THE Leadership Japan Series By Dale Carnegie Training Tokyo Japan podcast

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48:45

Medical advancements don’t just spring up—they happen by building on decades of previous discoveries. Today, one of these advancements might be on the verge of another breakthrough. But what had to happen first for it to exist? In this episode, co-hosts Dr. Raven Baxter and Dr. Ronald Gamble explore how a vaccine candidate for a deadly, once-mysterious bacterial disease came to be. The story takes them from one doctor’s groundbreaking connection in the 70s, all the way to a real lab where vaccines are being developed today. Featured Guests : – Carol Baker, Pediatric Infectious Disease Specialist – Isis Kanevsky, Senior Director, Vaccines, Pfizer – Ksenia Krylova, Senior Director, Vaccines, Pfizer Dive into the episode here : 02:54 - Getting into the problem 05:11 - The basics of immunity and vaccine science 09:32 - What is a conjugate vaccine? 14:44 - Group B Strep: A case study 22:23 - Talking to a GBS pioneer 31:40 - A trip to the lab 43:08 - What's next, and closing thoughts Season 5 of Science Will Win is created by Pfizer and hosted by Dr. Raven Baxter and Dr. Ronald Gamble. It’s produced by Acast Creative Studios. Check out our social media platforms to take a deeper look into the labs and stories we discuss during the episodes: Instagram (@pfizerinc), TikTok (@pfizer) Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

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THE Leadership Japan Series is powered with great content from the accumulated wisdom of 100 plus years of Dale Carnegie Training. The Series is hosted in Tokyo by Dr. Greg Story, President of Dale Carnegie Training Japan and is for those highly motivated students of leadership, who want to the best in their business field.

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THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

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THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
How to Stop Forgetting Things 12:46

3 hours тому12:46

12:46

Feeling busier and more distracted than last year? You're not imagining it—and you're not powerless. This guide turns a simple "peg" memory method into a fast, executive-friendly workflow you can use on the spot. Why do we forget more at work—and what actually helps right now? We forget because working memory is tiny and modern work shreds attention; the fix is to externalise what you can and anchor what you can't. As channels multiply—email, LinkedIn, WhatsApp, Line, Telegram—messages blur and retrieval costs explode. First, move details out of your head and into calendars, task apps, and checklists. Second, when you must recall live (presentations, Q&A, pitches), use a method that forces order on demand. That's where "peg numbers + peg words + peg pictures" wins: it's fast, portable, and doesn't depend on a screen. Do now: Decide which meetings require live recall versus notes-on-desk. Use tools for storage; use pegs for performance. What is the Peg Method—and why does it work under pressure? The Peg Method gives you nine permanent "hooks" (1–9) that never change; you hang today's items on those hooks using vivid mini-scenes. Consistency is the trick. When the pegs stay fixed, recall becomes automatic: say the peg, see the picture, retrieve the item—in order. This scales from shopping lists to leadership talking points, risk registers, and sales objections during a live demo. Executives like it because it's device-free, language-agnostic, and works whether you're in Tokyo, Sydney, or Seattle. Do now: Lock your baseline pegs today so they never change: 1 = Run, 2 = Zoo, 3 = Tree, 4 = Door, 5 = Hive, 6 = Sick, 7 = Heaven, 8 = Gate, 9 = Wine. How do I build pictures that "stick" in seconds? Use A-C-M-E: Action, Colour, Me, Exaggeration—three-second scenes beat perfect ones. Give each peg-scene movement (Action), crank the saturation (Colour), put yourself in the frame (Me), and overdo scale or drama (Exaggeration). You don't need to "see" it like a film; a whispered line works ("Door: Johanna blocks sign-off"). Across markets, this reduces blank-outs because your brain encodes motion, salience, and self-relevance faster than abstract text. Do now: Practise with two items right now—peg #1 Run and #2 Zoo—timing yourself to three seconds per image. Can pegs really keep a long list in order? (Worked example) Yes—because the order is baked into the numbers, you can recite forwards, backwards, or jump to any slot. Try this city sequence: Sydney, Toronto, São Paulo, Johannesburg, Seattle, London, Mumbai, Vladivostok, Kagoshima. 1 Run: sprint alongside a kangaroo (Sydney) with a starter pistol; 2 Zoo: monkeys hurl "Toronto" nameplates; 3 Tree: a palm bends under a "São Paulo" sash; 4 Door: "Johannesburg" is painted thick across a revolving door; 5 Hive: bees wear "Seattle" face masks; 6 Sick: a syringe squirts the word "London"; 7 Heaven: "Mumbai" descends pearl-white stairs; 8 Gate: a rail gate slams down with "Vladivostok"; 9 Wine: a crate stamped "Kagoshima." Do now: Recite pegs in rhythm—run, zoo, tree, door…—then replay the scenes. Test #7 or #4 out of order to prove the jump-to-slot works. What if I'm "not visual," get confused, or blank on stage? Say the peg aloud and attach a one-line cue; keep pegs permanent; rehearse forwards and backwards. If imagery feels fuzzy, talk it: "Tree: São Paulo sash." The rhyme is your safety rail. Confusion usually comes from changing pegs—don't. Under pressure, we default to habits; two short reps (forward/back) create enough redundancy to survive a curve-ball question. If lists exceed nine, chunk them (1–9, 10–18) or create a second peg set for a different category (e.g., "Client Risks"). Do now: Lock your 1–9; rehearse your next briefing once forward, once backward, standing up to simulate pressure. How do I integrate pegs with my 2025 workflow without more cognitive load? Use a two-lane system: tools for storage and pegs for performance; tag owners and dates inside the images to encode accountability. Calendars, CRMs, and project trackers still carry due dates, attachments, and threads. Pegs handle what you must say from memory: topline metrics, names, objections, decisions. For leadership teams across APAC, EU, and North America, this reduces meeting drag and hedges against tech hiccups. Pro tip: weave critical metadata into the scene ("Door: Sarah blocks approval until Friday 17:00"). Do now: Pick one recurring meeting and move its opening five points to pegs; keep everything else in your agenda doc. Conclusion: design around your brain, don't fight it Your brain isn't failing—you're asking it to juggle too much in noisy environments. Externalise the bulk; anchor the rest with nine permanent pegs and A-C-M-E pictures. In a week, the "snap-back" effect appears: you say the peg, the scene plays, and the item drops into place—without the stress. Do now: Lock pegs 1–9, run the five-minute drill today, and use pegs for your very next high-stakes conversation. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews , followed by executives seeking success strategies in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
The Right Japan Workplace Culture 12:58

