• The Leadership Japan Series

  • 著者： Dr. Greg Story
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The Leadership Japan Series

著者： Dr. Greg Story
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  • Leading in Japan is distinct and different from other countries. The language, culture and size of the economy make sure of that. We can learn by trial and error or we can draw on real world practical experience and save ourselves a lot of friction, wear and tear. This podcasts offers hundreds of episodes packed with value, insights and perspectives on leading here. The only other podcast on Japan which can match the depth and breadth of this Leadership Japan Series podcast is the Japan's Top Business interviews podcast.
    © 2022 Dale Carnegie Training. All Rights Reserved.
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あらすじ・解説

Leading in Japan is distinct and different from other countries. The language, culture and size of the economy make sure of that. We can learn by trial and error or we can draw on real world practical experience and save ourselves a lot of friction, wear and tear. This podcasts offers hundreds of episodes packed with value, insights and perspectives on leading here. The only other podcast on Japan which can match the depth and breadth of this Leadership Japan Series podcast is the Japan's Top Business interviews podcast.
© 2022 Dale Carnegie Training. All Rights Reserved.
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  • Leadership-Key Competencies Needed To Lead Others – Part Two

    Leadership-Key Competencies Needed To Lead Others – Part Two
    2025/02/19
    In Part One we looked at two broad categories of leadership competences around being Self-Aware and having Accountability. In this next tranche, we will look at being Others-Focused and at being Strategic. Others-Focused has many sub-points, but today we will investigate five key aspects Inspiring Through role modelling and communication skills, leaders can and should inspire followers. The olde days of the boss having to know more than everyone else has gone. The focus has shifted to developing followers, through personal interest and example. Are you consciously, systematically doing this? Develops Others Once upon a time, certainly when I first started work, there was no particular concept that it was the leader’s role to develop others. Individuals had to step up and do it by themselves. This is fundamentally what all leaders had done in the past. Today however, business is more complex and fast moving, so everyone needs help. One of the issues is the struggle between selfishly focusing on your own glorious career and the role of others in boosting that cause and your own efforts to selflessly boost the careers of your direct reports. Companies need leader producing machines. The talented rise faster and higher by demonstrating they are that very elevating machine. Those who can demonstrate they can produce leaders are given a bigger remit to do that at scale. Can you do it and are you doing it? Positively Influences Others Rabid rivalry and internecine warfare between competing thrusters amongst the leadership team permeate the wrong messages to those below. Disciples pin their hopes to the banner of the thruster they think will go higher and take them with them. Everyone is grasping the greasy pole, trying to climb over each other to the top. Politicians and sycophants abound inside companies and are a vicious form of poison, because they are playing all ends against the middle to feather their own nest. The leader sets the tone. Not whining about others in the company, not playing petty internal power games and keeping firmly focused on beating the external rivals is the correct path. Are you and all of your colleagues on it? Effectively Communicates Personal capabilities and mastery of one’s designated tasks are the usual path to promotion. Being 100% responsible for oneself is different to being responsible for a team. This is where leadership communication skills are soon shown to be frayed and tatty. Speaking the lingua franca is frankly so what? Communicating key messages and inspiring and persuading others to your path are the required skills. Few leaders do a great job because many are locked into the belief that all this communication stuff is fluff and hard skills are the only currency. They are doomed to be low altitude flight path denizens, because companies are looking for people who can move the masses forward. Is what you are doing every day moving them forward? Providing Direction This sounds so simple. I mean how hard can this be? What if it is the wrong direction though? What if we are all being urged to sprint faster off the cliff? This is the VUCA world of Volatility, Uncertainty, Complexity and Ambiguity. Setting the correct direction isn’t the easiest thing for leaders these days. We can’t know if the direction is correct until we start down the path. The clue is to adjust when confronted by unpleasant hints about the actual truth. We need to keep adjusting to the market realities and not become too convinced of our own genius and superiority. Has your leader ego convinced you that you are always correct? Being strategic is one of those tropes of leadership, but what does it actually involve? Let’s look at couple of issues. Innovative This competency sounds obvious and easy except that very few companies, let alone people, are actually innovative. Think of all the companies you have worked for and nominate how many came up with any significant innovations? We are better off developing the innovation muscle of the entire team, than relying on our own scampy offerings. If you are substantially personally gifted in the innovation department then hats off to you. How many people like you then have you ever worked with? The answer is clear. The collective team, if harnessed properly to the task of coming up with innovative ideas, can do it together. The sticking point is, do you know how to marshal your team to do that? Solves Problems The is another obvious competency, except that are you the one running yourself ragged solving everything? Have you delegated tasks sufficiently so that others can share the burden? Leaders should be involved with big strategic issues, not with every small fry decision. If you are in the problem weeds and getting down and dirty with minor issues, it is time to rethink how you have positioned yourself as a leader. Uses Authority Appropriately Does every decision ...
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    12 分
  • How Decisions Are Really Made Inside Japanese Companies

