Forget Recruiting. Poach.

Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now.

I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn. Continue reading

There is No Japanese Mindset

Nationality and national culture are not granular enough to explain behavior. There is no  “Japanese mindset.”

I have traveled to more than twenty countries, and lived outside my native United States for almost my entire adult life. I speak Japanese and French fluently, and just enough Italian, German, and Mandarin Chinese to get myself into trouble. When I put my mind to it, I can even fake Spanish—and people understand me! I have worked with and known people from all over the world. Yet, I have never known any single person who could be described as typical of the country from which they come, because it is not nationality that really matters.

Continue reading

Change First, Culture Later

If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a result.

Continue reading

No Pain Points, No Problems

What if your prospects and clients have no pain points and no problems?

Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise.

Not long ago, I was working with a sales team helping improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of, “Do you have any particular problems?”

When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges simply withdrew and promised to call again at a later date.

Continue reading

Retain Just the Best

You want to retain just the best in your organization.

Why?

Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
Continue reading

Don’t be a Japanologist

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.

Continue reading

Your Own Worst Enemy

Businesses can be their own worst enemies when business process supplants business thinking.

The CEO of a large industrial American company in Japan told me of difficulties he faces in buying from a division of a large Japanese industrial company, not because of a lack of will to sell on their part, but rather unnecessary and burdensome bureaucratic processes that were designed to meet Japanese government procurement requirements, the division’s primary customer. Quality control processes at the Japanese seller company were impractical and far beyond what the American company required, while lead-times and costs were excessive. Adherence to process, no matter how inappropriate, dominated thinking.

Continue reading

Authority Isn’t Empowerment

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