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
  • Time Management For Leaders

    Time Management For Leaders
    Dec 31 2025
    Leaders today are stuck in a constant three-way tug-of-war: time, quality, and cost. In the post-pandemic, hybrid-work era (2020–2025), the pressure doesn't ease—tech just lets us do more, faster, and the clock keeps yelling. This is a practical, leader-grade guide to getting control of your calendar without killing your standards or your people. Why does leadership time management feel harder now, even with better technology? It feels harder because technology increases speed and volume, so your workload expands to fill the space. Email, chat, dashboards, CRMs, and "quick calls" create the illusion of efficiency while quietly multiplying decisions and interruptions. In startups, that looks like context-switching between selling, hiring, and shipping. In large organisations—think Japan-based multinationals versus US tech firms—it becomes meetings, approvals, and stakeholder alignment. Either way, the result is the same: you're busy all day, but the important work stays parked. Answer card / Do now: Audit your week for "speed traps" (messages, meetings, micro-requests). Eliminate or cap the top two. What is the "Tyranny of the Urgent," and how does it wreck leader performance? The Tyranny of the Urgent is when urgent tasks bully important tasks off your schedule—until you're permanently firefighting. You end up reacting all day: chasing escalations, answering pings, and rescuing problems that should have been prevented. This is where burnout risk climbs and productivity drops—especially in people-heavy roles like sales leadership, operations, and client service. Leaders often say, "I don't have time to plan," but that's exactly how the urgent wins. The urgent will always show up; your job is to stop it running the company. Answer card / Do now: Name today's "urgent bully." Decide: delete, delegate, defer, or do—then move one important task back onto the calendar. How do I prioritise like a serious leader (not just make a chaotic to-do list)? Prioritising means ranking tasks by impact, not emotion—then doing them in that order. A scribbled list isn't a system. Leaders need a repeatable method for capture, ranking, and execution. Use simple impact questions: Will this protect revenue? Reduce risk? Improve customer outcomes? Build capability? In Japan, where consensus and quality are prized, leaders can over-invest in perfection; in the US, speed can dominate. The sweet spot is clarity: define "done," define the deadline, and define the owner. Answer card / Do now: Write your top 5 for tomorrow, rank them 1–5, and commit to finishing 1–2 before opening email/chat. What is the 4-box matrix and which quadrant should leaders live in? The best quadrant for leaders is "important but not urgent"—because that's where planning, thinking, and prevention happen. This is the Eisenhower/Covey style matrix in plain clothes: Important + Urgent: crises, deadlines, major issues (live here too long = stress + burnout)Important + Not urgent: strategy, coaching, planning, process improvement (your success engine)Not important + Urgent: interruptions, low-value requests (minimise and delegate)Not important + Not urgent: digital junk time (limit ruthlessly) Big firms (Toyota-style operational excellence) and fast movers (Rakuten-style pace) both win when leaders protect Quadrant 2 time. Answer card / Do now: Block 60–90 minutes this week for "Important/Not Urgent" work—and guard it like a client meeting. How do I stop low-priority work and social media from stealing my day? You stop it by making "wasted time" visible and socially awkward—then replacing it with intentional breaks.Leaders often underestimate the drag of "just checking" feeds, news, or random videos. It's not the minutes; it's the mental fragmentation. If you need a break, take a break that restores you: a 30-minute walk, a short workout, a proper lunch, or a reset chat with someone who energises you. In high-output cultures across Asia-Pacific and Europe, the smartest leaders build recovery into the week because it protects decision quality. Answer card / Do now: Put friction on distractions (log out, remove apps, notifications off). Replace with one "recovery break" you actually schedule. What tactical system works: daily task lists, time blocking, delegation, or batching? It's all four—stacked into one simple operating rhythm: list, block, protect, batch, delegate. Start the day with a written, prioritised list, then time-block the top items by making an appointment with yourself. Protect that time as aggressively as you would protect a client meeting. Next: delegate "not important but urgent" tasks where possible, and batch similar work to stay in flow—calls together, approvals together, email twice a day, admin in one chunk. This reduces ramp-up time and context switching, which is a silent killer in leadership roles. Answer card / Do now: Choose one batching rule for next week (e.g., email at 11:30 ...
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    14 m
  • 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
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