『The Leadership Japan Series』のカバーアート

The Leadership Japan Series

The Leadership Japan Series

著者： Dale Carnegie Japan
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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. マネジメント マネジメント・リーダーシップ 経済学
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  • Who Do You Talk To When You Are The Leader?

    Who Do You Talk To When You Are The Leader?
    2026/08/26
    Leadership can be lonely, particularly when the organisation is under pressure. Employees expect confidence, clients expect stability and family members naturally worry when they hear that the business is struggling. So, who can the leader talk to? There is no perfect answer. Leaders need trusted advisers, but they also need the ability to process pressure independently, control their messaging and convert anxiety into practical action. Why Is Leadership So Lonely During A Business Crisis? Leadership becomes lonely because everyone looks to the leader for reassurance precisely when the leader may be experiencing the greatest uncertainty. During the COVID-19 pandemic, business leaders faced collapsing demand, government restrictions, staff anxiety, supply-chain problems and serious cash-flow pressures. Different industries were affected in different ways, but the leadership problem was universal: people wanted to know whether the organisation would survive. When sales decline, problems multiply quickly. Revenue drops, but rent, salaries, supplier payments and other fixed costs continue. Employees notice the warning signs and begin imagining the worst. The leader cannot ignore these concerns. At the same time, repeatedly broadcasting personal fear can weaken confidence throughout the organisation. Do now: Recognise that leadership pressure is real, but separate your need for emotional release from your responsibility to provide direction. Should Leaders Be Completely Transparent With Employees? Leaders should be honest about business conditions, but honesty does not require sharing every private fear, worst-case scenario or untested concern. When leaders conceal obvious problems, employees fill the information vacuum with rumours. They may assume the company's position is much worse than it actually is. Complete emotional disclosure creates a different risk. Employees may interpret the leader's uncertainty as evidence that there is no plan. The better approach is disciplined transparency. Explain what has happened, what the numbers show, which risks matter, what management is doing and what employees can control. For example, a leader might say, "Revenue is below target, so we are reducing discretionary spending and protecting our priority client relationships." That is more useful than either pretending nothing is wrong or declaring that the company may collapse. Employees need reality, direction and appropriate confidence. Do now: Communicate the facts, the response plan and the next review point. Keep personal panic out of company-wide messaging. Can A Leader Talk Openly With Clients? Clients can become trusted friends, but they are still clients and will protect their own organisations first. Strong commercial relationships are usually built on credibility, trust and personal connection. People prefer doing business with people they know and like. However, telling a client that your organisation may be unable to pay salaries or continue operating can trigger an immediate risk-management response. The client may start searching for an alternative supplier, even when the personal relationship is excellent. This is especially important in Japan, where reliability, continuity and long-term supplier relationships are highly valued. A buyer may sympathise with your difficulties while simultaneously concluding that depending on your company is too dangerous. Leaders should be truthful when an operational problem directly affects the client. They should not use clients as an audience for unrestricted emotional unloading. Do now: Tell clients what affects delivery, quality or continuity. Do not burden them with every internal fear behind the problem. Should Leaders Share Their Business Stress With Their Partner? A partner can provide emotional support, but unmanaged disclosure may transfer the leader's anxiety to the entire family. After carrying pressure all day, leaders naturally want to unload when they return home. The difficulty is that a partner may hear a business concern as a threat to the mortgage, school fees, retirement plans or the family's long-term security. This does not mean leaders should hide everything. Silence can damage trust and create emotional distance. The better approach is to explain the situation with context. Clarify what is known, what remains uncertain, what actions are being taken and whether the family is facing an immediate financial threat. There is an important difference between saying, "I am dealing with a difficult quarter," and spending every evening describing catastrophic possibilities with no structure or conclusion. Do now: Share enough to preserve trust, but avoid repeatedly bringing raw, unresolved panic into the home. Can Friends Or A Business Coach Help A Leader? Friends and coaches can help, but their usefulness depends on trust, commercial experience, local knowledge and their ability to understand the leader's real situation. Many senior leaders discover ...
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    12 分
  • Leaders, Not Just Managers Please

