Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Japan's Top Business Interviews is the premier business interview podcast for people who want to know more about business in japan. The guests cover a range of industries and organisation sizes, to present a thorough overview of issues with leading in Japan. If you are a leader, especialy someone leading in Japan, then this is the podcast for you.

238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes 03/08/2025

238 Fabio Crisafulli, Japan C&SI Alliance & Netvibes Director, Dassault Systemes Japan C&SI Alliance & Netvibes Director, Dassault Systemes as at December 2024 when we recorded this session. Previously Fabio was C&SI Alliance Executive, Dassault Systemes; Global Alliance Director, Strategic Business Director, Director Strategic Pursuit Team, Director Mechatronics Solution at Siemens Digital Industries Software; Project Manager Promec Automotive. Summary A seasoned leader with extensive experience in Japan, he highlights the unique challenges and adaptations required to lead effectively in a Japanese business environment. Having transitioned from a Western leadership model to managing teams in Japan, he underscores the significance of communication, trust-building, and cultural sensitivity. One of the most striking differences Crisafulli encountered was the approach to communication. In contrast to his Italian background, where opinions are expressed directly, he observed that Japanese team members often remain silent in meetings. Instead of voicing their concerns or ideas immediately, they may provide feedback privately afterward. This indirect communication style required him to cultivate an environment where employees felt comfortable sharing their perspectives, even if it meant allowing silence during discussions. He learned to encourage open dialogue and create a psychologically safe space where disagreement was not only tolerated but valued. Crisafulli also emphasizes the importance of leading by example. Rather than issuing direct orders, he believes in granting ownership and responsibility to his team members. By allowing them the freedom to make decisions within a guided framework, he fosters a sense of accountability and motivation. This is particularly crucial in Japan, where employees may be hesitant to take initiative unless they understand their role’s significance in the broader strategy. Another key aspect of his leadership philosophy is trust. He makes a deliberate effort to demonstrate trust in his team first, which, in turn, encourages reciprocal trust. He remains observant of body language and behavioural changes, recognizing early warning signs of disengagement or dissatisfaction. If a team member struggles with performance, he engages in direct and private conversations to understand their challenges, offering support or reassignment if needed. Crisafulli has also noticed a shift in younger Japanese employees, who show a greater willingness to take risks and seek innovation compared to past generations. He believes that providing them with opportunities to experiment, even at the risk of failure, fosters both personal and professional growth. In managing headquarters expectations, Crisafulli advocates for adaptability and diplomacy. He encourages executives to move beyond stereotypes about Japan and to understand local business realities firsthand. His approach to leadership is deeply rooted in respect, empowerment, and continuous learning, making him an effective bridge between Western corporate structures and the intricacies of Japanese workplace culture. /episode/index/show/japanstopbusinessinterviews/id/35583845

237 Orjan Pettersson, Managing Director, Profoto KK 02/28/2025

237 Orjan Pettersson, Managing Director, Profoto KK Previously, Orjan was Director of Sales, Japan at iPoint Systems gmbh, Area Sales Manager Thule Group, Director of Sales & Marketing Asia-Pacific, BA Bags/President Thule Japan, Directeur des ventes VB Autobatteries S.A.S., Regional Sales Manager East & SEA Optima Batteries, Johnson Controls, Import and Export Coordinator Aichi Sangyo. He has a Masters Degree in east Asian studies from Stockholm University Orjan Pettersson’s leadership journey in Japan is shaped by his deep understanding of the local culture, his ability to build trust, and his belief in the importance of personal connection. Having lived in Japan for over 27 years, Pettersson has navigated diverse roles, from working in a small Japanese company to leading major international businesses. His leadership philosophy centers around empathy, responsibility, and fostering a collaborative work environment. Pettersson highlights the significance of cultural adaptation, emphasizing that foreign leaders must learn how Japanese businesses operate, particularly in terms of hierarchy, loyalty, and long-term stability. He believes that understanding the unwritten rules of Japanese corporate culture—such as respect, obligation, and group harmony—is essential to gaining trust and credibility. One of his key leadership approaches is maintaining open communication with employees, valuing their expertise, and empowering them with greater responsibility. A major factor in Pettersson’s leadership success is his commitment to authenticity and relationship-building. He fosters a work environment where employees feel personally invested in their roles, rather than merely following orders. By insisting on working in Japanese and immersing himself in the local business culture, he has gained the respect of his teams and counterparts. Pettersson also stresses the need for adaptability and resilience. From the Lehman shock to the 2011 earthquake and the COVID-19 pandemic, he has faced numerous challenges, but his ability to stay grounded, make decisive decisions, and support his employees through uncertain times has strengthened his leadership. His belief that leadership is about "innovation with empathy" reflects his approach to balancing strategic direction with human-centered management. Additionally, he recognizes the importance of fostering creativity within his teams. While Japanese employees may be hesitant to take risks, he encourages idea generation through open discussions and structured brainstorming sessions. His introduction of informal team-building activities, such as a weekly coffee break, has helped create a culture of trust and collaboration. For foreign leaders in Japan, Pettersson advises learning the language, engaging directly with employees and clients, and demonstrating an understanding of Japanese business values. He acknowledges that bridging the gap between headquarters' expectations and local realities is an ongoing challenge, requiring both cultural sensitivity and strategic negotiation. Ultimately, Pettersson’s leadership style is defined by his ability to balance Western efficiency with Japanese business traditions, fostering an environment where both innovation and long-term stability can thrive. How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here ( ) To get your free guide “How To Stop Wasting Money On Training” click here ( ) To get your free “Goal Setting Blueprint 2.0” click here () If you enjoy our content then head over to and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery". He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1. Mondays - The Leadership Japan Series, 2. Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3. Wednesdays - The Sales Japan Series 4. Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5. Fridays - The Japan Business Mastery Show 6. Saturdays – Japan’s Top Business Interviews Has 3 weekly TV shows on YouTube: 1. Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2. Fridays – Japan Business Mastery 3. Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business. /episode/index/show/japanstopbusinessinterviews/id/35479860

