CSR is No Indulgence

I find it disturbing when business leaders choose to use CSR to compensate for ethically questionable business.

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Principles Reign Supreme Over Values

A company I know has a stated value of innovation that it parades out in front employees on a regular basis, but rarely, if ever, do any staff or managers innovate anything—including staff in research and development!

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No One is Shooting at You

Years ago, I was having coffee with an entrepreneur who, at the time, was bootstrapping a software business. He had been a CIA operative during the Vietnam War, and told me about the time he had spent with a multinational special forces unit in Laos.

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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

Increase Your Attrition

Many companies are struggling to find the qualified people they need, so they resort to retaining the people they have whether qualified or not. They fight to eliminate or at least reduce rates of attrition when it is increased attrition that can do the business the most good. Retention of the best is all that matters.

Recently, the head of a large business unit of a major international company here in Japan told me that the company’s rate of attrition is of no particular concern to him, even though it is higher than industry average.

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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

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

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.

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