7 днів тому12:58

12:58

How to reshape culture in Japan without breaking what already works. What is the first question leaders should ask when inheriting a Japanese workplace? Start by asking better questions, not hunting faster answers. Before imposing a global "fix," map what already works in the Japan business and why. In post-pandemic 2025, multinationals from Toyota to Rakuten show that culture is a system of trade-offs—language, seniority, risk appetite, client expectations—not a slogan. Western playbooks prize decisive answers; Japan prizes deciding the right questions. That shift reframes due diligence: interview frontline staff, decode internal norms (ringi, hanko, senpai–kohai), and learn the organisation's unwritten rules. Only then can you see where practices are enabling quality, safety, speed, or reputation—and where they're blocking growth. Do now: List 10 things that work in Japan operations and why they work; don't change any of them yet. Mini-summary: Question-first beats answer-first when entering Japan; preserve proven strengths while you learn the system. Why do "HQ transplants" often fail in Japan? Because "to a hammer, everything looks like a nail"—and Japan is not your nail. Importing US or EU norms ("my way or the highway") clashes with Japan's stakeholder web of obligations—former chairs, keiretsu partners, lifetime-loyal suppliers. Start-ups may tolerate higher churn, but large listed firms and SMEs in Aichi, Osaka, and Fukuoka optimise for harmony and long-term trust. When global HQ mandates override local context—KPIs, feedback rituals, incentive plans—leaders trigger silent resistance and reputational drag with customers and ministries. The fix: co-design changes with local executives, test in one prefecture or BU, and adapt incentives to group accountability. Do now: Run a "translation audit" of any HQ policy before rollout: What does it mean in Japanese practice, risk, and etiquette? Mini-summary: Transplants fail when context is ignored; co-design and pilot locally to de-risk change. How are major decisions really made—meeting room or before the meeting? Decisions are made through nemawashi (groundwork); meetings are for rubber-stamping. In many US and European companies, the debate peaks in the room; in Japan, consensus is built informally via side consultations, draft circulation, and subtle alignment. A head nod in the meeting may mean "I hear you," not "I commit." Skip nemawashi and your initiative stalls. Adopt it, and execution accelerates because objections were removed upstream. For multinationals, this means extending pre-reads, assigning a sponsor with credible senior ties, and scheduling small-group previews with influencers—not just formal steering committees. Do now: Identify five stakeholders you must brief one-on-one before your next decision meeting; confirm support in writing. Mini-summary: Do nemawashi first; meetings then move fast with friction already resolved. Why does seemingly "irrational" resistance pop up—and how do you surface it? Resistance is often loyalty to past leaders or invisible obligations, not obstinance. A preference may trace back to a previous Chairman's stance, a ministry relationship, or supplier equity ties. In APAC conglomerates, these "silken tethers" can't be seen on an org chart. Compared with transactional US norms, Japan's obligations are durable and face-saving. Leaders need a "terrain map": who owes whom, for what, and on what timeline. Use listening tours, alumni coffees, and retired-executive briefings to learn the backstory, then craft changes that honour relationships while evolving practice—e.g., grandfather legacy terms with sunset clauses. Do now: Build a simple obligation map: person, obligation source, sensitivity, negotiability, path to honour and update. Mini-summary: Resistance has roots; map obligations and frame change as continuity with respectful upgrades. Is Japan slow to decide—or fast to execute? Japan is slow to decide but fast to execute once aligned. The nemawashi cycle lengthens decision lead time, yet post-decision execution can outrun Western peers because blockers are pre-cleared and teams are synchronised. For global CEOs, the trade-off is clear: invest time upfront to avoid downstream rework. Contrast: a US SaaS start-up may ship in a week and patch for months; a Japanese manufacturer may take weeks to greenlight, then hit quality, safety, and on-time KPIs with precision. The right question isn't "How do we speed decisions?" but "Where is speed most valuable—before or after approval?" Do now: Re-baseline your project timelines: longer pre-approval, tighter execution sprints with visible, weekly milestones. Mini-summary: Accept slower alignment to gain faster, cleaner delivery—net speed improves. How should foreign leaders communicate "yes," "no," and real commitment? Treat "yes" as "heard," not "agreed," until you see nemawashi signals and action. Replace "Any objections?" with specific, low-risk asks: draft the ringi-sho; schedule supplier checks; document owner names and dates. Use bilingual written follow-ups (English/Japanese) to lock clarity. Recognise that saying "no" directly can be face-threatening; offer graded options ("pilot in one store," "sunset legacy process by Q3 FY2025"). Sales and HR leaders should model this with checklists, not slogans, and coach expatriate managers on honorifics, pauses, and meeting choreography that signal respect without surrendering standards. Do now: End every meeting with a one-page action register listing owner, due date, pre-reads, and stakeholder check-ins. Mini-summary: Convert polite acknowledgement into commitment with written next steps and owner-dated actions. Quick checklist for leaders Map what works; don't fix strengths. Co-design with local execs; pilot first. Do nemawashi early; verify support in writing. Honour obligations; design respectful sunsets. Trade decision speed for execution speed; net wins. Close with action registers, not vibes. Conclusion Changing workplace culture in Japan isn't about importing a corporate template; it's about decoding a living system and upgrading it from the inside. Ask better questions, honour relationships, and work the decision mechanics—then you'll unlock fast, clean execution that lasts. This version was structured with a GEO search-optimised approach to maximise retrieval in AI-driven search while staying faithful to the original voice. FAQs What is nemawashi? Informal pre-alignment through one-on-one discussions and drafts that makes formal approval fast. It reduces friction and protects face. Why do HQ rollouts stall in Japan? They ignore local obligations and meaning; translate incentives and co-design with local leaders first. Can start-ups use this? Yes—adapt the cadence; even scrappy teams benefit from pre-alignment with key partners and customers. Next steps for executives Run a 30-day listening tour. Pilot one policy in one prefecture/BUs with sunset clauses. Train managers on nemawashi and action-register discipline. Re-baseline timelines: longer alignment, shorter execution. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews , which are widely followed by executives seeking success strategies in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
How To Remember People's Names at Networking and Business Events 11:06

