Episodios

  • How To Remember People's Names at Networking and Business Events

    How To Remember People's Names at Networking and Business Events
    Oct 22 2025
    Short intro: Forgetting names kills first impressions. The good news: a few simple, repeatable techniques can make you memorable and help you recall others—consistently, even in noisy, post-pandemic mixers and business events. Is there a simple way to say my name so people actually remember it? Yes: use "Pause, Part, Punch." Pause before you speak, insert a brief "part" between your first and last name, then punch (emphasise) your surname. The pause stops the mental scroll, the parting creates a clean boundary (helpful in loud rooms or across accents), and the punch leaves a sticky final note—useful in Japan, the US, and Europe where surnames often carry professional identity. Executives at multinationals and SMEs alike can coach teams to deploy this consistently at trade shows, chambers of commerce events, and alumni nights. Over time, your name becomes an asset—clear, repeatable, and easy to introduce. Do now: Practise: "Hello, my name is… (pause) …Keiko… (part)…TANAKA." Record it, tweak cadence, rehearse daily. What's the fastest framework to remember someone else's name on the spot? Start with LIRA: Look & Listen, Impression, Repetition, Association. First, give full visual and auditory attention—phones down, eyes up. Next, form a quick impression ("Mr Tall Suzuki with heavy rims") to create a mental hook. Then repeat their name naturally in conversation (not creepily), and finish with an association—link to a character, place, or attribute you won't forget (e.g., Suzuki as "Japan's Clark Kent"). Compared with generic "memory palace" tricks, LIRA is lighter, faster, and better for high-tempo events as of 2025, across industries from B2B SaaS to professional services. Do now: Use their name once early, once mid-chat, once when you part: "Thanks, Suzuki-san—great insight on logistics." How do I create vivid mental images that actually stick? Use PACE: Person, Action, Colour, Exaggeration. Picture the person like a movie poster with their name. Add an action tied to meaning or sound (Asakawa = fast-running stream). Layer in a colour cue (Mr Black, Ms White). Then exaggerate—big cape, soaring over Otemachi, a giant sign reading "SUZUKI." This amps up memorability under cognitive load and cross-language settings (useful in Japan–APAC events where name sounds may be unfamiliar to English speakers). Compared with straight repetition, PACE exploits how our brains favour images and unusual scenes for recall. Do now: On first hearing the name, take one second to sketch a wild, colourful micro-scene in your head—then lock it with a quick repeat. Are there smart shortcuts for linking names to context? Yes—try BRAMMS: Business, Rhyme, Appearance, Meaning, Mind Picture, Similar Name. Tie the name to their business (Tokoro in real estate). Use a rhyme ("straight-back Tanaka"). Note a standout appearance cue (Onaka with a big belly). Leverage the meaning (Takai = tall; Minami = south). Make a mind picture (Abe as Abe Lincoln). Or a similar name pun (Kawai ~ kawaii). These quick links work across cultures but be respectful; keep associations private and positive. In cross-border teams (Tokyo vs. Sydney vs. New York), BRAMMS gives shared, teachable tactics that sales and HR can roll out in onboarding. Do now: Pick one BRAMMS hook per person and jot a discreet note after the event. Consistency beats cleverness. How do I avoid sounding weird when I use someone's name? Space it out and keep it situational. Use the name once as confirmation ("Did I hear Asakawa correctly?"), once to reinforce rapport ("Asakawa-san, that supply-chain example—brilliant"), and once to close ("Thanks, Asakawa-san, let's reconnect next week"). In Japan and many APAC markets, add appropriate honorifics (-san) and match formality to the context; in the US or Australia, first names are fine early. The goal is natural cadence, not performance. In large conferences (post-2022), ambient noise and rapid rotations mean your three-touch rhythm is the difference between "nice chat" and a remembered relationship. Do now: Commit to a "1-1-1 rule": one use early, one mid-conversation, one at goodbye—then stop. What practice routine builds lasting skill without overwhelm? Train one or two techniques per week and score yourself. Don't try every acronym at once. This week, master Pause-Part-Punch for your name and LIRA for their name. Next week, add a single PACE element. Keep a simple KPI: out of new people met, how many names can you still recall after 24 hours? Leaders can embed this in sales enablement and campus recruiting. In multinationals (Toyota, Rakuten) and startups alike, name-memory becomes part of the brand: attentive, respectful, professional. Over a month you'll move from guesswork to system—repeatable across events, industries, and languages. Do now: After each event, write the list of names from memory, check against cards/LinkedIn, and...
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    11 m
  • The Boss Must Become the Human Alternative to AI

