• The Leadership Japan Series

  • 著者： Dr. Greg Story
  • ポッドキャスト

The Leadership Japan Series

著者： Dr. Greg Story
無料で聴く

  • サマリー

  • Leading in Japan is distinct and different from other countries. The language, culture and size of the economy make sure of that. We can learn by trial and error or we can draw on real world practical experience and save ourselves a lot of friction, wear and tear. This podcasts offers hundreds of episodes packed with value, insights and perspectives on leading here. The only other podcast on Japan which can match the depth and breadth of this Leadership Japan Series podcast is the Japan's Top Business interviews podcast.
    © 2022 Dale Carnegie Training. All Rights Reserved.
    続きを読む 一部表示
activate_samplebutton_t1
エピソード
  • 572 The Leader Is The Face Of The Business In Japan

    572 The Leader Is The Face Of The Business In Japan
    2024/08/14
    I meet a lot of CEOs in Japan. I am always out there networking and looking for clients. If they cannot become a client, then I try to encourage them to be a guest on my podcast Japan’s Top Business Interviews. I get two groups in particular who will refuse the offer – women and Scandinavians. They say that women are more reticent about putting themselves forward than men and my own unscientific survey would seem to bear that out. If a man only has 60% of the qualifications for a job, he will raise his hand whereas a woman will only do so, if she has 90%. This is what I guess is happening with my invitation to come on the podcast and talk about one topic - leading in Japan. The women are lacking in confidence to talk about the subject, because they are not feeling they are perfect enough. The Scandinavians I know here tell me that their culture is to not push yourself forward and to stay in the background. Their podcast guest refusal rate stands out, so I guess this is what is happening with their thinking. So far, 213 leaders have managed to spend an hour with me talking about leading in Japan for the weekly podcast, so I am finding enough of those in agreement. It isn’t as if I cannot get guests, because no one wants to join me on video and audio to talk about leadership. I think both groups reflect a misunderstanding of what their leader role is in Japan. The leader here is the face of the business and particularly in this social media age, we need to be masters of this new universe. I get it. Taking your photo or even worse – video – is not something we all welcome. We are very self-conscious about how lacking we are in terms of being photogenic or how awkward we look on video and when we hear our own voice, we shudder. In life, I have found I am particularly unable to be photogenic, so I totally sympathise. You know when you take that group shot and when you get it back you look for yourself – it is always a disappointment for me. In this modern world of work, however, we are all in a life and death struggle to attract a declining demographic of young people and mid-careers hires to join us. We must be competitive, and that means we need to be getting some clear messages out into the world about who we are and what are our values. We need to be good communicators and also add our image to go with the words. If we can speak the words on video and audio even better. I have been told by numerous guests on my podcast that they found that they were successful in attracting new staff who had checked them and seen the video interview. I can believe that, because the nature of the interview is very authentic and no one so far has succeeded in pushing forth a fake version of themselves to fool the masses. I don’t say much during the interview and just let the guests talk. Occasionally, I will dig down on a point to go a bit deeper, but the bulk of the time is theirs. People watching the interview get a very clear picture of the boss and then can decide if this is the type of place where they want to work. Clients also check us out and they are making decisions about us too in terms of do they want to have a relationship with our company. They want to know who we are and what we stand for. This is an important chance for the CEO to become active and provide the content the buyers are looking for. They want to know who the boss is and what they are like. Hiding in the background is not a clever option. It is much better to work on mastering the medium. Looking straight down the barrel of the camera lens is not that easy and for many people, it is a formidable obstacle. Video is difficult to come across naturally, I find. Using teleprompters is not easy either and getting the right rhythm is a challenge for me. I always have trouble with photo shoots because I manage to look like a dork more often than not. I was watching something on TikTok where a male model was demonstrating how to move and stand, to get the right shot and I realised I have no ability to do that. Fortunately, Tia Haygood, who is my local photographer here, manages to make me look presentable enough to squeak by. What I have found is that the more you do it, the better you become, and refusing to participate is a guarantee that you will never master the medium. The CEO shouldn’t be hiding. Instead, they should be pushing their message forward at every opportunity. So find Tia if you are in Tokyo and work on your official portrait shots to use on social media and on your website. Get a videographer like Rionne McAvoy, who I use from Japan Media Services, involved to help you with creating quality videos. I have been using Tia and Rionne for years and I trust their work, which is why I am mentioning them if you are looking for help locally here in Japan. The point is the leader has to lead from the front and be the face of the business. We need to break down ...
    続きを読む 一部表示
    12 分
  • 571 Joe Biden’s Lessons On Destroying Your Leadership Credibility For Japan CEOs

