All senior level executives and managers are asked to develop and present a strategy, whether global strategy, regional strategy, or simply strategy for a team or department they oversee. Many managers create long slide presentations with lots of data to justify why their strategy is right. However, the most persuasive managers talk about all the reasons their strategy might be wrong. Continue reading
If you are a business leader pursuing diversity, you are chasing the wrong goal. It is not diversity that matters, but rather excellence that counts. Diversity of people is merely a natural result.
If you have ever heard someone use the adjectives traditional Japanese to describe an uninspiring manager, the moniker is only half-true. Only by replacing the word traditional with mediocre can you accurately reflect reality. There is nothing traditional about mediocrity in Japan, just as anywhere else in the world.
The success of any business rarely depends on any key manager or executive. It is only the mistaken belief in the indispensability of an executive that masks and suppresses the talent of others. Your leadership bench is often hiding in plain sight.
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 to help 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.
The most successful expat CEOs in Japan I know never adapt their leadership style to their company’s culture. They adapt their company’s culture to their leadership style, and there is no reason you cannot do the same in your company in Japan.
The scarcest resource in a business today is not talent, money, or technical ability, but rather independent thought and the courage to act on it.
No one has a five-year strategy, or even a three-year strategy much less a twenty-year strategic plan.
How much do you think Blackberry’s five-year strategy meant the day that Apple announced the iPhone? Business conditions are too unpredictable for most strategic plans to mean anything even beyond six months, and even that might be too long. Continue reading