    How Decisions Are Really Made Inside Japanese Companies
    2025/02/16
    The President of a company is a very powerful force. They drive the direction, the strategy and the culture formation inside the enterprise. In Western corporations, there are big salaries and big incentives tied to the leader’s performance, especially around profit achievement and share price gains for shareholders. We project this idea on to Japanese companies and imagine they are basically built in the same way. This idea seems fine, until you ever have to get a decision from a Japanese company. This is when you enter the twilight zone of differences about how things are really done here. Japan has some specific features which make the leadership terrain quite unique. Mid-career hires are the norm in the West and the exception in Japan, as far as larger firms are concerned. New graduates are malleable and the company leadership wants to install their group think, culture and conservative action methodologies in them. Seniority is a respected Confucian attribute in Japan, which has little currency in the Darwinian, performance outcomes oriented West. Age and stage make sense in Japan, when you spend your entire career with the one firm and are part of the fabric of that company, gradually being stitched in over decades. The risk aversion predominance in Japanese business weighs against change and bolsters constancy. We foreigners represent change. To become a trusted partner with a Japanese firm means they have to make some internal changes to accommodate the new thing we bring to them or the old thing we are tweaking in a new way. The question is, who inside the Japanese decision making hierarchy is going to take responsibility for the change. In Western companies there is a big personal payoff to taking risks, but Japanese salaries and bonuses are not on the same planet as a country like America. So, the upside of taking a risk in Japan is far outweighed by the potential career damage if there is a failure. We have all grown up with a British Raj model of decision making. Convert the leaders and you get the whole company to snap into gear and get with your programme. It doesn’t work like that here unless the President is the founder or the owner. This is the “one man shacho” formula, the classic dictator President, who rules with an iron fist and drives everyone to do what ever they say. Most big corporates though, have a structure where the President has P&L responsibility for the whole company, but the direct reports have P&L responsibility for their part of the business. The President can’t force them to make expenditure allocations impacting their turf without their agreement. Hence the reputation of Japan as the country of glacial decision making. I find this is a bit boring, because the Raj approach is much faster and easier for me. No one in Japan could care less what I want. I deal with a lot of Presidents, as I try my best “convert the Raj” techniques to get them to buy my training services. Being the President of my firm, I can get access to the senior echelons of the client company and get a hearing. This is where Western logic departs from Japanese best practice. The leaders I speak with won’t personally do anything themselves. The company has internal compliance methodologies to reduce risk and protect the firm. The work to investigate my idea will get sent right down to the very bottom of the pile. That lower level designated officer or tanto will start pulling together information on our company, our offer, our pricing, the market, the competitors, resources required and the prospective ROI. The tanto will then present that report to their superior, the next up the line, who if they approve it, will place their hanko or personal seal on the document. This is a public acknowledgment that it has passed their stringent evaluation process and they are willing to take responsibility and place it before their superior. The hanko marks on the document will also include any divisions or sections that will be impacted by the buying decision. This is an internal harmonisation and communication process to provide checks and balances. In this way, there are no surprises and no issues, when it comes to coordinating the execution piece. This process is repeated all the way up to the President’s direct reports who have P&L responsibility to fund the deal. If it is a big enough decision, there may be a senior executive meeting required. This is usually a formality to bless the decision, rather than make a decision. The plan executive sponsor will outline the idea at the meeting, there will be no questions and it is therefore agreed. Next item! The surprising thing is that the President isn’t the final decision maker. And I had such a good meeting with that President too and I thought I had the Raj technique working on steroids! Actually, the person I needed to meet was the tanto. I could either work with...
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    14 分
  • Leadership-Key Competencies Needed To Lead Others-Part One

