Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

Born in Tokyo while his father was serving as a German diplomat, Georg Loeer spent his first five years in Japan before his family returned to their homeland. However, that was long enough for a keen interest in Japan to be sparked in Mr. Loeer, as he would study Japanese languages, history, and economics at universities in both Japan and Germany, eventually attaining an MA in from Freie Universität Berlin. In a rich career in the financial sector, after his initial training in Frankfurt, Mr. Loeer worked in leadership positions for a number of banks in Japan, Indonesia, and China. He also started his own company, now run by his wife, before accepting his current role as the President of NRW.Global Business' Japanese division. When discussing his experiences with leadership in Japan, Mr. Loeer explains that there are times when leaders must explain the local situation and cultural nuances to corporate headquarters who don't understand why things are, or aren't, a certain way. This can also include defending excellent performing staff who don't fit headquarters definition of an ideal staff. He also believes in the importance of giving staff challenges and clearly explaining what the opportunities and rewards are for the intended challenge. In working with Japanese teams Mr. Loeer is full of praise, highlighting that the Japanese he has worked with are well educated, hardworking and honest. He does acknowledge the cultural inclination for Japanese not to speak up and that this can make getting feedback difficult. However, Mr. Loeer believes this can be worked around by developing strategies to get direct feedback rather than relying on open or passive feedback. On building a culture within an organisation, Mr. Loeer believes communicating openly with teammates and showing empathy are important to developing a positive company culture. He also states that successfully managing the relationship with headquarters is vitally important and if you can do this, you will go a long way to earning the trust of your colleagues and employees. It is this trust which Mr. Loeer believes is a key word for doing business in Japan. It will mean standing behind your employees, supporting them, and sometimes taking the blame for them. However, trust can also be earned by showing that you have good ideas that work. Finally, Mr. Loeer defines leadership as being able to stand in front of a team and engage them about the path that will be taken together as one (a team). He also believes a leader needs to be mindful of the values they and the organisation embody and have influence on, like climate change and aging demographics. When discussing his experiences with leadership in Japan, Mr. Loeer explains that there are times when leaders must explain the local situation and cultural nuances to corporate headquarters who don't understand why things are, or aren't, a certain way. This can also include defending excellent performing staff who don't fit headquarters mould of what staff should be like. He also believes in the importance of giving staff challenges and clearly explaining what the opportunities and rewards are for the intended challenge. In working with Japanese teams Mr. Loeer is full of praise highlighting that the Japanese he has worked with are well educated, hardworking and honest. He does acknowledge the cultural inclination for Japanese not to speak up and that this can make getting feedback difficult. However, Mr. Loeer believes this can be worked around by developing strategies to get direct feedback rather than relying on open or passive feedback. On building a culture within an organisation, Mr. Loeer believes communicating openly with teammates and showing empathy are important to developing a positive company culture. He also states that successfully managing the relationship with headquarters is vitally important and if you can do this, you will go a long way to earning the trust of your colleagues and employees. It is this trust which Mr. Loeer believes is a key word for doing business in Japan. It will mean standing behind your employees, supporting them, and sometimes taking the blame for them. However, trust can also be earned by showing that you have good ideas that work. Finally, Mr. Loeer defines leadership as being able to stand in front of a team and engage them about the path that will be taken together as one (a team). He also believes a leader needs to be mindful of the values they and the organisation embody and have influence on, like climate change and aging demographics.

Philippe Auvaro is the former President of OrphanPacific Inc. of CMIC Holdings. Being born in the 60s, Mr. Auvaro grew up in a generation when Japan was experiencing the economic boom. He developed an appreciation of Japanese culture including classic movies, leading him to apply to an internship at a French pharmaceutical company called Roussel. Mr. Auvaro was eventually hired as a full-time staff at Roussel based in France, then worked for Aventis, which had gone through a merger with Sanofi in France. As Mr. Auvaro wanted to return to Japan, he then joined Glaxo SmithKline (GSK) Japan where he eventually became Executive Director. Most recently, Mr. Auvaro was the Managing Director, Senior Executive Officer of CMIC Holdings and President & Representative Director at OrphanPacific, Inc. At GSK, Mr. Auvaro started as a Deputy Director in the Sales Division. He calls these years the "most amazing 11 years" of his life as he calls the organization "a school of empowerment." Prior to his leadership role at GSK, Mr. Auvaro has experience in moving through the traditional Japanese management style ranks as well as working in a multicultural environment in both Europe and Japan. Mr. Auvaro explains his true "cross-cultural leadership experience" came when he was promoted to lead Roussel (which at that point had merged into Hoechst Marion Roussel) in Taiwan where he created the local office from scratch Mr. Aurvaro's first major leadership role at GSK was leading a mega product for an antiasthma inhaler. There, Mr. Auvaro says he gained "field leadership" experience by working with people from various cultural background at the ground level, being in contact with every single part of the organization including manufacturing, R&D, and digital technology. Mr. Auvaro helped set up business units and create a shared service structure for the commercial operations such as helping start market research and call centres. Mr. Auvaro then got a secondment from GSK to work for Aspen PharmaCare, headquartered in South Africa, and was asked to help start Aspen in Japan. After GSK, Mr. Auvaro was offered his most recent position at CMIC Group as OrphanPacitic Company's leader through a personal connection. At CMIC, Mr. Auvaro had been working on providing pharmaceutical solutions for rare disease challenges. Mr. Auvaro describes his leadership as more "hardware than software" as he leans more towards directive leadership than being the recently popular "servant leader" type. Mr. Auvaro loves to be involved in the technical side of any product or service development and calls himself a fact-driven, field person. Mr. Auvaro defines leadership as a transaction between the leader and the employees. He says: "there is a fair amount of trust and delegation that people put in you. So you need to measure and scope and accept it, or redefine the scope."

Born in France, Jerome Chouchan has more than 25 years of experience working in the Japanese and Asian business environment. He began his career in Japan starting the local branches for the French high jewellery brand Mellerio dits Meller and the French Government Mint Monnaie de Paris. Mr. Chouchan then worked for the fashion brand Lacoste as their North Asia Regional Director, before becoming the Business Development Director for Hennessy, the famous Cognac maker. A move to the famous Spanish porcelain company, Lladro, saw Mr. Chouchan become their Managing Director for Japan and Asia before he finally became the current CEO of Godiva in 2010. Mr. Chouchan is also a long-time participant in the Japanese martial art of kyudo, the way of the bow, and has risen to the rank of 5th Dan, as well as being an accredited instructor. He has written the book, Target, on how the philosophy of Japanese archery can be applied to business. In his interview, Mr. Chouchan discusses coming to Japan as a young 25-year-old after graduation, in which he had the choice of doing compulsory military service or being part of a government program to help companies increase their exports. This led to him choosing Japan as he was interested in the country, and there he set up the local branch of the French high jewellery brand Mellerio dits Meller. Mr. Chouchan describes this first job as an 'adventure' as he was working by himself and did not speak Japanese upon arrival. Additionally, as a young man in a culture that respects age and experience added to the challenge. However, by the time he moved on Mr Couchan had established relationships with 20 retailers for his French suppliers. When arriving at the Spanish company Lladro, Mr. Chouchan was engaged in his first significant leadership position, leading a team of approximately 70 people. By going out with the sales teams to meet customers and understand their work, rather than sitting in his office and reading reports, Mr. Chouchan was able to build trust and be accepted by his team members. He even participated in selling product to customers during exhibitions at department stores. It was during his time with Lladro that Mr. Chouchan came up with the innovative idea to make porcelain figurines aimed at the Japanese market for Boys Day (Tango no Sekku) and Girls Day (Hinamatsuri). At the time this was a controversial move, even within his Japanese team, where the feedback was that Japanese people would only want to buy European-style products from a Spanish company. However, the decision to make figurines aimed at the local market was a great success for Lladro. Mr. Chouchan continued with his innovated business ideas when he moved to Godiva, the luxury chocolate company, which had been experiencing several years of stagnant sales when he arrived. In a shake up of the company's advertising strategy, Mr. Chouchan went all-in on TV advertising, which was highly unusual for a luxury brand at the time. This move proved to be a masterstroke with Mr. Chouchan stating that the company saw immediate growth of 20% as a result. New product development, or the burden of generating new ideas, is an issue that Mr. Chouchan admits all companies, including his own, must deal with. He explains that if the task of generating new ideas and products is placed on existing staff who already run the company's core processes, then there is very little innovation achieved as they are too busy with the core processes of the company. To overcome this issue at Godiva, Mr. Chouchan has set up an innovation team to create a new product every month in small amounts for testing in the market. On advice for newcomers to Japan, Mr. Chouchan believes the first few months are critical as that is when you will develop your first impressions and others will develop their impressions of you. He advises leaders to go out of the office and visit customers with their teams so they can learn the business firsthand and ask a lot of questions. Finally, he emphasizes the need for leaders to be capable decision makers and be able to say 'yes' or 'no'.

Om Prakash is the current CEO of Northrop Grumman Japan, a position he has been in since 2019. Prior to this he was Northrop Grumman's Director for Corporate Strategy and had also served in the United States Air Force where he performed numerous roles including a test pilot with over 3 000 flying hours in 60 aircraft and as the Deputy Assistant Secretary of Defence for Manufacturing and Industrial Base Policy before retiring with the rank of colonel. Mr. Prakash has a bachelor's degree in engineering from the US Air Force Academy as well as master's degrees in aeronautical and astronautical engineering (Massachusetts Institute of Technology), and national security strategy (National War College). In his interview with Dr. Greg Story, Mr. Prakash describes how his background in the military and involvement in many leadership transitions has helped his civilian career by being able to make decisions based on limited information. When discussing the topic of new leaders introducing change, Mr. Prakash is a supporter of author Simon Sinek's philosophy to "start with the why" and believes that if a leader is clear, open and willing to listen to their team, they are more likely to succeed. When describing his own leadership style, Mr. Prakash says it is important for him to get to know his team as individuals and encourage them to grow to their full potential, even if that means them moving on to something bigger and better. As Mr. Prakash says, a good leader does not keep talented people under them to make their own job easier. To help foster creativity Mr. Prakash believes incentives are needed not only at a team level but across an organisation. These incentives can take a variety of forms including financial, recognition, or as promotions depending on the recipient, organisation, and context. An incentive that may motivate one person to come forward with a creative idea may not motivate another person. To understand what motivates people, Mr. Prakash points to the need for leaders to know their people and their desires and suggests leaders can simply ask their teams what they want as incentives. Recounting a story from when he was in Japan in the late 1990's, Mr. Prakash recalls seeing people sending text messages and thinking it was a strange concept that would never catch on in America. He highlights the point that there are different mediums of communication preferred by different people for a variety of reasons, such as age and background, so it is important to experiment with different communications media. Similarly, he believes it is important to have team meetings not always run by himself, but have the meeting led by different members of the team as they will bring other qualities to the meeting. When discussing the topic of work delegation, Mr. Prakash describes some important factors that good leaders need to consider when delegating work. These factors include the comfort and skill level of the people who are taking on the work, discussing the deadline and time-management including leaders expressing how much time is to be spent on a task, as well as feedback. Mr. Prakash talks about how it is important for leaders who delegate work, not to delegate any criticism that arises from the work or to withhold praise. In his first piece of advice to newcomers to Japan, Mr. Prakash suggests not assuming that they were understood just because they received a positive response (Hai). People assuming that they were understood when they in fact were not can lead to difficult situations that can be avoided by checking for understanding. He also believes learning Japanese has been very useful to him including making friends that he probably otherwise would not have made. Lastly, Mr. Prakash acknowledges that in a business setting, people may get in to trouble if their Japanese is not proficient enough to pick up all the subtlties and nuances.

Mr. Spitzer has extensive experience living and working in Japan. After a business trip to Japan in the early 1990's he attended the European Union's Executive Training Program (ETP) which had a heavy focus on Japanese language and management skills. It was through this course he was headhunted to become the President and CEO of Stoll in Japan. Fourteen years later, Mr. Spitzer moved in 2008 to become the CEO of the Japanese division for Stihl, a world leader in the manufacturing of chainsaws and outdoor power tools, a position he continues to hold today. Mr. Spitzer was also an Executive Member of the German Chamber of Commerce in Japan from 2012 to 2016. In looking back over his almost 30 years of experience in Japan, Mr. Spitzer discusses some of the changes he has witnessed in the Japanese business environment including a reduced emphasis on 'wining and dining' customers and the shift to digital technologies in business. He also describes how he motivates his own teams; rather than leading through seniority alone he has tried to develop a respectful space where team members feel safe to develop and discuss ideas and not be afraid of failure. Mr. Spitzer admits this was not an easy process and it took a long time, but it has been worth the effort. On the topic of challenges when moving from leading a small team to a much larger one, Mr. Spitzer emphasised that once a team gets over approximately 30 people, leaders can't do everything themselves and they need trusted deputies. To build this required level of trust in his own organisation Mr. Spitzer goes to significant lengths to get to know all of his employees including calling them by name, knowing what is happening in their lives, wishing them happy birthday (even if it is on a weekend), and having an open-door policy to his employees in his office. Mr. Spitzer and his wife participate in company activities, and he like to think of the company as the 'Stihl family'. For foreign companies or professionals currently operating, in Japan, or looking to, Mr. Spitzer advises developing a real understanding of the local context rather than trying to implement a series of short-term projects which never get local support. He believes companies wanting to make change need; a sustainable concept, a clear vision with realistic targets, and to involve everybody in the process. With the right mindset and preparation, Mr. Spitzer believes success can happen in Japan as he views the Japanese market as very open-minded. On the topic of learning to speak Japanese, Mr. Spitzer has found it a very valuable skill in his own experience, but he does warn that there are times when a businessperson should use a translator including when they are not certain their Japanese will be correctly understood.

