Harvard Business School, Stanford Business School and INSEAD Business School are all awesome institutions. My previous employer shelled our serious cash to send me there for Executive education courses. Classes of one hundred people from all around the world engaging in debate, idea and experience exchange. One of my Indian classmates even wrote and performed a song at the final team dinner at Stanford, which was amazing and amazingly funny, as it captured many of the experiences of the two weeks we all shared together there.

When you get off the plane and head back to work, you realise that the plane wasn’t the only thing flying at 30,000 feet. The content of the course was just like that. We were permanently at a very macro level. The day to day didn’t really get covered and the tactical pieces didn’t really feature much. This isn’t a criticism because you need that big picture, but the things on your desk waiting for you are a million miles from where you have just been.

Fortunately, there are some leadership principles which can cover off the day to day needs. Principle #22 is “begin with praise and honest appreciation”. Such an obvious thing, how could this even be mentioned as a principle? It may be obvious, but are you a master of this principle? We talk about providing psychological safety for our teams. Well that is great and just how do you do that, when you have pressure to produce results from above and are feeling the stress of the current business disruption? It is too easy to begin with an interrogation about the current state of play, the numbers, the revenues, the cash flows. How about if you started every interaction off with finding something real to praise about the team members. Not fakery but something real, that shows you are paying close attention to what they are doing well.

Mistakes happen. Except in Japan. In Japan mistakes are not allowed and the penalties to career advancement are large. “Fail faster” might make you a legend in Silicon Valley but would see you cast out in Japan. That is why the entire population here are all ninjas at concealing any errors, so that the boss never finds out. How do we get innovation going if we can’t tolerate mistakes? That is one big reason why there is so little white collar work innovation in Japan.

Principle #23 says “call attention to people’s mistakes indirectly”. Rubbing in it some one’s face that they screwed up is a pretty dumb, but universally adopted, idea by bosses. Principle #26, “let the other person save face” isn’t an “oriental idea”. It is a human idea and no one likes losing face in front of others and it doesn’t increase people’s engagement levels. In fact, is has them thinking about leaving for greener pastures. Principle #24 also helps, “talk about your own mistakes before criticising the other person”. We want our team members to feel empowered to take responsibility, to step up and try stuff. That is how we create an innovation hub inside the organisation. If you have a hotbed of ideas from your team and the competition is still canning people who make mistakes, then you will win.

Principle #25 is so powerful. “Ask questions instead of giving direct orders”. Bosses are staff super-visors, because we have super-vision. Probably true once upon a time in the olde days, but no longer the case. Business is too complex today, so we need to grow our people and to be able to rely on their ideas. If I spend all my time telling you what I think, I haven’t learnt anything. Bosses need to think of questions which will push the team’s thinking muscle hard and get people really engaged. Instead of laying our your thoughts, chapter and verse and falling in love with the sound of your own voice, try asking questions instead. After asking the question, shut up and let your people answer without interruption. It may be killing you, but do it. Being asked for your opinion and ideas is empowering. Maybe the boss has all the answers, great, but what if the staff have questions the boss hasn’t even thought about. In Japanese business, asking the right question is more valued, that having the right answer.

All of these principles have things in common. They are common sense, but not common practice. They are super easy to understand, but devilish to execute consistently. They are game changers in our relationship with our staff. Having some leadership principles to live by just takes the action of thinking out of the equation. These become the reflex actions we take because they have become a habit. These are the types of habits we need to cultivate.