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The Leadership Japan Series

The Leadership Japan Series

Dr. Greg Story

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.

597 - 585 Why Becoming An Effective Leader Is Challenging In Japan
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  • 597 - 585 Why Becoming An Effective Leader Is Challenging In Japan

    We recently completed an in-house Leadership Training for Managers programme for a local Japanese firm. The President founded the firm as a spin-out from a well-established international accounting company many years ago and has successfully grown the organisation. He is now considering succession planning and aims to develop his senior leadership team. He had an internal survey conducted on the training programme, which he then shared with the trainer who delivered the course and myself.

    Survey results on training can sometimes be challenging, and this case was no different. Some participants felt the training was too long, while others thought it was too short. Some found the content very challenging, and others not challenging enough. As is often the case, the majority were neutral, while we mainly received strong feedback from the outliers.

    However, there were some particularly intriguing comments. A few participants mentioned that they found the training exhausting, claiming it impacted their ability to perform their work after the sessions. The core training involved weekly 3.5-hour sessions over seven weeks. Concentrating on new content, which differs from daily tasks, can certainly be demanding.

    Several participants also noted that the programme contained a lot of content, which is true – it is a course with substantial material. However, I wouldn’t describe any of the content as particularly complex. Dale Carnegie training is highly practical and addresses real-world needs rather than being theoretical. New concepts require the brain to engage, which some participants found challenging. We also employ the Socratic method, encouraging self-discovery through questioning.

    This approach differs from the standard Japanese educational method, which still leans on Confucian principles of memorisation and rote learning. Our approach often surprises new participants, who arrive prepared to take notes on whatever the instructor says. Instead, we plant seeds of information, prompting participants to reflect on their beliefs, experiences, and ideas. When they share their thoughts, we ask them to explain their reasoning. This is much more demanding than simply reproducing what the teacher says, so it’s no surprise it can be tiring.

    Some participants also mentioned fatigue from needing to speak up during the sessions. We incorporate extensive group discussions, often in small groups where there is nowhere to hide; everyone has to actively share their ideas and experiences. They can’t be passive, sitting silently – they need to think on their feet and articulate their ideas. This can be mentally taxing, as there is pressure to communicate clearly without appearing unprepared. Many also discover they are not naturally succinct, logical, or well-organised communicators, which can add a level of stress. They may observe peers expressing themselves well and feel a gap in their own skills, creating additional pressure. They also realise they haven’t engaged their minds this way in some time, so it can feel like dusting off mental cobwebs.

    When I go to the gym, I push my muscles to lift heavier weights and increase repetitions. This is tiring and sometimes even painful. Challenging the brain is similar – it can be tough if you’re not doing it regularly. Many leaders in this team have been performing routine tasks that they have already mastered, so they haven’t faced much challenge in their work so far. Their focus has been on managing their teams, and the broader aspects of leadership have been outside their experience. This training has been an eye-opener, revealing what leadership should entail.

    The idea that training should not be mentally taxing is interesting. Growth requires stepping out of your Comfort Zone and engaging with challenging content and new methodologies. This is how we grow. Expecting to progress without stepping beyond what’s familiar is a quaint notion. If we continue to do what we have always done, in the same way we have always done it, we will achieve the same results we have always achieved. Stepping up means trying new things or taking on different tasks – both of which are challenging and tiring. And that’s exactly how it should be.

     

     

    Wed, 13 Nov 2024 - 10min
  • 596 - 584 Breaking Leader Bad Habits - The Struggles of Health, Fitness, and Stress We All Face

    Are you sitting too much and for too long at your desk every day?  Are you eating too much every meal because your mother told you when you were a kid to finish everything on your plate.  Are you hitting the booze after work with your mates or at home to rid yourself of your stress?  Are your kidneys and liver in good shape? Are you carrying around too much meat and making your muscles and organs work much harder than they should? Is your blood pressure elevated and too high every day?   Are you constantly thinking about all of your troubles at work?  Are you having trouble getting good quality consistent sleep?  Are you promising yourself to get to the gym, but don’t make it as often as you need to in order to make any progress?

    Well, I have pretty much described myself here.  Knowing about it and doing something to fix it are two universes separated by infinite space.  Intellectually I know what I should do, but practically I struggle with a lifetime of negative habits which all need work.  I do a lot of pontificating in my content about what to do and how to do it, so I can imagine I can come across as Mr. Goody Two Shoes pseudo perfect. This time I will use myself and my failings as the mirror for you to think about yourself and what you are doing if you share these same attributes. 

    Ironically, as I sit here writing this, I have been sitting at my home desk writing my weekly blogs for the last three hours and haven’t once stood up.  I know just sitting is bad, but I get into a concentration zone and I forget to stand up. Right, I am going to use a timer with an alarm and set it so that I stop what I am doing and stand up and walk around at set intervals, a bit like the pomodoro method of twenty-five minutes work, five-minute break and then after four pomodoros take fifteen minute break.