    The Boss Must Become the Human Alternative to AI
    Oct 8 2025
    Why authentic leadership is vital in 2025, when AI is everywhere Back in 2021, the big conversation was about chatbots and holograms. Today, in 2025, AI has gone far beyond that. Tools like ChatGPT, Perplexity, Gemini, and countless others are now part of daily life—at home and at work. They generate reports, answer questions, and even simulate empathy in conversation. For many, they feel like a companion. But there is a dark side. We now read disturbing stories of unstable people encouraged by AI interactions to harm themselves or take their own lives. This isn't science fiction. It's here, and it's dangerous. AI doesn't feel, but it can appear to. And when people trick themselves into believing a machine cares, the consequences can be tragic. In this new context, the role of the boss has never been more important. Leaders must become the human alternative to AI—providing authentic empathy, guidance, and care that machines simply cannot. Why do people prefer AI conversations today? The attraction is convenience. AI never gets tired, never loses patience, and always has an answer. For someone who feels isolated, anxious, or unseen, AI can feel like a safe space. In Japan, where loneliness is a social crisis, this is particularly dangerous. Employees may begin to confide more in machines than in their managers. If leaders neglect people-care, their staff may default to AI for guidance and validation. That's not just bad for morale—it's risky for mental health. Mini-Summary: People turn to AI because it feels safe, patient, and always available. Leaders who don't engage risk leaving staff vulnerable to dangerous dependence on machines. How did the pandemic pave the way for this? Covid-19 accelerated remote work and digital reliance. People learned to depend on screens for human connection. By the time AI matured, the habit of seeking digital substitutes was already ingrained. Now, instead of waiting for a manager to reply to a message, an employee can ask AI and get an instant response. The problem is that AI provides efficiency, not empathy. It can mimic listening but cannot care. Mini-Summary: Remote work normalised digital substitutes for connection. AI has filled the gap with speed—but not with real empathy. What are the risks of letting AI fill the emotional void? The most alarming risk is manipulation. AI systems can mirror human emotions, but they cannot judge when someone is in crisis. We've already seen tragic cases where vulnerable people, treated to AI's false empathy, were nudged toward self-harm. In the workplace, the danger is disengagement. Employees who feel unsupported may retreat into AI interactions, becoming emotionally disconnected from their leaders and teams. Over time, this undermines loyalty, performance, and culture. Mini-Summary: AI cannot distinguish between casual talk and crisis. Employees who rely on it emotionally may drift away from their leaders and teams—or worse, suffer harm. Why is the boss's role more important than ever? Because only humans can care. A boss who asks a team member, "Are you okay?" and listens deeply is offering something AI never can: authentic empathy. In Japan, where harmony and belonging are powerful motivators, the boss's role as a human anchor is critical. Leaders must check in intentionally, not leave staff to find comfort in algorithms. Mini-Summary: The boss's role is to provide real empathy and belonging—things AI can mimic but never deliver. What should leaders do in 2025? Schedule human time. Block out time for conversations with staff, no matter how busy.Ask better questions. Go beyond "How's work?" to "How are you coping?" and "What support do you need?"Listen actively. Don't interrupt, dismiss, or rush.Coach direct reports to do the same. Human connection must cascade through every level of leadership. Without these steps, staff may choose AI as their "listener." Leaders must compete by being more present, empathetic, and human. Mini-Summary: Leaders must outcompete AI by offering deeper listening, better questions, and genuine care. Conclusion AI is now woven into daily life in Japan and worldwide. It offers efficiency, speed, and simulation of empathy—but not the real thing. For vulnerable people, the illusion of care can be deadly. For employees, it can quietly erode engagement and loyalty. That's why the boss's role is more vital than ever. Leaders must be the human alternative to AI—showing real concern, listening with empathy, and anchoring their people in authentic human connection. In 2025, it's not optional. It's the only way to keep teams safe, motivated, and loyal in the age of AI. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding ...
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    11 m
  • No Change Agents Needed in Japan

