[:en]Conversation with AIG Japan Holdings K.K. CEO, Robert Noddin[:ja]ＡＩＧジャパン・ホールディングス株式会社代表取締役社長兼ＣＥＯ、ロバート・ノディン[:]
[:en] I conducted an on-stage conversation with AIG Japan CEO Bob Noddin yesterday. This was an American Chamber of Commerce in Japan luncheon event, held at the posh Tokyo American Club. About one-hundred people attended, and everyone got a free copy of my new book! While this event was off-the-record, allow me to elaborate on […]
[:en]People are Resilient and Adaptive[:ja]人の順応性・適応性の高さ[:]
[:en] Economists predicted that the stock market would tank if Donald Trump were elected, as people had apocalyptic fears of what his policies might do to the world economy. The economists got it right and so very wrong at the same time. The stock market did tank as it became clear Donald Trump was the […]
[:en]Presume the Best in People: The Gains Far Exceed the Losses[:ja]人を信用することから得られる利益と、疑うことから発生するリスク[:]
[:en] Recently, when traveling first class on the Shinkansen (the Green Car), I noticed that conductors no longer check passengers tickets. It used to be that uniformed conductor, often female, would first distribute complimentary disposable wet towels to new passengers who had just boarded, noting their seat numbers, and then some minutes later return to […]
[:en]Pride and Confidence[:ja]プライドと自信[:]
[:en] The goal of every business is to create a customer, and its mission is to contribute to the society in which it serves. This is not about CSR or charity.
[:en]The Productivity of Doing Nothing[:ja]何もしないことによる生産性の向上[:]
[:en] The best way to achieve rapid progress in your profession is to regularly schedule doing nothing. Management is primarily brain work as opposed to hands-on manual labor. The higher the level of the manager, the more significant the brain work becomes. We advance our businesses by the power of our ideas and innovation. One […]
[:en]The Senior-Level Salesman Who Won’t Change[:ja]変革を拒むシニアレベルの営業スタッフ[:]
[:en] For many companies in Japan, markets and strategic priorities have changed faster than the way senior sales staff do things. The target customers, industries, ways of selling and delivering value must change if the company is to thrive. Yet so many CEOs of companies in Japan lament about senior salespeople who cling to the […]
[:en]French Chamber of Commerce[:ja]フランス商工会議所[:]
[:en] Last week, I was formally inducted into the French Chamber of Commerce in Japan. Here is a photo of me receiving my certificate from Chamber president, Bernard Delmas, CEO of Michelin Japan.
[:en]Don’t Push Back, Push Forward[:ja]拒否の代わりに推し進める方向で[:]
[:en] A CEO client of mine asked for advice on pressure he was receiving from the head office for a dramatic increase in sales targets for the coming year. He has successfully grown business consistently every year at a faster rate than any other country’s operation within the group. His managers now want more — […]
[:en]Why doesn’t my leadership team bring new ideas to me? The “wa” of Confrontation[:ja]対立においての和[:]
[:en] CEOs often ask me this question, as most would like their team to propose ideas and alternatives to them.In Japanese culture, proposing an idea can be viewed as suggesting you know better than your boss, and that you disagree with his or her point of view. At best this can be interpreted as impertinence, […]
[:en]The Fallacy of Monetary Incentives[:ja]金銭によるインセンティブに効果がない理由[:]
[:en] Most leaders view monetary incentives as the most important driver of performance, whereas most employees view it as the least important. Monetary incentives reduce performance to an economic transaction—an offer for a price—which he or she may accept or walk away from.
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