[:en]Leader Versus Minion Behaviors [:ja]リーダーとそうでない人との違い[:]
[:en]Who on your staff is leadership material, and who is…perhaps not? Forget personality profiling and engagement survey results. None of these tests have ever been scientifically validated, and can tell you as much about a candidate for a higher level of leadership as reading the entrails of a slaughtered chicken.
[:en]Big Consequences of Tolerating Small Infractions[:ja]たとえ小さくとも、違反は大きな影響を及ぼすもの[:]
[:en] Illicit and unethical behavior should never be tolerated, even if the impact is small. For example, if a manager is padding company expenses for personal gain, you really have no choice but to fire the manager, even if it is for less than a few hundred dollars per year. That can be a hard decision to make when the manager’s performance is high, such as a top salesperson, but it is the right decision. It is a matter of judgement and leadership of the manager rather than a cost-benefit analysis of the infraction.
[:en]Using R&D to Make a Sale is like Eating Your Young[:ja]研究開発部を利用して営業を上げるのは、リソースの無駄遣いである[:]
[:en]I often see sales people offer highly valuable expert services from an R&D division to a customer for free in order to make a product sale, even when the customer would likely have been happy to pay.
[:en]Process, Not People[:ja]企業文化改革：人よりプロセスに焦点を[:]
[:en] The key to rapid culture change in any organization is process, not people. First focus on changing processes. Attention to people comes later. For example, in working with a leadership that was having difficulty in coming to consensus and making decisions in a timely manner, I asked them to try a process I had developed. Unconvinced, they humored me and gave it a try. As a result, they worked through a list of seventeen strategic issues requiring decisions in two hours. Previous efforts had taken weeks with no result. The CEO and many of the managers had ascribed cause to cultural and communication issues, or otherwise to personalities of […]
[:en]English is not just a Language, It’s a Mindset[:ja]英語はただの言語ではなく、ものの見方である[:]
[:en] Many Japanese companies, and not just foreign companies, are pushing their employees to improve English–some more than others. Many people struggle with the grammar, pronunciation and endless nuances of vocabulary, and wonder why they must suffer through this even though their current job involves little or no direct interaction with people who speak the language. They may be missing the point. Learning language is just as much about changing mindset as learning the functional aspects of communication.
[:en]Stop focusing on the yen exchange rate! Your best hedge is innovation![:ja]為替ばかり気にするのはやめ、イノベーションによるリスク回避に努めましょう[:]
[:en] Many business executives are fretting about the weakening, and a lot of them were present at a yen forecast briefing I attended yesterday. Lots of charts and graphs, elaborate assumptions, and caveats. In the end, it boils down to the yen could up, or then again it could go down.
[:en]Four Characteristics of a Great Employee[:ja]優秀な社員の4つの特徴[:]
[:en] I am often asked what separates great employees from the merely good and mediocre. My answer frequently surprises. Below are four characteristics of a great employee.
[:en]Identity And Mindset Change. Are You Really Who You Think You Are?[:]
[:en] Steve explores the idea of rediscovering who you are as a company and moving away from your comfort zone so that you may realize new possibilities, as opposed to sticking to your “core” which has been the popular methodology in the past. He suggests that organizations identify themselves by what their values are as opposed to merely what they do.[:]
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English