[: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]Conversation with AXA Group Japan CEO Seiji Yasubuchi[:ja]アクサ・ホールディングス・ジャパン株式会社代表取締役社長安渕聖司氏へのインタビュー[:]
[:en]On April 14th, I had the pleasure to conduct an onstage conversation with AXA Group Japan CEO Seiji Yasubuchi for the French Chamber of Commerce. Below is a summary of my takeaways from the conversation.
[: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]Three things I have learned[:ja]私が学んだ３つの事[:]
[:en]Today, I’d like to share the three things I have learned. Watch this video and learn what they are. [:ja]コロナウィルスの現状の中、私が学んだ３つの事をシェアしたいと思います。 [:]
[:en]No Need to Know the New Normal[:ja]現在の危機が過ぎ去った後の世界を正確に予想する必要はない[:]
[:en]A robust strategy, as we emerge from this crisis, is not about the ability to guess right about the new normal, but rather, to make right, come what may. Watch this video to learn more. [:ja]現在の危機が終わろうとしている時に必要となる確固たる戦略において大切なものは、その後の世界を正確に予測する能力ではなく、何が起ころうが正しく対応する能力です。 それについてこのビデオで語らせて頂きましたので、ご覧ください。 [:]
[:en]Now is the Best Time to Self-educate[:ja]今が学ぶのに絶好のチャンスである[:]
[:en]Now that many people are working from home, it is the perfect time to encourage and support your staff in improving their capabilities. Watch this video and learn why. [:ja]現在の危機の中、在宅勤務に切り替える企業がどんどん増えていますが、そんな今だからこそ社員にいろいろ学んでもらうチャンスです。 [:]
[:en]Hit the Ground Running[:ja]すぐに全力で取り組むこと[:]
[:en]The only viable path forward for your business during this crisis is innovation. There is no percentage in tentativeness. It is the bold and the innovators who will hit the ground running and succeed when things settle. At a recent CEO roundtable I held in Tokyo, one CEO talked about how he is implementing enclosed spaces in retail facilities across Japan that are meant to accommodate one customer and one sales person at a time. The space is disinfected after each use. Other CEOs who heard this idea realized they could do the same thing in their own businesses, even though the business of each is vastly different from the […]
[:en]Nine things to Thrive, not just Survive[:ja]生き残るためだけではなく、繁栄するためにすべき９つのこと[:]
[:en]Last week, I held a CEO roundtable in Tokyo for business leaders share and exchange experiences, wisdom, and advice. If you lead a business, below are nine things you ought to be doing now if you want to thrive despite the crisis rather than just survive it.
[:en]Contingency Trumps Certainty[:ja]危機管理は確実さに勝る[:]
[:en]Even though Japanese prime minister Shinzo Abe now has the power to enact a state of emergency, he has hesitated doing so citing lack of evidence so far for meeting the conditions. Yet lack of evidence and evidence of lack are not the same thing, and you need not make the same mistake in leading your business.
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