236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan 02/21/2025

236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan Previously Alan was Executive Advisor, Nikkei; Chief Commercial Officer at Exceedo; Head of Asia, Pearson, President and Representative Director Pearson Japan; Director of Client Services and Marketing Phoenix Associates; Director Asia, Soshigakuen Group; Director and COO Metropolis Japan. He has a BA in International Relations from Victoria University, Wellington. Summary Alan Malcolm provides key insights into leadership, shaped by his extensive experience in Japan’s business environment. Malcolm’s leadership philosophy revolves around building trust, understanding individual motivations, and balancing the expectations of both local teams and global headquarters. Malcolm emphasizes the importance of earning trust, both from his team and senior management. He describes leadership as a process of aligning corporate goals with individual motivations, ensuring that employees feel engaged and valued. He highlights that different cultures have distinct drivers: Western employees may be more motivated by financial rewards and career progression, while Japanese employees often prioritize team success, stability, and recognition. Understanding these nuances has helped him bridge cultural gaps and manage teams effectively. A crucial challenge Malcolm faced was transitioning from being a team member to a leader. He admits that early in his career, he tried to be liked by everyone, avoiding difficult conversations. However, he later realized the need to make tough decisions while maintaining relationships. He learned to balance accountability and empathy, ensuring that both corporate expectations and team needs were met. Malcolm also stresses the importance of authenticity and consistency. He believes that leaders should be the same person in all situations, avoiding drastic changes in behavior depending on their audience. This consistency builds credibility and trust within the team. He also practices transparency, openly sharing corporate goals and personal feedback he receives from senior leaders. By doing so, he demonstrates vulnerability, which he believes strengthens, rather than weakens, leadership. One of Malcolm’s key strategies is fostering engagement by actively listening to his team. He encourages employees to contribute ideas by providing structured frameworks rather than dictating solutions. He has learned to ask thought-provoking questions that prompt deeper thinking, rather than imposing his own answers. Regarding cultural adaptation, Malcolm advises new leaders in Japan to immerse themselves in the environment rather than relying on outdated business stereotypes. He advocates for learning the language, engaging with local employees, and integrating into the community to build credibility and effectiveness as a leader. Ultimately, Malcolm defines leadership as making decisions and developing people. He believes a successful leader provides the necessary structure, support, and vision while ensuring that the team is motivated to achieve common goals. /episode/index/show/japanstopbusinessinterviews/id/35376225

235 Michael Witt, President ,Nicole Racing Japan LLC 02/15/2025

235 Michael Witt, President ,Nicole Racing Japan LLC Previously Michael was Vice-President Sales and Marketing Nicole Racing, Senior General Manager BMW Alpina, Rolls-Royce, Ferrari, Nicole Automobiles, General Manager Sales Division BMW Alpina Nicole Automobiles, General Manager Aftersales BMW Australia, Director Aftersales BMW Japan Corp, Department Head Price and Volume Planning Aftersales BMW Group, Strategic Consultant Accenture. He has a Master’s Degree in Business Administration from Otto-Friedrich Universitat Bamberg. Leading in Japan presents unique challenges and opportunities that require adaptation and a deep understanding of cultural nuances. Michael Witt, President of Nicole Racing Japan, shares insights into his leadership journey and the lessons he has learned while managing a diverse team in a foreign business environment. One of the fundamental aspects of leadership in Japan is the emphasis on relationships and trust. Unlike in Western business cultures, where leadership can be transactional and results-driven, Japanese employees expect a leader to be deeply engaged in their long-term well-being. Trust is built gradually through consistency, transparency, and genuine concern for employees. Witt emphasizes the importance of spending time with employees, engaging in small talk, and providing regular positive feedback. Leaders must also lead by example, as employees keenly observe their behaviour, mood, and actions. Communication is another critical element in Japanese leadership. Language barriers can be a significant challenge, as many business discussions rely not just on words but on subtle nuances. Witt highlights the importance of learning Japanese to build deeper relationships and avoid misunderstandings. He also stresses the need for patience in decision-making, as Japan's corporate culture often involves a slow, consensus-driven approach. Processes like Nemawashi (informal groundwork discussions) ensure that major decisions are pre-negotiated before they reach formal meetings, making execution smoother. Witt also discusses the differences between Western and Japanese attitudes toward innovation and risk-taking. While Japan may not embrace disruptive change as readily as some Western cultures, it excels in continuous improvement (Kaizen). Employees are often hesitant to take risks unless they feel supported by leadership. As a result, leaders must provide a "parachute"—offering guidance and structured support rather than simply delegating tasks and expecting independent problem-solving. Company culture is another key factor in successful leadership in Japan. Witt describes the cultural transformation within Nicole Racing, focusing on unity and shared values under the "One Nicole" initiative. This approach emphasizes teamwork, recognition, and structured communication to align employees with the company’s long-term vision. Lastly, Witt underscores the importance of resilience, adaptability, and personal well-being. Maintaining a positive mindset, engaging in physical activity, and having a strong support network are essential for leaders managing the complexities of the Japanese business landscape. By respecting cultural traditions, fostering trust, and guiding employees with empathy, foreign leaders in Japan can build strong, loyal teams and drive long-term success. /episode/index/show/japanstopbusinessinterviews/id/35292965

234 Itai Yanai, COO, Plus500 02/07/2025

234 Itai Yanai, COO, Plus500 Previously Itai was the Country Manager for Trax Retail, Co-Founder and Acting CEO for ABJ Japan, Managing Director ImpacTech, Director of Business Development APAC Kyodo International Corporation Japan, Sales Manager Moroccanoli Japan, . He has a Masters Degreee in Media and Governance/ Environmental Innovation from Keio Univerity and a BA from Tel Aviv University in East Asian Studies. Itai highlights that Japanese employees value humility in leadership. Foreign leaders should initially adopt a learning mindset, showing a willingness to understand local practices and seek guidance from their teams. Japanese professionals take great pride in their work and expect leaders to appreciate details and technical expertise. A significant challenge for foreign executives is balancing the expectations of headquarters with the slower, consensus-driven decision-making process in Japan. While Western business culture often emphasizes rapid change and assertive leadership, Japan values harmony, long-term relationships, and collective decision-making. Leaders must build trust gradually by engaging in meaningful conversations, demonstrating commitment, and understanding the nuances of Japanese communication, including indirectness and reading between the lines. Another key aspect of leadership in Japan is handling mistakes and fostering innovation. Employees may be hesitant to take risks due to the fear of failure and hierarchical structures. Yanai suggests that leaders should take responsibility for failures while allowing employees to claim success, which encourages innovation and builds trust. Recruiting and retaining talent is another hurdle. Japanese employees tend to prefer well-established companies with clear career progression. Foreign companies or startups must create an appealing work environment by offering stability, opportunities for professional growth, and a sense of purpose beyond just financial compensation. Providing employees with "opportunities" rather than just a job can be a compelling way to attract and retain talent. Additionally, Japan’s highly demanding consumer market pushes companies to refine their operations. Many foreign businesses that establish themselves in Japan find that they must adopt higher standards of quality and service, which can ultimately benefit their global operations. In summary, leading in Japan requires patience, cultural sensitivity, and a deep understanding of the local work culture. Effective foreign leaders should be humble, trust-building, and willing to embrace Japan's emphasis on precision, harmony, and long-term relationships to succeed. /episode/index/show/japanstopbusinessinterviews/id/35174765