    571 Joe Biden’s Lessons On Destroying Your Leadership Credibility For Japan CEOs
    2024/08/07
    Being an Aussie I don’t have the right to select the next US President or get involved in American politics. I will steer clear of this minefield and concentrate on what we can all learn from the Biden train wreck. One moment he is a contender and in an instant he is struggling to hold on to power. Why? Because he gave a rambling speech in his debate with Donald Trump, viewed by over 50 million Americans. He was prepped for this debate by his handlers and yet it was a debacle. What happens in business? If you are the CEO of a listed company, there is a lot of public scrutiny of what you say and how well you say it. If the company is not listed, then the internal team are studying the CEO to gauge how the firm is faring and if their jobs safe or what are the chances to do well within this company. One of the young people I know who has just finished university and has entered his company mentioned how shocked he was to hear the President speak in public for the first time. Usually new entrants are vetted by HR and their initial supervisor, so their opportunities to hear the big boss are few and far between, until they have joined up. His feedback was an instant concern that he had chosen the wrong firm. The President’s inability to make a competent professional speech was a coffee stain moment. We all know that old saw about if the tray you pull down on your flight has coffee stains left there from a previous flight, it means this airline can’t be trusted and they are probably not maintaining the engines properly. We judge firms by what we see. If the leader is a shambles on their feet speaking to the troops, then doubts light up immediately. What is remarkable, though, is how few CEOs are excellent speakers. I attend a lot of public speeches by corporate leaders here, covering a range of nationalities, and it is rare to hear a leader acquit themselves professionally. Recently, I was shocked to see a local leader of a major global firm have to read his self-introduction to convince the voting audience to elect him to the organisation’s committee. This gentleman wasn’t some fresh faced kid. I am guessing early fifties. That means he has been in business for around thirty years and yet he can’t even get up and promote himself for selection to a prestigious position on the committee. I doubt he is anymore effective in rallying the staff around his vision for the future of the organisation. He was bad, but the other contenders weren’t impressive either. All of us in Japan face a growing nightmare of Darwinian proportions as we compete for a diminishing resource of capable staff, in particular those who can speak English. Being able to rally the team is only going to become more critical as the recruiters start hitting our people like sharks in a feeding frenzy. They will be luring people way and picking up 40% placement fees of first year salaries on the way through. The substantial financial rewards for this very average group of individuals is way out of proportion to their actual business competencies and abilities. That doesn’t matter though, because all they have to do is be a better siren to your people than you are and lure them across to greener pastures. Most CEOs are in that position because they were technical people who made it to the top or they have been in management positions and have shown capabilities to get things done in their previous postings. Japan is different and a track record overseas is not a real currency here. The ability to adapt yourself to how things are done here and to be effective with a Japanese workforce are the critical make or break skills. Communication skills are at a premium and it is more difficult here because the number of people who can understand English at a high level is limited. Few of these foreign CEOs have sufficient Japanese skills to be effective. To get a combo of Japanese fluency and high level speaking skills is an even more demanding recipe for local success. I know plenty of foreigners here who are fluent in Japanese, but I don’t know so many who can carry a crowd, who can be persuasive and effective in Japanese. Nevertheless, as Joe Biden has demonstrated, if you can’t make it as an effective communicator, your whole claim to the crown is in doubt. What do I do about the unfortunate CEO who had to read his own self-introduction? I would like to suggest that he do High Impact Presentations with us and learn how to give a talk and be a success. This is a sensitive conversation, because I am saying he is a dud and we all have ego. The key for CEOs is to realise that there is no point in letting your ego restrain your ability to become better as a presenter. Communication skills are only going to get more important, particularly storytelling. None of us want to be on the wrong side of the demarcation line between competency and longevity and train wreck and removal.
    続きを読む 一部表示
    11 分
  • 570 Navigating Going For It And Blowing Yourself Up In Japan