Michael King shared great insight into how to become a successful business leader in Japan. Mr. King's arrival in Japan may have been accidental but this did not stop him from having a long and prosperous career within Japan that has lasted 22 years. Despite originally being from Ohio, he began to work in the Asia Pacific 25 years ago within APAC in Sydney Australia before eventually moving to Japan as the General Manager for Sterling Commerce as Japan was the hot spot for business action and opportunity. His time at Sterling was integral as it was his sink or swim moment. With no experience of business in Japan and leadership skills, he quickly adapted to the environment around him and began to grow and develop his skills. Mr. King began to understand the importance of hard work ethic. His work increased ethic allowed him to understand the sales process better and interact with Japanese business. Despite not knowing the language at first, he did study, but he realised it was not necessarily important to know Japanese when working in Japan. Mr. King learnt that as a leader of a team to succeed, he needed to learn how to listen to his team and read the non-verbal cues his team would send his way and thus, developing trust. After his time at Sterling and later Borland he became the President of Citrix Systems for 7 years which reinforced the necessity of listening to the team and creating trust. Through his experience as a leader, he came to Citrix knowing how he can grow the company, which he succeeded in doing. After a stagnant 5 years, he formed a vicious and successful sales team which led to the acceleration of revenue growth. Through this team, he learnt to become proactive and lead rather than sit and take orders which allowed the team to create widespread awareness of who Citrix are. After his time at Citrix, he spent a year at Autodesk using his previous knowledge to help them change their business model to allow them to grow and increase revenue. While at Autodesk he learnt more about managing large groups of people and bridging the gap between the expectation of headquarters and the channels. After his short but fruitful year at Autodesk, he began working at the Japanese company Rakuten. While at Rakuten Mr. King developed a more intense understanding of working in Japanese business and leading a team of 1200 people as the CIO. Mr. King had become interested in what it would be like as an end-user which drove him to Rakuten in combination with working for one of Japan's best CEO's and businessmen Hiroshi Mikitani. Mr. King learnt a variety of lessons at Rakuten such as using data to optimise customer experience and developing new solutions to problems. His time at Rakuten was the gap to where he is now at SAS as the President. At SAS he strives to drive the engagement of his team and consumers. Mr. King's 22-year long career in Japan has taught him a range of valuable lessons that have helped him become the successful businessman he is today. He claims that in order to succeed in Japan you need to understand that accountability, listening, and trust are integral.

Originally from Austria, Dr. Parissa Haghirian is a renowned expert on international and Japanese management. Her studies include a Masters in Japanese Studies, a Masters in International Management, and a PhD in Business Administration from the Vienna University of Economics and Business. She has been a visiting Professor of International Management to numerous universities, Adjunct Professor of Japanese Management at Keio University and WASEDA Business School and since 2015 is the Professor of International Management at Sophia University. Dr. Haghrian started learning Japanese when she was 19 and still takes lessons 30 years later. She recalls enjoying studying Japanese, but thought she needed to study something a bit more 'practical' and went to business school at the same time. This led to her first job at Kyushu Sangyo University as an Assistant Professor where she was the first foreign woman the university had hired. Dr. Haghirian believes that, even today, not enough foreign business leaders working in Japan speak Japanese and that there is much to be gained from speaking the Japanese language. According to Dr. Haghirian, communication is a significant point of difference between Japanese and Western cultures and something that foreigners living or working in Japan need to mindful of. In Western cultures Dr. Haghirian argues communication tends to be focused on the speaker trying to get information out with listeners free to do what they please with the information. This contrasts with Japan (and many Asian cultures) where Keigo, or honorific speech, means communication is dictated by the listener and a speaker must first assess who they are talking to and adapt their way of speaking. When discussing Western and Japanese team dynamics, Dr. Haghirian highlights the differences in responsibility and accountability. Western teams emphasise responsibility for individual tasks or roles, while Japanese teams emphasise the group's responsibility. This can be challenging for cross-cultural team members and leaders, and she emphasises the importance of leaders working in Japan to not only understand their own leadership style but to also understand the 'Japanese way' of leadership which may have less executive power and relies on consensus building but carries enormous emotional weight with junior staff members. Talking from her extensive experience working in Japan, Dr. Haghirian believes that in Japan teams are most motivated when working together towards a common goal. She explains the goal should be clearly communicated to the team and should be one that allows the team to work collaboratively. Dr. Haghirian points out that the best way for managers to find out what works for their teams is to ask. Even in her work with university students, when asked if they would rather work alone or in groups her experience is that teamwork is the preferred option. Finally, when asked for final pieces of advice to foreigners coming to Japan to work, Dr. Haghirian offered; preparation by reading, asking as many questions as possible upon arrival, be mindful of the stresses in working overseas, and engage in self-reflection.

Darren McKellin shared great insight into how he became a leader through his journey to mindful leadership. Mr. McKellin's choice to come to Japan was both one of economic strategy and love for international affairs after studying in both Mexico and Sweden during college. After college, Mr. McKellin joined the Japanese air cargo company Kintestsu located in Chicago. Through the directors' brother, he was able to move to Japan as an English teacher in Yamanashi. After a year he moved to Omotesando to work at his old boss's brothers' company in Minami Aoyama where he worked for four years. This was the beginning of his 30-year long career in Japan. At this company, Mr. McKellin learnt about sales and selling products to a Japanese consumer. When he left this company after four years, he had one failing venture at Chrysler Japan but that did not stop him from persevering through a difficult time with macho management and a harsh environment to thrive him. Afterwards, he moved to sell ads for a computing magazine known as Japan Inc. Through Japan Inc he was able to gain connections with various tech companies both large companies and small start-up companies. Through this opportunity selling ad space for the Japan Inc magazine, he learnt more about systems interrogation type of work. Through the gaining rise of technology and his gaining interest in the IT market, this would eventually be his last job outside the IT world. After Japan Inc. He would later join the tech company called Techno Box. This company was the first cloud serving within Japan which allowed him to learn more about managing a team of people. After this, he would move to World Com but they went bankrupt two years later. After this stressful time, he gained a job at Vodafone. He did this through the power of intention which was an important part of his success. Mr. McKellin has gained an appreciation for intention and mindfulness when he read the book "Think and Grow Rich" by Napoleon Hill as a young child at his grandfather's house. The idea of mindfulness had become an integral part of Mr. McKellin's life and the reason for his success. At and after his time at Vodafone, he began to grow as a leader managing large teams of people at Oracle and later NetSuite. As a leader, he learnt how to use harmony, and patience as a way to motivate and lead his team to great success. Through his use of mindfulness and gaining inspiration from Google's 'search inside yourself' program, he co-founded the Mindfulness Project at Oracle which helped improve the lives and mental health of employees. After his time at these two companies, he became the regional head of Zscaler. Currently, through his ideals, he has helped the team at Zscaler grow at a tremendous speed. He has helped develop the team from five people to sixty. Which has also helped Zscaler become a top leading IT company which now has a $40 billion market cap. Not only has he helped Zscaler become a leading company he also wrote a book to help others. His book 'Mind Over Sales' is a revolutionary book that helps readers gain knowledge about how they should use mindfulness to develop a more fulfilling life and successful career. Mr. McKellin strives at helping other gain knowledge about seeking self-awareness, intention, and harmonization to gain effortless success in their life.

Originally from the US, Mr. Whitson's background in Accounting, Japanese and Korean language opened him up to many opportunities in international business as a new graduate. After entering KPMG in 1975, Mr. Whitson was first assigned to work in Los Angeles to audit many Japanese companies that were entering the US market and American companies going to Japan. His clients included major companies such as Honda and Mazda Motor. Mr. Whitson then left for Korea and what was originally intended to be a short posting turned into over three years. Afterwards, Mr. Whitson went back to the US for a year in various types of training before becoming partner at KPMG Japan in Tokyo. Mr. Whitson's first few years as a junior staff in Korea allowed him to gain important accounting and client management experience. He had a supportive boss who enabled him to learn from his mistakes and learn how to handle difficult foreigner clients. During his first years of leadership in Japan, Mr. Whitson quickly noticed how compared to other parts of the world, Japan values team work as opposed to being independent minded. Mr. Whitson has also noticed that certain Japanese people who have international experience act differently depending on the situation – in a more international environment, they will act outgoing and assertive whereas when surrounded by more Japanese people, they will become more consensus oriented and soft. Hence, Mr. Whitson is careful to listen to those who are less vocal or are not fluent in English but are adding value to the organization and giving them recognition. He explains that active listening shows respect to the other party, which leads to trust. Not jumping to conclusions about people or things is important in Japan – which is a trap many foreign leaders fall into when first arriving. Moreover, giving challenging assignments with clear expectations and support is another way Mr. Whitson shows trust in his team. By delegating and providing more accountability to his staff, Mr. Whitson believes they will become more engaged in their work and the organization as a whole. When handling mistakes, Mr. Whitson is careful not to blame the person but instead focus on fixing the problem. On innovation, Mr. Whitson says diversity is a key element in working with creativity. Upon setting up a transaction practice at KPMG, 60% of the hires Mr. Whitson made were women, which was a rare situation at the time when the organization was made up of 90% men. Mr. Whitson noticed that his female employees excelled in intervieweing their clients and understanding their needs and challenges to help them make informed decisions. Mr. Whitson has carried through this lesson in diversity and creativity into his other projects including the Japan Market Entry Committee. To new foreign leaders coming to Japan, Mr. Whitson advises to have high cultural sensitivity. He adds, leaders should learn how Japanese society functions from various sources. Secondly, Mr. Whiston recommends learning some Japanese as it provides valuable insight into the way Japanese think and present ideas. Thirdly, Mr. Whitson advises to take time to get to know the Japanese team as in many cases, decisions are made through a longer process than compared to the west. To Mr. Whitson leadership is about setting goals for the organization and communicating with people to help them contribute in the best way possible to achieve those goals.

Paul Kraft fell in love with Japan after a school trip in the early 90s and originally came to Japan to teach English in Osaka. Afterwards, he became involved in the food business in the US as a product and brand manager for a large privately held frozen food company. Mr. Kraft returned to Japan after being head hunted by Starbucks to open a consumer-packaged goods office in Tokyo. Mr. Kraft then moved on to become the head of HoneyBaked Ham, opening and managing the Japan office. In 2016, Mr. Kraft became the Commercial Director of Nestle Nespresso. Mr. Kraft most recently is the Japan Country Manager for HARIBO Asia Pacific since 2018. Upon arriving in Japan to head the market entry of Starbucks into Japan, Mr. Kraft experienced many culture shocks and made many of the "classic mistakes." He was first surprised with the way meetings were run in Japan in which discussions could take hours with no agenda. Mr. Kraft also realized his business partners' priorities were different from his American counterparts. Mr. Kraft further notes the challenge of implementing new ideas as Japanese people tend to be risk averse and rely on past case studies. From these early leadership experiences, Mr. Kraft learned that allowing people to make mistakes was an integral part in creating a culture in which people would take more risks and innovate. He adds active listening is extremely important in order to understand employees and stakeholder needs and establish trust. After Starbucks, Mr. Kraft joined Honeybaked Ham, an American food retailer with over 400 stores in the states. Although a well-established company in the US, Honeybaked Ham was still relatively unknown in Japan when he joined. Therefore, when recruiting new hires, Mr. Kraft put extra effort in persuading prospective employees on a particular story and even serving ham to them during interviews. Furthermore, the company was mostly run by free-lancers and Mr. Kraft enjoyed the entrepreneurial culture. Mr. Kraft then moved to Nespresso as the Commercial Director, mainly managing clients in the hotel industry. As the leader of a large, globally renown company Mr. Kraft focused on having close communication with his team by holding weekly one-on-one meetings with his direct reports. Mr. Kraft recalls Nespresso had a very process-heavy approach to business and thus, he ensured to build an open communication environment. Seeking a more entrepreneurial opportunity, Mr. Kraft then moved into his current position as the Country Manager for Haribo, the number one gummy producer in the world. As a historical and well-known company, Mr. Kraft explains that recruitment and persuading people to join the team is much easier than his previous lesser-known companies. Mr. Kraft is currently the solo employee of Haribo in Japan and acts as the middle person between the Japanese market and global organization. Mr. Kraft explains that when bringing in new ideas, he "divides and conquers" to persuade his stakeholders – in other words, he uses groundwork methods to make his implement his plans. Mr. Kraft also notes that explaining the background and reasoning behind his ideas and requests is important during such discussions. For newcomers coming into Japan, Mr. Kraft advises to have close communication with team members through occasions such as weekly one-on-one meetings and to have a high "EQ radar." Secondly, he advises to provide feedback to people which should be 90% positive. Thirdly, Mr. Kraft recommends people to try to learn Japanese, although they do not need to become fluent. Mr. Kraft finally notes that leadership is achieving the organization's goal by maximizing the potential of one's team.