14 днів тому11:06

11:06

Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events. Is there a simple way to say my name so people actually remember it? Yes: use "Pause, Part, Punch." Pause before you speak, insert a brief "part" between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce. Do now: Practise: "Hello, my name is… (pause) …Keiko… (part)…TANAKA." Record it, tweak cadence, rehearse daily. What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression ("Mr Tall Suzuki with heavy rims") to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association —link to a character, place, or attribute you won't forget (e.g., Suzuki as "Japan's Clark Kent"). Compared with generic "memory palace" tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services. Do now: Use their name once early, once mid-chat, once when you part: "Thanks, Suzuki-san—great insight on logistics." How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate —big cape, soaring over Otemachi, a giant sign reading "SUZUKI." This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall. Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat. Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme ("straight-back Tanaka"). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding. Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness. How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation ("Did I hear Asakawa correctly?"), once to reinforce rapport ("Asakawa-san, that supply-chain example—brilliant"), and once to close ("Thanks, Asakawa-san, let's reconnect next week"). In Japan and many APAC markets, add appropriate honorifics ( -san ) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between "nice chat" and a remembered relationship. Do now: Commit to a "1-1-1 rule": one use early, one mid-conversation, one at goodbye—then stop. What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages. Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and log your percentage. Aim for +10% per month. Quick checklist Practise Pause–Part–Punch for your own intro. Deploy LIRA on first contact; BRAMMS for backup cues. Build images with PACE; keep them private and positive. Use the 1-1-1 name-use rhythm. Track recall within 24 hours; improve monthly. 2021.10.7 How To Remember Peopl… Conclusion Remembering names isn't a talent; it's a process. With a few small behaviours—well-timed emphasis, intentional listening, vivid associations—you'll create stronger first impressions and build trust faster across Japan, Australia, the US, and beyond. Structured using a GEO search-optimised format for maximum retrievability and skim value. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have been translated into Japanese, including Za Eigyō ( ザ営業) , Purezen no Tatsujin ( プレゼンの達人) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews , which…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
The Boss Must Become the Human Alternative to AI 11:00

28 днів тому11:00

11:00

Why authentic leadership is vital in 2025, when AI is everywhere Back in 2021, the big conversation was about chatbots and holograms. Today, in 2025, AI has gone far beyond that. Tools like ChatGPT, Perplexity, Gemini, and countless others are now part of daily life—at home and at work. They generate reports, answer questions, and even simulate empathy in conversation. For many, they feel like a companion. But there is a dark side. We now read disturbing stories of unstable people encouraged by AI interactions to harm themselves or take their own lives. This isn't science fiction. It's here, and it's dangerous. AI doesn't feel, but it can appear to. And when people trick themselves into believing a machine cares, the consequences can be tragic. In this new context, the role of the boss has never been more important. Leaders must become the human alternative to AI—providing authentic empathy, guidance, and care that machines simply cannot. Why do people prefer AI conversations today? The attraction is convenience. AI never gets tired, never loses patience, and always has an answer. For someone who feels isolated, anxious, or unseen, AI can feel like a safe space. In Japan, where loneliness is a social crisis, this is particularly dangerous. Employees may begin to confide more in machines than in their managers. If leaders neglect people-care, their staff may default to AI for guidance and validation. That's not just bad for morale—it's risky for mental health. Mini-Summary: People turn to AI because it feels safe, patient, and always available. Leaders who don't engage risk leaving staff vulnerable to dangerous dependence on machines. How did the pandemic pave the way for this? Covid-19 accelerated remote work and digital reliance. People learned to depend on screens for human connection. By the time AI matured, the habit of seeking digital substitutes was already ingrained. Now, instead of waiting for a manager to reply to a message, an employee can ask AI and get an instant response. The problem is that AI provides efficiency, not empathy. It can mimic listening but cannot care. Mini-Summary: Remote work normalised digital substitutes for connection. AI has filled the gap with speed—but not with real empathy. What are the risks of letting AI fill the emotional void? The most alarming risk is manipulation. AI systems can mirror human emotions, but they cannot judge when someone is in crisis. We've already seen tragic cases where vulnerable people, treated to AI's false empathy, were nudged toward self-harm. In the workplace, the danger is disengagement. Employees who feel unsupported may retreat into AI interactions, becoming emotionally disconnected from their leaders and teams. Over time, this undermines loyalty, performance, and culture. Mini-Summary: AI cannot distinguish between casual talk and crisis. Employees who rely on it emotionally may drift away from their leaders and teams—or worse, suffer harm. Why is the boss's role more important than ever? Because only humans can care. A boss who asks a team member, "Are you okay?" and listens deeply is offering something AI never can: authentic empathy. In Japan, where harmony and belonging are powerful motivators, the boss's role as a human anchor is critical. Leaders must check in intentionally, not leave staff to find comfort in algorithms. Mini-Summary: The boss's role is to provide real empathy and belonging—things AI can mimic but never deliver. What should leaders do in 2025? Schedule human time. Block out time for conversations with staff, no matter how busy. Ask better questions. Go beyond "How's work?" to "How are you coping?" and "What support do you need?" Listen actively. Don't interrupt, dismiss, or rush. Coach direct reports to do the same. Human connection must cascade through every level of leadership. Without these steps, staff may choose AI as their "listener." Leaders must compete by being more present, empathetic, and human. Mini-Summary: Leaders must outcompete AI by offering deeper listening, better questions, and genuine care. Conclusion AI is now woven into daily life in Japan and worldwide. It offers efficiency, speed, and simulation of empathy—but not the real thing. For vulnerable people, the illusion of care can be deadly. For employees, it can quietly erode engagement and loyalty. That's why the boss's role is more vital than ever. Leaders must be the human alternative to AI—showing real concern, listening with empathy, and anchoring their people in authentic human connection. In 2025, it's not optional. It's the only way to keep teams safe, motivated, and loyal in the age of AI. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
No Change Agents Needed in Japan 12:09