    Eating less is a choice.  Leaving parts of the meal unconsumed is a choice. Another irony.  I am sitting here in Tokyo writing this blog and we have the “hara hachibu” tradition here in Japan of only eating until 80% full. This idea originally came from Okinawa and they are one of the longest lived peoples in the world. I have to break that habit driven deep into my mind by my Mum and not feel compelled to eat everything on the plate.  I had lunch the other day with my mate Tak and I noted he left most of his chicken uneaten, which was quite a feat, as the main meal was chicken.  Growing up in Japan, maybe he didn’t have to break free of the gravitational pull of “finish everything on your plate”.

    Roughly once a week, over a meal with my wife, I like to drink Australian wine at home on Fridays after my hard toil at the Dale Carnegie Siberian Salt Mines.  I used to finish a bottle between us, but actually I was drinking most of it.  Today, I am down to a single glass to give my blood pressure, kidneys and liver a rest.  This is extremely hard because I want to keep drinking.  It is a weekly battle with myself to stop at one glass.

    At one point back in the 1990s, when I was working in Nagoya, after many months of wining and dining and being wined and dined, my weight blew up to 90kilos.  I didn’t notice it, because it was gradual.  After one event where we were having a meal sitting on tatami, some kind soul sent me a photo from the evening.  It was taken from the side, so I got a full appraisal of the profile of my massive girth.  I was so shocked.   Today, my weight floats around 82-83 kilos at the moment and I need to get it floating around 80—81, and those last couple of kilos seem so hard to evaporate.  For reference purposes, when I was competing in karate competitions, I was fighting in the 75-80 kilo weight division, so getting close to my fighting weight is a good goal for me to have.

    Switching off from work is a pain.  I think about my problems at work all day and night, and that black monster is always sitting there in the darkened corner of my mind.  Lately, I am also adding to my woes by not getting good quality sleep.  I am not sure why that is, but I think part of it is not enough exercise.  I need to be more tired at night so that I drift off to sleep quickly and smoothly.  I was walking every morning, then I caught a cold with the change of the seasons, so I took a break.  Then I tripped on the stairs at home, smashed my toe into the stair rise and it is a miracle I didn’t fracture it, but boy has it been sore.  Consequently, no walking in the morning.

    I need to get back to that routine of awakening at 5.50am, get out the door, walk for an hour while listening to podcasts and then get off to work.  Getting to the gym regularly is a difficulty because I am often at networking events at night, but I know I can do better.  What about going to the gym on the weekends?  I can do better.

    One item you may note that is prominent by its absence is smoking and the quitting thereof.  Both my parents died of lung cancer and my father at age 51, so I have never smoked.  If you are a smoker, then I haven’t got much to say from any personal experience.  I have read that as soon as you quit, the body starts to rebuild and you can repair the damage you have been doing to your lungs and broader health.  Apparently, after a year since you quit, your risk of heart disease is halved and after five years, your chances of a stroke and cervical cancer are the same as a nonsmoker.  Worthwhile thinking about I would say.

    Everything I have talked about today is within my grasp, if I choose to grasp it.   I don’t need a Life Coach, a Personal Trainer, Ozempic or anything else but will, determination, consistency and making some decisions and sticking to them. How about you?

     

    Wed, 06 Nov 2024 - 12min
  • 595 - 583 AI Enabled Leadership In Japan

    We know that AI has gone from the domain of geeky people in white lab coats to the mainstream of business in a nanosecond. Such speed is difficult to keep up with and the roll out of new options continues unabated. As the leader how do we surf this tech wave and prepare our people for this AI enabled future/ 

    Making data backed decisions is always preferred in leadership and AI has the power to crunch large amounts of data and provide answers very quickly.  As long as it isn’t lying to us with so-called hallucinations about the results, then it is a big help.  Direction on using AI in our businesses is not going to bubble up from down below and we leaders need to get to work to harness this beast.

    1.        Audit

    We can start with an audit of where we think AI can bring savings in terms of time, money, effort and quality.  Doing this process with the team is required because we want them to own the process and the results.  There may be fears that certain jobs will disappear because of AI and we need to face that reality head on.  It doesn't necessarily mean the person leaves the firm because finding staff in Japan is at a premium, but it may mean their job content changes.  There will be flow on effects about required retraining and thought has to be put into the feasibility of doing that with the resources we have available.

     

    2.        Strategy & Innovation

    Having completed the audit we now have some insight into the opportunities and difficulties working with AI will bring, rather than relying on our imaginings of the future.  Where is the intersection of AI capabilities and the goals we have set for the firm?  The goals are usually revenue related and these won’t change much, but the way we deliver the results could.