Growing up in California, Mr. Risberg has been an entrepreneur since high school and by his mid-20s he had already founded and sold a start-up company. His early success enabled him to move to Japan, which he had been interested in largely due to his half-Japanese roots, and invest in a series of companies in the health care industry. In 1999, Mr. Risberg joined Respironics (currently Philips Respironics) as the Vice President of Sales and Marketing and in 2005, became the President and CEO of Fuji Respironics. He then became the CEO of Philips Japan in 2009. Since 2018, Mr. Risberg has been the President and General Manager of Baxter Limited Japan. Mr. Risberg's earlier experience in his 20s working and learning from his mentors taught him much about running a business as well as gaining trust from local Japanese investors and business owners. During his time at Respironics group, Mr. Risberg successfully persuaded the CEO of a distributor to agree to an acquisition. Mr. Risberg was also successful in persuading the people at Respironics on the arrangement of the acquisition process. Mr. Risberg notes having empathy, passion, decisive decision-making abilities and determination helped him with such challenging stakeholder management. During disagreements he explained the importance of ensuring the other side understands the reason behind the conflict to try to find the middle ground. Starting from a founder of a start-up company to heading a multinational conglomerate, Mr. Risberg has been a constant learner and active listener. When starting his position at Philips, Mr. Risberg asked one of the company board members to become his mentor to support him through the transition period. Mr. Risberg says at the centre, business is "all about the people, connections and communication" and forming a strong bond with more experienced leaders enabled him to access a wealth of knowledge and network he needed to understand the organization. He took on a similar approach when becoming the head of Baxter Japan and focused on bringing the company's true value to the marketplace not just through the product but through systems and services and focusing on how to maximize employee engagement. For new foreign leaders coming to Japan, Mr. Risberg firstly advises them to understand the company goal including their expectations, the reason behind them and the time frame. Secondly, he advises to learn from people and form trusting relationships. Thirdly, Mr. Risberg explains that Japan is a unique market and what seems to be a "crazy idea" could in fact add value – therefore, having a flexible mindset is essential. Lastly, Mr. Risberg recommends anybody coming to Japan to put in the effort in learning the language as he believes this will be appreciated by the local employees, customers and market.

Shinzo Yotsumoto shared great insight from his extensive leadership career in the manufacturing industry in various multinational companies including Japan, the US, France and Germany. After graduating from Waseda University, Mr. Yotsumoto entered Kobe Steel where his manager inspired him to work overseas. He worked in the German operation of Kobe Steel from 1985 to 1989 which he recalls as a life changing experience and calls Germany his second home. Mr. Yotsumoto was then head hunted to become the Key Account Executive for Michelin Japan working with Toyota for 12 years. Mr. Yotsumoto then moved on to TRW Automotive Japan as a Representative Director, and then to Schaeffler Japan as the Managing Director. After retiring from a full-time permanent position, Mr. Yotsumoto worked as an Advisor to Roland Berger and then most recently as Senior Counselor to Kiduki Architect. Having managed several multinational companies, Mr. Yotsumoto found that each country and company has a very different culture and working style. Working in Germany where employees were more vocal in their opinions, Mr. Yotsumoto found a need to communicate and understand his counterpart on a deeper level. Mr. Yotsumoto found this a challenge but an eye-opening experience coming from Japan where people mainly followed instructions. Mr. Yostumoto experienced this firsthand when he moved from Kobe Steel to Michelin. He noticed that the leaders were dedicated to the philosophy of the company to develop tires for a wide range of customers and pushed employees to be equally committed to their vision. Leadership at Michelin encouraged open discussions and welcomed differences in ideas. Mr. Yotsumoto himself, who recalls not being too vocal with his opinions in a Japanese company to become more open and speak up in this new engaging environment. After Michelin, Mr. Yotusmoto joined TRW Automotive's Japan operation as their country manager, leading a team of 250 people. Since the company had just gone through M&A, Mr. Yotsumoto's major task was to bring all the different business units together to create a "one-team atmosphere." He began by interviewing all 250 of his employees to understand their desires and expectations and how to bring them towards a single direction. This enabled the business units to deliver consistent, united messaging to their Japanese manufacturing partners such as Toyota, which helped create more trust and strengthen the reputation of TRW. Mr. Yotsumoto found that listening to his team and taking quick action based on their input helped him gain trust from his team. For example, Mr. Yotsumoto convinced the American headquarter of TRW to create an R&D Centre in Japan. This action showed his Japanese employees that the US headquarter will listen to the needs of the Japanese customers, which boosted team engagement. Mr. Yotsumoto was then head hunted to Schaeffler in 2012 as their Japan operation's Representative Director, leading a team of 300 people. At Schaeffler, Mr. Yotsumoto also held group meetings to listen to his employees and there, he understood that people were ready to embrace change. He encouraged his team from the bottom-up to speak up more to German headquarters on how to grow the business with Japanese customers and provide technical solutions and invest in the local engineering capability. Working in a multinational corporation, Mr. Yotsumoto says the key to success is to have a sense of curiosity and a desire to further understand stakeholder needs. When faced with a conflict in opinion, Mr. Yotsumoto asks further questions to try to understand why the difference exists. In monthly meetings, Mr. Yotsumoto would pose as a role model by asking simple questions or admitting his mistakes. In doing so, he hopes to create a psychologically safe atmosphere for others to voice their opinions. Mr. Yotsumoto believes that leadership is a "positive influencer" of an organization that creates an atmosphere that encourages people to take on challenges and continue to grow. To newcomers leading in Japan, Mr. Yostumoto recommends understanding the needs of the Japanese customers to gain trust. In order to build trust, Mr. Yostumoto emphasizes honesty, consistency and accountability. He notes: "we need to sometimes say no to Japanese customers. That's good, but we need to explain why. So that kind of [honest] conversation and explanation can create trust with the customers." Lastly, Mr. Yotsumoto advises newcomers to "enjoy" Japan including the uncomfortable situations and take it as a learning opportunity.

Paul Atkinson shares his journey as a leader of a multinational global insurance company and his insight in working in diverse cultural environments. Originally growing up in the UK, Mr. Atkinson joined RSA Insurance after graduating from university. Mr. Atkinson was attracted to the people aspect of insurance built on trust and integrity. Having worked in London for five years, Mr. Atkinson was posted in the Bahamas for two years before moving to Japan. After five years in Japan working for Royal Insurance, Mr. Atkinson move to Hong Kong and then to Taiwan where he continued to build his career within the insurance industry. In 2003 Mr. Atkinson returned to Japan and has been living in the country since then. After working as an executive search consultant, Mr. Atkinson went back to insurance and ran a direct marketing consultancy. Mr. Atkinson has been Head of Corporate Sales at AIG and is currently the Representative Director, Country Manager of Swiss Re Corporate Solutions. Through his experience of working in multiple countries, Mr. Atkinson has learned the power of diversity and inclusion in management. Having managed both male and female dominated teams and faced its challenges, Mr. Atkinson has worked to bring more balance to his organizations by forming diversity and inclusion employee resource groups. Mr. Atkinson explains this has been a wonderful way for him to connect with people outside of his immediate leadership. Although Mr. Atkinson points out the prevailing gender gap in management positions in Japan, he sees a potential of talented people with diverse backgrounds and different ways of thinking to bring change. In order to increase team engagement, Mr. Atkinson treats people with respect without being judgmental. Mr. Atkinson spends a third of his time speaking to people including those outside of his direct report. As his leadership style is delegation based, Mr. Atkinson understands the need to develop a culture of trust that enables people to step up and make key decisions. To encourage this, Mr. Atkinson sets up a clear vision and goal, and consistently communicates his expectations to his team. He also holds multiple discussions at various levels of the organization. Although Mr. Atkinson realizes this process is much more time-consuming than just giving out directions, he believes the final product is of much higher quality. He additionally encourages multiple departments to work together cross-functionally to create a culture of open communication and innovation. Mr. Atkinson also points out that following up and having regular check-ins with people is essential for ensuring that the delegation is happening. To newcomers coming to lead in Japan, Mr. Atkinson recommends talking to all team members in order get a sense of where to focus on in terms of improvement, be it in staffing, communication or strategy. He also advises to buy some time from head office – at least three months – before doing a 90-100 day report as this initial communication aspect is essential. Mr. Atkinson recommends people to learn some Japanese to understand the culture and show genuine interest. Lastly, Mr. Atkinson encourages newcomers to find a hobby and enjoy the beautiful culture and sites in Japan.

70: Antony Cundy, former President, McCann Worldgroup Japan Antony Cundy, former CEO & President of McCann Worldgroup Japan first arrived in Japan in the mid-90s to teach English and completed his Post-Graduate Studies at Tokyo University. Through connections, he landed a role in a Toyota subsidiary working on marketing Lexus. Shortly afterwards, Mr. Cundy started working at Hakuhodo Lintas working with large global consumer brands. Mr. Cundy then became general manager at DDB's Japan office and then moved to London to lead the strategy and account services. Mr. Cundy then became head of planning and account services for Beacon Communications. In 2016, Mr. Cundy joined McCann Worldgroup. During his first few years of leadership, Mr. Cundy admits he "did not do a good job" as he found it challenging to engage and motivate his team to work towards a set vision and goal. Through experience, he realized being clear and consistent with his messaging and communication was crucial to lead the team. "You have to tell people as realistically and in as much detail as you can, this is what we're going to do. This is what I expect, everyone. This is your job. Make sure that people understand that at their level they're expected to do this." Moreover, he highlights the need to communicate not just to one's direct report but to people at all sections of the organization. As the strategic and account lead for DDB in London, Mr. Cundy worked to build client relationships across vast markets in Europe. There, he found that people worked like a "steam train" in which people kept running ahead but did not look back to evaluate their work. As a martial arts enthusiast, Mr. Cundy values Zanshin 残心 meaning remaining mind, or having a state of awareness once something has occurred. Therefore, Mr. Cundy put a stronger system in place to be able to evaluate the team's work and create templates to improve future performance. As Mr. Cundy matured into his leadership role, he explains delegating became much smoother for him. When he trusts his team to deliver on their own instead of relying on him to provide all the answers, Mr. Cundy found that the team started to trust him back and became more accountable to their work. On his advice to foreign leaders coming to Japan, Mr. Cundy recommends talking to all levels of people in the organization to get a wholesome picture of the company. Secondly, he emphasizes the diversity of the Japanese market, as the North and South of Japan have very different needs. As the leader, Mr. Cundy says one should be making sure every level and every part of the business understands these differences. Thirdly, Mr. Cundy notes clarity and consistency in communication, and being oneself is important. Lastly, he explains: "you have to believe in the fundamentals of your business plan. You have to have some flexibility. You're not going to achieve it through a straight line, but you should never take yourself away from it because the Japanese are saying, that's going to be tough. If you're there for the mission you need to deliver on the mission, you just got to realize that it's not going to be as straight as you think." Breaking News: Tony has just been announced as the new Vice President Marketing and Communications at Cartier.

Since her childhood, Fara Taraie has been exposed to global cultures, being born in the middle east, spending middle to high school in Europe and South Korea, studying in Iran, and finally arriving in Japan. In total, Ms. Taraie has lived in six different countries. After graduating with a master's degree in Architecture Engineering from Tokyo University, Ms. Faraie began working as an architect for a large Japanese corporation as she wanted to learn the ecosystem of big companies involved in large scale building projects. She soon became more interested in sustainable design and contributing to society, leading her to work with more startup companies. Ms. Taraie is currently the country manager for ImpacTech, an organization that supports startups to enter the Japanese market and create social, environmental, and economical impact. Ms. Taraie is also the founder of New Norm Design, architecture firm specializing in sustainable design. Ms. Taraie believes in educating and developing her people to gain mutual trust and engagement. As ImpacTech is an NPO, she understands there is more than money the organization can offer, including the opportunity to create social impact and connect with other start-ups. In this way, she has found that her staff are able to form valuable connections which help further develop their careers or even start their own businesses. She also encourages them to learn new skills and grow in their field. Ms. Taraie believes her team will become more comfortable being held accountable and come up with innovative ideas. Additionally, she has observed: "If you educate someone to work with you, you will see the chances of them leaving is much lower." Ms. Taraie advises newcomers in Japan to learn Japanese and have a good understanding of the culture in order to work here. She also explains that sometimes, instead of changing a system, it is better to come up with a new system that works better.

