[:en]Sanguine Leadership[:ja]楽観的リーダーシップ[:]
[:en]The COVID-19 panic that has enveloped Japan and other countries in the world is primarily driven by sensationalism in media reporting giving people around the world a skewed perception of a personal health risk, which in Japan and the U.S. alike, is in reality exceedingly remote. Yet the real health risk is largely illusory. My wife told me of a news report of a passenger on a Tokyo commuter train who hit the emergency stop button. When railway staff came to investigate, the passenger told them there was a guy in the carriage without a surgical mask who was coughing.
[:en]Fear Misplaced[:ja]見当違いの恐怖心[:]
[:en]Risk and risk perception are rarely equivalent, but if you lead an organization, yours must be one and the same. I write this as worldwide cases of coronavirus surpass 10,000, most of which are in China, and are certain to rise. While a frightening pathogen to be sure, the fears that coronavirus has provoked in people in other countries are beyond rational, as are the changes in their behavior.
[:en]Conversation with Cartier Japan CEO Veronica Prat Van Thiel[:ja]カルティエ ジャパン社長ヴェロニカ・プラット・ヴァン・ティール氏へのインタビュー[:]
[:en]On December 12th, I conducted an onstage conversation with Cartier Japan CEO Veronica Prat Van Thiel at the Roppongi Hills Club in Tokyo co-hosted by the American and French chambers of commerce in Japan. We had a full house, and lots of great questions from the audience. This was an off-the-record event. Below are my personal takeaways.
[:en]Make Your Own Era[:ja]自分自身の時代を築くこと[:]
[:en]The passing of an era in a company is often so subtle as to create an illusion of inertia, like the pushback from the jetway of a passenger jet that is only discernible by looking out the window but otherwise goes unfelt. Such changes in era are only remarked when someone asks, “Were we always like this?”
[:en]No Settlement for Augmented Reality[:ja]拡張現実に甘んじるべきではない[:]
[:en]A machine is no ersatz for real, human engagement. A virtual reality is never better than the real thing. A recent visit to Paris reminded me of these truths.
[:en]Labor Shortage? No Such Thing! [:ja]労働力不足など存在しない[:]
[:en]There is no such thing as a labor shortage. There are more excellent people out there right now than you can possibly hire, and you can have them—if you do things right! Last week, I discussed what to let go in order to grow your business in the midst of a labor shortage. This week, as promised, I discuss what to take on. Below are my top four.
[:en]No Such Thing as a Labor Shortage[:ja]人手不足と「手放す」ことについて[:]
[:en]There is no such thing as a labor shortage. In reality, there are more excellent people in Japan than you could possibly hire. You can have them, if you do things right. The first step in growing a business, even in a labor shortage, is deciding what to cut. If you find that your business is dealing with the current labor shortage by taking more on and clinging to what you have, then heed my advice. If you want to grow, you must first let go. Let go of what, you ask? Read on, and I explain the top four.
[:en]Labor Shortage Success Manifesto[:ja]人材不足の中で採用に成功するには[:]
[:en]Every CEO with whom I speak bemoans unfilled positions, many of them critical to the business and complain about the dearth of competent candidates. How do you successfully secure great talent in a tight labor market? Below are the most effective tactics I advise.
推定ではなく、価値を提案すること
JR新幹線の一等席はグリーン車と呼ばれています。私はフランスのTGVやアムトラックのアセラ・エクスプレスといった超特急列車にも乗った事がありますが、そのどれと比べても、グリーン車が一番乗り心地が良いと思います。JRは、いくつかの路線において、さらにその上を行く「グランクラス」という特別座席まで提供しています。しかし、このグランクラスの存在はほとんど知られていません。JRが故意に秘密にしているわけではないと思いますが、JRの社員を見ていると、秘密にしようとしているのではないかと考えさせられてしまいます。
[:en] Conversation with LVMH Japan President Norbert Leuret[:ja]LVMHジャパン代表取締役社長ノルベール・ルレ氏へのインタビュー[:]
[:en]On February 5th, I conducted an on-stage conversation with LVMH Louis Vuitton Moët Hennessy Japan President, Norbert Leuret, for both the American and French Chambers of Commerce at the Tokyo American Club. Here are my takeaways from that conversation.
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