5 weeks тому12:09

12:09

Why foreign "hammers" fail and what leaders must do differently in 2025 For decades, foreign companies entering Japan have repeated the same mistake: dispatching a "change agent" from HQ to shake things up. The scenario often ends in disaster. Relationships are broken, trust collapses, and revenues fall. In 2025, the lesson is clear—Japan doesn't need hammers. It needs builders who listen, localise, and lead with respect. Why do foreign change agents so often fail in Japan? Most fail because they arrive as "hammers," assuming Japanese organisations are nails to be pounded. They issue orders, demand compliance, and move quickly to replace "uncooperative" staff. Within months, good people leave, clients are alienated, and HQ is asking why nothing has improved. In Japan's relationship-driven culture, trust and precedent matter more than speed. What works in the US or Europe—shock therapy and rapid restructuring—backfires badly in Tokyo. Mini-Summary: Change agents fail because they impose foreign models on Japan, destroying relationships and trust in the process. What makes Japan's business environment unique? Japan's corporate culture is deeply relationship-based. Employees and clients alike expect stability, respect for hierarchy, and long-term partnership. Leaders who ignore these norms are seen as reckless and disrespectful. Imagine if a Japanese executive were sent to New York or Sydney with no English, no knowledge of local clients, and an eagerness to sack your colleagues. How would staff react? That's how many Japanese employees feel when foreign hammers arrive. Mini-Summary: Japan values stability, respect, and trust. Ignoring cultural context guarantees resistance to foreign-led change. How does poor localisation damage performance? Foreign leaders often fail because they don't understand Japanese customers, laws, or working styles. Policies designed for HQ markets rarely fit Japan. When imposed, they drive away clients and demoralise employees. Losing even a handful of senior staff can devastate sales because relationships with clients are personal and long-standing. Unlike in Silicon Valley or London, relationships in Japan cannot be quickly replaced. Mini-Summary: Poor localisation alienates both staff and customers. Once key relationships are broken in Japan, they are almost impossible to rebuild quickly. What should leaders do differently before landing in Japan? Preparation is everything. Leaders should study Japanese language, culture, and business practices before stepping on the plane. They must also build "air cover" at HQ—support for localisation and patience with results. Quick wins help: small, visible improvements that build credibility. Equally important is identifying influencers inside the Japanese office to champion necessary changes. Instead of dictating, leaders must co-create solutions with the local team. For a comprehensive roadmap, leaders should read Japan Business Mastery and Japan Leadership Mastery , which remain the most up-to-date guides on how to succeed in Japan's unique and complex business environment. Mini-Summary: Leaders should prepare deeply, secure HQ support, and pursue small wins with local influencers. Japan Business Mastery and Japan Leadership Mastery are the definitive playbooks for succeeding in Japan. Why is listening more powerful than ordering in Japan? Successful leaders in Japan listen first. They try to understand why processes exist before changing them. What seems inefficient to outsiders may serve a hidden purpose, such as preserving harmony with partners or complying with local regulations. Listening builds credibility and signals respect. Staff become more open to change when they feel heard. By contrast, ordering without listening provokes silent resistance, where employees nod in meetings but fail to execute later. Mini-Summary: Listening creates buy-in and reveals hidden logic. Ordering without listening triggers silent resistance in Japan. How can foreign leaders build rather than wreck in Japan? The answer is to be a builder, not a wrecker. Builders respect relationships, cultivate influencers, and adapt global practices to local realities. They hasten slowly, introducing sustainable changes without blowing up trust. Executives at firms like Microsoft Japan and Coca-Cola Japan have shown that localisation, patience, and humility create long-term growth. Change agents may deliver in other markets, but in Japan, only builders succeed. Mini-Summary: Builders succeed by respecting trust, localising global models, and moving at Japan's pace. Conclusion The "change agent" model is a repeat failure in Japan. In 2025, foreign companies must abandon the hammer approach and embrace a builder mindset—listening, localising, and cultivating trust. Japan's market is rich, stable, and full of opportunity, but only for leaders who respect its unique culture. For executives who want a practical roadmap, Japan Business Mastery and Japan Leadership Mastery remain the most relevant and up-to-date books on how to win in this demanding environment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Should the Leader Concede? 13:26

6 weeks тому13:26

13:26

Balancing strength and flexibility in leadership in 2025 Leaders are often told to "never surrender" and "winners don't quit." At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when? Why are leaders expected to be both tough and flexible? Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms. In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen (continuous improvement). Leaders must embody both, choosing when to persist and when to pivot. Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen (improvement) highlight this dual demand. Why do most people avoid leadership roles? Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, "Leading is easy. It's getting people to follow you that's hard." Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism. In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress. Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare. Why is delegation so difficult for leaders? Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge. Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others. Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team. How should leaders balance authority with openness? Many leaders mouth platitudes about "servant leadership" or "management by walking around." In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input. In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority. Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty. Can conceding actually make leaders stronger? Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don't know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches. In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn't mean surrendering; it means being smart enough to choose the best path. Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don't know everything. How can leaders develop flexibility without losing authority? The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives. Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today's unpredictable business environment. By selecting the best ideas—whether theirs or others'—leaders strengthen both their authority and their team's performance. Mini-Summary: Flexibility doesn't erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams. Conclusion Leadership is not about rigidly holding the line or constantly conceding. It's about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Leaders Sensing Versus Managers Knowing 12:19

7 weeks тому12:19

12:19

Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they "know," while leaders rely more on what they "sense" and "feel." This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who "know," but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to "know" it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A "my way or the highway" mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from "knowing" to "sensing"? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers. Listening actively to signals from teams and markets. Using knowledge as a foundation but not the driver. Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative sensing. The challenge for executives today is clear: are you still managing by knowing, or are you leading by sensing? About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Leaders Having Visions Were Disparaged 12:27