    Leaders, Not Just Managers Please
    2026/08/19
    Many organisations say they need better leadership, but what they often have is a collection of very busy managers. Managers are expected to control costs, meet deadlines, maintain quality, solve problems and keep increasingly complex processes moving. Then, without providing much leadership training, companies complain that these same people are not developing their staff, communicating the strategy or inspiring stronger performance. Management and leadership overlap, but they are not the same job. Organisations need people who can manage the processes, interpret the strategy and develop the people. What is the difference between a manager and a leader? Managers make sure the work gets done correctly, while leaders make sure people understand where the organisation is going and want to contribute to getting it there. Managers naturally concentrate on processes, budgets, deadlines and quality. Modern work involves multiple interconnected tasks, so one late or poorly completed piece can disrupt an entire project. Someone must watch the details and make sure everything stays in tandem. Leadership adds two major responsibilities: setting or interpreting the strategy and developing the people. Senior executives may determine the broad corporate strategy, but leaders further down the organisation must translate that strategy into meaningful action for their own division, department or team. The problem is that companies often promote good technical performers into management and assume leadership will somehow appear automatically. Do now: Clearly define which parts of a role involve managing processes and which parts require leading people. Why do good managers sometimes struggle to become leaders? Good managers often struggle with leadership because the abilities that earned them promotion are not necessarily the abilities they need after promotion. A technically strong employee may be promoted because of expertise, reliability and attention to detail. These are valuable qualities, particularly in Japan's no-defect work culture, where managers are expected to prevent errors and avoid surprises. However, leadership requires a different set of behaviours. Leaders must communicate direction, coach individuals, handle difficult conversations, build confidence and persuade people to support objectives beyond their own immediate responsibilities. Too many companies provide little formal training, limited onboarding and almost no meaningful on-the-job coaching before expecting newly promoted managers to lead effectively. This became even more obvious during the pandemic, when remote work reduced opportunities to observe experienced leaders and learn informally. Promotion changes the title immediately. It does not automatically change the person's capabilities. Do now: Provide leadership training before or immediately after promotion rather than waiting for the new leader to struggle. How should leaders connect corporate strategy with daily work? Leaders must translate broad corporate strategy into practical priorities that employees can understand, remember and act upon. Vision, Mission and Values statements are often beautifully framed and placed behind glass. Unfortunately, many become corporate dust catchers. Nobody remembers them, nobody discusses them and certainly nobody lives them. The leader's job is to make those ideas real. Employees need to understand how the organisation's strategy connects with their daily responsibilities, customer interactions and decisions. They also need to know what the strategy means for their particular team. This requires repetition. It is not enough to mention the strategy at an annual meeting and assume everyone is now aligned. At Dale Carnegie Tokyo Training, we begin each morning with what we call the "Daily Dale". We review our Vision, Mission and Values, together with one Dale Carnegie human relations or stress management principle. Repetition helps the team remember the ideas so they can actually live them. Do now: Turn strategic language into short, repeated conversations about what employees should do differently today. How did Ritz-Carlton make its service principles part of the culture? Ritz-Carlton made its service principles operational by discussing them constantly rather than leaving them in a manual. I once attended a presentation in Osaka by Ricco De Blanc, who helped open the Ritz-Carlton hotels in Osaka and Tokyo. He explained the organisation's customer service principles and how they were embedded into daily operations. I was so impressed that I later invited him to speak to my colleagues at Shinsei Retail Bank. I also convinced my boss to send me to the Ritz-Carlton training centre in Washington, D.C. When I returned, I adapted what I had learned and created customer service principles for our retail banking business. The secret sauce was consistency. At Ritz-Carlton locations around the world, each shift began by reviewing the same service principle ...
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    16 分
  • Things Leaders Should Be Doing

    Things Leaders Should Be Doing
    2026/08/12
    There are tons of things leaders should be doing. The sheer volume of advice can become a mental blizzard—a complete leadership whiteout. That is why it helps to isolate a few essential leadership practices and remind ourselves why they matter. These are not complicated theories. They are practical leadership disciplines that determine whether teams produce results, understand expectations, cooperate effectively and continue moving in the right direction. Here are eleven leadership basics worth revisiting. What should leaders focus on first? Leaders should focus chiefly on the results to be achieved rather than simply on the activities being performed. Everything happening in the organisation should move the team towards a desired outcome. That sounds obvious. However, analyse your diary and look closely at where your time is going. You may be shocked by how few appointments, meetings and activities are directly propelling important results. Busy work is seductive because it creates the sensation of progress. Emails are answered, meetings are attended and reports are produced. Yet activity is not the same as achievement. Leaders also need to plan and organise effectively around the desired result. They must coordinate everyone involved so that individual contributions combine into meaningful organisational progress. Markets change, customer expectations move and circumstances can run over the top of even a good plan. Leaders must therefore keep asking whether the current plan is still relevant, whether the organisation is properly structured and whether the balance between individual responsibility and teamwork is right. Do now: Review your calendar and identify which activities directly contribute to your organisation's most important results. Reduce, delegate or eliminate the rest. How should leaders turn major objectives into action? Major objectives should be divided into bite-sized pieces, communicated clearly and supported by deadlines, measurements and individual accountability. Large organisational goals can sound inspiring but remain useless if people do not understand what they personally need to do. Leaders must translate strategic objectives into specific actions, time targets and measurable outcomes. Every important objective needs an accountability system. Without measurement, deviation from the plan can remain invisible until it is too late to make an easy correction. The post-pandemic workplace has made this more difficult. For many organisations, the orderly pursuit of targets was replaced by constant disruption, emergency responses and scrambling to survive. Even after the immediate crisis passed, hybrid work, shifting customer behaviour and economic uncertainty continued to complicate performance management. Textbook answers are not always enough. Leaders must combine data, judgement and practical experience to decide which performance standards remain realistic. Do now: Take one major organisational objective and break it into milestones, owners, deadlines and measurable indicators of progress. How can leaders establish effective performance standards? Leaders must make expectations explicit so that people know what successful performance looks like, why it matters and how it will be measured. Vague expectations create frustration. Employees believe they are doing well, while managers quietly feel disappointed. Effective performance standards remove this ambiguity. Standards should guide people towards profitable and productive action. They should be demanding enough to encourage growth but realistic enough to maintain credibility. Leaders must also build a results-oriented attitude throughout the organisation. This means helping people develop self-reliance, confidence and ownership of their goals. Remote and hybrid work have shifted visibility. Leaders can no longer judge contribution by who arrives early, stays late or appears busy in the office. Performance is increasingly represented by customer outcomes, project completion, financial measures and numbers on a spreadsheet. Some people thrive with autonomy. Others struggle without direct supervision, informal contact and frequent teamwork. Leaders must recognise these differences rather than assuming one working style suits everyone. Do now: Ask each team member to explain what is expected of them and how success is measured. Any inconsistent answers reveal a communication gap. Can leaders really motivate their people? Leaders cannot directly inject motivation into another person. They can, however, create an environment in which people are more likely to become self-motivated. Try yelling, "Be motivated, be motivated, be motivated," at your team and see how far that gets you. Leaders can motivate themselves, but they cannot control the internal drive of another person. Their real task is to understand what helps each individual perform at their best. That may include recognition, autonomy, meaningful work, career growth, ...
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    13 分
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