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Dr. Greg Story
The Leadership Japan SeriesEpisodes
Dr. Greg Story
The Leadership Japan Series
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Episodes of The Leadership Japan Series
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Managers manage. That means they make sure everything runs on time, to cost and to quality. The leader does all of that, plus some additional important things. These include setting the strategic direction for the team and building the people
There is a debate about whether Japan is any different from anywhere else when it comes to leading the team. Intellectually, I can appreciate there are many similarities because people are people, but I always feel there are important differen
Do leaders have to be perfect? It sounds ridiculous to expect that, because none of us are perfect. However, leaders often act like they are perfect. They assume the mantle of position power and shoot out orders and commands to those below them
Here is a handy success equation which is easy to remember: our mindset plus our skill set, will equal our results. This is very straightforward and unremarkable, but we get so embroiled in our day to day world, we forget to helicopter above t
It is very common to hear from expat leaders here about their frustrations with leading teams in Japan. They get all of their direct reports together in a meeting room to work through some issues and reach some decisions. All goes according t
I was reading an article by Anjli Raval in the Financial Times about the transition for CFOs to the CEO job. She quoted a survey by Heidrick & Struggles which showed a third of CFOs in the FTSE 100 firms became the CEO. This is up from 21% in
It sounds very obvious, doesn’t it, to remind the team what we are trying to achieve, but are we doing it? Yes, we had that team Town Hall a few months ago and as the leader we outlined where we need to be at the end of the financial year. Aft
Japan has had a very low degree of mobility in employment. Large companies hired staff straight out of school or university and expected they would spend their entire working life with their employer. That has worked for a very long time, but
Leaders now face a pivotal moment in business in Japan. Do they continue to cling to the past? Do they replay what they went through when they were younger and lead as they were taught by their seniors or do they change the angle of approach?
As leaders, we are busy bees. We are buzzing around, going from meeting to meeting. We are getting together with clients over lunch, touching base with HQ, handling the media, talking to HR about our people and a host of other important activ
There are many paths to the mountaintop in the leadership area. Today, let’s go back to the practical realities of getting others to listen to you and, even more importantly, to follow you. My favourite quote on leadership is from Yogi Berra
You would think that organisations choose their leaders because they are skilled in communication. What is the job after all, but communicating with the team to make sure everyone is clear about what they have to do and to encourage them to d
Leaders may not even be aware that they are poor listeners. They are very focused on telling others what to do. Being time poor, they are very focused on their own messaging, rather than the messaging efforts of others. In the war for talent
The S-Curve is a very simple concept. Over time, a newly promoted employee goes through distinct stages in their performance achievement. Initially, their performance declines as they grapple with the new set of responsibilities. Gradually t
As leaders are we all perfect? Are we perfect all the time? Obviously, the answer is “no” to both counts, but that doesn’t mean we always face up to our own shortcomings. An important part of growing and improving as a leader is to be honest
Which is more important to us as the leader – what we choose to do or who we choose to be? Most of our careers on the way up will have been concentrated on doing, achieving, delivering results, making the numbers, getting projects delivered on
Leadership is about creating environments that influence others to achieve group goals. This works because people support a world they help create. There are five success areas for leaders to focus on that make all the difference. Rate your pe
We have probably all been on the receiving end of it or have been a witness to it. The presentation is completed, after which come the questions; some are fact finding, some seek clarification, while some are just plain nasty. Perhaps the quest
Doing more, and doing it better, faster and with less is driving global business. A cadre of professional managers running organisations is going the same way as the typing pool. Organisations can no longer afford managers who only manage; inst
“Hey, it’s a jungle out there”. A brilliant meeting followed by a woeful meeting; the emotional roller-coaster world of sales.You’re up and down within minutes, depending on the client’s interest and reaction. You’re always too early or too lat
Success is usually thought to be built on a combination of personal attributes such as intelligence, technical knowledge, street smarts, hard won experience (built on failures from pushing too hard), guts and tenacity. Our varsity halls offer
Corporate learning isn’t working. Heroically, time and treasure are being spent by company leaders to improve staff performance. Inherent in that goal is that we as recipients learn something new or re-learn what we supposedly should know alrea
"I don’t understand!". Well in Nippon, particularly, what a pandora’s box or treasure trove that statement is, depending on your point of view. Employees who respond in this way may have a number of subterranean issues bubbling away. As manager
I am putting this content together for me to remind myself that psychosomatic illness is a real thing and there are plenty of graveyards with ambitious thrusting leaders pushing up daisies, because the stress killed them. Being an Aussie male
I have a short fuse for idiocy. I know this about myself, so I have to work on me, to calm down and not just verbally unload both shotgun barrels into the idiot. Like everything, there is best practice about giving errant staff feedback. I f
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