The Leadership Japan Series Podcast Por Dale Carnegie Japan arte de portada

The Leadership Japan Series

The Leadership Japan Series

De: Dale Carnegie Japan
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Leading in Japan is distinct and different from other countries. The language, culture and size of the economy make sure of that. We can learn by trial and error or we can draw on real world practical experience and save ourselves a lot of friction, wear and tear. This podcasts offers hundreds of episodes packed with value, insights and perspectives on leading here. The only other podcast on Japan which can match the depth and breadth of this Leadership Japan Series podcast is the Japan's Top Business interviews podcast.© 2022 Dale Carnegie Training. All Rights Reserved. Economía Gestión Gestión y Liderazgo
Episodios
  • How To Get Better Results

    How To Get Better Results
    Dec 24 2025
    When you've got a dozen priorities, meetings, emails, and "urgent" requests hitting you at once, the real problem usually isn't effort—it's focus. This is a simple, fast method to get your thinking organised, coordinate your work, and choose actions that actually improve results: build a focus map, then run each sub-topic through a six-step action template. How do I get focused when I'm overwhelmed with too much work? You get better results by shrinking the chaos into one clear "area of focus," then organising everything else around it. In practice, overwhelm comes from competing directions—sales targets, KPIs, internal politics, client deadlines, hiring, and admin—all demanding attention at the same time. In Japan, this can be amplified by stakeholder-heavy coordination; in the US and Europe, it can be amplified by speed and constant context switching. Either way, your effort becomes scattered and poorly coordinated. The fix is to pause briefly and decide: "What is the one thing (or two things) I need to improve most right now?" That becomes your anchor. Once you can name the focus, the brain stops thrashing and starts sorting. Do now: Write down the one or two words that define your key focus for this week. What is a "focus map" and how do you make one quickly? A focus map is a one-page visual map: one central focus, surrounded by the sub-topics you need to improve. Put a small circle in the middle of the page and write your main focus inside (for example: "Better Time Management"). Then add related words that come to mind as surrounding circles—like planets around the sun—creating sub-categories you can work on. This works because you already have the answers in your head; you just haven't "released" them into a structure. The visual element matters: arranging the circles stimulates thinking differently than typing a list in a notes app. It's fast, low-tech, and effective—especially for leaders toggling between deep work and constant interruption in a post-pandemic, hybrid world. Do now: Draw one central circle and add 6–10 surrounding circles of related sub-topics. What should I put on my focus map (examples leaders actually use)? Use practical "better" themes—time, follow-up, planning, communication—then generate sub-categories that are behaviour-based. Common centre-circle themes include: Better Time Management, Better Follow-up, Better Planning, Better Communicator. Example: if your centre circle is "Better Time Management," your surrounding circles might include: prioritisation, block time, procrastination, Quadrant Two focus (Eisenhower Matrix), to-do list, weekly goals, daily goals. This is where the method beats generic productivity advice. Instead of "be more organised," you can see the real levers: calendar blocking, priority choice, and the habit of starting the day with a ranked list. In an SME, this might be about protecting selling time; in a multinational, it may be about reducing meeting bloat and stakeholder drag. Do now: Choose one sub-category you can improve in 7 days (e.g., prioritisation). What are the six steps to turn a focus map into action? The six steps force clarity: attitude → importance → new behaviour → desired result → vision alignment. After your focus map is complete, pick one sub-category (say, prioritisation) and run it through this template: What has been my attitude in this area?Why is this important to me and my organisation?Specifically, what am I going to do about this differently?What results do I desire?How is this going to impact my Vision? This is essentially strategy on a page. It connects behaviour change to outcomes and makes it harder to stay vague. It also works across cultures: whether you're operating in Japan's consensus environments or in faster-moving US/Europe contexts, you still need a clear "why" and a specific "what next." Do now: Write answers for steps 1–3 today; do steps 4–5 tomorrow. Can you show a completed example (so I can copy the format)? Yes—use the example below as a plug-and-play model for any topic you choose. For "Time Management" with the sub-category "Prioritisation," a completed version looks like this (edited only for formatting): Area of focus: Time Management → PrioritisationAttitude: "I know I should be better organised…but I never get around to taking any action…because I don't choose activities based on priorities."Why important: "If I am better organised I can get more work done…focus on the prioritised areas of highest value…contribute more value to the organisation."What I'll do differently: buy an organiser; use to-do lists + a calendar; block time for highest value items; start each day by nominating tasks, then prioritising and working in that order.Desired result: spend best time on highest value tasks with greatest impact.Impact on vision: efficiency and effectiveness rise dramatically. Do now: Copy this structure and fill it ...
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    12 m
  • How Leaders Can Strengthen Relationships With Their Team (Part Three)

