Throw Your Lot in

Throw Your Lot in

On the morning of March 11, 2011, I picked out a tie, checked myself in the mirror, and then left the house to go to Tokyo without knowing that I would never again leave that house the same way. It was only hours later that the massive 3/11 earthquake struck Japan and its deadly tsunami ensued.

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Strategy? Forget All You Know!

Below are seven pieces of advice I give to business leaders based on the most successful strategy practices I know. Whenever I discuss these in an open forum, there is always pushback from at least a few people, particularly in Japan. Some people are even offended! That’s OK.

If I am doing my job correctly, at least some people should be made to feel uncomfortable.

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The Secret to Persuasive Strategy

All senior level executives and managers are asked to develop and present a strategy, whether global strategy, regional strategy, or simply strategy for a team or department they oversee. Many managers create long slide presentations with lots of data to justify why their strategy is right. However, the most persuasive managers talk about all the reasons their strategy might be wrong. Continue reading


Empathy Trumps Projection

Empathy Trumps Projection

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. Continue reading


Businessmen negotiating

Be Unreasonable

Strategy is about creating the future, not predicting it. You develop strategy by starting with a bold vision of the business in the future and working backwards, not by an understanding of the present business and working forward. The latter merely entices you to compromise your vision. It is only the former that can take you where you want to go.

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When Risk Aversion Personal

When Risk Aversion is Personal

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. Continue reading


Business people shaking hands!

The Golden Rolodex Trap

You should always own and never outsource relationships in your business in Japan or anywhere else, and there is no reason you should have to, no matter what you might have been told.

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Discipline To Do What You Know

There is not knowing how to do something and not being comfortable with doing it—and the two are not the same. Leaders I encounter often know more than they think. It is those who possess the discipline to do what they know who achieve the greatest success. Click To Tweet

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