The Leadership Japan Series By Dale Carnegie Training Japan

How To Become A Team Builder Extraordinaire   In our organization, we may be asked to create a new division, new section, create a new team around a new piece of business or create a project team.  Well then, where should we start?  What is the best practice around doing this?  Is there a handy road map we can follow, to make this a bit more friction free?  Fortunately, we don’t have to work this out for ourselves or use any expensive  trial and error construct.  There are six stages for establishing an effective team.   Stage One: Formation The team leader’s job in the “forming” stage is to create a team bristling with trust, establish a clear structure, set the goals and direction and assign roles according to experience, fit, potential and capability.  In the first days, a lot of energy will be spent defining the team and its responses.  This is especially the case around determining what we are not going to do, just as much as what we will do.  The planning work is in Quadrant Two of time management – not

Leader Roles We Must Play   LinkedIn posts can throw up some valuable insights and contributions.  I am posting everyday, so I aim to be in that category.  I also look for interesting things that other people are posting that will help me.  Someone called Tamray Vora created an infographic called Nine Roles For GREAT Leadership.  Whether these role designations were Tamray’s original contribution or the infographic medium is the contribution I don’t know, but anyway, great work Tamray and thank you for sharing.   I liked this infographic because it does draw out our roles very well.  Architect refers to the leader setting the vision, mission, values and clarity in the business.We all know this but do our people know it. Does the most newly joined, most junior person know what the Vision of the organization is?  When we do leadership training in companies we take the nicely framed Vision, Mission, Values statement off the wall and turn it around so no one can read it. When we ask for these key drivers of the

Do You Have To Be A Saint When Leading In Japan?   Leadership can be broken up into two main activities.  One is making sure that the processes of the operation are all delivering what they should, when they should and where they should.  This is relatively straightforward, because usually all the processes are known and the people doing them have done them before and know what to do.  There are clear measurements around quantity, quality, and timeliness, so we can keep track of how we are doing.    The other aspect of leadership is building our people.  This means constantly skilling up to meet the changing demands of business, to make sure they are highly engaged and producing both effectively and efficiently. We need innovation in business to move forward and the people reporting to us are usually great sources of innovative ideas - if we are able to get them to care.   How we make the operation run smoothly is a choice.  We can be a tyrant and brutalise our people, using fear, retribution, punishment and

 AI Armageddon   Software development went down two paths. One was as a means to better control the employees and the other was to empower them.  China’s ubiquitous face recognition technology is way beyond anything predicted in George Orwell’s dystopian novel “1984”.  This is the software control function on steroids.  On the other side, technology has freed up our time, has made complex processes incredibly fast and economical.  The technology itself is just a tool, so managers need to make the decision to harness it as a shackle or as a springboard.  AI will just take this whole decision making process further and faster.    We fear AI will take away jobs and that fear is predicated on our historical understanding of the advances in technology to date.  Luddites saw their textile making craft decimated by steam powered machines.  Horse drawn carriages were replaced by cars.  Those carriage building craftsmen lost their jobs.  Salespeople working for newspapers sold job ad space to companies and it was a ri

Modern Leaders Fear Talent In The Ranks   Business today has become vicious.  Having a long career in a company is not something that is highly probable anymore. Firms have no compunction about throwing people on the scrapheap, despite the years of loyal service they have put in.  We have all become part of the gig economy, only some of us haven’t worked that one out yet.  Just look at banking.  Having a long career in banking was once a thing.  Not today.  People are forced to move, divisions are expunged and the people are shed as easily as cats shed their fur.  Bin liners are handed out and low paid, burly security guards see you off the premises. Industry after industry, tenure has become a tenuous construct.   Politics in big organizations, patronage, new brooms, new boards, new shareholders – you name it, there are multiple launching pads in companies now ready and able to blast you out of the organization.  In this mix isn’t it natural for leaders to look for places to get a fingernail hold? If there a

Leaders Who Don’t Know What They Don’t Know And Why It Matters   In 1955, psychologists Joseph Luft and Harrington Ingham, in a burst of errant egotism, foisted the words Johari Window on the world.  It is a clever idea, with a dog of a name (Joe + Harry).  A bit like those hokey Mum and Pop company names, formed by combining the spouses two personal names.  Anyway, they came up with a cognitive psychological tool to analyse our behavior. They created four quadrants named Arena, Facade, Blind Spot and Unknown.  Arena referred to things about yourself which were known to you and others. Façade were things known to you, but not others.  Blind Spot was not known to you, but known to others and Unknown was not known to you or others.   We were recently doing some leadership training and looking at the Blind Spot leader areas in Japan. What were some things that leaders were doing in Japan that they were unaware of, but which were obvious to their followers.  The group nominated being self-centered as one of them.