233 Hartmut Pannen, CEO K.K. Irisu 01/31/2025

233 Hartmut Pannen, CEO K.K. Irisu Previously Hartmut was a Partner at Bizits Partners, Senior Consultant at z-anshin, Managing Director at TRUMPF Japan, Managing Director at TRUMPF United Kingdom, Managing Director TRUMPF Japan. He graduated with a Master of Science from Penn State University, and a degree in Industrial Engineering from Technische Univeritat Clausthal. Summary Hartmut has built his leadership philosophy on trust, adaptability, and a deep understanding of Japan’s business culture. His experience leading organizations in Japan has taught him that success is not just about implementing strategies but about fostering strong relationships, both within the company and with customers. One of the key pillars of his leadership is trust. In Japan, where business relies heavily on long-term relationships, Harmut realized early on that credibility is everything. When he first started selling technical equipment, he encountered a cultural expectation that past problems must be resolved before moving forward. Instead of simply pushing new sales, he took the time to address unresolved issues with previous products, ensuring that customer concerns were met before introducing something new. This commitment to problem-solving laid the foundation for a strong reputation, both among clients and within his company. Leading a Japanese team came with its own challenges. Employees would often agree to proposals with a simple "yes," but that didn’t always translate to action. He learned to look beyond surface-level agreements, following up consistently and creating structured opportunities for discussion. Harmut also recognized the Japanese preference for Kaizen—continuous, small improvements—rather than large-scale changes. He worked within this mindset, ensuring that his team focused on steady progress while also integrating global innovations in a way that felt natural rather than forced. Managing performance was another challenge. Unlike in many Western companies, where underperformance can lead to quick dismissals, Japanese business culture requires a more careful approach. Harmut developed a system of retraining and repositioning employees when possible, giving them a chance to improve before considering other options. He ensured that performance issues were addressed transparently but fairly, creating an environment where accountability was expected but never handled harshly. A significant part of his success came from his deep engagement with customers. He viewed complaints not as setbacks but as invaluable insights. By actively listening to dissatisfied customers, he was able to refine products and services, which, in turn, strengthened relationships and improved business outcomes. Throughout his career, Harmut sought out mentors to help navigate the complexities of leadership in Japan. He believes that leading successfully in a foreign culture is not about forcing one's own methods but about adapting—like reshaping a key to fit a specific lock. His leadership journey demonstrates that with patience, cultural awareness, and a commitment to trust, long-term success is possible. /episode/index/show/japanstopbusinessinterviews/id/35096140

232 Koji Endo, Chairman, Kai Group 01/24/2025

232 Koji Endo, Chairman, Kai Group Koji Endo's approach to leadership in Japan offers valuable insights into navigating the complexities of running a business in a culturally rich and nuanced environment. As the third-generation leader of the Kai Group, Endo inherited a legacy steeped in tradition and innovation. He took over the presidency at 33, following the sudden passing of his father, and transformed the company from a predominantly domestic enterprise into a global brand. This journey required balancing respect for the past with a vision for the future, a common challenge in Japanese family-run businesses. Endo’s leadership emphasized long-term thinking, a cornerstone of Japanese business culture. Unlike the transactional and short-term focus often seen in Western business practices, Japanese leaders prioritize stability, trust, and sustainable growth. This philosophy shaped his approach to building relationships with partners and his commitment to ensuring the company’s enduring success. A key part of Endo’s preparation for leadership involved working outside the family business. Like many successors in Japan, he spent time at another company to gain practical experience and understand the mindset of frontline workers. This broadened his perspective and provided him with a deep appreciation for the challenges faced by employees, enriching his ability to lead with empathy and insight. Building trust within the organization was another pillar of Endo’s leadership. Upon assuming his role, he prioritized open communication, respect for experienced executives, and fostering a collaborative culture. One of his innovative strategies was the use of Shuho, a weekly reporting system where employees shared updates and ideas. This not only allowed him to stay connected with the workforce but also encouraged a flow of ideas from all levels of the organization. Endo's tenure also marked a period of significant change for the Kai Group. He expanded its international presence, increasing overseas sales from 20% to 55%. This required navigating diverse markets and cultural differences while maintaining the company’s reputation for high-quality products. Endo’s ability to adapt to changing environments and embrace new opportunities was crucial to this success. In passing the presidency to his son, Endo highlighted the importance of respecting generational shifts. As chairman, he provides guidance while allowing his successor the freedom to shape the company’s future. For foreign leaders in Japan, Endo advises cultivating relationships outside of work, respecting local customs, and visiting worksites to understand operations firsthand. His leadership, influenced by patience and Zen-inspired mindfulness, underscores the value of humility, cultural sensitivity, and a commitment to sustainable growth. /episode/index/show/japanstopbusinessinterviews/id/34986385