    No Change Agents Needed in Japan
    Oct 1 2025
    Why foreign "hammers" fail and what leaders must do differently in 2025 For decades, foreign companies entering Japan have repeated the same mistake: dispatching a "change agent" from HQ to shake things up. The scenario often ends in disaster. Relationships are broken, trust collapses, and revenues fall. In 2025, the lesson is clear—Japan doesn't need hammers. It needs builders who listen, localise, and lead with respect. Why do foreign change agents so often fail in Japan? Most fail because they arrive as "hammers," assuming Japanese organisations are nails to be pounded. They issue orders, demand compliance, and move quickly to replace "uncooperative" staff. Within months, good people leave, clients are alienated, and HQ is asking why nothing has improved. In Japan's relationship-driven culture, trust and precedent matter more than speed. What works in the US or Europe—shock therapy and rapid restructuring—backfires badly in Tokyo. Mini-Summary: Change agents fail because they impose foreign models on Japan, destroying relationships and trust in the process. What makes Japan's business environment unique? Japan's corporate culture is deeply relationship-based. Employees and clients alike expect stability, respect for hierarchy, and long-term partnership. Leaders who ignore these norms are seen as reckless and disrespectful. Imagine if a Japanese executive were sent to New York or Sydney with no English, no knowledge of local clients, and an eagerness to sack your colleagues. How would staff react? That's how many Japanese employees feel when foreign hammers arrive. Mini-Summary: Japan values stability, respect, and trust. Ignoring cultural context guarantees resistance to foreign-led change. How does poor localisation damage performance? Foreign leaders often fail because they don't understand Japanese customers, laws, or working styles. Policies designed for HQ markets rarely fit Japan. When imposed, they drive away clients and demoralise employees. Losing even a handful of senior staff can devastate sales because relationships with clients are personal and long-standing. Unlike in Silicon Valley or London, relationships in Japan cannot be quickly replaced. Mini-Summary: Poor localisation alienates both staff and customers. Once key relationships are broken in Japan, they are almost impossible to rebuild quickly. What should leaders do differently before landing in Japan? Preparation is everything. Leaders should study Japanese language, culture, and business practices before stepping on the plane. They must also build "air cover" at HQ—support for localisation and patience with results. Quick wins help: small, visible improvements that build credibility. Equally important is identifying influencers inside the Japanese office to champion necessary changes. Instead of dictating, leaders must co-create solutions with the local team. For a comprehensive roadmap, leaders should read Japan Business Mastery and Japan Leadership Mastery, which remain the most up-to-date guides on how to succeed in Japan's unique and complex business environment. Mini-Summary: Leaders should prepare deeply, secure HQ support, and pursue small wins with local influencers. Japan Business Mastery and Japan Leadership Mastery are the definitive playbooks for succeeding in Japan. Why is listening more powerful than ordering in Japan? Successful leaders in Japan listen first. They try to understand why processes exist before changing them. What seems inefficient to outsiders may serve a hidden purpose, such as preserving harmony with partners or complying with local regulations. Listening builds credibility and signals respect. Staff become more open to change when they feel heard. By contrast, ordering without listening provokes silent resistance, where employees nod in meetings but fail to execute later. Mini-Summary: Listening creates buy-in and reveals hidden logic. Ordering without listening triggers silent resistance in Japan. How can foreign leaders build rather than wreck in Japan? The answer is to be a builder, not a wrecker. Builders respect relationships, cultivate influencers, and adapt global practices to local realities. They hasten slowly, introducing sustainable changes without blowing up trust. Executives at firms like Microsoft Japan and Coca-Cola Japan have shown that localisation, patience, and humility create long-term growth. Change agents may deliver in other markets, but in Japan, only builders succeed. Mini-Summary: Builders succeed by respecting trust, localising global models, and moving at Japan's pace. Conclusion The "change agent" model is a repeat failure in Japan. In 2025, foreign companies must abandon the hammer approach and embrace a builder mindset—listening, localising, and cultivating trust. Japan's market is rich, stable, and full of opportunity, but only for leaders who respect its unique culture. For executives who want a practical roadmap, Japan ...
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    12 m
  • Should the Leader Concede?