Jeff Crawford provided great insight into the tech and digital marketing industry from his experience as a programmer in Silicon Valley to becoming the co-founder of Zo Digital Japan. Mr. Crawford originally worked in Silicon Valley for 16 years working in famous companies including Apple and Microsoft. Living in San Francisco, he became familiar with Japanese food and culture, and took frequent vacation trips to Japan. He eventually began working at Microsoft's Japan branch for five years as a Program Manager. Mr. Crawford then stepped into a managerial position, leading a team of five staff as well as managing vendors. Next, Mr. Crawford moved into Adobe Systems Japan, also managing a team of approximately 5 people . Afterwards, he got the "entrepreneurial bug" and began a digital advertising service for music and dance schools in the US. After realizing the business model was not going to work, Mr. Crawford moved on to started Zo Digital, an SEO and digital marketing agency. Mr. Crawford first began as a consultant before starting Zo Digital, and eventually started hiring contract staff to run as an agent. On starting his own business, Mr. Crawford reflects: "Fortunately for me, I had management experience at places like Microsoft and Adobe. I think I understood how to manage people, how to have good processes, that type of stuff. And so for me, personally, everything came together. I've always had a love of user experience with computers. I'm very strong and very interested in things like analytics, looking at data to see what people are doing." In 2015, Mr. Crawford began a professional network organization called Tokyo Digital Marketers. The first event had about 10 people, but the organization has grown to over 2000 people registered and usually 50-60 people showing up in events. Mr. Crawford has also been active in other business organizations such as the American Chamber of Commerce Japan and the Japan Market Expansion Competition. Through these networking opportunities, Mr. Crawford has been able to connect and recruit people. Mr. Crawford also actively hire people online through discussion boards to find people who want to work in an international, flexible environment. The challenge Mr. Crawford faced as a leader in Japan was change management as he faced strong resistance to change in the culture. For example, there was an occasion where his Japanese team who was focused on the Japanese market suddenly had to expand to support China and Korea as well, and had to speak English. Therefore, Mr. Crawford explains the importance of explaining to people the need for change and having an open discussion about people's concerns and ideas. Mr. Crawford developed his leadership schools through reading books and using techniques, including Dale Carnegie's books and listening to management podcasts. He also highlights the need to understand how to use the learned principles in Japan. He also tries to ask his staff on what would work to try to pull out their thoughts and ideas while sharing case studies from his experience. Mr. Crawford also notes that if a team member comes to him with an idea, they have most likely already shared those thoughts with others and rewards such situations. Learning and Development is something Mr. Crawford also puts emphasis on and helps his staff grow their career paths. He believes in investing in his people to grow their career paths and enable them to add further value to the company. He finds innovation also happens in this way. Over the recent years, Mr. Crawford has found people in his company stepping up to more leadership roles. On advice to newcomers leading in Japan, Mr. Crawford recommends to be careful of who you favour, as ability goes beyond just being able to speak English. He also advises to maintain a balance between being humble and assertive, and try to be observant in order to "read the air." Mr. Crawford also emphasizes the importance of understanding Japan's relationship-based business culture. He explains: "What often affects decisions [made in Japan] is that they're taking into account everybody's relationship. And a lot of times what you may not realize, especially if you're a new manager, is all these relationships exist around you, and they've been built over years... compared to other business cultures or other countries, you may want to take more time to understand the situation before making those executive decisions."

Gregory Lyon is the President and founder of Gregory Lyon Inc., company specialized in providing furniture, workplace solutions and project management. Mr. Lyon originally moved to Japan in the late 90s to teach English which then led him to move to Tokyo to work in a freight forwarding company. There, Mr. Lyon became interested in working in an organization where he could be responsible for projects from beginning to end. Mr. Lyon eventually landed a position at Herman Miller as a sales representative going back and forth between Korea and Japan. Seeing more opportunities in the furniture business in Korea, Mr. Lyon persuaded his boss and moved to Korea to focus on managing the distributors there. He eventually returned to Japan and worked at Herman Miller for nine years and had finished an MBA program. Mr. Lyon then decided to start Gregory Lyon Inc. On leading in a multinational environment as a western brand marketing to Korea and Japan, Mr. Lyon notes: "You're going by the Western brands rules in terms of marketing and how you manage your business, how you engage with clients, and then you have the Japanese side of things, which is very different. So bridging that gap can be a challenge…and finding a way to engage with clients based on what the company's line is and getting that to translate in the Japanese way." Mr. Lyon had also received a 360-degree survey from his staff and realized he needed to be more patient and explain the background behind his opinion. Mr. Lyon also decided to focus entirely on project management and client relations which allowed him to gain trust and respect from his colleagues as he was brining in business. When dealing with global accounts, Mr. Lyon spent much of his time and effort speaking to his international clients and overseas decision-makers to ensure smooth communication and project management. On engagement, Mr. Lyon found that by focusing on trying to solve issues locally, the Japanses staff began to trust him instead of seeing him as an outsider who only wanted to talk to the overseas decision-makers. Mr. Lyon recalls he had been able to do so effectively by discussing with the international and Japanese staff together on conference calls, ensuring people were on the same page. Mr. Lyon notes: "There's two sides [to] our clients. You have the non-Japanese side who rightly or wrongly typically will sign the checks for things and then make the decisions. That's usually the side that I've dealt with. The other side, which is equally important is the Japanese side who has to implement all of these projects and get everything done. So both sides have to feel comfortable. Both sides have to be attended to. And so, if I can help the decision-making side, it clears the path for the rest of the folks." Moreover, Mr. Lyon holds kick-off meetings in July to review the annual company performance based on revenue and profit, as well as making plans for next year. Overtime, Mr. Lyon has learned that it is also important to be able to rely on his staff as he does not know everything, and this humble attitude has made him more trusted. He has also shown flexibility in adjusting his team's work hours. On advice to newcomers, Mr. Lyon recommends gaining a basic understanding of Japanese history to be able to better understand the culture. Secondly, he advises to learn enough Japanese to be able to "understand the sentiment around what is being said in Japanese." He adds: "I think in my experience [with] Japanese clients, Japanese partners, [and] Japanese venders, if you speak [English] in a way that they understand, if you speak clearly enough and you speak slowly enough…especially for people who don't speak English very well, If you do that over time, the more comfortable they are listening to you, the better your relationship is going to be. And if they understand what you're saying whether you throw some Japanese words in or not, if it's all in English…they're going to be thrilled to talk to you." Thirdly, Mr. Lyon advises to be honest, direct and keep things in moderation. He adds: "be genuine and be approachable and let staff know that you're on their side and you're trying to help them."

Peter Strydom who is the President of Amway Japan shares his extensive global experience within the multinational corporation, having worked in South Africa, Spain, Germany, and Japan. Originally growing up in South Africa, Mr. Strydom had worked in leadership roles in Europe and Africa within Amway before coming to Japan. He decided to work in Japan after a mentor advised him to go to Asia to truly understand the business of Amway. He calls Amway Japan one of the crown jewel of the organization, with a nearly billion dollar business and 600, 000 independent distributors built over the last 40 years. As the President of Amway Japan, Mr. Strydom currently leads around 400 employees. One of the biggest challenges Mr. Strydom first faced when arriving in Japan was needing to implement a change management plan to within a set timeline. In a country like Japan that is resistant to quick change, he recalls this was a huge struggle. After leading in Japan for 6 years, Mr. Strydom has come to realize that profit and creating shareholder value is not necessarily the only primary driver in Japanese business culture. Hence, Mr. Strydom realized that explaining the profit-driven motive behind his change management plan was not going to work in this country. Mr. Strydom explains: "you need to expand the definition and dig a little bit deeper as to why you're doing this, not only for today, but for the impact it's going to have on people and for what it means for the future of the business." He further explains that as a CEO in a multi-corporation in Japan, it is one's responsibility to balance profitability required by headquarters while addressing the "more personal and societal concerns that are important within the local context." For example, as part of their corporate social responsibility initiative, Amway Japan has been devoted to supporting victims of the March 11 earthquake and tsunami in Tohoku by building community houses. Mr. Strydom says these initiatives have resonated and built trust with all of Amway Japan's stakeholders and led to new opportunities. Another leadership challenge Mr. Strydom points out is the hierarchical organization and siloed structure of Japanese businesses. In order to resolve this problem, Mr. Strydom says he takes a servant leadership approach to listen to his employees at various levels into the organization. Mr. Strydom has been working with HR to have more occasions where people hold small group discussions to encourage free flow of conversations and transparency. Mr. Strydom notes that the pandemic has in fact allowed him to hold these conversations in a more informal way online and has given him further insight into his team. Mr. Strydom adds: "for me, it's always been speaking from the heart speaking from my own personal experience speaking with stories and always elevating other people above oneself." Furthermore, Mr. Strydom has noticed that in Japan, people tend to want shared accountability instead of full accountability, so he realizes he needs to understand these cultural nuances that are different from the west. On encouraging innovation, Mr. Strydom says Amway Japan has created principles around having a growth mindset, which is constantly discussed in team meetings and integrated in their training sessions and public seminars. He says in this way he encourages his team to understand that taking risks and failing is okay. By congratulating people who have taken risks, Mr. Strydom hopes that others will be more comfortable doing so as well. Mr. Strydom advises newcomers leading in Japan to stay patient and communicate that change will not happen immediately to headquarters. He recommends people to not make any assumptions and jump to conclusions. For example, at first Mr. Strydom did not understand the concept of nemawashi, doing groundwork before the actual meeting. However, overtime, he has come to accept that nemawashi works well in the decision-making process in Japan. Lastly, Mr. Strydom recommends learning basic survival Japanese as it will demonstrate respect to Japanese culture and people.

Paul Dupuis is the CEO and Chairman of Randstad Japan, a global human resources consulting firm. Originally from Windsor, Ontario in Canada, Mr. Dupuis always had a passion for Asia, starting from his love of martial arts. Mr. Dupuis arrived in Japan in 1990 with just $300 and slept on a bench on his first night. He then began teaching English in Osaka in a language school, and then moved on to teaching in a public high school. After moving back to Canada and contemplating a career in teaching and hotel management, Mr. Dupuis returned to Japan as the Assistant Director of International Education Programs at Osaka Kunei Jogakuin, an all-girls school in Osaka. There, Mr. Dupuis ran international study abroad programs in Canada and New Zealand where he got to see how education can be combined with business and developed an interest in the corporate sector. Mr. Dupuis then started his own company, OIC K.K. focusing on bridging Canadian and Japanese businesses. Mr. Dupuis then landed an opportunity to set up a recruiting company with a partner and opened up Wall Street Associates (currently part of en world) in Osaka. From there, Mr. Dupuis' career in the recruiting business began. After growing Wall Street Associates, the company was acquired by en Japan and Mr. Dupuis led the rebranding of the company to en world beginning in Singapore. In 2013, Mr. Dupuis moved back from Singapore to Tokyo to head Randstad's Tokyo office as the Managing Director, then to India, and returned to Japan this year in 2021 as the Chairman and CEO of Randstad Japan. In addition to his extensive global career, Mr. Dupuis is also the author of three books on leadership – The E5 Movement, The Rule of 5, and Empty Your Cup. All books are available on his website: https://pauldupuis.net/my-books Recalling his early leadership experiences of starting a company and opening up an office in Osaka, Mr. Dupuis learned the importance of becoming a role model and having to "walk the talk" as a leader – being honest, supportive, motivating and consistent. He believes that people trust leaders when they are listened to, supported through the good and bad times and are given opportunities to continue developing. Mr. Dupuis also learned the value of having a diverse team and connecting with people who are different from himself and letting their qualities shine. Although at first Mr. Dupuis struggled to connect with people who were different from him, he has learned overtime to communicate in various ways to build trust. Currently at Randstad Japan, Mr. Dupuis holds discussions at all levels of the organization and tries to understand the different values and motivations people have by taking an "omni-channel approach." For example, when meeting with sales employees Mr. Dupuis makes sure to tap into their competitive mindset by offering rewards when meeting a set goal. When talking to risk and compliance teams, Mr. Dupuis will keep in mind their purpose to protect and enable and asks if the team is doing everything to protect the organization, while enabling the business to grow. He adds: "when you listen more than you speak, ideas are born…it also starts with asking the right questions." His initiative to hold one-on-one conversations with his employees, which he calls compass meetings, has given him great insight into learning more about the actual people who are doing the groundwork in the organization. Mr. Dupuis is currently planning another initiative in which people are encouraged to present their ideas to a panel and get recognition. Additionally, Mr. Dupuis puts significant emphasis on learning and development opportunities at Randstad Japan, as he believes investing in people also leads to trust and development of the company itself. On the challenge of recruiting people to foreign companies, Mr. Dupuis explains: "People don't join a brand. They join people and people stay because of people. They also leave because of people. So I realized pretty quickly that ultimately I had to be the one that was going to attract people to join." Thus, Mr. Dupuis has made sure when talking to prospective employees to share his values and his insight in recruitment, which had been an unfamiliar concept in Japan 10 years ago. On his advice to newcomers in Japan, he recommends coming to Japan with an open mind and connecting with the people in the field using active listening skills. He also advises to talk to other expats who have gone through similar experiences and have been successful in Japan. Mr Dupuis thinks learning basic Japanese – even 10 words - is a great idea as it sends out a message to the organization that you are "walking the talk" as a leader, trying to learn and better connect with Japanese people. He lastly advises newcomers to spend time with employees outside of the office. Mr. Dupuis points out: "There is something in the office environment. People are hesitant to speak up, but the moment you go offsite…that's where you have the best