231 Corinne Southarewsky, COO Axa Japan 01/17/2025

231 Corinne Southarewsky, COO Axa Japan Previously, Corrine was the Chief Distribution and Chief Claims Officer AXA XL APAC Europe and XL Insurance Company SE, Head of Claims XL Insurance company SE & AXA XL Business Unit APAC Europe, Head of Global Claims Operations, Global Chief Claims Officer, CEO Protexia France, Allianz France. She graduated in engineering from Ecole nationale des ponts et chaussees and has an MBA from College des Ingenieurs. Summary Corinne Southarewsky’s approach to leadership in Japan blends her extensive global experience with an acute sensitivity to local cultural dynamics. Transitioning to her role as COO of AXA Japan, she emphasised the importance of listening, understanding, and respecting Japan’s traditions and people while maintaining authenticity. Corinne highlights that successful leadership begins with adaptability—not imposing preconceived notions but learning from the environment and its people. One key element of her leadership philosophy is recognising individual contributions while fostering teamwork. She believes in creating a culture of mutual respect, purpose, and collaboration to inspire and engage employees. For Corinne, the alignment of organisational purpose with shared goals strengthens employee dedication, especially in a client-focused industry like insurance, where empathy and precision are vital. Corinne also addresses the cultural emphasis on perfectionism common in both French and Japanese contexts, harnessing this trait to ensure high service quality. However, she balances this with a pragmatic acceptance of imperfection, promoting resilience, innovation, and the willingness to learn from failures—an approach that helps mitigate cultural resistance to experimentation in Japan. Her advice to leaders entering Japan includes taking time to understand the culture, respecting traditions, and building trust through sincerity and alignment of actions with words. She stresses the importance of meeting employees and clients personally to gain deeper insights and foster genuine engagement. As a female leader, Corinne advocates for women’s empowerment by focusing on their individual goals and fostering family collaboration for work-life balance. She also encourages leaders to create flexible environments that accommodate personal and professional growth for both men and women. Corinne’s leadership style exemplifies the fusion of cultural respect and global perspective, making her insights invaluable for anyone aspiring to lead effectively in Japan. /episode/index/show/japanstopbusinessinterviews/id/34893065

230 Irina Menshikova, President, Amway Japan 01/10/2025

230 Irina Menshikova, President, Amway Japan Previously Irina was Amway Russia Chairman of Liquidation Committee, Managing Director Russia, Ukraine and Central Asia, Vice-President Sales and Operations Russia, Director of Sales and Marketing Oriflame Kazakhstan, Supervisor Reporting Philip Morris Kazakhstan. She has an MBA from the University of Manchester Business School, and a Ph.D. from Bauman Moscow State Technical University. Summary Leading effectively in Japan requires a nuanced understanding of its unique cultural and social dynamics. Irina Menshikova, President of Amway Japan, emphasizes the importance of patience, trust-building, and adaptability in navigating the complexities of Japanese business culture. One critical factor is understanding Japan's high-context, consensus-driven culture. Leaders must demonstrate compassion, transparency, and vulnerability while fostering collaboration. Building trust is central, achieved through consistent communication, acknowledgment of past challenges, and a sustained commitment to resolving issues. Japanese employees value leaders who listen and create safe spaces for dialogue and innovation. Menshikova's approach included open dialogue sessions and one-on-one conversations, which allowed employees to voice their concerns and suggestions. Strategic workshops were used to empower middle management and facilitate proactive contributions. Casual lunches further fostered trust and allowed for informal yet strategic discussions. Japanese teams often start with a lower baseline of optimism in assessments and engagement scores, reflecting cultural tendencies rather than dissatisfaction. Menshikova navigated this by focusing on incremental improvements and celebrating progress rather than making direct comparisons to other markets. Her leadership style integrated Amway’s core values—freedom, hope, family, and reward—with the cultural specifics of Japan. By adapting global principles to local nuances, she rebuilt trust with employees and distributors. This included leveraging Japan’s detail-oriented execution strengths while introducing changes in a culturally sensitive manner. For female leaders in Japan, Menshikova highlights the importance of building confidence, balancing priorities, and pursuing personal aspirations. Many women face societal expectations that limit their roles to family responsibilities. Educational programs and corporate support systems, such as flexible work policies and mentorship opportunities, can help women advance. Menshikova’s advice to leaders entering Japan is to immerse themselves in the culture, learn the language, and actively listen to local teams. Trusting the Japanese approach and balancing global identity with local relevance is critical. Leaders should embrace a mindset of experimentation and adaptability while staying true to the mission of their organization. Lastly, Menshikova underscores the value of self-care, including mindfulness and resilience-building practices, as essential for sustaining long-term leadership effectiveness. /episode/index/show/japanstopbusinessinterviews/id/34724400

229 Aytekin Yildiz, APAC Cluster CEO Group BEL, President Bel Japan 01/05/2025

229 Aytekin Yildiz, APAC Cluster CEO Group BEL, President Bel Japan Aytekin previously was Greater Turkey Cluster General Manager, Turkey Country Manager, CFO Turkey, Sales Controlling Group Manager Paris Groupe Danone, Project Manager, Sabanchi Holding Danone JV. He has a BA Business Administration from Bogazici University and MA Finance & Accounting from Marmara University. Summary Aytekin Yildiz, APAC Cluster CEO of Group Bel and President of Bel Japan, shared insights from his two-and-a-half years in Japan during this interview. Having a background in finance, he transitioned into leadership roles through deliberate career moves and support from Bel. He emphasised that successful leadership in Japan requires understanding the cultural nuances of indirect communication, risk aversion, and perfectionism. To engage his team, Aytekin stressed the importance of starting with "Why" and co-creating a vision through collaborative workshops. He introduced a "test and learn" approach to encourage agility, assuring his team that failure is acceptable if it leads to learning. Aytekin publicly treated failures as collective rather than individual, using them as opportunities for growth and reflection. He highlighted the importance of trust in Japanese workplaces, built through authenticity, transparency, and consistency. Respecting Japanese culture while maintaining his own identity was key to his leadership style. Aytekin noted the importance of balancing strategic and operational leadership, often engaging directly with his teams during crises to demonstrate support. Innovation, he said, is strong in Japan but requires a leader to unleash its potential. He cited successful initiatives, such as introducing unique product innovations like sweet cheese and collaborations with Japanese IP, as examples of Japan’s creativity. For leaders coming to Japan, Aytekin advised adopting a listening mindset, understanding the local culture, and building trust through collaboration. He emphasised the value of blending global strategies with local market realities to drive meaningful change. Aytekin defined leadership as guiding and inspiring people toward a common vision through engaging conversations. His leadership journey underscores the importance of adaptability, empathy, and fostering innovation to succeed in diverse and complex markets like Japan. /episode/index/show/japanstopbusinessinterviews/id/34722925