     

    People will have to work with AI, there is no escaping that fact, so what is the strategy to determine how this happens?  We don’t want to leave everyone to their own devices to wander off and somehow work it out by themselves.  Which AI platforms do we need, how much should we budget for them and who will take care of what, are leading questions we need to find answers for?

     

    For some staff, AI may never be an immediate part of their world at this point, although that may also change.  We need to do an analysis of who needs it the most and who needs it first.  Which jobs will benefit the most from applying AI’s capabilities to the work?  That simple question may be difficult to answer because we have to explore the possibilities AI introduces.

    We may need to appoint champions to drive the usage of AI inside the company, so that we can break the task up into smaller pieces. The scale of AI can be overwhelming.  How can we find ways of having AI help us with becoming more innovative or at least set out some frameworks for us to explore by ourselves?

     

    3.        Staff Training

    A lot of the training for the use of AI will be internal with people dedicating time to play with it.  If we think of AI as external to our work, then we won’t nominate the time for people to experiment and learn on the job.  The explosion of AI means that no one can keep up with the latest developments as functionalities are superseded by new alternatives.

     

    There is also the issue of the broad range of platform variations and upgrades which are emerging every month.  How can we navigate this breadth and speed?  We can’t but we shouldn’t be so overwhelmed we don’t start.

     

    We should select a few platforms which seem to have the greatest application for what we do and start there, realising we may need to jump on to the back of faster racehorse, once the gun has sounded and we are off barrelling down the track. 

     

    We should block out a certain number of hours per week for our team members to play with AI and see where they can apply its power to the business.  If the leader nominates 4 hours a week, for example, then that gives people permission and time from within their work day to experiment. 

     

    4.        Reporting

    Naturally, we want to have reports and updates on the progress and learnings these hours experimenting are yielding.  This requires some time scheduling changes for everyone and for the boss too.  These ideas are all difficult in an already busy life, but we have to grant AI the priority or it will all just be hot air from the boss and there will be no follow through.  We are all touching different parts of the machine, so getting together to share makes a lot of sense and the boss can nominate a couple hours in a month to make sure that happens.

     

    5.        Data

    We will unearth and collect a host of data, but what do we do with it?  This seeking data for data’s sake is tremendous fun for some, but it all has to connect back to driving the firm forward.

     

    There will be financial data we can use to try and pick up trends or patterns which will aid us in trying to set budgets and allocations for spending.  There will be customer data which can reveal aspects of our service we need to work on or areas where we need greater investment.  There will be market and buyer data we can get access to which may not have been available before, which can better inform the strategies we develop and the decisions we take. Can we find data which will help us maximise our efficiencies and drive the effectiveness of the business?

     

    6.        Clients

    Can we get deeper insights into our client’s situation?  Obviously clients don’t share everything with us and often we are working blind to the realities they are facing.  How can AI help us to better understand the buyer’s sector of the industry, what is happening with their competitors, government regulations, currency fluctuations, etc.

     

    AI is here to stay and we are all riding the wave whether we like it or not.  Have we decided yet to deal with it intelligently or are we going to keep doing things in a sporadic fashion?  It is time for the leader to lead the firm’s AI revolution.

    Wed, 30 Oct 2024 - 11min
  • 594 - 582 Leading People Through Disagreements in Japan

    Recently, I was teaching a class of APAC executives on how to handle pushback to their ideas. Some participants were senior legal counsels, who frequently had to say "no" to their salespeople. As a salesperson myself, being told "no" is something that comes with the territory and is not intimidating at all. In fact, we often hear "no" most of the time. We're tough and have learned to persist until we achieve a "yes."

    These executives spoke about how challenging it was to get the other side to accept their advice or point of view, which made a lot of sense. Think back to your school days—was there ever a course, or even a fragment of one, that taught you how to argue with someone to get them to agree with you? Academic debating is different; it's an arbitrated intellectual exercise. But the dynamics within a company are entirely different, and most of us aren't trained for these real-world, practical needs, even through corporate education.

    Here are some key steps to successfully navigate resistance and disagreement, especially when you're battling over ideas, policies, direction, or decisions.

    1. Truly Listen to the Other Side

    We often think we are listening, but when we hear the word "no," it looms large in our minds. We become preoccupied with crafting our counterargument and, as a result, stop fully listening to what’s being said. People often make a statement we dislike and then provide their reasoning. If we've already stopped listening after the part we didn’t like, we can’t fully appreciate their logic.

    2. Pause Before Responding

    Before blurting out our disagreement, we need to pause and think. There are a few ways to do this. We can remain silent and think before speaking, although this can be tricky, as silence may prompt the other party to press harder and add more information. Another method is to use a "cushion"—a neutral, non-committal statement that neither agrees nor disagrees. This buys us valuable thinking time. Even a brief pause of five or six seconds can significantly improve the quality of what we say. Without that pause, we risk saying something we regret because we haven't had enough time to formulate a proper response.

