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 →
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.
Once when I made an offer on buying a house in Japan, the owner initially accepted, and then immediately rejected my offer after learning I was not Japanese. For me, such experiences are by far the exception and not the norm. Nonetheless chauvinism, racism, and xenophobia exist in Japan just as anywhere else, and while outrage might be justified, I have rarely found outrage helpful. Chauvinism often masks a deeper concern. What is presumed conventional wisdom is often chauvinism in disguise.
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?”
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.
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.