『The Japan Business Mastery Show』のカバーアート

The Japan Business Mastery Show

The Japan Business Mastery Show

著者： Dr. Greg Story
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For busy people, we have focused on just the key things you need to know. To be successful in business in Japan you need to know how to lead, sell and persuade. This is what we cover in the show. No matter what the issue you will get hints, information, experience and insights into securing the necessary solutions required. Everything in the show is based on real world perspectives, with a strong emphasis on offering practical steps you can take to succeed.Copyright 2022 マネジメント・リーダーシップ リーダーシップ 経済学
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  • Customer Service Is Your Brand

    Customer Service Is Your Brand
    2026/08/06

    Q: Why is customer service part of the brand?

    A: A brand gives customers a reason to trust a company. It reduces the buyer's sense of risk by promising a consistent level of service. Customer service is where that promise becomes real. When the experience matches expectations, trust grows. When it does not, the brand is weakened.

    Mini-summary: The brand promise is tested during every customer interaction.

    Q: What damages a trusted brand most quickly?

    A: A service failure is not always the main problem. Customers know that rooms may not be ready, deliveries may be late and unexpected issues may occur. The real damage comes from a poor response. Silence, uncertainty and a refusal to take ownership make customers feel that the company does not care.

    Mini-summary: Problems happen, but poor responses destroy confidence.

    Q: What did the Taipei hotel experience reveal?

    A: At the Westin Hotel in Taipei, no room was ready at check-in. When asked when one might become available, the staff member could not provide an answer. When asked for the General Manager's name, she initially responded with silence. The incident showed that the employee had not been properly prepared to manage a predictable guest complaint.

    Mini-summary: The service failure exposed a training and leadership failure.

    Q: Why is poor customer service a leadership issue?

    A: Client-facing staff represent the company, but leaders create the systems, training and standards behind their behaviour. If employees do not know how to respond calmly, clearly and responsibly, leadership has not prepared them. Strong service does not happen by accident. It comes from deliberate training, clear expectations and consistent follow-through.

    Mini-summary: Service quality reflects the quality of leadership.

    Q: What should leaders review in their own companies?

    A: Leaders should ask whether customers can reach the right person quickly when trouble arises. They should check whether staff have been trained to handle complaints, whether escalation procedures are clear and whether service standards are actually being followed. It is dangerous to assume everything works simply because no serious complaint has reached the boss.

    Mini-summary: Leaders must test their systems before customers expose the weaknesses.

    Q: Why does this matter especially in Japan?

    A: In Japan, customers place great value on consistency, reliability and attention to detail. A single poor interaction can conflict sharply with a carefully built reputation. Protecting the brand therefore requires alignment across every customer touchpoint, from junior frontline staff to senior leadership.

    Mini-summary: In Japan, consistency and trust must be protected at every level.

    Author Bio

    Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.
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    9 分
  • Leading With R.E.A.L.

