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The Leadership Japan Series

The Leadership Japan Series

By: Dr. Greg Story
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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. Economics Management Management & Leadership
Episodes
  • 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...
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    11 mins
  • 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 ...
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    12 mins
  • 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 ...
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    13 mins
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