Joe Hart, Global President Dale Carnegie & Associates 12/27/2024

Joe Hart, Global President Dale Carnegie & Associates Joe Hart, Global President Dale Carnegie & Associates Previously Joe was President Asset Health, President at Info Ally, Development Director Taubman, and as a lawyer, Associate at Dawda, Mann, Mulcahy & Sadler, Associate at Clark, Klein & Beaumont. He has a BA from the University of Michigan and a JD from the Wayne State University Law School. He is a certified trainer in the Dale Carnegie Course. Summary: I reflected on my journey to becoming the President and Global CEO of Dale Carnegie & Associates and wanted to share some key insights about leadership. My career began in law, but everything changed after I took a Dale Carnegie course in 1995. It was a transformative experience that not only gave me the courage to leave law but also set me on a path toward personal and professional growth. Over the years, I’ve built and sold companies, including an e-learning firm and a wellness business, learning the importance of adaptability and innovation along the way. When I became CEO of Dale Carnegie, my approach was rooted in humility and a commitment to listening. I spent months connecting with our franchisees around the world, understanding their challenges and opportunities, and using their input to create a five-year strategic plan. My focus has always been on fostering trust, building relationships, and creating a culture where people feel supported and engaged. The COVID-19 pandemic was one of the most challenging periods of my leadership. Thankfully, Dale Carnegie’s foresight in developing online training back in 2010 allowed us to pivot quickly to a digital model. It wasn’t easy—shifting globally to virtual delivery required rapid training and certification—but the effort paid off. Transparency and regular communication were critical during this time. I made it a priority to check in with team members, listen to their concerns, and provide as much clarity as possible about our direction. These actions helped build trust and kept the organization aligned during a period of uncertainty. I also see tremendous potential in leveraging artificial intelligence (AI) to enhance productivity and client engagement. AI can streamline tasks like meeting preparation and research, freeing up time for more meaningful interactions. However, I believe the human element—skills like empathy, communication, and storytelling—remains irreplaceable. Leaders need to build trust and provide the necessary training to help teams adapt to these changes. I emphasized that effective AI implementation depends on employee confidence, motivation, and trust in leadership. Throughout my career, I’ve witnessed the power of confidence and psychological safety. At Dale Carnegie, we create environments where people feel empowered to take risks and grow. This approach aligns with our principles of focusing on strengths and encouraging positive development. I’m deeply committed to helping individuals and organizations build these capabilities, which are more important than ever in today’s fast-changing world. For me, leadership is about continuously learning, staying true to core values, and ensuring that people feel supported and valued. By leveraging technology, fostering strong relationships, and prioritizing personal growth, I believe we can navigate even the toughest challenges. My goal is to carry forward Dale Carnegie’s mission of transforming lives and reaching more people around the globe with tools that build confidence, inspire trust, and create lasting impact. /episode/index/show/japanstopbusinessinterviews/id/34611580

228 Miyoko Demay, Previous President Tiffany Japan 12/20/2024

228 Miyoko Demay, Previous President Tiffany Japan Previously Miyoko was Tiffany’s Vice-President Global Sales, International Operations, Vice-President Japan Division, Director - International Japan, Account Associate, Coordinator Ala Moana Store, Coordinator/Manager Global Trade Business. Summary: Key Points on Leading in Japan Miyoko Demey, former President of Tiffany Japan, shares valuable insights on leadership in Japan based on her thirty-year career with Tiffany, spanning the U.S. and Japan. Her experiences underscore the importance of curiosity, respect, communication, and adaptability when leading in a complex cultural environment. 1. The Importance of Curiosity and Respect Miyoko highlights curiosity as a critical leadership trait. She emphasizes the need to listen actively, ask questions, and understand different perspectives, particularly when leading multicultural teams. Leaders cannot assume “standard” solutions apply. Respect for people, their work, and the local culture is key to building trust and creating an inclusive environment. 2. Building Trust Trust is foundational for leadership in Japan. Miyoko explains that consistency is essential—leaders must follow through on promises and remain transparent. When mistakes occur, leaders should focus on learning and growth rather than blame. This approach helps employees feel safe to take risks, make decisions, and innovate. 3. Overcoming Siloed Thinking with a “One Team” Approach Japanese organizations often exhibit a siloed mindset, where roles are narrowly defined, and collaboration can be limited. Miyoko tackled this by promoting a “one team, one goal” culture. She encouraged employees to see the bigger picture and understand their contributions to the collective success of the organization. 4. Leadership Challenges for Japanese Women Miyoko acknowledges unique challenges faced by Japanese women in leadership roles, such as self-doubt and societal expectations. She advocates for mentorship programs and encourages women not to underestimate their potential. Sharing her own challenges and imperfections helped her team feel more confident about stepping up and taking risks. 5. Communication is Repetition and Adaptation Effective communication in Japan requires consistent messaging, delivered in various formats, from town halls to one-on-one meetings. Miyoko points out that Japanese audiences often rely on subtle, unstated cues (ishin denshin), but assumptions can no longer be taken for granted. Leaders must clarify their expectations explicitly to avoid misunderstandings. 6. Understanding the Headquarter-Local Dynamics Miyoko’s deep knowledge of Tiffany’s headquarters gave her credibility as a leader in Japan. She acted as an effective “culture interpreter,” bridging the gap between the U.S. head office and local operations. Her ability to explain local needs to headquarters—and vice versa—helped smooth operations and build trust with both sides. 7. Resilience Through Opportunity Miyoko views challenges as opportunities for growth. For instance, during COVID-19, her ability to adapt to unexpected circumstances allowed her to manage Tiffany Japan effectively while maintaining work-life balance. This mindset of resilience and positivity is essential for leaders navigating crises. 8. Key Professional Traits: The Four C’s Miyoko identifies her “Four C’s” for leadership: Curiosity: Always strive to learn and understand. Confidence: Built through hard work and preparation. Courage: Make decisions, take risks, and own the outcomes. Compassion/Connection: Build genuine relationships by listening and understanding others. Miyoko’s leadership approach demonstrates the power of balancing respect for Japanese cultural nuances with global business priorities. For foreign leaders in Japan, she advises listening, respecting existing structures, and acting decisively while maintaining trust and communication. /episode/index/show/japanstopbusinessinterviews/id/34484845