Kenji Govaers originally grew up in France but has been going back and forth between France and Japan due to his half French and half Japanese background. Mr. Govaers started his career in the 80s bubble economy in Japan as a sales engineer. Afterwards, he moved back to France and went into consulting working for Mars & Co. Mr. Govaers enjoyed the inquisitive and client-based nature of consulting that opened him up to new opportunities and growth. Mr. Govaers then helped open an office in San Francisco where he was inspired by the diversity of people and ideas which were different from his experiences in Europe and Japan. In the late 90s, Mr. Govaers helped open an office for Mars in Tokyo. Mr. Govaers then moved to Bain & Company where he has been for the last 12 years and is currently the Partner and Director of the Tokyo office. On recruiting new graduates, Mr. Goavers says in addition to considering candidates from the top schools, he also looks at the types of specialties they have studied. For example, at Bain, they will likely consider someone with a strong engineering background. Mr. Goavers also looks for people who have a high sense of lateral thinking, which can be seen in interviews. According to Mr. Govaers, the industry is one of the popular choices among university graduates in Japan. Mr. Goavers thinks that young people are attracted to the project-based structure of consulting that is different from a routine job. Mr. Govaers notes they are drawn to the network of other ambitious and intelligent people they will be working with who will enrich their work experience. Mr. Govaers highlights the importance of building an engaging culture especially being in the business of consulting. He says: "the purpose of the business in many ways is to change the industry of a client [and] help you grow as a person." When placing his staff in different projects, Mr. Govaers explains they consider whether the person will be a good fit or not and have the right level of expertise. He also adds they consider these assignments as a development opportunity for the individuals themselves. Mr. Govaers explains that one of the benefits of working in a consulting firm is that "you never stop learning" and you "learn not from a textbook…but from watching what others do…you learn by being put into situations where you have to learn from the experience." At Bain they also provide training classes on client-facing communication skills where participants learn the basics of consultative selling such as active listening. Mr. Govaers points out that by developing better client communication skills, one can start to recognize certain patterns in the problems the clients are facing from their conversations. On gaining trust and retaining talented people , Mr. Govaers notes: "At the end of the day, it's about commitments. If you commit to the mission and if you behave like you are fully committed, then people will trust you…and that commitment is practically just being very spot on [with] the messaging and consistent over the years." Moreover, he explains the mission should not just be about the client or product but something on a larger scale that people will feel extremely excited to be a part of, such as creating a new IP practice. Secondly, Mr. Govaers recommends leaders to define their business principles. He explains: "What do you value between freedom and accountability?...Between alignment and independence? [Having] these kinds of fundamental business principles, you have to be clear about [them]. You have to be mindful of the different layers of communication that's happening in your Japanese organization." On his advice to foreign leaders coming to Japan, Mr. Govaers advises to stay focused on one's particular mission to bring change in Japan, as it is easy to get comfortable and think one knows everything about Japan. He explains that for many Japanese employees and leaders working in foreign companies, they make the choice because they are looking for something different from a typical Japanese business culture. Thus, Mr. Goavers explains, the leaders should communicate a strong mission that sets them apart from their Japanese competitors. Finally, Mr. Govaers advises foreign leaders to talk to people who have been in similar situations and ask for their insights.

Wolfgang Bierer takes us through his journey of leading various companies in multiple fields including consulting, fashion and retail. Mr. Bierer first came to Japan on a youth exchange program under the German government. He landed an internship with Hitachi at their software development centre on a six-month contract initially, and later joined them as a full-time staff. He recalls being the "only gaijin living in a male dormitory" and experiencing the raw Japanese working culture "the hard way." Already in his 20s, Mr. Bierer worked with clients in the US and India on development projects, and quickly became unit manager for his development team. Mr. Bierer then went into consulting and returned to Germany for four years, becoming more knowledgeable in management consulting. Mr. Bierer then returned to Japan with his family to start his own consulting firm, Endeavor SBC, which celebrated its 17th year in business in April. Mr. Bierer additionally leads 12 other companies including 1-Stop-Solution.com, Mephisto Japan, Bree Japan and Seeburger Japan, mainly in the fashion and retail industry. One of Mr. Bierer's first work through Endeavor was with Adidas from his old contacts where he learned much about the business processes within the fashion and sports industry as well as utilizing SAP. Overtime Mr. Bierer built a business model that minimized companies from buying inventory to reduce warehouse costs and improve their profitability. This business model has become a template for Mr. Bierer's other retail companies. Additionally, the company brands managed by Mr. Bierer are sold by one buyer at Mitsukoshi Isetan, instead of each brand having multiple staff representing them. For his other companies, although Mr. Bierer has a core team of managers that take care of the daily operations of each organization, he himself keeps in close contact with his staff and clients by holding meetings and selling at the retail stores. When stepping into a new company, Mr. Bierer takes a process approach by carefully listening and consulting the team and looking at the cost drivers to analyze how costs could be reduced. Once he is set on a certain direction for that company, Mr. Bierer uses his knowledge and connections to work towards a set goal with his team. Mr. Bierer explains: "I think overall in Japan…you need to try to get in the inner circle of your Japanese team. Like…you need to maybe make a fool out of you at the karaoke evening, or you need to be approachable and understand the details. And I think there are many leaders in the ivory tower [who] don't really know what is [operationally] going on." By closely communicating with his staff, Mr. Bierer has been able to build trust with his team. He also adds that by paying his staff consistently including full timers and temporary staff even during tough times like COVID, has further developed this trust. Mr. Bierer also gives incentives by giving out company products or unexpected rewards from time to time and has received positive feedback from his team. Mr. Bierer credits the multiple revenue streams he has from his various companies that secures his staff and his own lifestyle, as well as his core management team which allow him to work efficiently between various companies. On advice to new incoming foreign leaders, Mr. Bierer recommends having a good translator to be able to communicate with the Japanese team. He also explains that Japanese staff may need more guidance on their work and leaders need to understand that each team works differently. Thirdly, Mr. Bierer advises to "be approachable and not sit on your highchair or somewhere overlooking [the team]. You need to gain the trust of the people and show that you actually care."

62: David Daniels, Ex-CEO Asia, Le Creuset David Daniels shares his global experience managing various luxury cosmetics, retail and manufacturing companies in Europe and APAC, successfully rebuilding struggling businesses. Mr. Daniels spent 12 years at Yves Saint Laurent, starting out as an intern in Paris, and experienced several roles in marketing and sales including an Area Manager and Brand Manager in the UK. He was eventually promoted to Marketing Manager, leading a team of 16 staff at the age of 29. Mr. Daniels has since then experienced various leadership roles in a global environment as Vice President and General Manager of Marketing Services at Coty Prestige, President of Asia Pacific at Georg Jensen, and General Manager Middle East at Saks Fifth Avenue, and President/CEO Japan at Folli Follie Group. Mr. Daniels most recently led Le Creuset Asia as their CEO. After an extensive career in the cosmetics industry as a marketing and sales manager at Yves Saint Laurent and Coty Prestige, Mr. Daniels moved to Australia where he experienced first hand the challenge of engaging the local market with headquarters. Yet Mr. Daniels' fascination with Asia led him to work at Georg Jensen, a Danish watch and jewelry company, as their APAC President. Once in Japan, Mr. Daniels fell in love with the country immediately. At Georg Jensen, Mr. Daniels successfully bought out Georg Jensen from a joint venture partnership with Takashimaya. Mr. Daniels then worked to bring more energy to the operational management side of the organization. By spending time in the stores and asking his staff for feedback, Mr. Daniels discovered that although the Japan team had many great ideas on organizing promotional activities and creating customized products, it was not being communicated clearly to headquarters. Therefore, Mr. Daniels set up a product council who worked to create Japan exclusive products, which later became best sellers. In doing so, the engagement level between the Japan office and headquarters, as well as within the Japan team increased. Mr. Daniels then moved onto Saks Fifth Avenue to lead their business in the Middle East in Dubai. Mr. Daniels helped set up a new department store in Bahrain, which he calls a challenging but incredible experience. Mr Daniels recalls his father, who was a veteran in the luxury retail industry was a great mentor to him during this time. Mr. Daniels next took on the opportunity to join Folli Follie as their Japan President in 2010, when the company was struggling from the aftermath of the Lehman shock and some great internal talent had been lost. Mr. Daniels started by visiting all the retail stores and talking to the store staff as well as the finance people to look at the numbers in detail. In engaging with the staff, Mr. Daniels claims that his Japanese language skills helped him gain more trust. Mr. Daniels further explains: "Ultimately we had to close quite a number of stores that was painful…But the business changed quite quickly. Within 12 months we'd had three years of decline and suddenly the business started growing again, month for month." After leading other Asia subsidiaries including Korea, Taiwan, Hawaii, Guam and Singapore, Mr. Daniels left Folli Follie after 9 years and stepped into his recent role at Le Creuset. At Le Creuset, as the Commercial Director for Asia, Mr. Daniels managed nine Asian subsidiaries including Japan. Again, Mr. Daniels sought to bring more positive energy to the business. Mr. Daniels sought to bring more stability to the leadership team and improve their retention rate, communicating with people to increase their motivation. Mr. Daniels says: "One of the lessons that we know in Japan is the "hai", or even "wakarimashita" does not mean, yes, I'm going to do this. All it means is I've just listened to what you've told me." By taking careful steps in explaining to each individual their role and what their accountability is, Mr. Daniels says the execution is often flawless. On advice to new incoming foreign leaders, Mr. Daniel recommends actively listening to the local staff to look beyond what's being said, and carefully observe what is not being said, as well as the body language. He adds: "be consistent, respect everybody, and talk to everybody…don't stop asking questions"

Phillip Rubel shares his extensive leadership experience in the US, Canada and Japan in various fields including advertising and consulting. Mr. Rubel is originally from Canada and moved to Japan in 1997 on a three-year posting but returned multiple times. In total, his career in Japan ran for over 20 years. Mr. Rubel experienced working in various roles and fields such as marketing, business licensing and acquisition, strategic planning and account management. Mr. Rubel was recruited by McCann Erickson in 1997 as the Senior Vice-President and Manager of one of the company's division. There, Mr. Rubel dealt with global clients and helped form new partnerships. Prior to working at McCann, Mr. Rubel co-founded an agency in Canada. Mr. Rubel then moved onto other prominent leadership roles including becoming CEO of Saatchi & Saatchi Fallon, CEO of Beacon Communications, Partner at KPMG and Director Marketing & Communications at Philip Morris Japan. He has currently returned to Canada as the Managing Partner of Song Sparrow Advisory & Executive In Residence at the University of Victoria. On his first leadership role in Japan at McCann, Mr. Rubel recalls how Japan at the time was struggling with the burst of the economic bubble, and was hesitant in engaging with global management and leadership practices. Mr. Rubel says having people look at thing with a "fresh set of eyes" and motivate them to take risks was a new leadership style compared to what he had experienced in Canada and the US. He adds: "I think one of the challenges for any new manager to Japan is to determine how to instigate a change without being revolutionary and more evolutionary." After McCann Erickson, Mr. Rubel became the Japan head of Beacon Communications, an advertising agency formed by merging different companies of Publicis Groupe and Dentsu. Mr. Rubel recalls the merger process as a "life time opportunity." He sought to define the purpose of the new organization and create a common culture for all employees coming from the different agencies. On day 1, Mr. Rubel went into the office in casual attire and asked the team to take off their company lapel and start thinking as one company. Mr. Rubel encouraged those who he felt were the most engaged and motivated from the start to implement their ideas. He also spent time talking to each employee on a one-on-one basis or in small groups so people felt their voices were heard. Mr. Rubel says having a transparent two-way communication process and providing explanation over and over made people more open minded and engaged. On innovation, Mr. Rubel points out that creativity is a commonly misunderstood phrase. He says: "it's not about being artistic or anything like that…it's actually a disciplined approach. And if you look at, for example, all of the work that's been done in design thinking, which is a very big passion of mine is all about experimenting upfront and mitigating risk, but still allowing risk and failure to happen." During his time at Saatchi & Saatchi Fallon, Mr. Rubel says his leadership approach did not change much, although the scale of his team had changed from his time at Beacon Communications. He explains: "Obviously scale has a big impact onto what you can do and how you can do it. But from a leadership perspective I don't think that principles changes all that much. It's about knowing and understanding all the stakeholders. It's about being empathetic and inclusive. Also in Japan [it is particularly important] to show the way, demonstrating, not just talking about it and then also making absolutely sure that any commitments that you make, any promises that you say that you keep and that you follow through." On advice to foreign leaders coming to Japan, Mr. Rubel first recommends to take the time to understand the organization and all the stakeholders before taking action. Secondly, he advises to come to Japan with an open mind instead of thinking one has all the answers, but also not try to act Japanese but to "be yourself." Mr. Rubel explains: "I think if you just stay open-minded and just be yourself I think you can really enjoy yourself in Japan. It's an amazing culture. It's an amazing business society. Now this is my second time leaving Japan…The lessons from Japan still are relevant to daily business here."

