realized I needed to use that break to seriously learn and absorb knowledge. After gaining that input, I gradually developed the desire to transform the association over the next few years, which is how I became Executive Director.'

She accepted the role only when she felt ready to contribute meaningfully. Her career path, shaped by multiple turning points as a woman, mother, and business professional, teaches us this lesson.

Conclusion

What consistently came through in Narumi Sakabe's words was the importance of 'thinking for oneself, trusting oneself, and taking action.'

Setting goals and reverse-engineering them. When facing obstacles, confronting them head-on. And while maintaining your own judgment framework, being open to others' opinions. Perhaps it is the accumulation of these practices that expands your potential and carves a path to the next stage.