227 Johhny Yoo, CEO WeWork Japan 12/13/2024

227 Johhny Yoo, CEO WeWork Japan Previously Johhny was Vice-President and Corporate Officer Softbank Corp (mobile) Entrepreneur AgiTech Company, Trade/Investor Multiple Global Brokers and Hedge Fund. He was educated at the University of California, Berkeley. Summary Here are the key leadership principles and actions to follow, based on JohnnyYoo’s insights from his experience at WeWork Japan: Adapt to Crises and Pivot When Needed: Be open to reassessing your career or leadership approach when significant events or crises arise. Adaptability is crucial, and sometimes major shifts can offer new opportunities for growth. Embrace Cultural Sensitivity: Take time to understand the local culture, especially in diverse environments like Japan. Learning even basic aspects of the local language and customs can go a long way in building trust and rapport with colleagues, clients, and stakeholders. Build Trust Through Transparency and Communication: Prioritize open, honest communication. Be clear and consistent in your messaging to ensure everyone is aligned with the company’s vision. Foster transparency through regular interactions, such as town halls or an open-door policy, to address concerns and keep the team informed. Be Decisive, Especially in Times of Uncertainty: When facing crises or organizational challenges, take swift and decisive action. Avoid prolonged uncertainty; even painful decisions, when made quickly, can be better than indecision. Engage Directly with Clients: Build strong, personal relationships with your customers. Engage with them directly to understand their needs and foster trust. Small gestures, like remembering names or addressing cultural preferences, can make a significant impact on these relationships. Foster Inclusivity and Innovation: Create an inclusive environment where ideas are welcomed from all levels of the organization. Encourage team members to contribute, and use their ideas to drive innovation and momentum, particularly in challenging times. Cultivate Resilience and Optimism: Lead with a mindset of perseverance, following the principle of “fall down seven times, get up eight.” View setbacks as opportunities for growth and motivate your team to stay focused and positive even during tough periods. Maintain Simplicity in Your Leadership Approach: Keep communication clear and straightforward. Avoid overcomplicating messages or processes, as simplicity can enhance understanding and execution. Balance Local and Global Expectations: When leading in a foreign market, balance corporate goals with the cultural realities of the local environment. Take the time to understand local practices and adapt your approach accordingly, avoiding over-reliance on intermediaries or expecting immediate results. Respect and Understand the Local Business Environment: Gain a deep understanding of the economic and cultural landscape in the regions where you operate. This includes the unique challenges of industries like real estate in Japan, and recognizing the importance of strategic partnerships to navigate these complexities. By applying these principles, you can become a more effective leader who fosters trust, innovation, and resilience while adapting to the local business and cultural context. /episode/index/show/japanstopbusinessinterviews/id/34428180

226 Emmanuel Marchat, Representative Director Stahl, Japan 12/07/2024

Ross Rowbury, Previous President of Edelman 11/29/2024

Ross Rowbury, Previous President of Edelman Ross Rowbury, Previous President of Edelman Japan, celebrated his 40th anniversary since first arriving in Japan as a Rotary Youth Exchange student. Mr. Rowbury began his career in the finance sector in banking and securities before moving on to PR roles specializing in finances. With several years of leadership experience in foreign financial firms, Mr. Rowbury made a smooth transition into PR where he embraced the creative and engagement aspect of the industry. As the President of Edelman, the largest foreign PR firm in Japan with a rapidly growing team, Mr. Rowbury strives for strong communication and engagement with his staff, but takes a conscious step back when necessary. He explains, “I think, the key thing is that the leader needs to be able to identify where those turning points or tipping points [of change] are so that [you] don't become a bottleneck in that process.” Delegation also plays a large part in managing such a large team. To better lead his 80 employees, Mr. Rowbury is planning on welcoming a new COO to take on much of the operational decisions. On the changing landscape of PR and modern audiences, Mr. Rowbury says ”you have to create a very strong narrative or storyline that makes them understand why it’s relevant or important to them, or they’re not going to stay there with you.” To make this possible, Edelman hires a diverse team of specialists who are talented planners and creatives, but do not necessarily “speak the same language” and work at various speeds. Mr. Rowbury tries to find the common ground between such differences through repeated discussions. He explains, “through a process of really intense discussions…over time, you are unable to get to a point where those three different definitions of product manager have actually melded into something that's unique for us. And that's where we want to be.” In an ever-evolving world, Mr. Rowbury is aware of the younger employees’ need for transparency and involvement in decision-making processes to have more trust in leadership. Through his regular lunch meetings with junior staff, Mr. Rowbury learned of the stress younger generations and implemented a wellness day to promote better mental health. To foster creativity in a mistake-free culture like Japan, Mr. Rowbury explains, “these days a relatively small mistake can actually result in quite a significant impact to the business so I'm not quite sure…[if] it's okay to go out and make mistakes, is exactly the right message. I think it needs to be refined a little bit more, with some parameters around what sort of mistake is okay to make and what is not.” Additionally, Mr. Rowbury explain that being able to admit to one’s mistake, recognize one’s weaknesses and constantly learn, are all essential factors in adapting to such a rapidly changing society. Mr. Rowbury advises newcomers to Japan to remember the three Ps – patience, persistence, and politeness - something he was first told as a new arrival himself. He explains that in Japan, everything takes more time and money, but when done, the end result is better than anywhere else. Mr. Rowbury also encourages newcomers to not be afraid of making the ask, but maintaining politeness by using phrases like onegaishimasu (please) and soundanga arimasu (I would like to consult you). /episode/index/show/japanstopbusinessinterviews/id/34123701

Jeremy Sampson, Previous Managing Director of Robert Walters Japan, now CEO N.E. Asia and Greater China 11/22/2024