    Should the Leader Concede?
    Sep 24 2025
    Balancing strength and flexibility in leadership in 2025 Leaders are often told to "never surrender" and "winners don't quit." At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when? Why are leaders expected to be both tough and flexible? Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms. In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen (continuous improvement). Leaders must embody both, choosing when to persist and when to pivot. Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen (improvement) highlight this dual demand. Why do most people avoid leadership roles? Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, "Leading is easy. It's getting people to follow you that's hard." Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism. In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress. Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare. Why is delegation so difficult for leaders? Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge. Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others. Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team. How should leaders balance authority with openness? Many leaders mouth platitudes about "servant leadership" or "management by walking around." In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input. In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority. Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty. Can conceding actually make leaders stronger? Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don't know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches. In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn't mean surrendering; it means being smart enough to choose the best path. Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don't know everything. How can leaders develop flexibility without losing authority? The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives. Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today's unpredictable business environment. By selecting the best ideas—whether theirs or others'—leaders strengthen both their authority and their team's performance. Mini-Summary: Flexibility doesn't erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams. Conclusion Leadership is not about rigidly holding the line or constantly conceding. It's about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo...
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    13 m
  • Leaders Sensing Versus Managers Knowing

    Leaders Sensing Versus Managers Knowing
    Sep 17 2025
    Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they "know," while leaders rely more on what they "sense" and "feel." This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who "know," but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to "know" it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A "my way or the highway" mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from "knowing" to "sensing"? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers.Listening actively to signals from teams and markets.Using knowledge as a foundation but not the driver.Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative ...
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    12 m
  • Leaders Having Visions Were Disparaged

    Leaders Having Visions Were Disparaged
    Sep 10 2025
    Why vision, mission, and values still matter in 2025—if leaders make them real Not long ago, talking about "vision" often invited sneers. Leaders who spoke about visions were mocked as spouting psychobabble. Part of the cynicism came from the poor quality of early vision statements—trite platitudes that could double as sleeping aids. But times have changed. In 2025, vision, mission, and values are essential leadership tools, yet most organisations still struggle to make them resonate with staff. Why were visions mocked in the past? In the 1980s and 1990s, many vision statements were badly written—either too vague, too long, or too clichéd. Employees saw them as irrelevant. Cynical cultures, like Australia's, dismissed them as hollow leadership exercises. Fast-forward to today, and vision has become mainstream. Companies in Japan, the US, and Europe frame it as a strategic anchor. But credibility remains the challenge: if employees can't recall the vision, they can't live it. Mini-Summary: Early visions failed because they were clichéd or irrelevant. Today they are vital, but only if staff remember and act on them. Do employees actually know their company's vision, mission, and values? Research and field experience suggest most don't. Trainers often test this by flipping framed statements on the wall and asking staff to recite them. Typically, no one remembers the vision or mission, and at best, a few values. In Japan, where employees pride themselves on discipline and detail, this gap is striking. It shows that leadership communication is failing. Employees can't live what they can't recall. Mini-Summary: Most employees cannot recite their organisation's vision, mission, or values—evidence that communication and ownership are missing. Why do so many statements fail to inspire? There are two extremes: bloated statements too long to recall, or cut-down slogans so short they become vapid clichés. Both kill engagement. Worse, leaders often draft them alone, without wordsmithing skills or input from employees. Even when teams co-create content, turnover means newcomers feel no ownership. In Japan, where lifetime employment has eroded, this turnover effect is magnified. Leaders must find mechanisms to refresh ownership constantly. Mini-Summary: Vision and value statements fail when they're too long, too short, or disconnected from employees—especially in high-turnover environments. What practices help embed vision into daily work? One proven method is daily repetition. Ritz-Carlton Hotels review their values at every shift worldwide, with even junior staff leading the discussion. Inspired by this, Dale Carnegie Tokyo holds a "Daily Dale" every morning, where team members take turns to lead the session and recites the vision, mission, and values and discuss one of 60 Dale Carnegie Human Relations Principles. This practice ensures even new hires quickly internalise the culture. Egalitarian leadership—having secretaries, not just presidents, lead—also deepens ownership. Mini-Summary: Embedding vision requires daily rituals, repetition, and egalitarian involvement, not just posters on walls. Should companies also create a "strategic vision"? Yes. Many visions describe identity—who we are and what we stand for—but not direction. During the pandemic, Dale Carnegie Tokyo added a "Strategic Vision" to articulate where the company was heading. In 2025, with Japan navigating digital transformation, demographic decline, and global competition, leaders need both: a cultural compass (vision, mission, values) and a directional map (strategic vision). Without both, organisations drift. Mini-Summary: Companies need two visions: a cultural compass for identity, and a strategic vision for direction—especially in turbulent times. How can leaders bring visions to life in 2025? Leaders must test whether employees know the vision, mission, and values. If they don't, leaders should redesign communication and embedding processes. Mechanisms like daily recitation, story-sharing, and recognition linked to values make culture tangible. The post-pandemic world has raised expectations: employees want meaningful work, and customers want values-driven partners. Leaders who treat vision statements as wallpaper risk being left behind. Mini-Summary: Leaders bring visions to life by testing recall, embedding practices into daily routines, and aligning recognition with values. Conclusion Vision, mission, and values were once dismissed as leadership fluff. Today, they are essential but often forgotten or poorly implemented. In 2025, leaders in Japan and globally must transform them into living tools—clear, repeatable, and tied to both culture and strategy. If your team can't recite your vision, mission, and values today, you don't have a culture—you have a poster. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor...
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    12 m
  • The Creative Idea Journey Within Companies