    Leadership-Key Competencies Needed To Lead Others-Part One
    2025/02/12

    Leading is super easy. You are given the title, the authority, the budget, the power and then you just tell people what they need to do. How hard can that be? As we know, leading is a snap, but getting others to follow you is the tricky bit. Our awesome power will certainly bludgeon compliance. Sadly, the troops turn off their commitment and engagement switch whenever they come into contact with kryptonite bosses. We get promoted because we personally did a rather good job on our individual tasks. That is a false flag though when it comes to being able to communicate, coach, set the direction and inspire others. Few great athletes become great coaches. It is a totally different skill set.

    There are four broad areas we will focus on to help us become successful leaders: Being Self-Aware, Accountable, Others-Focused and Strategic. The possibilities are endless, but these four areas will serve us well to elevate our thinking about what is required to be a great leader.

    Under the umbrella of Self-Awareness we have four focus areas.

    Self-Directed

    There is a mental and physical requirement for leadership, driven by a strong desire to be successful. We explore inside ourselves to understand what we need to do and why we need to do it. Someone who can only function on the basis of the advice of others is a follower not a leader. Of course, taking advice is good, but leaders have their own sense of True North and keep moving forward, charting their own course

    Self-Regulated

    Being a self-regulator requires supreme discipline. Knowing what not to do is as important as making action step choices. Shiny objects abound, multiplying like amoeba, but time, money and resources are limited. Be it business focus or our temper, we need to rein them both in and assert control.

    Develops Self

    Constant application of self-improvement sounds obvious, but many leaders are cruising. The more diligent may be doing a good job working in the business, but they are too busy to be working on the business. Is that you? Technology, society, company culture and organisational development overtake some leaders and ultimately they are ejected from the firm. Where is the locus of self-development to be found? Good question and there are multiple options. Good choices will have a lasting impact on our longevity as leaders.

    Confident

    “We don’t know what we don’t know” is a big problem. Before you become a leader there is that misplaced confidence that you know what to do in the role. As you rise through the ranks, you keep making new discoveries. The more you learn, the less you find you really know. Imposter syndrome is a big factor here after we step up into new responsibilities. Constant self-development is the cure for this, as we grow into the job.

    Accountability covers four sub-topics.

    Competent

    This is often mistaken for technical knowledge or business content cover. That capability within your old job is what thrust you into a leadership role. What about your competency as the leader? What do you really know about leading? How persuasive are you? How well do you understand the aspirations of the team? Can you coach others who are just not like you? Can you set the correct course in a raging sea? This requires study and doesn’t happen by osmosis.

    Honest and Having Integrity

    Are you honest? Would your people agree? Seeing people as cogs in the machine elevating your brilliant career, jousting with rivals for the next job using the team resources for that purpose and being all about me, me, me is often the leader reality. Think about some of your bosses up to this point. The crust on top of this reality is a false veneer disguising what is really going on. Subterranean self-interest is often voiced over with pious pronouncements. Being honest is about sincerely wanting to develop the team members and integrity is what you do or think when no one is observing you.

    Manages Progress Towards Goals

    Obvious. Yet are the goals clear to your team? Is there an intelligent plan? Are people engaged and bought in? Are you the pirate captain simply bellowing out orders and threatening the crew with the plank?

    Makes Effective Decisions

    When do you know a decision was effective? Certainly never at the time of making it. In that moment, we are working on hope rather than certainty. Are the team convinced of the wisdom of the decision? Was there any input opportunity for them? Does our power of personality or position power just crush access to the diversity of opinions available? When it isn’t working, are we trapped by pride, ego and arrogance to keep running faster off the cliff?

    In Part Two, we will investigate being Others Focused and Strategy for Leaders.
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    14 分
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