[:en]When Risk Aversion is Personal[:ja]個人的な理由からのリスク回避[:]
[:en] There is nothing wrong with risk aversion. It is only aversion to reasonable business risk that is a problem. When a business leader complains of excessive risk aversion in his staff, the underlying concerns are frequently personal.
[:en]No Pain Points, No Problems[:ja]問題を抱えない顧客へのアプローチ[:]
[:en]What if your prospects and clients have no pain points and no problems? Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise. Not long ago, I was working with a sales team to help improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of “Do you have any particular problems?” When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges, simply withdrew and promised to call again […]
まず改革を進めること。同意は後から得れば良い。
何をするにせよ周りからの同意を得てから行う、というのは理論上では良いことかもしれませんが、だからといって行動を起こす前に同意を得なければならない、ということはありません。私が存じ上げる素晴らしいリーダーの方々も、同意を得られないからといって、そのせいで物事の実行を遅らせるなどということはしません。逆に、まず実行してからその成果を見せることで、同意を得ようとします。結局のところ、実際の成果を経験してもらう事ほど、同意を得るための説得に役立つものはないのですから。
[:en]Change First, Culture Later[:ja]まず変化に取り組んでから、企業文化を見直すこと[:]
[:en]If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.
[:en]No Pain Points, No Problems[:ja]問題を抱えない顧客へのアプローチ[:]
[:en]What if your prospects and clients have no pain points and no problems? Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise. Not long ago, I was working with a sales team helping improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of, “Do you have any particular problems?” When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges simply withdrew and promised to call again at […]
No Executive Boneyard | ビジネスで変革を起こすリーダーの習慣
There IS such a thing as an executive boneyard for those who do not succeed in making a change in business. But that doesn’t mean your bones have to go into it. Even the most obstinate organizations in Japan can be changed — if you do things right. In this video, I share some of the behaviors that I see in the most successful CEOs who have successfully changed the companies in Japan for the better. 日本の企業において変革を起こすことに失敗してしまう駐在CEOの方々が多くいらっしゃることは事実です。しかし、だからといってあなたの変革の試みも失敗に終わるかもしれないなどと考える必要はありません。極端に頭が固いと思われているような日本の企業であっても、正しい方法で実行すれば、改革は可能なのです。 今回のビデオでは、日本の企業で改革に成功したCEOの方々の間に見られる共通点をいくつかシェアさせて頂きます。
[:en]Social Distancing, not Isolation[:ja]隔離ではなく社会距離戦略を取り入れること[:]
[:en]Don’t underestimate the importance of peer support, especially now. My most successful clients ensure they maintain open communication with other CEOs for advice, to learn what others are doing that works and what doesn’t, and for emotional support. Communicating only with people in your head office and your staff just isn’t enough. Interaction with your peers will help keep you grounded and focused, and your stability will help your staff with the same.
[: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]Monsters Under the Bed[:ja]ベッドの下のお化け[:]
[:en]Tentativeness is rarely out of fear of consequences, but rather fear of unknown consequences, and there is a distinction. A Japanese government ministry official in charge of supporting small to medium size businesses said a recent event in Tokyo said that a shocking number of profitable privately-owned small to medium sized companies with perfectly viable businesses are simply closing as their aging CEOs are unable to find a reasonable successor. The children of the owners who might take over the family business frequently lack either appetite or the aptitude to do so, and few if any possible buyers for the business ever materialize. Rates of entrepreneurship in Japan in general […]
[:en]Ownership Trumps Buy-In[:ja]責任を持たせること vs. 同意を得ること[:]
[:en]New methods can appear threatening to some managers who have never had to change in order to be successful.
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English