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.
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.
There is no such thing as a labor shortage. In reality, there are more excellent people in Japan than you could possibly hire. You can have them, if you do things right.
The first step in growing a business, even in a labor shortage, is deciding what to cut. If you find that your business is dealing with the current labor shortage by taking more on and clinging to what you have, then heed my advice. If you want to grow, you must first let go. Let go of what, you ask? Read on, and I explain the top four.
If you want traction for change among individuals in your organization, it is only when there are clear standards of performance or behavior, accountability to meet them, and support to help people succeed that a change can take hold. In my experience, a deficit in any one of these three will alter the way any change is treated and viewed, and will lose traction as a result.
When a CEO asks me how to better motivate his or her employees to change, the focus is on the wrong thing. Motivation can get a person started, but only discipline can see him or her through to an outcome.