Jean-Phillpe Oulevey takes us through his leadership journey in Japan, starting off from dusting shelves in retail stores to climbing Japan's career ladder and becoming the head of a global flower importing and distribution business. Mr. Oulevey originally studied in the United States where he was exposed to Japanese culture. After working in the finance industry for a while in the states, Mr. Oulevey moved to Japan where he first worked for a luxury goods company. He then moved onto a Japanese trading company and climbed the traditional ranks, becoming kacho in charge of purchasing at a fairly young age. After working for four years, Mr. Oulevey moved back to the US for an MBA and was rehired by the same company. Mr. Oulevey worked as an international Sales Manager, working with Sony Ericsson, liaising between their assembly lines in France and offices across Europe. Mr. Oulevey then took the offer to lead his current company, Greenwings, where he manages a growing team of around 30 employees. Regarding his first few years of leadership experience, Mr. Oulevey recalls: "I was very young. So when you're young, everything's exciting, and maybe I didn't realize all the politics that could have gone behind the scene, I was just really focused back then on my job and delivering." Mr. Oulevey does point out that not speaking fluent Japanese at the time was a challenge with communication. However, he brought other strengths such as IT to the company to better the working environment, which helped him build trust with his colleagues. Additionally, Mr. Oulevey explains because he grew through the ranks to become kacho, he had already built the interpersonal relationships with his team and back up from other leaders, making it easier for him to gain credibility. Transitioning into a management role at Greenwings was, according to Mr. Oulevey, a much more challenging task. Although the business of Greenwings had a solid customer database, there was much friction between the headquarters and Japan office when he first entered. Moreover, Mr. Oulevey was made responsible for certain restructuring of the company, making it harder for him to build trust at the initial stage. Mr. Oulevey also lost some key employees at the time. In order to deal with such challenges, Mr. Oulevey built alliances where he could and led "through others". He adds: "I have pushed and asked and did my learning without creating burden on the organization…Also without forcing my own view of things. I've been very patient into planting seeds in a way and I had the time to do so…[in] creating the culture that I wanted for the future." Mr. Oulevey also explains that doing groundwork to get buy-in from others before making a decision in a meeting can be a useful strategy as it could speed up the decision-making and implementation process. On innovation, Mr. Oulevey also thinks it is challenging to try to go beyond the status quo and take risks. He says it is important to have innovative people and create a culture where they can thrive – meaning not punishing people for mistakes and failures. On building trust, Mr. Oulevey emphasizes the importance of "building your brand" and understanding Japan's cultural and business values and following them, including being on time and being reliable. Moreover, Mr. Oulevey thinks staying humble makes one more approachable and people will feel they can confide in their leader. In order to bond with his team, Mr. Oulevey spends time outside of work with them enjoying social activities. Yet he points out that every leader has their own style of building trust, and it is important to find a balance between engaging with the team outside of work and actual work. To new incoming foreign leaders, Mr. Oulevey advises to have good time management abilities in order to be reliable and gain trust. Even if one wants to make changes, Mr. Oulevey emphasizes the need to fit into the Japanese culture first and take steps to make transitions. Mr. Oulevey recommends being polite and showing humility when communicating with Japanese people to be essential as a leader wanting to engage with one's team. He also adds the importance of identifying who one's key advisors will be, although he warns that language ability should not be the only quality to look for.

Dr. Jochen Legewie takes us through his 30 years of leadership journey in Japan, starting at Daimler and then as Partner and Chairman of Kekst CNC, a global public relations firm. Dr. Legewie only picked up Japanese by chance as a side hobby, but his unique background in Japanese specialization and language ability, combined with a PhD in economics gave him a competitive edge and landed him a research position at Sophia University. Dr. Legewie then left academia and started at DaimlerChrysler, which at the time was investing into Mitsubishi Motors. Dr. Legewie first started off on a contract role, providing expertise on Japan to the German executive team, but when the German CEO became the CEO of the entire company, Dr. Legewie became Officer Head of Communications, overseeing 100 people in customer relations and PR. Dr. Legewie calls this experience leading a large team so early on in his leadership career to be "crazy." He reflects that this position was mainly building "cultural [bridges] in both directions" by convincing both the Japanese employees of Mitsubishi Motors and the German headquarters to work cooperatively. He recalls some of his early leadership challenge was being the middle person between the Mitsubishi Motors employees and German headquarters, as well as communicating and understanding English speaking employees who on the surface seemed to have a westernized way of working, but was in fact, resistant to change. When convincing people of various backgrounds to buy into the same direction of the company, Dr. Legewie says: "I found it very important to put on paper to visualize things that we are attempting, which is not necessarily a change. It's just the next step. Sometimes it was a big change, 180 degrees, but some were just the next step, but to make sure that people [understood] it, you had to put it on paper and go through it and invest time to explain it. [Additionally,] ask why are we doing this? Japanese people are smart if they understand the background. But very often, especially if it's implemented from the outside, the background is not convincing at first sight…but if you explain [the] reason, then there is a complete different level of buy in. So two steps first understand and then buy in. That would be my simple way." While working at Daimler, Dr. Legewie seized the opportunity to maximize his leadership and communications experience to start a Tokyo office for his current company, Kekst CNC. He admits recruiting his team initially was a challenge, but by staying patient and investing in training, the organization has successfully built a team of highly skilled, bilingual consultants. Dr. Legewie says his employees are drawn to the company because of the global culture and flat hierarchical structure, which is appealing to those who have international experience as well as women who are prominent in the PR and Communications industry. Dr. Legewie adds that the organization encourages people to gain experience outside of Kekst CNC in other companies by working in-house, and then returning as a more experienced consultant. On working and leading in Japan, Dr. Legewie points out that he has noticed Japanese workers tend to be fact and figure driven. He explains: "So you need to have frameworks and rules. And I go back to [explain] why is this, but then for the engagement this is only as a starting point. Engagement goes beyond. We want people to act on their own decisions. They should be proactive. And for this, you need to encourage and kick it off with some guidance in the beginning and tell people to take a risk...And then very visibly and openly reflect on this in group meetings and praise a person who has taken a risk or who has been proactive and do this in a way [that is] visible to others. And then people start to believe in you. And then you give this ownership and this responsibility." Dr. Legewie takes the same structured approach in delegation as well, clearly communicating to his staff what he expects and providing an explanation of how this delegation will benefit everyone, making the process more efficient. Additionally, when encouraging his team to be innovative, Dr. Legewie finds that some of the best ideas are born when he is not involved too much. He encourages brainstorming sessions amongst his staff without being a part of it, and then asks for a verbal summary. On gaining trust, Dr. Legewie maintains open communication with his team and tries to be transparent as much as possible, sharing statistics and information from headquarters to the local office, including the profit and loss reports. Dr. Legewie explains: "And we are also very transparent on a global scale about our revenues to our employees. And here in Japan, I go one step further, even in, as you said being not only open about what I think we as a company is going and should go, but also the real facts, the figures. And this is of course trust-building because I know from many Japanese compani

Hans Heijligers shares his global leadership insight having led in over a dozen countries before becoming the Head of Japan for IHG Hotels and Resorts, a British multinational hospitality company. Mr. Heijligers first arrived in Japan in 2014 after having worked in Singapore and has been with IHG for seven years. When comparing the different countries he has worked in, Mr. Heijligers says all countries are quite different, yet the cultural adaptation and leadership abilities required are quite similar. Although initially Mr. Heijligers learned that Japan has a very unique business culture, in finding common grounds he has been able to add value. As a foreign expat leader, Mr. Heijligers finds this particularly important when making important decisions. Hence, when developing an agenda and setting a strategy that works for the organization and the Japanese employees, he had done so in a collaborative way. Mr. Heijligers has also learned when to take a step back and stay patient. He adds: "If you allow the Japanese teams to have their own conversations, and if you're comfortable enough, [you can] say I don't need to be part of that…And start slowly, but surely build a culture around that." This kind of patient and collaborative approach has allowed Mr. Heijligers to build trust over time within his team. Mr. Heijligers further notes: "Japan is not so much about what you see…[it] is a lot about what you don't see…So learn to be...uncomfortable sometimes." In order to foster good relations, Mr. Heijligers says it is essential to have continuous conversations with the head office to communicate what will work best in the unique Japanese business culture. On engagement and innovation, Mr. Heijligers explains it is important to understand what each individual "cares" about and base their mission and values on it. He says for IHG, "one of the things that you should care for is that you're here to make lives better for people." These people include the employees themselves as well as the customers, owners and other stakeholders. Mr. Heijligers also emphasizes how rich IHG's people culture is, and the organization provides a wealth of learning and development opportunities. He claims: "we put our arms around our people through coaching sessions mentoring…we help really for diversity equity and inclusion to become [an] integral part of everything that we do." Furthermore, IHG supports those that want to gain a global experience to work in hotels abroad. Since IHG hotels are scattered throughout Japan, Mr. Heijligers ensures the leadership team works with the general managers to come up with innovative ideas on what works best at the local hotel level. He also credits technology to have automated many of the administrative tasks so the staff can focus more on customer relationships. The IHG hotels app has also improved the employee and customer experience. Since the COVID pandemic, Mr. Heijligers aspires to focus ever more on building rich relationships with the IHG stakeholders to enable the organization to grow. On his advice to new foreign leaders working in Japan, Mr. Heijligers advises to read up on the Japanese culture and understand a little about the historical background. Secondly, he urges people to listen, ask questions, and allow people to have their own conversations and show an interest, instead of just telling people what the agenda is and what they need to do. Thirdly, Mr. Heijligers recommends leaders to be open and vulnerable. He says: "Don't be afraid of sharing what you want to achieve. Be vulnerable as a leader…what we all have learned over the years in leadership is that when it goes wrong, it's your fault. When it goes, well, you got nothing to do with it. And just accept that."

Frank Packard takes us through his journey in Japan as well as different cultures and business experience in the financial industry. Mr. Packard was originally born in Japan and grew up in the US hoping to pursue law or journalism at Princeton University. After graduating, he lived in Cairo, Egypt for a while before returning to Wall Street to enter the financial industry, starting as an analyst at Paine Webber in 1984. He rapidly worked his way up and arrived in Tokyo in 1986 as the Vice President of the Tokyo branch. Since then, Mr. Packard has held leadership positions covering not only Japan but Asia Pacific regions at multinational financial corporations including Drexel Burnham, Bankers Trust and Bank of America. He is the Founder and President of Triple A Partners, an independent company focused on third-party fund-raising, equity research and corporate finance. Much of his leadership style is modelled after what he had learned from his early days in finance from his mentors. On his first multinational leadership experience, Mr. Packard recalls trying to break down the hierarchy by making an open office seating arrangement, which was uncommon during the 80s and early 90s. Mr. Packard also recognized the diversity of Japanese people, with different interest, hobbies and background, which he found shocking in the beginning. He also points out that though he found it challenging to hold non work-related conversations initially, he gradually learned to "let people go at their own pace" to learn something outside of work about his staff. On engaging with the younger generation, Mr. Packard admits it is difficult as the youth have many more choices than those in the 1980s. On gaining trust, Mr. Packard claims that listening to people and having patience is key to winning them over in Japan. After gaining further experience leading a team in Hong Kong for Bankers Trust, Mr. Packard began a joint securities company focused on fund placement. He built on this experience as the HSBC head of North Asia of the Alternative Investment Group. On team engagement, Mr. Packard consistently communicates to his staff about the mantra of the company which is broken down to three goal: to do legal business, do rewarding business and add value. He also notes the importance of ensuring the experience is enjoyable. Mr. Packard states that because of his team's bilingual capabilities, they have been successful in dealing with clients who need support in both languages that cannot be delivered by larger Japanese firms. Mr. Packard is also keen to providing people with more opportunities to expand and develop their career. For example, he has had an administrative staff take on more active roles in finance. Additionally, Mr. Packard emphasizes the importance of giving women equal opportunities as men in developing their career paths. Mr. Packard shows he trusts his team by allowing unlimited holidays, which allows people to work in a more flexible manner. To newcoming leaders, Mr. Packard advises to be clear and transparent when communicating with Japanese staff, as they will take everything literally. On a similar note, he does not encourage people to work long hours in the office as executive assistants think they also have to work longer hours. Secondly, Mr. Packard has observed that Japanese are very state conscious and want to have consensus over large decisions. In order to be mindful of this, Mr. Packard advises to learn about the educational background of people to better understand them. Lastly, he advises to not forget to laugh and have moments of joy by being vulnerable and authentic.

