Should the Leader Concede?
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
Release Date: 09/24/2025
The Five Drivers of Leadership Success
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next. What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in...
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Balancing People and Process—and Leading and Doing
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
Newly promoted and still stuck in “super-doer” mode? Here’s how to rebalance control, culture, and delegation so the whole team scales—safely and fast. Why do new managers struggle when they’re promoted from “star doer” to “leader”? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you’re accountable not only for your own KPIs but for the entire team’s outcomes. It’s tempting to cling to tasks you control—dashboards, sequencing, reporting—because they’re tangible and quick wins. But...
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How to Stop Forgetting Things
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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The Right Japan Workplace Culture
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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How To Remember People’s Names at Networking and Business Events
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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The Boss Must Become the Human Alternative to AI
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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No Change Agents Needed in Japan
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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....
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Should the Leader Concede?
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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Leaders Sensing Versus Managers Knowing
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
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Leaders Having Visions Were Disparaged
THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineBalancing 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.