8 weeks тому12:27

12:27

Why vision, mission, and values still matter in 2025—if leaders make them real Not long ago, talking about "vision" often invited sneers. Leaders who spoke about visions were mocked as spouting psychobabble. Part of the cynicism came from the poor quality of early vision statements—trite platitudes that could double as sleeping aids. But times have changed. In 2025, vision, mission, and values are essential leadership tools, yet most organisations still struggle to make them resonate with staff. Why were visions mocked in the past? In the 1980s and 1990s, many vision statements were badly written—either too vague, too long, or too clichéd. Employees saw them as irrelevant. Cynical cultures, like Australia's, dismissed them as hollow leadership exercises. Fast-forward to today, and vision has become mainstream. Companies in Japan, the US, and Europe frame it as a strategic anchor. But credibility remains the challenge: if employees can't recall the vision, they can't live it. Mini-Summary: Early visions failed because they were clichéd or irrelevant. Today they are vital, but only if staff remember and act on them. Do employees actually know their company's vision, mission, and values? Research and field experience suggest most don't. Trainers often test this by flipping framed statements on the wall and asking staff to recite them. Typically, no one remembers the vision or mission, and at best, a few values. In Japan, where employees pride themselves on discipline and detail, this gap is striking. It shows that leadership communication is failing. Employees can't live what they can't recall. Mini-Summary: Most employees cannot recite their organisation's vision, mission, or values—evidence that communication and ownership are missing. Why do so many statements fail to inspire? There are two extremes: bloated statements too long to recall, or cut-down slogans so short they become vapid clichés. Both kill engagement. Worse, leaders often draft them alone, without wordsmithing skills or input from employees. Even when teams co-create content, turnover means newcomers feel no ownership. In Japan, where lifetime employment has eroded, this turnover effect is magnified. Leaders must find mechanisms to refresh ownership constantly. Mini-Summary: Vision and value statements fail when they're too long, too short, or disconnected from employees—especially in high-turnover environments. What practices help embed vision into daily work? One proven method is daily repetition. Ritz-Carlton Hotels review their values at every shift worldwide, with even junior staff leading the discussion. Inspired by this, Dale Carnegie Tokyo holds a "Daily Dale" every morning, where team members take turns to lead the session and recites the vision, mission, and values and discuss one of 60 Dale Carnegie Human Relations Principles. This practice ensures even new hires quickly internalise the culture. Egalitarian leadership—having secretaries, not just presidents, lead—also deepens ownership. Mini-Summary: Embedding vision requires daily rituals, repetition, and egalitarian involvement, not just posters on walls. Should companies also create a "strategic vision"? Yes. Many visions describe identity—who we are and what we stand for—but not direction. During the pandemic, Dale Carnegie Tokyo added a "Strategic Vision" to articulate where the company was heading. In 2025, with Japan navigating digital transformation, demographic decline, and global competition, leaders need both: a cultural compass (vision, mission, values) and a directional map (strategic vision). Without both, organisations drift. Mini-Summary: Companies need two visions: a cultural compass for identity, and a strategic vision for direction—especially in turbulent times. How can leaders bring visions to life in 2025? Leaders must test whether employees know the vision, mission, and values. If they don't, leaders should redesign communication and embedding processes. Mechanisms like daily recitation, story-sharing, and recognition linked to values make culture tangible. The post-pandemic world has raised expectations: employees want meaningful work, and customers want values-driven partners. Leaders who treat vision statements as wallpaper risk being left behind. Mini-Summary: Leaders bring visions to life by testing recall, embedding practices into daily routines, and aligning recognition with values. Conclusion Vision, mission, and values were once dismissed as leadership fluff. Today, they are essential but often forgotten or poorly implemented. In 2025, leaders in Japan and globally must transform them into living tools—clear, repeatable, and tied to both culture and strategy. If your team can't recite your vision, mission, and values today, you don't have a culture—you have a poster. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
The Creative Idea Journey Within Companies 13:56

9 weeks тому13:56

13:56

Why leaders must nurture ideas if they want innovation to thrive in Japan People are more creative than they give themselves credit for, yet many work environments suppress rather than encourage innovation. Brainstorming sessions often produce nothing but wasted calendar space, or worse, good ideas that die on arrival because no one champions them. In Japan and globally, corporate graveyards are filled with unrealised concepts. Leaders must understand that creativity is not a one-off spark—it's a journey that requires cultivation, sponsorship, and careful timing. Why do so many good ideas die inside companies? Most ideas never make it past the brainstorming stage. Either nothing actionable emerges, or promising suggestions are quietly buried. Even in companies with innovation-friendly cultures, ideas face hurdles before they can be applied. Lack of sponsorship, risk aversion, and overloaded leadership pipelines kill innovation before it matures. In Japan, this is amplified by hierarchical decision-making. Ideas often stall before reaching senior management because middle managers, stretched thin and politically cautious, block their path. Without a system to shepherd ideas upward, they disappear. Mini-Summary: Good ideas often fail because they lack sponsorship, timing, or pathways upward—especially in Japan's hierarchical organisations. Where do creative ideas come from? Ideas start with individuals. Inspiration can come from anywhere—external networks, professional communities, or day-to-day frustrations. The broader an employee's networks, the higher the likelihood of fresh sparks. The problem is engagement. In Japan, only about 5–7% of employees rank as "highly engaged" in surveys. That means most staff aren't motivated to generate or push ideas. Without engagement, even the most creative sparks fizzle. Leaders must connect daily work to purpose so employees see why innovation matters. Mini-Summary: Creative ideas emerge from individuals with broad networks and high engagement—but in Japan, low engagement is a major innovation barrier. How can leaders cultivate employee ideas? Cultivation requires more than slogans about innovation. Leaders must make purpose explicit, encourage risk-taking, and reward those who step outside comfort zones. If junior staff can't articulate the company's "why," their ideas will lack direction. In Japan, where conformity often trumps experimentation, leaders must show daily that trying new things is safe. Recognising effort, even when ideas fail, builds confidence. The way leaders treat innovators—successes and failures alike—sets the tone for the whole organisation. Mini-Summary: Leaders cultivate ideas by clarifying purpose, rewarding risk-taking, and encouraging experimentation—even in failure. Why do smart ideas need sponsors and champions? Ideas rarely succeed alone. They need collaborators to refine them and sponsors to promote them. Expecting to walk straight into a boardroom with a raw idea is unrealistic. Allies, mentors, and champions must first shepherd it through the system. In Japanese firms, where harmony is prized, ideas must often be "harmonised" at lower levels before reaching executives. Champions play a critical role in ensuring promising concepts aren't lost to politics or hierarchy. Mini-Summary: Ideas need allies and champions to survive the political journey inside companies, especially in hierarchical Japan. How does timing affect idea success? Even brilliant ideas fail if introduced at the wrong time. Microsoft famously launched its Tablet PC years before the iPad, and its SPOT Watch long before the Apple Watch. Both flopped, not because the ideas were bad, but because the market wasn't ready. In Japan, timing is especially crucial when companies face cost-cutting or conservative leadership cycles. Innovation requires resources—time, talent, and money—which are scarce during downturns. Leaders must align idea introduction with corporate readiness. Mini-Summary: Timing can make or break ideas—introduce them too early or in the wrong climate, and they will fail regardless of quality. What systems help ideas travel upward? Without an "express lane" for good ideas, most are trapped in corporate silos. Middle managers, often protective of their turf, can stall innovation. Creating formal pathways that allow vetted ideas to reach senior leaders quickly is essential. Some global companies use innovation labs or dedicated sponsorship committees to fast-track ideas. In Japan, establishing such systems prevents good ideas from being smothered by bureaucracy or politics. Leaders who create express lanes differentiate themselves and unlock competitive advantage. Mini-Summary: Formal "express lanes" help promising ideas bypass bureaucracy and reach top decision-makers, ensuring innovation isn't lost. Conclusion The creative idea journey within companies is long and fraught with obstacles. Ideas require engaged employees, cultivation, sponsorship, careful timing, and systems that allow them to travel upward. In Japan's conservative corporate culture, leaders must work even harder to ensure innovation isn't stifled by hierarchy or risk aversion. The true white-collar crime of leadership is failing to apply ideas that could have transformed the business. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery , Japan Sales Mastery , and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training . His works have also been translated into Japanese, including Za Eigyō ( ザ営業 ) , Purezen no Tatsujin ( プレゼンの達人 ) , Torēningu de Okane o Muda ni Suru no wa Yamemashō ( トレーニングでお金を無駄にするのはやめましょう ) , and Gendaiban "Hito o Ugokasu" Rīdā ( 現代版「人を動かす」リーダー ) . In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series , The Sales Japan Series , The Presentations Japan Series , Japan Business Mastery , and Japan's Top Business Interviews . On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show , Japan Business Mastery , and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
How To Enhance Corporate Credibility 11:49