What Type of Leaders Do Followers Want In Japan?   Leaders want many things from followers.  Results, top line, bottom line, efficiency, cost  cutting, loyalty, engagement, consistency, honesty, skills, etc.  Great, but so what?  I love that Yogi Berra quote about leading is easy, getting people to follow you is the hard bit. As you might expect from a professional baseball player, that is pretty straight to the point, and what we would expect from someone who did well in one of the most fierce meritocracies on the planet.  So what do followers want from their leaders?     They want effective leaders.  Fine, but what does that mean in practice?  We recently held some leadership training and the participants were asked about what they meant by effective leaders. They want leaders to praise their people.  This sounds pretty straightforward doesn’t it, except that few leaders make the time to do it or do it regularly enough.  I am one of them!!!    I do appreciate how hard my team works, but my own busy, busy hi

What Type of Leaders Don’t Followers Want In Japan?   During a leadership training session here we looked at what the group thought were the traits of ineffective leaders.  Followers are pristine boss watchers.  They scrutinise the boss every day for a safety readout.  Is today the time to raise my idea about that project.  Is the coast clear to ask for money for this project. How is the mood for granting my leave approval?  Every nuance of facial, body and voice expression are minutely dissected to see if this is a fight or flight moment of interaction with the boss.  Miraculously bosses forget this and don’t recall how skilled they were at studying their own bosses, when they were on their way up through the ranks.  There were things we didn’t like about our bosses, but have we cleverly overlooked them in our own regard?   Staff don’t like bosses who give very little or no feedback.  Often the traits that self select bosses work against this.  They can be ippiki okamior lone wolf types.  They are independen

Managing Up   Why do we want to manage up? All the brains and good ideas in an organization don’t exclusively aggregate to the top of the hierarchy. In fact, one of the depressing aspects of becoming a leader, with responsibilty for others, is that you are taken away from the front line.  This is especially the case if you have been enjoying working with clients and in your new vice-regal role, you can only do that osmotically, through others in your team. You rapidly find yourself out of date with what is happening in the market and the nitty gritty of what is going on in the front line.    You see the macro numbers and can see trends, but you don’t see what is fully behind those numbers. This means that the people at the bottom will always have a perspective on the business that is denied to the boss. This is okay, as long as the boss is tapping into the knowledge and viewpoint of those in the field, those on the front line.  In a perfect word that would be the case, but in this time poor world, that is not

Mentor Others To Help Yourself   The title sounds terrible doesn’t it.  So selfish and self-serving.  The truth is we don’t mentor others because we are too busy and we can’t justify the distraction from concentrating on our own business.  That may be true, but we all know that great aphorism about “work on your business, not just in your business”.  This idea invites us to climb out of the mud, blood and chaos of daily battle in business, to check we have our ladder up against the right wall. When we look at the situation of others, we become geniuses, but somehow we are too close to our own micro world, to apply the same level of insight.  Mentoring gives us a chance to think without the internally induced pressure and therefore to see things which we are often blind to.   Finding people to mentor isn’t hard.  Within your company or business circles there will be no shortage of people who can use some additional help and will be open to learning from someone more senior and a lot more experienced.  “You can

Five Phase Practical Creative Thinking   More, faster, better with less sounds ideal, but if you are continuing to do the same things, in the same way, then the sadly, results will be the same.  That means we need to be introducing changes. The creative quotient in change has the capacity to really lift our game.  Are we maximizing the total power of the group to come up with creative interventions, which will impact our performance?  Usually the boss is barking out orders like a mad pirate or is shredding ideas from the group, as they begin to hatch.  This destroys any individual motivation to put up any further ideas and plunges the future of the organisation into idea darkness.  Not ideal.   We all know that the ability to think creatively, analyse problems and opportunities in new innovative ways are critical organisational skills, which are still underdeveloped here in most companies in Japan.  We want new discoveries, better ways of doing things, reduced costs and improved performance, but we often defe

Coaching People Out Of Downward, Negative Spirals   You are resilient, sturdy, capable, independent, hardy, self-motivated, constantly pushing and challenging the organization to go forward.  You don’t need anything in terms of social recognition or internal worth validation from others.  You are the leader and you get the job done.  Bully for you. The issues arise with those working for you, who are not like you.  They may be younger, less experienced, less educated, less confident and less convinced they can change the world through working at your firm.   Leading a bunch of clones is easy, because everyone gets it and they will file into line on command. We never get this situation though, unless we are in the elite military units perhaps, where a fearsome pruning process has been applied to whittle the punters down to the right group of super high achievers.  What we get is what the person or people before us hired and which the company can afford.  We may be able to hire a few of our own selections while