Kiyo Weiss shared extensive insight into her path to leadership starting from an OL in a Japanese corporation to becoming the first female Director of Air Canada's Asia Pacific region. Born and raised in Japan, Ms. Weiss entered Mitsui & Company in an administrative role after graduation but became interested in pursuing a more active business career. She recalls: "watching the guys working globally going overseas all the time taking out their clients at the beautiful Japanese restaurants and luxurious places…really made me wonder if there's anything I can do, somebody like me, a women can do." After working for Mitsui for a year, Ms. Weiss brushed up her English skills at Simul Academy and entered Business International, a consulting subsidy of British Economist. After a year, Ms. Weiss found an opportunity to work for United Airlines as an Account Executive. Within 10 years working for United and starting a family, Ms. Weiss moved on to a sales training manager role and then became the first female manager leading a team of 150 people including call centres and ticketing offices. After being promoted to a sales manager role at United Airlines, Ms. Weiss was invited by Air Canada to be their head of Sales and Marketing, before becoming head of the Japan office and now, Asia Pacific. Ms. Weiss's first leadership experience was leading 150 unionized employees working at United Airlines' call centres and ticketing offices. She claims this experience as extremely challenging, as she dealt with daily union issues from overtime work, customer complaints and wage negotiations. On being a young female leader, she recalls: "Being a woman, almost like a girl from their point of view, I think there were strong reservations by some of the people [in the beginning], but since I was young and energetic, I was very committed to be successful because my boss from the US trusted me. I worked really hard. I think I had a lot of sleepless nights dealing with the union members, but I think I had passion." As a sales manager at United Airline, Ms. Weiss introduced certain American sales methodologies but recognized that Japanese clients and colleagues had different communication styles from their western counterparts. Thus, she encouraged her staff to develop their communication skills by learning how to ask better questions to their clients and focus on consultative sales. She also advised her team to take public speaking courses to gain more confidence, step out of their comfort zone and build a stronger presence. As the Director of APAC, Ms. Weiss explains other countries require training in different field. For example, with Australia, rather than communication skills, they would need more training in accountability. On moving from United Airlines to Air Canada, Ms. Weiss says as an active Star Alliance Committee Member, the Air Canada staff knew her from before, which made the transition between the two companies smoother. On engagement, Ms. Weiss raises the importance of having small team activities like holding birthday tea time every month so that her staff gets to know her and each other on a more personal level. Ms. Weiss also encourages her staff to engage with members from other countries in regional meetings. By mixing her Australian, Taiwanese, Korean and Japanese staff during these regional meetings, Ms. Weiss finds they are able to stimulate each other. Ms. Weiss explains: "I like those passionate energy [from other APAC staff] and I want the Japanese to be that way. They have different qualities that we value and they don't need to be the same, but still, if they can acquire that kind of emotional attachment in public, the team will flourish even better." Ms. Weiss also adds that by encouraging her Japanese staff to hold discussions in groups, they are more likely to present innovative ideas as they feel they will not be the sole individual who stands out. After the brainstorming sessions, Ms. Weiss also comes up with an action plan and assigns people to be responsible to leading an agenda with a set time frame, which she feels gives them a sense of responsibility and trust. Ms. Weiss claims: "I like to delegate…because I can show my confidence in that person so that the person will feel trusted and get motivated." In order to gain trust from her employees, Ms. Weiss advises to communicate openly and show her vulnerability as she is not always the one with all the answers. She also adds that having the right balance between being flexible and decisive is key to leadership. She finds this is particularly the case, where Japanese people are used to receiving specific instructions and diligently following them. She maintains close communication with her direct reports by having one to one weekly meetings, and also holds group meetings as well. Ms. Weiss also advises new foreign leaders coming into Japan to not be discouraged by the lack of enthusiasm from the Japanese staff, as they take longer to open up and dev

Reiko Nakamura, Managing Director of SGK Japan, first began her career as a radio DJ in Kobe, where she grew up and graduated from university. She entered the advertising world joining Kobe Shimbun Jigyosha, one of the largest advertising firm in Kobe as a salesperson. During her time there, she became number one in her sales team. Ms. Nakamura's focus on providing solutions to customers rather than purely selling ad space helped her build strong client relationships. Hoping to gain more global experience, Ms. Nakamura began learning English. She then moved to Osaka to enter SGK, working for Proctor & Gamble as a Print Production Manager. After becoming an Account Manager, Ms. Nakamura stepped into her current role as the Managing Director of SGK, moving from Kobe to Tokyo. When comparing leading between Japanese and multinational companies, Ms. Nakamura says she saw differences in decision making processes between the Japanese and Americans. She observes that the Japanese are detail-oriented perfectionists and build long term client relationships through a set process. With the Americans, Ms. Nakamura notes they are very decisive and think in a black and white logical manner. Thus, when leading her Japanese employees, Ms. Nakamura carefully explains processes and the reason behind a certain task. The clients also have different expectations depending on their background, and Ms. Nakamura says her relationship building style is different between local and global contracts. With local clients, they require much more details and processes to follow. On recruitment, Ms. Nakamura appealed to those who liked working for more flexible and less hierarchical environments as well as those that want to work for big brand names like Coca Cola. As a women leader, Ms. Nakamura first struggled to show her leadership as she initially thought she had to adapt a more authoritative style. However, after receiving some training and gaining further experience, Ms. Nakamura realized it is best to be herself and use her strengths in communication. She has weekly Monday morning meetings with her team to ensure they stay engaged despite the pandemic and remote work environment. She values having one on one communication with all her staff as well as having daily conversations with her managers. In order to educate her team members, Ms. Nakamura tries to lead by example but also show her struggles so others can learn from them. On innovation, Ms. Nakamura encourages her staff to think outside of the box. She has encouraged her team members to come up with innovative ideas and present them to each other. Additionally, Ms. Nakamura values the execution of those ideas and encourages people to track what they are doing and follow up. Ms. Nakamura is also part of organizations to support other businesswomen to take on more leadership roles. For newcomers to Japan, Ms. Nakamura advises them to encourage Japanese employees to speak up and provide explanation on certain tasks or projects to build trust. She also encourages learning some Japanese to show interest in Japanese culture. Ms. Nakamura lastly advises to "not be afraid to open every door to see the world."

Ken Shibusawa shares extensive insight in the global financial sector and alternative investment that has been influenced by his great-great-grandfather, Eiichi Shibusawa, the "Father of Japanese Capitalism." Mr. Shibusawa was born in Japan and grew up in the United States from a young age when his family first moved to New York. He graduated from the University of Texas in Chemical Engineering but decided to pursue a different career course. After working for an NGO started by his uncle called the Japan Centre for International Exchange, Mr. Shibusawa obtained an MBA from the University of California, Los Angeles. Mr. Shibusawa then went into finance, working for JP Morgan and Goldman Sachs in Japan. Mr. Shibusawa is currently the CEO of Shibusawa and Company, Inc., a strategic advisory firm. He also founded and leads Commons Asset Management, Inc. Additionally, Mr. Shibusawa is the director of Keizai Doyukai (Japan Association of Corporate Executives) and a steering committee member of UNDP SDG Impact, advisor of University of Tokyo, and visiting professor at Seikei University. Mr. Shibusawa also runs a podcast called "Made in Japan" https://madewithjapan.net/ Mr. Shibusawa recalls that working in investment firms during the Japanese economic bubble in the 80s was a mixture of fun experiences combined with stress and frustration. After turning 40, he made the decision to start his own business and founded Shibusawa & Co. When recruiting staff, Mr. Shibusawa mainly found his team through connections and just when the business was beginning to pick up, the 2008 Financial crisis occurred. Shortly before the crisis, Mr. Shibusawa started another company in 2008, the Commons Asset Management, which was a mutual fund specialized in long term investment opportunities to Japanese households. To overcome the crisis and the challenges of leading a business during uncertain times, Mr. Shibusawa started out modestly asking for small amount investments and used the internet to promote his companies as well as using his network. He also saw a connection between his mission to encourage individuals to invest for long-term accumulation of wealth to secure the future of their families with Eiichi Shibusawa's philosophy on ethical capitalism. Mr. Shibusawa saw the crisis as an opportunity to focus more on alternative investments and focused on growing his asset management business while researching further on Eiichi Shibusawa and his works. On gaining trust, Mr. Shibusawa says it is important to share a common purpose beyond financial rewards. For his asset management company, Mr. Shibusawa's purpose is to have long-term value creation and he expects his team to share his mission. He also adds how a sense of growth keeps the organization together. Additionally, having worked in a global corporate environment, Mr. Shibusawa recognizes the need to be a "translator" between headquarters and local offices, responding to both digital and analogue demands. On his advice to foreign leaders coming into Japan, Mr. Shibusawa advises to be observant and listen to people who are not vocal yet have brilliant ideas. He also recommends learning basic Japanese to win the local team's trust and respect.

David Wouters is the President of InterSearch Japan, an executive search and human resources consultancy company, and the former Corporate Liaison Manager of Coca-Cola Japan. Mr. Wouters first arrived in Japan in 1969 to work for Coca-Cola as the Marketing Manager after working in the US and Southeast Asia for a number of years. Mr. Wouters developed a Coke systemized training program in Japan to train employees on both the American and Japanese side to be able to better sell and market the product in Japan. In comparing Japanese and American way of sales and marketing, Mr. Wouters points out the Japanese are more relationship based whereas the US had a rigourous system and specific set of objectives. In order to join these two different cultures, Mr. Wouters encouraged open communication by having many meetings and looking at case studies. Mr. Wouters explains: "I found the best way to teach a program like that was [to] find out what they wanted and get to their thinking and then utilize their thinking with the other side's thinking through meetings, organizations, sales programs that we developed." He also later brought in the independent bottling companies to the meetings as well to ensure Coca-Cola and the bottlers worked well together. Mr. Wouters adds: "We had to make it a join effort. Wasn't easy at the time [but eventually] I got a lot of cooperation from both sides because they both wanted to be strong." During Mr. Wouter's time, Coca-Cola also began a recruiting program that hired young Japanese graduates who had studied overseas by visiting universities. Out of the pool of these graduates, one eventually became the company president. As part of forming good relations between diverse range of employees, Mr. Wouters also encouraged playing leisure activities together, such as golfing. He claims: "if you make the people that are working with you happy, that's one of the secrets of training. If you strictly authorize or direct, you're going to have a problem. I had to make both sides want to work together and sports to me was one of the activities that work best." After playing golf, Mr. Wouters recalls having a drink and then holding serious meetings on marketing and sales. Mr. Wouters emphasizes the importance of getting cooperation and getting people to understand what results and benefits the project will bring to them. He adds: "you had to do it in a way that was appreciated. It's the same thing in life. You have to gain appreciation by the way you act or react with other peoples and their situations." Since the training programs were successful, the US asked Mr. Wouters to replicate it in Atlanta. Mr. Wouters then went to graduate school at New York University's Stern School of Business and eventually resigned from Coca-cola in 1976. After establishing his own company, InterSearch Japan, Mr. Wouters was asked by Coke to join them again in 2019 . On advice to new foreign leaders in Japan, Mr. Wouters highlights understanding the culture and people to be key. Secondly, he advises leaders to work together with your team in order to lead them, and choose to work with people who work with each other on a "pro-positive" manner. Thirdly, Mr. Wouters emphasizes the value of being receptive which he finds brings people closer. He explains: "get involved with them, not above them…If you are with them, they have more tendency to be with you."

Moeko Suzuki provides valuable insight as a young global-minded entrepreneur having studied in the UK, US and established two organizations in Japan – StartUp Lady and Tailor Innovations. After graduating from an American University, Ms. Suzuki returned to Japan and worked for a company specializing in foreign direct investment as a business developer. After working for two companies, she founded Tailor Innovations, a company that provides a variety of IT and consulting services including manufacturing of IoT products, live streaming support, and helping Japanese business expand abroad. In 2015 she co-founded StartUp Lady, a nonprofit organization that aims to connect and help educate a diverse community of entrepreneurs who are starting up their business. Giving up a stable job, Ms. Suzuki decided to pursue her dream and establish Tailor Innovations. Ms. Suzuki initially faced many challenges such as being unable to communicate with engineers in creating the operating platform. Ms. Suzuki also found it challenging to grow her network as a young entrepreneur without former connection. When recruiting her team, Ms. Suzuki focused on hiring people who did not want to work in the traditional Japanese company culture but be in a more flat, transparent organization. Her company also provides flexible working styles for people who are interested in holding a side job. Ms. Suzuki notes that the change in Japanese government policies around 2017 have made it much easier for foreigners to work in Japan and the recent pandemic has also allowed more companies to permit their employees working more than one job. On motivating people, Ms. Suzuki notes the importance of having close communication with each individual to understand their needs and where they want to direct their energy. In order to establish this trusting relationships, Ms. Suzuki has frequent one-on-one meetings at least 1-2 times a week. Ms. Suzuki also actively participates in social events with her employees to bond with them not just on a professional basis but in a more casual environment. Moreover, Ms. Suzuki carefully coordinates what type of work people are assigned so that her employees can focus on utilizing their skillset. For example, with the CEO of the company, who is also her husband, Ms. Suzuki splits responsibilities based on their expertise and strength, which she finds makes them a good team and well trusted by the employees. Additionally, she seeks to create an open environment where her employees can freely admit their mistakes in order to prevent future mistakes from happening and they are able to find the best solution together. Ms. Suzuki says: "I feel like many people only learn from their mistakes. So what I can suggest is probably show them the [past] cases" of what type of mistakes have happened and how they have been resolved. On StartUp Lady, a female entrepreneur community, Ms. Suzuki explains: "I think showing that there is a community where [many] international females can get together to encourage each other [will] support younger generations. I feel like a lot of young people are very motivated to do something, but there's not much [of a] safe community or the community that's maybe open to younger generations at this moment." StartUp Lady seeks to meet such needs of young entrepreneurs. Another of Ms. Suzuki's dream is to better the education in Japan, which StartUp Lady seeks to do by providing an educational program for female entrepreneurs called 60 days Start Up Program Challenge where they take classes for 60 days and eventually present their business ideas. Currently, the community has grown to around 1500 members, mostly spreading by word of mouth and some media exposure. On leading in Japan, Ms. Suzuki advises to maintain open communication in order to build trust. She also advises new incoming leaders to look for communities to join in order to gain from other people's expertise and experiences. Lastly, Ms. Suzuki explains the importance of not just studying businesses in Japan but foreign businesses who have already started something within the same field to gain insight.

