Don’t underestimate the importance of peer support, especially now. My most successful clients ensure they maintain open communication with other CEOs for advice, to learn what others are doing that works and what doesn’t, and for emotional support. Communicating only with people in your head office and your staff just isn’t enough. Interaction with your peers will help keep you grounded and focused, and your stability will help your staff with the same.
The COVID-19 panic that has enveloped Japan and other countries in the world is primarily driven by sensationalism in media reporting giving people around the world a skewed perception of a personal health risk, which in Japan and the U.S. alike, is in reality exceedingly remote. Yet the real health risk is largely illusory.
My wife told me of a news report of a passenger on a Tokyo commuter train who hit the emergency stop button. When railway staff came to investigate, the passenger told them there was a guy in the carriage without a surgical mask who was coughing.
Japan-fatigue is real and can be fatal to your success and career. Don’t try to explain how Japan is different to executives in your head office. While such conversations are great for dinner parties, talks with students, and war stories with friends, unless executives in your head office are interested in Japanology as a hobby, it’s best to leave Japanology to academics. Executives will find discussions only frustrating and tedious.
Empowerment is like breathing. We all recognize its need but we’re rarely aware of it until something is wrong. Passivity in business is the most common symptom of lack of empowerment. Continue reading
New methods can appear threatening to some managers who have never had to change in order to be successful.
Any business, in any situation, in any market always has multiple options for a strategic direction that are all good. It is a terrific boon to buy-in when your leadership team can come up with a strategic direction that matches yours without you having to tell them what your vision is.
However, that rarely happens on its own.
There is no percentage in tentativeness. Success in strategic change belongs only to those who step into the fray. My recent visit to Hanoi reminded me of this, and below I explain why.
The passing of an era in a company is often so subtle as to create an illusion of inertia, like the pushback from the jetway of a passenger jet that is only discernible by looking out the window but otherwise goes unfelt. Such changes in era are only remarked when someone asks, “Were we always like this?”