    The Creative Idea Journey Within Companies
    Sep 3 2025
    Why leaders must nurture ideas if they want innovation to thrive in Japan People are more creative than they give themselves credit for, yet many work environments suppress rather than encourage innovation. Brainstorming sessions often produce nothing but wasted calendar space, or worse, good ideas that die on arrival because no one champions them. In Japan and globally, corporate graveyards are filled with unrealised concepts. Leaders must understand that creativity is not a one-off spark—it's a journey that requires cultivation, sponsorship, and careful timing. Why do so many good ideas die inside companies? Most ideas never make it past the brainstorming stage. Either nothing actionable emerges, or promising suggestions are quietly buried. Even in companies with innovation-friendly cultures, ideas face hurdles before they can be applied. Lack of sponsorship, risk aversion, and overloaded leadership pipelines kill innovation before it matures. In Japan, this is amplified by hierarchical decision-making. Ideas often stall before reaching senior management because middle managers, stretched thin and politically cautious, block their path. Without a system to shepherd ideas upward, they disappear. Mini-Summary: Good ideas often fail because they lack sponsorship, timing, or pathways upward—especially in Japan's hierarchical organisations. Where do creative ideas come from? Ideas start with individuals. Inspiration can come from anywhere—external networks, professional communities, or day-to-day frustrations. The broader an employee's networks, the higher the likelihood of fresh sparks. The problem is engagement. In Japan, only about 5–7% of employees rank as "highly engaged" in surveys. That means most staff aren't motivated to generate or push ideas. Without engagement, even the most creative sparks fizzle. Leaders must connect daily work to purpose so employees see why innovation matters. Mini-Summary: Creative ideas emerge from individuals with broad networks and high engagement—but in Japan, low engagement is a major innovation barrier. How can leaders cultivate employee ideas? Cultivation requires more than slogans about innovation. Leaders must make purpose explicit, encourage risk-taking, and reward those who step outside comfort zones. If junior staff can't articulate the company's "why," their ideas will lack direction. In Japan, where conformity often trumps experimentation, leaders must show daily that trying new things is safe. Recognising effort, even when ideas fail, builds confidence. The way leaders treat innovators—successes and failures alike—sets the tone for the whole organisation. Mini-Summary: Leaders cultivate ideas by clarifying purpose, rewarding risk-taking, and encouraging experimentation—even in failure. Why do smart ideas need sponsors and champions? Ideas rarely succeed alone. They need collaborators to refine them and sponsors to promote them. Expecting to walk straight into a boardroom with a raw idea is unrealistic. Allies, mentors, and champions must first shepherd it through the system. In Japanese firms, where harmony is prized, ideas must often be "harmonised" at lower levels before reaching executives. Champions play a critical role in ensuring promising concepts aren't lost to politics or hierarchy. Mini-Summary: Ideas need allies and champions to survive the political journey inside companies, especially in hierarchical Japan. How does timing affect idea success? Even brilliant ideas fail if introduced at the wrong time. Microsoft famously launched its Tablet PC years before the iPad, and its SPOT Watch long before the Apple Watch. Both flopped, not because the ideas were bad, but because the market wasn't ready. In Japan, timing is especially crucial when companies face cost-cutting or conservative leadership cycles. Innovation requires resources—time, talent, and money—which are scarce during downturns. Leaders must align idea introduction with corporate readiness. Mini-Summary: Timing can make or break ideas—introduce them too early or in the wrong climate, and they will fail regardless of quality. What systems help ideas travel upward? Without an "express lane" for good ideas, most are trapped in corporate silos. Middle managers, often protective of their turf, can stall innovation. Creating formal pathways that allow vetted ideas to reach senior leaders quickly is essential. Some global companies use innovation labs or dedicated sponsorship committees to fast-track ideas. In Japan, establishing such systems prevents good ideas from being smothered by bureaucracy or politics. Leaders who create express lanes differentiate themselves and unlock competitive advantage. Mini-Summary: Formal "express lanes" help promising ideas bypass bureaucracy and reach top decision-makers, ensuring innovation isn't lost. Conclusion The creative idea journey within companies is long and fraught with obstacles. Ideas require engaged ...
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    14 m
  • How To Enhance Corporate Credibility