    3. Reflect Briefly

    Use this pause to have a brief internal conversation about the topic. Ask yourself: What do I believe? And why do I believe it? Usually, our opinions are formed based on some personal experience, or something we’ve read, heard, or seen. Recalling the origin of our belief helps us structure our response.

    4. Share Your Story

    Once you've reflected, tell your story. It doesn’t have to be long, but it should clearly outline what happened, where, when, and who was involved. This method reminds me of Japanese grammar, where the verb comes at the end of the sentence, determining whether the action is positive, negative, past, present, or future. You can’t interrupt someone in Japanese until they finish their sentence because you don’t know where they’re going with it. In English, listeners often anticipate the conclusion and jump in or finish the sentence for the speaker. You can't do that in Japanese.

    By telling your story, you provide background and context. While the listener can disagree with your conclusions, they can’t argue with your background or experience. Given the same context, they might reach the same conclusion. If you tell your story well, they might even reach your conclusion before you do. By holding off on the "punch line" until the very end, you prevent interruptions and ensure they hear you out. Even if they still disagree, they’ll have a clear understanding of why you hold your views.

    By following these four steps, you can persuade others to consider your ideas and ensure you're heard and understood. In the worst-case scenario, even if they still disagree, at least they will fully understand your reasoning. This allows for a civil discussion without heightened emotions, preserving relationships and enabling you to agree to disagree.

     

    Wed, 23 Oct 2024 - 12min
  • 593 - 581 Techniques For Getting Agreement As The Leader In Japan

    Pulling rank on people is clearly the fastest and easiest way to get people to fly straight and do what we want. It is also a very dangerous choice in Japan in an era when the demand for people is so strong and the supply so limited. Mobility today means people have choices. If you are not interested in what they have to say or their ideas, they will jump ship to somewhere they think they will be better appreciated. The problem is their ideas are rarely much chop.  They don’t have the experience, sufficient information, enough understanding of the context or the weight of responsibility on their shoulders if it doesn’t work. In a busy boss life, the simplest thing is to tell them “that won’t work” and just keep moving forward because there is so much to do.

    Here are some human relations principles we can  employ to do a better job in our communication with our people.

    1.        The only way to get the best of an argument is to avoid it.  This sounds a bit counterintuitive.  Does it mean I just fold and let them have their way? Not at all.  However we know that people rarely yield once they get into an argument and graciously accept our viewpoint.  Rather they have their ego wrapped up in what they are saying and they won’t let go, so they just keep arguing with us.  Our best response is to not respond in kind and try a different track.

    2.        Show respect for the other person’s opinion – never say you are wrong.  This is a red flag to a bull.  One of my trigger words is to be told “no” and another is “you are wrong”, which is basically the same answer. We have to learn to disagree in a way which maintains the relationship.  Telling people they are wrong isn’t going to help with that aim. Whenever the urge seizes you to tell others they are wrong resist the temptation.

    3.        If you are wrong, admit it quickly and emphatically.  Leaders have ego, position power, pride and status and admitting we are not perfect is not easy for us. If we admit it won’t we be eroding our power?  That fear is fair enough, but what we will find is that by giving up the God mantle and admitting we are human makes it easier for our team to emphasise with what we are trying to do.  The secret is all in the communication of how we admit we are wrong.

    4.        Begin in a friendly way.  This sounds easy except when we are busy, harassed, pressured and under the gun we forget this part.  We bring our businesslike self to the conversation rather than stepping back and thinking about first impressions for this conversation.

    5.        Get the other person saying “yes, yes” immediately.  Manipulation was the first thing which sprang into my mind when I heard this Principle.  That obviously is a losing proposition.  What is meant here is that our communication skill is operating at a very high level.  We package up the idea and do it in such a way that the other person finds themselves in agreement.  This is a high level of communication skill and takes a lot of practice, but it works well when done correctly.

    6.        Let the other person do a great deal of the talking.  Leaders love to talk.  They love to hog the limelight and dominate the conversation because they are such amazing individuals. Rather by giving the floor to others they in turn will feel appreciated and valued.  We already know what we know, so this also invites the opportunity for us to learn things we actually don’t know and broaden our perspectives.

    7.        Let the other person feel the idea is his or hers.  Sounds like more manipulation, but it isn’t.  We remember that Socrates was famous for getting people to go deeper in their thinking by asking a series of questions which drove the quality of their understanding.  This is the same idea.  We communicate in such a way that the other person self-discovers the same thinking that we came up with and now we are in perfect agreement.

    As the leader we can always do better and usually, it is our poor communication ability which leads us into trouble. By changing our approach and how we express ourselves we will have much more impact on getting others to follow us.  Brute force is not going to work in Japan anymore, so we need better tools. 

    Wed, 16 Oct 2024 - 10min
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