Jeremy Sampson, Previous Managing Director of Robert Walters Japan, now CEO N.E. Asia and Greater China Jeremy Sampson, Managing Director of Robert Walters Japan, originally started his career at Hilton Hotel in Australia, before moving to Japan to teach English. He joined Robert Walters as an Associate in 2005. In 2008, Mr. Sampson became the team manager specializing in manufacturing and heavy industries, coinciding with the Global Financial Crisis. Looking back, Mr. Sampson thinks of this difficult time as a “year of learning” in which he worked to instil “great habits, great processes, and great discipline.” This put his team in a strong position when the market rebounded in 2010, making them one of the highest performing teams among all offices in Japan. During this time, Mr. Sampson explains how he learned the importance of being a leader that leads by example, working hard and setting clear expectations to earn the trust of his employees. He says: “if you're doing the same things that you're asking others to do, I think that is quite powerful and impacts people…[to] follow suit.” He also explains the power of accountability: “I think when people know that you would be checking in to see how something went, it creates accountability and there's more responsibility to do what's asked.” To grow his team and organization, Mr. Sampson worked to further specialize in the manufacturing, chemical and energy industries. The division grew from 20 people to over 50 people by 2018, at which point Mr. Sampson had become Managing Director. In managing a larger team, Mr. Sampson talks about learning to lead through other people, welcoming feedback, and being consistent with his communication to ensure it reaches all levels of the organization. To make this possible, Mr. Sampson takes part in all first day training for new hires and communicates his leadership principles throughout the induction training process. He also has coffee with the new employees in small groups after their first month to check in with them and reinforce the organizational values. The company also has offsite meetings to have brainstorming and feedback sessions, which Mr. Sampson and the other directors review at a later time. In retaining his employees, Mr. Sampson sticks to his simple philosophy of “hiring good people, developing them well and keeping them happy.” This not only includes financial rewards and promotions but being a genuine leader that provides a caring work culture. Mr. Sampson constantly communicates to his employees how he is there to help them in their careers and develop their skills, providing necessary training. As a result, Robert Walters has been ranked 16th in the Great Place To Work Institute Japan ranking in 2019, winning the best company award. When explaining how he keeps his employees happy, Mr. Sampson claims, “it's the simple fun things from company parties to drinks on a Friday afternoon, [as well as] actual initiatives.” For example, the organization has a voluntary wellness committee that plans activities related to health and wellbeing. For newcomers to Japan, he advises them to learn the Japanese culture and landscape first. Secondly, building trust and engagement among employees especially during a time of labour and talent shortage. Lastly, he highly recommends building a networking in Japan’s international business community, which he assures is very welcoming. /episode/index/show/japanstopbusinessinterviews/id/33958247

Paul Hardisty Current President Ralph Lauren Japan, Previous President Adidas Japan 11/15/2024

Paul Hardisty Current President Ralph Lauren Japan, Previous President Adidas Japan Once you walk the talk over a given period of time as a leader, you gain trust, and then people will follow you, instead of just doing what you say. Then you start getting buy-in and ideas and you can work cross-functionally. On engagement surveys, if you are giving a very low score, then you should not be coming into the office. If you are not going to be part of the solution, then you should reconsider your career and job. Engagement scores however tend to coincide with big decisions, e.g. head count freezes has a negative impact on scores, but bonus time has a positive impact. It is also not helpful to compare countries against other countries. It is about trends and patterns and feedback. You are always going to get people who score low, but it is when you see big swings that you know there is an issue. I used to think that my job was to find a local leader to replace me once I moved on, but I have realized we are an international company and rotation is a better solution, so succession plans are not just country-based, they are global. While it may not be a fantastic analogy, chopping the tree down from the top takes a long time. If you wedge things in the tree all the way up, the tree will fall the way you want it to fall. The unwillingness to change in Japan is strong. We have long had an innovations/idea box and you can put your name on it or not, but we would offer prizes and that encouraged people to put their names on it. But then we received feedback that the idea then became the responsibility of the person who suggested it, and yet often it was not even about their own division. So we created a business development department that reported directly to the CEO, and they can then tackle any strategic ideas that need to be implemented cross-functionally. It was a great tool to get ideas out of heads and onto paper and then to receive quick feedback on that idea by a specialist department who was responsible for it. Employee meetings are held quarterly and they are mandatory to the extent I myself would walk the floor to see who was not in attendance. There would be various presentations but it was designed as a forum for communicating what needed to be communicated. I used to have a pizza lunch every 3 weeks with the newcomers where they would have to answer 5 questions and I would have to answer the same 5 questions honestly. It helped build trust and exposure. My door was always open. I would meet with anyone and everyone. Sharing personal stuff really helps brighten engagement. I do it because it is just me and how I am but especially in Japan, I realized it was seen as a really big deal. My view is you do not need to be a rock or some kind of impenetrable individual. You are a human, you have a family, you have a dog, you have issues, so its okay to relate to people and have them relate to you. You should not stop a weekend activity you have been enjoying for decades just because you are the CEO or whatever. I think it is important to be careful what you wish for because changing things that are inherent to a culture, even if they sometimes cause frustration, would fundamentally change the country. Manage the business with the environment you have. Use it to your advantage. Do not be brainwashed by some of the things you have been told about Japan either by foreigners who are new to the country or who have been there a long time. There are as many challenges in Japan as they are in any other countries. Focus on the good and where there are growth opportunities. Yes, it can be a flat market in general but pick your battles and look for areas you can innovate in. You need to think and you need to ask for help. Consultants can often give you insights into the market from a bigger picture and help you develop those plans, as well as point out where you can hit to grow your business, grow your career and grow your family. So be open-minded, draw your own conclusions and enjoy the ride. /episode/index/show/japanstopbusinessinterviews/id/33877737