    How To Enhance Corporate Credibility
    Aug 27 2025

    Innovation is not the monopoly of the R&D Department. Everyone of our staff has highly tuned antennae which pick up valuable commercial intelligence about consumer trends, supplier data and client feedback. Just because they are not wearing white lab coats, doesn't mean their insights should be ignored. Yet that is what we do in most companies. Innovation is the application of creative ideas into practical products and services. The germ of the idea is where the creativity component comes in and this is available to anyone. The journey from creative idea to idea application treads a path which transcends the scope of one individual. This is where the wheels fall off and most companies cannot capitalize on the latent creativity inside their firms.

    Our recent global survey on creative ideas at work uncovered some disturbing findings. Given the intense competition in the marketplace for companies, you would expect that leaders would be doing all they could to seize and shepherd creative ideas through to application. Yet the survey showed that only 21% of leaders were really actively seeking ideas from anywhere and anyone in their organisations. Only 23% of survey respondents answered that it is very easy to get support for good ideas in their firm.

    That germ of an idea will start with one person, but will it start at all? If you don't care about the firm and you are not engaged, you don't care if the mousetrap being built is better or not. Our research on the emotional triggers for high engagement showed that leaders need to make their people feel valued, confident, empowered and connected. These are all leader soft skills and depend on attitude orientation and communication skills to work. However, the numbers do not look promising. Only 27% of respondents said their manager makes them feel really valued, just 24% strongly agree they feel empowered and 62% said they don't feel particularly confident in their skills and abilities at work.

    Purpose is a key word in business today. Are the leaders actively promoting an emotional connection to the team's work? Are the daily tasks being connected back to the company's purpose by the leader? You might be thinking, "no problem, I do that". However, if we recorded your conversations with your staff for a full day, how much time would have been spent connecting work with purpose? By the way the boss waxing lyrical about "shareholder value" won't cut it, as a defining purpose for the staff. We need a higher purpose here to motivate people to get out of first gear.

    Psychological safety is a phrase we didn't anything about at work until recently. Today, crusty old leaders like me, have to re-invent ourselves and become more skilled at creating, coaching and maintaining workplace psychological safety. This is not that easy. Many of us grew up in the "suck it up" ethos of fight or flight. "If you can't take it, then leave and we will replace you with someone tougher who can handle the pressure". Namby-pamby whiners complaining about their lack of psychological safety are an affront to everything we did in our careers, because we did tough it out and we did climb the greasy pole to the top.

    So what? That is not the current workplace. Times have changed and we have to change with them. The War for Talent is unending and is actually becoming more intense. We can't throw people overboard today, because replacing them will be a nightmare. We just cannot afford to ignore people with ideas, because we are running the show like a demented pirate captain. If the environment is considered safe for idea generation then there is a higher willingness to take risks such as putting forward new and original ideas.
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