10 weeks тому11:49

11:49

Innovation is not the monopoly of the R&D Department. Everyone of our staff has highly tuned antennae which pick up valuable commercial intelligence about consumer trends, supplier data and client feedback. Just because they are not wearing white lab coats, doesn't mean their insights should be ignored. Yet that is what we do in most companies. Innovation is the application of creative ideas into practical products and services. The germ of the idea is where the creativity component comes in and this is available to anyone. The journey from creative idea to idea application treads a path which transcends the scope of one individual. This is where the wheels fall off and most companies cannot capitalize on the latent creativity inside their firms. Our recent global survey on creative ideas at work uncovered some disturbing findings. Given the intense competition in the marketplace for companies, you would expect that leaders would be doing all they could to seize and shepherd creative ideas through to application. Yet the survey showed that only 21% of leaders were really actively seeking ideas from anywhere and anyone in their organisations. Only 23% of survey respondents answered that it is very easy to get support for good ideas in their firm. That germ of an idea will start with one person, but will it start at all? If you don't care about the firm and you are not engaged, you don't care if the mousetrap being built is better or not. Our research on the emotional triggers for high engagement showed that leaders need to make their people feel valued, confident, empowered and connected. These are all leader soft skills and depend on attitude orientation and communication skills to work. However, the numbers do not look promising. Only 27% of respondents said their manager makes them feel really valued, just 24% strongly agree they feel empowered and 62% said they don't feel particularly confident in their skills and abilities at work. Purpose is a key word in business today. Are the leaders actively promoting an emotional connection to the team's work? Are the daily tasks being connected back to the company's purpose by the leader? You might be thinking, "no problem, I do that". However, if we recorded your conversations with your staff for a full day, how much time would have been spent connecting work with purpose? By the way the boss waxing lyrical about "shareholder value" won't cut it, as a defining purpose for the staff. We need a higher purpose here to motivate people to get out of first gear. Psychological safety is a phrase we didn't anything about at work until recently. Today, crusty old leaders like me, have to re-invent ourselves and become more skilled at creating, coaching and maintaining workplace psychological safety. This is not that easy. Many of us grew up in the "suck it up" ethos of fight or flight. "If you can't take it, then leave and we will replace you with someone tougher who can handle the pressure". Namby-pamby whiners complaining about their lack of psychological safety are an affront to everything we did in our careers, because we did tough it out and we did climb the greasy pole to the top. So what? That is not the current workplace. Times have changed and we have to change with them. The War for Talent is unending and is actually becoming more intense. We can't throw people overboard today, because replacing them will be a nightmare. We just cannot afford to ignore people with ideas, because we are running the show like a demented pirate captain. If the environment is considered safe for idea generation then there is a higher willingness to take risks such as putting forward new and original ideas.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Four Attributes For Leaders To Master 12:12