Seiichiro Asakawa, Previous President Tokyo Chemical Industries 11/08/2024

Seiichiro Asakawa, Previous President Tokyo Chemical Industries As a leader, I learned to not compete on things I did not have expertise in. I had a financial background, not a technical background, so there was no use trying to convince technically strong employees on that front – I had to use financial data as facts in order to convince my employees to accept that things needed to change in order to grow on the global scale that I wanted. While I accept there are differences in practices between cultures, I think the basics of people are the same. People are motivated to learn, to grow, to advance. Young people particularly, regardless of culture, are willing to challenge themselves and are not afraid to try and even fail. We invested heavily in the company computer systems so that all staff can, at the touch of a button, contact any other member of our overseas team. So, apart from being conscious of time differences, there is no excuse for a lack of communication. We communicate, even at the Japanese headquarters, mainly in English and what I encourage the most is everyone just having a go, it can be horrible English with just a bunch of words together but there will always be someone in the meeting who can translate so it is vital that people gets a chance and just tries. Bit by bit, they will realise no one`s English in the company is perfect and that just trying to communicate is the key. We never fire people for making a mistake, even if it is a big one because they tried, so they are not penalized and in fact we set up challenge systems within the company to recognize employees globally who met the challenge, made the contribution and tried. We also bring managers to Japan and take Japanese managers to our other offices in India and China and Europe etc, so as many people as possible, can see first-hand how our business operates in different cultures. It is expensive to do this, but I see it as an investment in my people, in team building and in my company. I think while money is important to people, they have bills to pay after all, but recognition in so far as being trusted to take on certain roles and responsibilities is a bigger motivating factor in my company. When I took over the company, and instigated the global expansion, I had to be very precise and transparent about my messages. I would send the messages in English and Japanese to the employees about where we were and where we wanted to go. I would outline the broad plan and then ask different groups into meetings to plan, plan, plan – down to the detailed plans. This was how I built ownership from the employees into the global plan, and changed the company culture from a One-King culture, top-down strong leadership style that my father used, to a style that was more suited to me and what I had learnt in the US I think a problem in Japan is we ask people to choose a specialization at far too early an age. For example, once you go down a science path, you do not learn management or business skills, so we end up with highly skilled workers but only in their particular field, and that puts us at a competitive disadvantage because in many other Western countries, even if you major in science, you still get a liberal arts education, which basically teaches you the leadership and communication skills you need anyway. In Japan, a well-mannered conversation is based on listening, to fully understand and make an in-depth comment. Feedback is only considered appropriate at work, feedback to people at your own level is considered aggressive. You need to be very careful giving feedback to Japanese people, listen carefully to what they are trying to do and the reasons they are doing that. Personal relationships are key in Japan. Japanese have hospitality in their DNA, so show some interest in the culture and people will be more likely to engage with you. It helps build trust. /episode/index/show/japanstopbusinessinterviews/id/33760817

Laurent Depus, Previous President of Natixis Japan Securities 11/01/2024

Laurent Depus, Previous President of Natixis Japan Securities Laurent Depus, President of Natixis Japan Securities, the Japanese branch of French bank corporation Natixis, has been working in Japan for over 30 years. Originally from Belgium, he aimed to become an English and Spanish interpreter but changed his career course when he joined Chase Manhattan Bank in Luxemburg as a trader. After experiencing various management positions in the financial sector, Mr. Depus joined Natixis in 2014. Mr. Depus observes successful organizations need to establish three main pillars. First is to have a profitable business model. Second is to have regulated governance. Third is to have a strong company culture. During his time at SMBC Trust Bank, he built these three pillars for the company from the ground up. He especially notes the challenge he had of creating a strong company culture in the complex Japanese workplace. Although very hierarchical, Mr. Depus observes that the Japanese decision-making process is more participatory than the west. He explains how vital it is to establish trust within one’s team to ensure everyone is moving towards the same direction. This is a challenge especially in a non-confrontational culture like Japan where people may seemingly agree with the boss but silently resist. Additionally, Japanese staff may be wary of foreign managers as they are seen as short-term workers who will move onto another position in 2-3 years. In navigating such challenges and winning trust, Mr. Depus emphasizes the importance of being genuine, honest and transparent. He says, “I think once people have realized that you are honest and genuine, the ice will crack. Trust will be generated. And once you have trust, mistakes can be made. You can make mistakes and your staff can make mistakes. But there's no hard feelings because there is trust, like in any…family.” Mr. Depus adds that when there is trust, more people come forward with new ideas, creating a momentum for creative innovation. Mr. Depus advises newcomers of Japan to be prepared, detail-oriented, and honest in order to gain trust. He explains, “in the Benelux where I'm from, I would only get a transaction when I had the best price. [But in Japan], once the relationship is created, it's usually more than just a simple, pure business, [but a] product-oriented relationship.” /episode/index/show/japanstopbusinessinterviews/id/33628682

Encore: Harry Hill Previous CEO of Shop Japan 10/25/2024

Encore: Harry Hill Previous CEO of Shop Japan Summary When you lead people, you have to lead them in a way they are going to follow. In Japan, when you teach a class, you line people up in order of seniority and you stand in front of the class. It seems very regimented but everyone is perfectly comfortable because they know their role and where they are supposed to be so that allows for performance to be maximized. In the USA, that kind of a set up would make everyone very uncomfortable and inclined to rebel. To make people feel comfortable and improve performance in the USA, its better to put everyone in a circle so there is no feeling of unnecessary hierarchy. Now, sometimes its useful to put people in uncomfortable situations as a way to challenge them but you need to do it with a specific purpose in mind and that is a call you need as a leader need to make. A good culture is one where there is a shared sense of purpose and values, and being very upfront about tying that purpose to the actions you/your team are taking. You have to be consistent about that, because especially in Japan, that is the difference between creating a winning culture and a chaotic culture. A shared sense of purpose, professionalism and empowerment create sustainability, where your team can deal with the highs and lows. In the Shop Japan Business, I looked at our call centre staff as extensions of the customer. They understood the customer because they spent so long speaking to them every day so they took on characteristics of the customer．VOC stands for voice of the customer but really it was at least 50% the voice of the communicator (our call centre staff). It helped us turn morale around because we actively listened and heard. Especially in Japan, if you show that the least empowered voice is going to be listened to, you create a tremendous amount of morale. It also creates innovation – if every new idea has to come from the top, then you are in big trouble. I always caution Western leaders unfamiliar with Japan is to not fill up empty space. Ask a question and hold yourself back as the silence drags and wait for an opinion. Also try to never have the first word. Let someone else conduct the meeting and then at the end bring things together. While the easiest way to teach in Japan is to line everyone up, the easiest way to run a meeting is to be overly attentive and give everyone the opportunity to voice their opinion．Getting buy-in from your Japanese team is really hard but when you get that buy-in, you absolutely over-perform. Japanese employees are looking to make a long-term emotional commitment to where they work so they look for the same level of commitment from their leaders. For foreign leaders on 3 – 5 year postings, I recommend not just speaking with your inner circle. Everyone is meaningful, so have different events where you can show that you are caring about the voice of your employees and avoid being too focused on one group over others, gives you a balanced view of what is going on in the organization. My acronym for leadership is VICES, which stands for vision, integrity, competency, efficiency and sustained success. Poor performance and good performance are easy to deal with. It is mediocre performance that is more difficult to deal with. Trust your people, let them know they are trusted but that it is an open process where people are also accountable. New leaders need to be patient. The leader that will make the biggest changes is the one that listens and truly gains insight Identify who are the biggest obstacles in your organization and remove them immediately and publicly. This is the only way that engagement, empathy and trust principles work. /episode/index/show/japanstopbusinessinterviews/id/33528232