    How Leaders Can Strengthen Relationships With Their Team (Part Three)
    Dec 17 2025
    In Parts One and Two, we covered the relationship fundamentals: stop criticising, give sincere appreciation, understand what people want, show genuine interest, smile, and remember names. In Part Three, we move to the final three skills that make those principles work in real leadership: listening, speaking in terms of the other person's interests, and making people feel important—sincerely. 1) Be a good listener and encourage others to talk about themselves Many leaders unintentionally weaken relationships because they listen selectively. If the conversation isn't "useful," they tune out. The problem is that people notice—and they disengage. As the article puts it: "Some people are boring when they talk about themselves and I tune out, because I only want to hear stuff that is of interest to me, like where are the results". That doesn't sound like a good approach to build an engaged team, does it? A better standard is to make learning about your people part of your leadership job. Listening isn't passive; it's the gateway to trust, cooperation, and commitment. The practical challenge is that many leaders don't know what questions to ask—so here is a simple conversation framework the article recommends using a "memory linking technique": Nameplate, House, Family, Briefcase, Airplane, Tennis Racket, Ideas. The listening framework (and how to use it) Nameplate: their name—and whether you pronounce it correctly. The article shares an example where a leader's effort to pronounce a full name properly made the person feel valued, because others had defaulted to an easier nickname. House: where they live now, where they have lived, and where they want to live in the future. Family: family composition and what matters outside work; relationships often deepen through shared life connections (like children attending the same school). Briefcase: the content of their work—the reality of what they do every day. When you understand the details, you better understand their "personal situation" and what pressures they operate under. Airplane: travel experiences, preferences, and recommendations (including places like onsen). Tennis Racket: hobbies and interests. People can sit next to each other for years and never know what the other person truly enjoys—because no one asks. Ideas: what they're noticing in business—market shifts, competitor moves, trends, and information sources worth sharing. Run this framework lightly, not like an interrogation. The goal is simple: learn enough about people that you can lead them as humans, not as job titles. Core takeaway: "Make finding out all about your people your mission and you are sure to find leading your people becomes easier." 2) Talk in terms of the other person's interests This is a leadership multiplier: when you connect your requests to what someone cares about, cooperation becomes easier and resistance drops. But what if you don't know what they care about? The article's answer is blunt and practical: ask more questions—and return to listening. It also points out a reality leaders often forget: people may not reveal what they are interested in immediately because they are still deciding whether they can trust you. You earn the right to understand their interests by showing consistent respect and curiosity. As you ask questions and learn more, you also uncover similarities and shared ground—making trust-building easier and faster. 3) Make the other person feel important—and do it sincerely People want to feel that their work matters and that they matter to the organisation. Yet many leaders stay locked on outcomes and forget the process is powered by humans, not machines. The article states it clearly: "Often, we are working hard but get no recognition for it… We are not machines. Everything we do is driven by our mindset and our commitment. We want to be recognised for that." This is where leadership can go wrong—because recognition can become manipulation if it isn't real. The article highlights that "honesty", "sincerity", and being "genuine" run through these principles for a reason. Without those caveats, the principles become tools for manipulation—and people see through it. Conclusion: Your relationship advantage this week If you want stronger relationships with your team, don't overcomplicate it: Listen better and encourage people to talk about themselves.Ask enough questions to discover what matters to them.Connect your communication to their interests.Recognise people in a way that is honest, sincere, and genuine. Or in the final challenge posed by the article: how will you apply these principles this week to develop stronger relationships and create positive influence?
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    12 m
  • How Leaders Can Strengthen Relationships With Their Team (Part Two)