    Leading With R.E.A.L.
    2026/07/30
    Workplaces are awash with acronyms. We can sometimes hold an entire meeting using apparently impenetrable collections of letters and numbers. Acronyms are handy, though, when they make an important idea easier to remember and apply. R.E.A.L. leadership describes four practical attributes of effective leaders: Reliable, Empathetic, Aspirational and Learning. None of these qualities is revolutionary. The challenge is demonstrating them consistently when deadlines are tight, pressure is high and everyone is busy. What does R.E.A.L. leadership mean? R.E.A.L. leadership means being Reliable, Empathetic, Aspirational and committed to Learning. Together, these four attributes create trust, engagement, direction and adaptability. Leadership frameworks only matter when they influence daily behaviour. A beautifully designed company value printed on the wall is not much use when the boss repeatedly breaks promises, ignores employee concerns, communicates no compelling future and refuses to reconsider outdated ideas. The R.E.A.L. model gives executives, managers and team leaders a practical leadership checklist. Reliability creates credibility. Empathy helps leaders understand what people are experiencing. Aspiration connects everyday work to a bigger purpose. Learning prevents the leader and the organisation from becoming trapped by yesterday's success. This model applies across Japanese companies, multinational corporations, small and medium-sized enterprises and fast-growing startups. The balance may differ, but the underlying leadership expectations remain remarkably similar. Do now: Ask yourself which of the four R.E.A.L. qualities your people experience most strongly—and which one they rarely see. Why is reliability essential for leadership trust? Reliable leaders build trust by doing what they say they will do, keeping their promises and showing consistent interest in the development of their people. Reliability sounds obvious, but it frequently breaks down in practice. Leaders make commitments during meetings, become distracted by the next emergency and quietly forget what they promised. Employees do not forget. They watch whether the leader's words and actions match. Trust is not built by position, title or a magnificent name card. It develops when people see a predictable pattern of follow-through. This includes delivering decisions on time, providing promised resources, giving feedback and supporting an employee's professional growth. Leaders also need to connect organisational objectives with individual goals. Employees naturally wonder, "What is in this for me?" That is not necessarily selfishness. They want to understand how their effort affects their career, skills, reputation and future opportunities. When company and individual interests are aligned, leaders usually gain stronger commitment, greater loyalty and better execution. Do now: Review the promises you have made to your team during the past month. Close the loop on every outstanding commitment. How does empathy improve leadership performance? Empathetic leadership improves performance because leaders make better decisions when they understand the experiences, concerns and viewpoints of their people. Empathy is closely connected to listening. It is difficult to see a situation from another person's perspective when we have never taken the time to discover what that perspective actually is. Busy bosses often see the calm surface of the workplace but miss what is happening underneath. Employees may appear cooperative while privately dealing with confusion, frustration, excessive workloads or concerns about organisational change. Leaders who only demand the numbers may achieve short-term compliance, but they can lose ideas, initiative and discretionary effort. Position power works up to a point. Employees will often do what the boss commands because they have little choice. However, authority alone rarely unlocks creativity, honest feedback or intelligent disagreement. Empathetic leaders do not abandon standards or avoid difficult conversations. They combine accountability with curiosity. They listen carefully, ask thoughtful questions and communicate that they genuinely care about the people producing the results. Do now: In your next one-to-one conversation, spend more time asking and listening than explaining and directing. What makes an aspirational leader effective? Aspirational leaders help people see beyond immediate targets by connecting individual responsibilities to a meaningful and achievable future. Most organisations are consumed by the urgent. Teams concentrate on this month's sales, this quarter's costs, the latest customer complaint or the next internal deadline. These issues matter, but leadership also requires the ability to hover above the everyday melee and see the destination on the far horizon. An aspirational leader explains where the organisation is going, why the destination matters and how each person contributes...
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    8 分
  • Using Slide Visuals

    Using Slide Visuals
    2026/07/26

    Q: Why should presentation slides contain less information?

    A: The slide should support the presenter rather than replace the presenter. When a screen is crowded with paragraphs and sentences, the audience starts reading and stops listening. A simple visual lets people understand the idea quickly and then return their attention to the speaker.

    Mini-summary: Simple slides keep attention on the presenter.

    Q: What is the two-second rule for slide visuals?

    A: The audience should be able to see and understand the slide within about two seconds. If the meaning takes longer to grasp, the visual is probably too complicated. A clear slide communicates immediately and allows the presenter to explain why the information matters.

    Mini-summary: Make the visual understandable at a glance.

    Q: How much text should appear on a slide?

    A: The six-by-six guideline recommends no more than six words on a line and no more than six lines on a slide. It is a practical reminder rather than an absolute rule. The objective is to use short words, phrases, numbers and bullet points instead of dense written explanations.

    Mini-summary: Use the minimum text needed to support the message.

    Q: Which fonts and visual formats are easiest to read?

    A: Large sans serif fonts such as Arial are generally easy to read on a screen. A title may be around forty-four points and body text around thirty-two points. Underlining, excessive bolding and italics can reduce readability. Photographs and simple visuals work well because audiences understand them quickly.

    Mini-summary: Choose large, simple and highly readable visual elements.

    Q: How can presenters in Japan avoid overloaded slides?

    A: Japanese business presenters often include extensive detail to satisfy stakeholders and demonstrate thorough preparation. The intention is careful, but the slide can become crowded. Put supporting detail in a handout or appendix and keep the presentation slide focused on one clear idea.

    Mini-summary: Move the detail elsewhere and protect the main message.

    Author Bio

    Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.
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    7 分
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