タグ: leadership

会社ぐるみの不正には、どう対処すべきか

もう10年ほど前のことですが、ヨーロッパの建築インフラやエンジニアリングサービスを提供する企業の日本法人のCEOから、彼の会社で安全に関する故障や事故が繰り返し発生していることについて相談を受けました。ある事故では一人が死亡、他の事故も死者が出てもおかしくない程深刻なものだったそうです。彼は、最前線のスタッフが安全規則を守らなかったことが原因ではないかと考え、私に調査を依頼しました

ジェンダー・ダイバーシティーについての洞察

Most global companies outside of Japan have targets for increasing numbers of women employees, particularly in management. And even in Japan where women are often given short shrift, more global companies now have such targets as well. However, the leaders of the most successful companies I know achieve their objective by doing things right that have nothing to do with women at all, and their businesses and all staff, both men and women, are better off as a result. If you are the leader of a business in Japan or anywhere else, whether your business is subject to diversity targets or not, below is what I advise.

「老人には居場所なし」とは本当だろうか

先日、私の顧客であるあるCEOが解雇されました。自分には非はなかったと彼は主張しています。彼の個人の業績もビジネスの業績も、ずっと素晴らしいものでした。ところが、会社の将来について話し合うという名目で日本で彼と面会した地域担当の副社長は、代わりに彼を解雇すると告げたのです。その理由を尋ねたところ、「新しい才能のある社員を入れ、人員を減らすため」という意味のはっきりしない答えが返ってきたのだそうです。

[:en]Empowerment for Adults[:ja]エンパワーメントとは[:]

[:en]I define empowerment as an employee’s ability to effect a business outcome through his or her individual work—and having the will to do so. In the video below, I explain what you need to make empowerment a reality in your business. No theory. No slogans. No HR-esque platitudes. Just practical advice based on actual experience for a business leader like you.

自分の決める戦略

The best military strategists always choose the terrain on which they will do battle, rather than allowing the enemy to choose for them. So, in business, why would you possibly allow others to define the topography of your business environment instead of choosing the topography yourself? Yet, that is often precisely what business people do.

[:en]Little has Changed[:ja]危機であろうがなかろうが、変わらないもの[:]

[:en]Don’t get mired in the tactical. The principles of what makes for effective leadership of a business is no different now during the pandemic from what they were in the “before-times.” It is only the tactics that have to change.

[:en]Exploit Your Unseen Innovations[:ja]社内で生まれているイノベーションに注意を払うこと[:]

[:en]As I boarded a Japan Airlines international first class not long ago, a cabin attendant at the entrance to the aircraft greeted me in Japanese with, “Dr. Bleistein! We’ve been expecting you!” rather than the typical, “Welcome aboard, sir!” in English. Not only did she know my name, but also presumed correctly that I speak Japanese, when typically the presumption would be that I don’t.

[:en]Conversation with Parfums Christian Dior Japan President Olivier Teboul[:ja]パルファン・クリスチャン・ディオール・ジャポン株式会社代表取締役社長オリヴィエ・トゥブル氏へのインタビュー[:]

[:en]Last week I held and onstage conversation with Parfums Christian Dior Japan President Olivier Teboul for the French Chamber of Commerce in Japan. Below are my personal takeaways from what we discussed.

[:en]Empathy Trumps Projection[:ja]投影ではなく共感をすること[:]

[:en]Projection and empathy are not the same thing, but they are often confused. Empathy is the ability to understand how someone is thinking, whereas projection is presuming a person thinks like you. Be careful not to project when it is empathy that you intend.

[: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.