In every story four healthcare leaders in Japan told me, the first “no” came from inside their own organizations. Not from regulators. Not from competitors. For anyone leading a company in Japan, that changes where the real work of change lies.
I walk through five lessons from a leadership panel I moderated in Tokyo: why leaders who win carry the risk personally, why you should stop trying to convert the unconvinced, why institutions move on self-interest rather than mission, why staying close to the work matters, and four things leaders should stop accepting as the way things are done in Japan.
If you are interested in more on leading change when the resistance comes from inside your own organization, my book, Dauntless Leadership, is available on Amazon:
https://www.amazon.co.jp/dp/B0GVKN7CRG
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