11 weeks тому12:12

12:12

Regardless of what level of leader we are, from neophyte to legend, there are four attributes which we need to master and keep remastering, because business never sleeps. There are leaders who are busy, busy working in their business and then there are those who make the time to work on their business. The biggest component of working on their business should be working on themselves. This however tends to be neglected. We graduate from varsity, learn on the job, maybe we can lob in an executive education week, at a flash, brand name business school, but the day to day consumes us. Before you know it, the last serious work on yourself as a leader was many, many years ago. Often all you have to show for the passage of time is a thinning hairline or more grey (or both), a more generous waistline and higher blood pressure. Leadership as a discipline requires constant study. We need people to work longer, so the generations in the workplace have increased up to five for the first time in history. Younger people grow up digital natives, seem terrified of the phone in many cases and often lack sufficient interpersonal skills, because they spend all their time staring at screens. In Japan's case formal leadership education is rare because most firms don't invest and default to the OJT (On The Job) training model. A few generations of this and the wheels fall off. Covid forcing leaders to operate in a remote online environment, exposed the weaknesses in the leadership cohort education systems. Many of our clients contacted us to get to work to fix the issues. The areas of greatest weakness tend to be: (A) poor time management, especially not having a rock solid system for prioritising time usage and then having discipline to spend their time working on only the most important items, when they are at their freshest. (B) Delegation of tasks, so that the boss can work on the highest value items that only the boss can do. Delegation tends to be a fertile training ground for subordinates, to prepare them to step up and take accountability at a higher level. Bosses who hoard work, because they don't know how to delegate properly are denying their staff the opportunity to grow. (C) Coaching is one of those high value tasks which is always sanctified but little practiced. Bosses confuse barking out orders like a mad pirate captain with coaching. When we shadow bosses and at the end of the day show them how many actual minutes they spent coaching their staff, they are universally aghast at how little time they are investing in their people. Selling is a boss job for both internal and external audiences. Some bosses though, mistake spruiking for selling. Sales is mainly listening to the answers to supremely well crafted questions. The remainder of the time is spent asking follow up questions and introducing solutions. Bosses need to sell their vision and direction for the company to the team, stakeholders and the shareholders. If the boss has come up through the sales track, then there is a hope that they can do this well. If they are technical people, who have come to occupy the hot seat, this idea may be foreign, even repugnant to them. Nevertheless, bosses not only have to be able to sell, they have to master all of the medium touchpoints which now populate our business universe. Communication skills maketh the leader today. Bosses have to be able to compose and deliver messages, all the while being paragons of clarity and conciseness. This is the Age of Distraction and the Era of Cynicism, so the task to get our message across has become unbearably complex and difficult. Staff are time poor, constantly minimising everything, swimming against the daily tsunami of emails and tramping from one meeting to the next. They are often not devoting the right amount of time to digest the boss's messages. The related skill here is giving presentations. In this modern era, a boss who cannot give a sterling presentation won't be boss much longer or won't rise above their current station. There are best practices for delivering presentations and a boss who doesn't know them is defective. I was astounded to witness a gaggle of executives give two minute talks on why they should be elected by their peers to executive council positions. These were captains of industry in charge of brand name firms with large numbers of people and significant revenues. They were shockers. How could that be? They obviously hadn't received any training on how to present and it embarrassingly it was obvious to all. The modern boss has to be a multi-tasking wizard, waving magic wands across leadership, sales, communications and presentation skills. This is not an opt in function or a nice to have. We are speaking of necessities here, because if your rival has the full package and you don't, they will win and you will lose. We don't want that do we!…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Do You Have A Leadership Philosophy 10:41

12 weeks тому10:41

10:41

We are often leadership practitioners, rather than genteel philosophers, pontificating on leadership issues. Yet, we have probably developed a certain style of leadership nevertheless. We just haven't focused on it as a methodology, because we are too busy doing it. We leave the books and articles to the academics, who study this stuff with intellectual rigour, complete vast research projects and then write about business from atop their ivory towers. Or we leave it to other successful business people to have ghost writers assemble their mad ramblings into a coherent form and get it published. Or we have that rare bird amongst businessmen, someone who can write their own tome on the subject. If we think about the concept of kaizen, continuous improvement, it would make sense to apply this to ourselves, as leaders in our businesses. We should take a moment and examine just what we are doing, why we are doing it and how we are doing it. In this way, we can analyse where there are gaps, inadequacies and fluff. Maybe we received our business education in the University of Life or maybe at varsity, but we cannot rest on what went before, because business keeps changing. Sometimes you will read a book on leadership and think to yourself, "I could have written that". It is a bit like comparing your kids daubs at playschool with some modern art and see the results as basically the same. The big difference is you didn't try and product that piece of art and you didn't write a book. The process of getting your random thoughts into a clear and coherent story is the discipline of the writer. We don't have to publish a book on leadership. If we search "leadership" on Google we get one billion eight hundred and seventy million results. On the US Amazon site it lists over sixty thousand books on leadership, so do we really need another book on the subject? However that same discipline needed to write a book is useful to uncover why we do what we do and why we think what we think. Start by breaking down what you do as a leader. This will be a bit of a shock, because you will quickly realise that you spend a lot of time managing and doing work, but it is not actually leading. That in itself is a good breakthrough to remind us that we need to work on the highest value items. One of those must be getting results through others and that means more time should be spent on leading the team. We can take a look at strategy. Is this just some fluff we pump out each year to keep HQ happy and we really haven't spent any significant time educating ourselves on strategies for growing our company? Have we noticed that a lot of what we do is down in the trenches and we are not spending any time standing on a sunny upland contemplating the bigger world and devising a strategy for the future direction of the business? We might reflect on our communication. Another shocker. We notice that we are telling people what to do most of the time. We are not engaging them to see what they think, to plumb their experience and garner their ideas. We are shouting out orders like a pirate captain. We also notice that we don't communicate much about the big issues facing the business. We don't do many town halls or regular update emails to keep everyone abreast of what is going on. If we attended a meeting of the regional heads for APAC or a get together with the top brass back at HQ, we keep it all to ourselves and forget to share the findings with the team. How much time do we spend on motivating the team? This is a trick question because we cannot motivate the team. We can only create the culture and environment where they motivate themselves. If you don't believe me, try shouting "be motivated" ten times to any staff member and watch the results. Leaders get the culture they deserve, so what have you been doing on the culture build front as a leader. Nothing much? It is a simple exercise to break down the various aspects of leadership in your business and then examine just what you are doing as opposed to what you should be doing. Yes, it is a bit scary, but better to be scared by yourself than a rival or the market. If it goes well, it might be time to reach for the search tool for that ghost writer or getting busy typing yourself.…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Stop Procrastinating And Start Delegating 12:00