Celebrating Wins When Doing Business In Japan   We imagine we are celebrating our wins, but are we really?  I think about myself and I realize, I am not doing it.  This is a good reminder for myself, that I should be doing it more often. Japan is a highly risk averse culture, so when we ask people to step out of their comfort zone, they are hesitant to do so.  Most people don’t like change, so there needs to be encouragement and recognition to do so. Avoiding risk, responsibility and accountability are gold medal winning traits on the part of most Japanese people. This is their risk averse nature coming through.   We are all looking for innovation and progress and that means doing things we aren’t automatically good at, it means mistakes and possible failures.  All of these things get penalized in Japan. No wonder people like doing the same and safe routines they are familiar with.  We have to think about how to reward people for stepping up and stepping out.    That means praise and recognition and celebrati

Handling Mistakes In Business In Japan   Mistakes happen.  The important thing though is how we handle mistakes in Japan?  How do you handle mistakes by your staff?  We want innovation , we want improvement, we want people stepping out to grow the business.  The problem in Japan is making a mistake is taken very seriously and bosses will berate staff for errors and colleagues will be less than supportive. Consequently, staff have learned to avoid all possibility of making a mistake by not taking any risks and by avoiding all additional responsibility and accountability.  We want the opposite, but the problem is people are reluctant to do that.  When mistakes happen everyone is watching to see how the boss will react and handle the problem.  They are all thinking what will happen to me, if I make a mistake.  When they see their colleagues being hauled over the coals, they judge that is something to avoid. The best way to avoid that, is keep doing the same old safe things and don’t try anything new.   So we nee

  Time When Doing Business In Japan   Time is life, time is money and time is your business.  Business decisions are glacial here in Japan but buyer expectations of you regarding your response and follow times are exceedingly high.  Tokyo especially bustles along.  You see it in the mornings. I catch my subway train around 7.15am in the morning and to my astonishment I see people dressed for business, running through the subway station.  Why are they running at 7.15am in the morning? Who knows, but it just reinforces that things are moving fast here in this crazy capital.  The pace of life is fast so we have to be very well organised to keep up with buyer’s expectations.   It is so much harder to be well organised today.  Emails are hitting our inboxes like a tsunami, just wave upon wave of new emails, without remorse and without relent.  You cannot call any one anymore either because they are in meetings, everyone is in meetings.  You know your email will get drowned in their inbox and you cannot get them on

Delegation In Business In Japan   We know that delegating tasks is important but we have tried it in the past and found it didn’t work well, so we have given up on it.  Why didn’t it work well?  This usually because of the way we do the delegation.  We just dump the task on someone and tell them when we want it, as we gracefully slide off into the mist.  We turn up at the designated production point to find it hasn’t been done or has errors or has been taken off on a complete different direction to what we expected.  The timing means it is too late or panic stations to try and fix it by the deadline. We blame “delegation” the process rather than ourselves.   So we start saying dumb things to ourselves like “it would be faster if I do it myself”.  We do this because we don’t want to invest the time in teaching someone else how they should be doing it.  This is a big mistake because if we keep doing it this way we will never be able to delegate anything.  There is a big opportunity cost here, because we can’t f

Japan Can Be Brutal In Sports And Business We recently had a blatant example of poor sportsmanship here in an American Football game between two traditional University team rivals.  It gained massive media coverage because it was unusual.  I think it is pretty clear to everyone that Nihon University American Football coaches Inoue and Uchida told linebacker Miyagawa to injure the Kansei Gakujun University Quarterback. In their press conference they said he misunderstood their orders. Probably what they meant was injure the Quarterback, but not so blatantly that it has gone viral. Sports in Japan is still feudal in some areas and violence toward players is tolerated by the institutions because they want to win and gain prestige. Isolated incident you may be thinking?  Think again. Do you remember a few years ago when the Sakuranomiya High School basketball captain chose death by suicide, rather than face another demeaning day of 30 slaps in the face from his Coach Komura. The coach “got results” so his coachin

Stress In Business In Japan   We know that stress is a killer.  Stress is something that sits there under the surface and it effects our health and our performance.  It runs deep and can well up in us.  We are not fixing it or diminishing it, we are just suffering it.  Japan can be stressful place in business.  Decisions take a long time and the client is never on your timetable.  You expected that payment, but it didn’t turn up.  You discover that the invoice had to be in by the 15thof the month, but no one bothered to tell you that.  You are not getting paid and now cash flow issues arise.   Currency movements have now had a strong impact on your profitability and this wasn’t factored in fully, when you did the business plan.  Regulatory barriers are making it hard to supply the market.  The buyers prefer the devil they know, to the angel they don’t know, and that angel means you.  So how do you break into this market when nobody knows you? Then you have the problems of running your own team.  People are ge