    How Leaders Can Strengthen Relationships With Their Team (Part Two)
    Dec 10 2025
    In Part One we covered three foundational human relations principles: avoid criticism, offer honest appreciation, and connect your requests to what the other person wants. In Part Two, we level up the relationship-building process with three more principles that are simple, timeless, and strangely rare in modern workplaces. How do leaders build trust when everyone is time-poor and transactional? Trust is built by slowing down "relationship time" on purpose—because rushed efficiency kills human connection.In post-pandemic workplaces (hybrid, remote, overloaded calendars), teams can become purely transactional: tasks, Slack messages, deadlines, repeat. The problem is: efficiency is a terrible strategy for relationships. If people don't feel known or understood, you don't have trust—you have compliance (and even that is fragile). Across Japan, the US, and Europe, the pattern is consistent: when leaders invest time in people, cooperation rises; when leaders treat people as moving parts, motivation drops. Relationship-building is a leadership system, not a personality trait—schedule it like you'd schedule a customer meeting. Do now: Put one 15-minute "relationship slot" on your calendar each day this week and use it to learn something real about one team member. How can a leader "become genuinely interested" without it feeling fake? Genuine interest means curiosity without agenda—because people can smell manipulation in seconds. A lot of leaders worry, "If I ask personal questions, won't it look like I'm trying to use them?" That's a fair concern, because we've all met the "networking vampire" who's only being nice to get something. The reality is: being "nice" to take advantage of people usually works once—then you're done, especially in a hyper-connected organisation where word spreads fast. The difference is intent. Real interest isn't a technique; it's respect. Every colleague has a story—skills, family background, side projects, passions, scars, ambitions. The workplace becomes richer and happier when leaders make space for that humanity, rather than pretending everyone is a job title. Do now: Ask one non-work question you can genuinely listen to: "What are you into outside of work these days?" Then shut up and learn. Why does "shared interests" matter so much for team performance? Shared interests create closeness, and closeness makes cooperation easier when pressure hits. In any team—whether it's a Japanese HQ, a Silicon Valley startup, or a regional APAC sales unit—conflict isn't usually about the task. It's about interpretation: "They don't care," "They're lazy," "They're political," "They're against me." When you know someone's point of view (and why they think that way), you stop writing hostile stories about them. This is where relationship-building becomes performance insurance. When deadlines tighten, the team with trust can debate hard and move forward. The team without trust gets passive-aggressive, silent, or stuck. Leaders who take an honest interest create the bonds that prevent small issues from turning into culture damage. Do now: Find one "common point" with each direct report (sport, kids, music, learning, food) and remember it. Does smiling actually improve leadership outcomes—or is it just fluff? A deliberate smile makes you more approachable and lowers threat levels, which increases cooperation. It sounds too simple, so leaders dismiss it—then wonder why people avoid them. Walk around most offices and you'll see the default face: stressed, pressured, serious. Not many smiles. Technology was supposed to give us time, yet in the 2020s it often makes us busier and more tense—meaning we're losing the art of pleasant interaction. A smile is not weakness. In Japan especially, a calm, friendly demeanour can change the whole atmosphere before you even speak. In Western contexts, it signals confidence and openness. Either way, it reduces friction. Start with the face, and the conversation gets easier. Do now: Before your next team conversation, smile first—then speak. Watch how their body language changes. Why is using someone's name a leadership "power tool" in Japan and globally? A person's name is a shortcut to respect, recognition, and connection—so forgetting it is an avoidable disadvantage. In organisations, you'll deal with people across divisions, projects, and periodic meetings. In Japanese decision-making, multiple stakeholders are often involved, and you can't afford to blank on someone when you run into them at their office or in the hallway. The same is true at industry events and client meetings: you represent your organisation, and names matter. This isn't about being slick. It's about sending a signal: "I see you." If competitors remember names and you don't, they feel warmer, more attentive, and more trustworthy—even if their offering is identical. Do now: Use the name early: "Tanaka-san, quick question…" then use it ...
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    13 m
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