13 weeks тому12:00

12:00

The most fatal words ever spoken by a leader are , "it will be faster if I do it myself". No it won't. If you want to scare yourself, sit down and write down all the tasks that you face both regular and irregular. That is one long, long list for leaders. Are you really going to be able to get through all of these items and take care of filing your taxes on time, see the kids sports events, have a romantic dinner with your partner, lie on the couch and read a book, magazine or the newspapers? In short, you won't, because you will be working all of the time, putting off life to earn a living. The treadmill you should be the on is the one down at the gym, not the one where you are working like a dog, because you are trying to do it all yourself. Inherently, we know we should delegate, but we have had prior bad experiences with it and are now gun shy about using this important tool in our leader toolkit. When I was growing up in Australia there was a common expression that "a good workman doesn't blame his tools". Delegation gets a bad rap because it is a misused tool and the tool itself is fine. What we are mistaking is dumping for delegating. What does dumping look like? My old boss at Jones Lang LaSalle literally dumped two huge file collations on my desk, with a "whump", they were so thick. He just said "take care of this" and walked away. I had to take on the work in those files, but there was no guidance, no instructions, I just had to work it by myself. Is there a simple and better way to make sure that as the leader we are only working on the most high level tasks that only we can do? Here is an eight step process to make delegation work for you. Step One: Identify The Need Among the many tasks facing us, which ones will lend themselves to being delegated and what does a successful delegation outcome look like in our mind? Step Two: Select The Person This may sound counterintuitive, but select the person on the basis of how this delegated task will help them achieve their goals. Wait a minute? Isn't the delegation about me achieving my leader goals of getting work off my leader desk? Actually no. We are focused on using delegation to build leader bench strength in the organisation not playing "pass the parcel" at work. Think about the team and identify which strengths need attention and how this piece of work will build this person's capabilities. Step Three: Plan The Delegation Meeting We don't plan to fail, but we fail to plan and this is one of the big missing pieces in the delegation puzzle. Leaders will just willy-nilly grab the person and starting downloading what they want them to do, without thinking the conversation through in any meaningful way. There are three sub-goals involved here. Desired outcome – what is the outcome to be accomplished and what does success look like? Think ahead to be able to explain what is in it for the person receiving the task. Current Situation – Clearly analyse where we are today both internally and externally. What factors may hinder or help this delegation? Goals – Define and set goals which are reasonable and yet challenging. Step Four: Hold The Delegation Meeting There are four subset goals. Identify their vision or goals. We are trying to align the task with their own goals so we need to be clear what is in it for them. Identify specific results to be achieved. We need to make success clear and also talk about the strengths they have which will allow them to succeed in this task. Outline the rules and limitations. There are bound to be resource limitations around time, money and people. These need to be made clear from the start. Review the performance standards. To what level of sophistication are they required to deliver results? Step Five: Create A Plan Of Action We don't create the plan – they do. This is important to give them authority and ownership of how this task gets done. Step Six: Review Their Plan They create it but we must check it so that we are all on the same page and have a clear understanding of what happens next. Step Seven: Implement the Plan If there are other people going to be impacted by the plan then the leader's job is to clear the way and provide any needed air cover, while the task is under way. Step Eight: Follow Up Without micro managing the task, the leader needs regular progress updates so that everything is going as expected and there are no surprises at the end. None of these steps are diabolically difficult or complex. Well then, why don't all leaders follow them? It could be because they haven't thought about a process for delegation or they fear the time required for Steps Three and Four. Stop procrastinating. These two steps, Three and Four, are not that big a time steal, so suck it up and get going. You will never have the time available which you need, unless you start seeing delegation as a tool to develop the talents of your subordinates and treat the whole process that way. Delegation is just Latin for coaching!…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Stakeholder, Customer, Employee - Whose Interests Should Leaders Prioritise? 11:55

14 weeks тому11:55

11:55

Shareholders put up their future security in the hope of increasing their returns and adding further to their security. They take risk of losing some or all of their dough. CEO remuneration is often tied to how well they increase value for shareholders by driving the share price up and paying out regular fat dividends. Customers buy the product or service, so without them being enthusiastic, the scale of the revenues will fall and so will the share price and dividends. Without engaged employees, the customer won't be satisfied with the quality of the solution or the service provision. If you don't care about the company, then you are unlikely to care about the firm's customers. These interests are not always aligned, so where does the leader need to assign attention? There is no business without a customer and the reason you have customers is because your staff make sure you have repeater customers, rather than single transactions. CEO attention however is not always focused on the staff. They can see the staff as a tool for arbitrage in order to get more revenues. The "pay em low and charge em high" type of mantra. The USA has confused the world with its up to 300 times ratio between the CEO remuneration and the lowest paid employee. The fact that many failed leaders of big corporations get hundreds of millions of dollars when they are forced out is also astonishing. I don't see that as a sustainable model for Japan. As leaders here we need to be focused on recruiting and retaining the best team members we can afford. Recruiting them will only become more fraught in Japan and retaining them will be ever challenging. The way to attract people is by having very deep pockets and paying tons of dough to the staff. If that isn't an option, then we need to build a culture where staff will trade money for the environment. Getting paid a lot of money to work in a toxic environment isn't sustainable and eventually people crack and look for a better environment to work in. How can we engage our staff so that they don't want to leave and while they are with us, they want to work hard for the enterprise and want to support each other in that process? Gallup's 2021 survey in the US found that 36% of staff were engaged, 50% were either indifferent or compliant and 14% were disengaged. Japan is hard to judge with these Western surveys. Japanese staff are conservative in their estimations because they are always thinking in absolute, rather than relative terms. Also, questions such as, "would you recommend our company as a place to work for your friends or relatives?", have a lot of cultural issues in Japan, that we don't have in the West. This is one of those key "engaged or disengaged" decider questions in these surveys. Japanese staff don't want to take the responsibility in either direction. They don't want their friends complaining to them about the company they have now joined. They also don't want to have the company complaining to them about their friend they have just introduced. Better to give this question a low score. Overall Japanese surveys are always at the bottom globally but is that really an accurate reflection of the workforce? What do staff want? Here is what we found from our surveys looking at the emotional drivers of engagement. Number One was they want the leaders to have a sincere interest in the employee's well being. The key word here is "sincere". This means taking a holistic view of the employee and not seeing them as an arbitrage opportunity or a tool to spoon up more revenues. Another key phrase is "well being". In this modern age employees are taking responsibility for their kids, but also for their parents, as the latter age. That means they need a supportive work environment that puts health and family health above company health. Sounds sensible, but is that the case down at your shop? As the leader, is that how you are talking and making decisions? Is this an approach that is sustained right throughout the enterprise from top to bottom? Are all the leaders walking the talk, starting with you? There is much more required beyond mere words and slogans to make these approaches the daily reality. Coaching and communication skills for leaders will rank at the top to encourage staff to believe what the company is saying. How would you rank these two skill sets across your leadership bench? If it isn't where it needs to be, what are you doing about it? Everything is related to everything else, so it needs a complete solution rather than a fragmented result. How is that coming along?…

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

1
Leaders Defending The Indefensible 11:57

15 weeks тому11:57