    570 Navigating Going For It And Blowing Yourself Up In Japan
    2024/07/31
    I am a maniac. A less charged descriptor might be an “enthusiast”. Now Japan is a country chock full of enthusiasts. They win best pizza maker, best sommelier, best hula dancer, best shoe maker awards, etc., out gunning the Westerners who supposedly should be winning these home town advantage awards. This is a country where work is taken very seriously. Growing up in laid back Brisbane, we didn’t live to work, we worked to live. At 5.30pm most people were in the pub, the gym, the ocean, or at home getting ready for dinner. Japan took a different track. Back in the day, working late wasn’t about productivity, because it was all about devotion, being part of the team, pulling your weight, in order to be taken seriously. In the late 1970s, I taught English at night while I was a student here at Jochi University, usually from 6.30pm – 9.30pm. I was always amazed to finish the classes and walking out see all of these people still there working. Many of them, though, I observed, were seemingly engrossed in reading the sports newspapers or magazines, rather than doing anything productive. But they were there, waiting for the boss to go home so that they could do the same thing, demonstrating their solidarity with the others, also in wait to depart. Thirteen years later, I was going through piles of resumes for salespeople here in Japan looking to join our organisation. This resume review process of mine has been going on for the last thirty-two years now. I noticed people would have blank periods in their employ. Job mobility today is better, but that is a fairly recent phenomenon after the collapse of Yamaichi Securities (1999), the Lehman Shock (2008) and the pandemic (2020) had all thrown people out on to the street and over time, allowed the mid-career hire to become acceptable. Back in the day, leaving a job meant a steady spiral down in socio-economic terms and so most people hung in there, no matter how bad it was. When I would ask about these blanks in their resumes, a surprising number of people, particularly women, said they got physically sick from working until the last train every night and had to quit to recover their health. These were not isolated cases and many of the blanks were for months at a time, which made me really wonder about the cost of getting a salary and holding down a job in Japan. We have made a lot of progress since then and I think that there is much higher awareness about getting the work done in less time and allowing people to have a life outside of work. Young people are now all the equivalent of baseball free agents and can sell their services to the highest bidder, including demanding and getting, better work/life balance. We should all be throwing rose petals in front of them and waving palm fronds above them, to thank them for allowing the rest of us to be more clever about how we work. The problem we face now is not externally induced pressure for working long hours, but the internally driven ambition to get ahead and in the process work like Trojans. Thanks to technology, there is now no longer a clear “work/non-work” break in the day, because we are checking our emails all day and night. We are addicted to being in constant contact with our work demands. I mentioned I am a maniac and this constant checking of emails is what I am doing, too. I could try to manufacture the justification that because we are a global organisation, email is arriving all the time and I need to be on top of what is happening in other time zones, but is that really true? Would a few hours delay really make that big a difference? Are there actually real fires occurring which require me to don my big coat and grab the fire hose? What is happening is habit formation and combined with screen addiction, creating a toxic cocktail for all of us. One of Dale Carnegie’s stress management principes is “rest before you get tired”. On first blush, it sounds ridiculous. What are we wimps? Do we lack ambition, the guts to pay the price for success? No, we have to push through the pain barrier and keep driving. Allow no indulgence, no mercy, no regrets, no stopping. If we hit the pause button though and consider how much more we know today about psychosomatic illnesses than he did back in his day, we can see the prescient wisdom of his advice. It doesn’t mean goofing off; it doesn’t mean delinquent behaviour and work avoidance. He was talking about monitoring our condition to always aim for maximum productivity, and that means sustained productivity. I think I have improved now, but I would work like crazy and drive myself hard, get sick, then be off work for days and once recovered, rinse and repeat. What if I had taken his advice and rested before I got tired? Now I have broken that cycle and placed myself in a better position to have sustained productivity, rather than manic bursts followed by zero. Japan keeps us busy, the ...
    続きを読む 一部表示
    12 分

あらすじ・解説

Leading in Japan is distinct and different from other countries. The language, culture and size of the economy make sure of that. We can learn by trial and error or we can draw on real world practical experience and save ourselves a lot of friction, wear and tear. This podcasts offers hundreds of episodes packed with value, insights and perspectives on leading here. The only other podcast on Japan which can match the depth and breadth of this Leadership Japan Series podcast is the Japan's Top Business interviews podcast.
© 2022 Dale Carnegie Training. All Rights Reserved.
マネジメント 経済学
続きを読む 一部表示

The Leadership Japan Seriesに寄せられたリスナーの声

カスタマーレビュー：以下のタブを選択することで、他のサイトのレビューをご覧になれます。

Audible.co.jp

Amazon.co.jp
レビューはまだありません。