Seth Sulkin takes us through his journey in Japan from working as a journalist to a civil servant to becoming the leader of three organizations - Pacific Air Capital, Pacific Hotels, and most recently, Food-e. Mr. Sulkin first arrived in Japan in 1987 while working for Wall Street Journal and experienced the economic bubble which he recalls as "an incredible time living in Tokyo [and] a rare experience that only happens every 1000 years." Having worked as a journalist in New York, London and Tokyo, Mr. Sulkin decided to change his career path and enrolled in graduate school at Stanford University. There, he studied Japanese political economy, specifically on how Japan uses aid, trade and investment to promote economic development in Southeast Asia. After graduation, he worked for Japan Development Institute to build infrastructures all over the word including Vietnam, Thailand, Indonesia, Sri Lanka, Russia and Poland as a Project Manager. Mr. Sulkin then worked for the Clinton Administration working on defence policy related to Japan. Mr. Sulkin decided that working in business and being his own boss was a better fit and started building his own development company, first based in the US with a focus on opening department stores and shopping centres in Japan. In Japan, Mr. Sulkin started with a team of 10-15 people working with large Japanese partners who wanted to build US style shopping centres. He first developed his network based on the relationships he had established while being in Japan for nearly 10 years. Mr. Sulkin continued to expand his network through introductions, which increased his credibility and ability to build trusting business partnerships. Mr. Sulkin believes that as a small organization, his company was able to bring the overseas real estate expertise the Japanese companies needed at that time, which would have been difficult for larger corporations to provide. He adds: "there aren't that many Japanese who can easily fit into the business world in the US [and] easily send people overseas, figure out [and] learn what they need to and bring that technology back to Japan." On hiring his staff, Mr. Sulkin says he always finds quirky talented people by selling them on the vision of his company as well as providing good work life balance with a competitive salary. He says the advantage of being a foreign company is that he is able to hire people who do not fit the traditional Japanese environment or are not given equal opportunities, such as women. Mr. Sulkin has been successful in hiring good managers and leaves the management of the staff to them, as he does not micromanage and instead focuses on key issues where he can add most value. In order to maintain high accountability and trust, Mr. Sulkin follows a ringi system to a certain extent to enable him to delegate day to day decision making to other. Mr. Sulkin also emphasizes the importance of horenso - report, communication and consulting. He explains to his new staff that maintaining an open communication style is critical and this means admitting mistakes honestly before it gets out of control. To maintain high engagement, Mr. Sulkin is in constant communication with various offices in-person, over the phone and online. He has come to realize during his leadership career that his staff appreciate a good work life balance and freedom at work as well as in their personal lives. Mr. Sulkin encourages people to take time off as well, as he believes this increases work engagement and the well-being of his team. Additionally, during the global financial crises, the 2011 Earthquake and now COVID, Mr. Sulkin has never laid any of his staff off, which is his way of maintaining trust and engagement. When speaking to many hotel and restaurant owners, Mr. Sulkin discovered they were hesitant to join the online delivery service business because they were not satisfied with the cost and quality of the service. In order to meet these demands, Mr. Sulkin has started a new gourmet restaurant delivery app company called Food-e. With many restaurants struggling to keep their business afloat, Mr. Sulkin has had over 90% prospective restaurants join his delivery service which promises professional delivery of gourmet meals through an app. On leading in Japan, Mr. Sulkin thinks it is important for international leaders to speak out and express their opinions with suggestions on improvements. On his advice to newcomers, Mr. Sulkin advises to study about Japanese business as much as possible, and if on a short assignment, to hire a good translator and assistant who understands the Japanese business culture. Moreover, he advises to meet people both during one's personal and professional time. Lastly, he advises to have an open dialogue with one's team and specifically ask for their ideas. Mr. Sulkin says: "[in doing so] I think you'll have a much richer experience and you'll learn a lot more and you'll contribute much more [to Japan]."

Jim Weisser shares his leadership journey in the Japanese IT sector after arriving in Japan to initially teach English to becoming a leader of many internet businesses since the mid-90s. After realizing his IT skills were in high demand in Japan during the mid-90s pre-internet era, he began developing further expertise in the area by working for an internet service provider and then working for Enron to help establish their broadband business. From 2000 to 2006, Mr. Weisser founded three companies. The third company he established, PBXL KK was an SaaS based company focused on cloud calling. The company was acquired by BroadSoft in November 2015, which was later acquired by Cisco. Mr. Weisser is currently the CEO & co-founder of SignTime, an electronic contract service provider. At SignTime Mr. Weisser aims to make the contract process in Japan much more manageable for companies with the use of technology. They have taken on a Silicon Valley style agile work process while implementing Japanese level of quality control insurance. He finds that his team members are surprised by his company's culture where mistakes are taken as a lesson to make future improvements. SignTime has landed successful deals with Japanese multinational corporations by promoting their fast-paced responsiveness in which they provide same day responses to compete against larger companies. As a young leader starting from his early to late 30s, Mr. Weisser recalls the mistakes he had made and the valuable lessons learned from them. He recalls: "I didn't listen very well…and [being educated] in an engineering environment…I have no problems [with] someone saying, Jim, you're an idiot. This is why…And it took me a long time to realize most people were very uncomfortable in that kind of an environment." From past experiences and mistakes, Mr. Weisser has learned to value diverse experiences and opinions. He is mindful of holding conversations with his team, asking questions and laying the groundwork by getting external input instead of running solely with his ideas. Mr. Weisser values establishing interpersonal relationships with his staff and identifying people's passion and interests to motivate them and understand how they want to be treated. In learning more about his team, he says he is able to better understand his customers as well. Mr. Weisser also admits his mistakes publicly which he finds actually builds trust with his Japanese employees. He is also careful on not micromanaging and mainly focuses on communicating the vision of the company and other leadership components such as financial operations, but delegates the rest to his team. To newcomers in Japan, Mr. Weisser advises to be a great listener and constantly share information to the point of overcommunicating. Secondly, he advises to hire people based on what they have achieved rather than putting too much emphasis on their English language skills. Thirdly, he advises to give people a sense of ownership when trying to make a change to make the process more productive and engaging. He notes: "If you can show that you're an effective advocate for the people here to headquarters, then you end up being a hero locally…having other people pushing the rock with you makes it a lot easier."

Frank Foley, founder of the Next Big Thing and former Managing Director of HarperCollins Japan, provides a detailed account of working inside Japan's publishing and media industry through his experience with multinational corporations including HarperCollins and News Corporation. Mr. Foley first got his start as a publishing officer at the Australia Japan Research Centre which led him to land a job at the publishing company HarperCollins Japan. This then led Mr. Foley to work for News Corporation, an American multinational mass media company owned by Rupert Murdoch. At News Corporation, Mr. Foley liaised between the media company and its Japanese partners using his language skills and knowledge of Japanese culture. Mr. Foley was involved in many start-up projects investing in satellite television through News Corporation, sitting in on meetings involving Mr. Murdoch, Soft Bank founder Son Masayoshi and executives of Fuji TV. Working as a country manager for News Broadcasting Japan (later Fox International Channels), Mr. Foley led a team of 40 people after being in charge of massive downsizing. In addition to the task of downsizing which Mr. Foley recalls as a "traumatic experience," he found it challenging to ensure his employees were highly engaged and working strategically towards a common goal. Being a liaison between head office and Japan was another major challenge to bridge the cultural differences between various parties. When leading the downsizing operation, Mr. Foley learned the importance of communicating the "why" behind the restructuring to maintain transparency and trust with his remaining team members, as well as investing in a strong HR department with empathetic, approachable people. After working in News Corporation for close to 20 years, Mr. Foley discovered he was not a "TV person" but inclined more towards business development and brand management. He then moved on to HIT Entertainment to work on brand business development for Thomas the Tank Engine. On his fascination with branding, Mr. Foley explains: "I realized [what] I really liked about those brands was…the brand itself, not TV specifically, but about the brand and how it fitted with the lifestyle of Japanese people, and you can see the possibilities that go way beyond the actual business that you're in. So I…was very interested in moving from a specific operational business [to one], where you're really working with the brand and trying to figure out what the best strategy for the entire brand is…And Thomas the Tank Engine was that….it's like sky is the limit." In addition to Thomas, Mr. Foley also worked for Guinness World Records owned by HIT Entertainment. There, Mr. Foley had the challenge of coming up with a new business model for the product as the brand was just entering the Japanese market. Mr. Foley then became interested in building his own business and began providing brand consulting for various consumer products, which led him to become Executive Managing Director at Universal Music's subsidiary company, Bravado where he helped successfully recruited another executive to turn the business around. Mr. Foley then moved back to HarperCollins as the Managing Director leading the distribution of English language books in Japan, such as Harlequin novels and manga in partnership with Softbank. Under his leadership, Mr. Foley sought to have the business operate on a brand driven strategy that focused on growth and the needs of the market rather than following a set template. For example, Mr. Foley used HarperCollins' and his personal global connections to land a publishing deal with soccer player Maya Yoshida to publish his autobiography in English and Japanese. On landing this book deal with a celebrity soccer player, Mr. Foley explains: "if we just went head to head with Shueisha, Kodansha (Japan's top publishing companies), we're not going to get anywhere. We have to think innovatively. We have to think, okay, what can we borrow from our leverage or head office for more international network to allow us to punch above our weight here in Japan." To create a culture of open communication and high engagement among his employees, Mr. Foley has created opportunities for people to share information and present their ideas. For example, at HarperCollins he has set up a "hall of fame" bulletin board in which different departments would post updated information on what type of projects they are working on. At the end of the month, Mr. Foley would have people from all levels present their projects to the rest of the team to create a sense of ownership and accountability. Mr. Foley also provided equal opportunities for people to work on projects, regardless of their job titles in which an employee in the IT department would be the project lead to publish an Elon Musk book on Tesla. Mr. Foley has also become more mindful of knowing when to step back as he adds: "in more recent years [I've realized it's best to] just get the right peo

Claus Eilersen, Senior Vice President of Novo Nordisk, Japan, provides deep insight in leading in the pharmaceutical industry in various countries including the US, Canada and Japan. Mr. Eilersen first entered Novo Nordisk after graduating from business school as a liaison between the headquarters in Denmark and Japan, as well as the US doing business development. He initially lived in the US but in 1995 moved with his family to Japan to become the CFO and eventually became the President of Operation in Canada. In 2005, Mr. Eilersen returned to Japan to step into his current role as Senior Vice President in the Japan office. Having led in multiple cultures within the same organization, Mr. Eilersen describes doing business deals in Japan as a "complete immersion in a different culture" with a "very steep learning curve." To build trust amongst his team, Mr. Eilersen held one-on-one meetings with his direct reports and set ambitious targets while establishing the company's own distribution system. By having a clear common goal, Mr. Eilersen believes this strengthen the motivation and engagement of his employees. Additionally, in order to establish mutual respect, Mr. Eilersen tried to see things from his employees and customers perspective. For example, by making numerous visits to clients across the country, Mr. Eilersen gained a clearer understanding of what particular question or service is expected from a particular customer and was able to provide a better solution. By talking to customers Mr. Eilersen saw first hand the meticulousness of Japanese consumers, who will only accept the exact number of products or else doubt the brand's quality and lose trust. Having worked in North America where defect products were accepted if for a discount, Mr. Eilersen calls this an important lesson learned. Under Mr. Eilersen's leadership, Novo Nordsik of Japan came up with with innovation by creating a centre of excellence for quality to detect early signs of quality issues, which was implemented globally. Mr. Eilersen believes that these consistent and sincere effort to understand how business is done in Japan is appreciated and over time forms trust. To encourage people to stay accountable with high engagement, Mr. Eilersen delegates responsibility to staff with a clear message telling them this is their responsibility and they need to make their own decisions. Mr. Eilersen takes a bottom-up approach to gain input and feedback from people in many layers of the organization to create a project plan with high team engagement. The company also encourages people to come up with ideas on how to make the business better and gives out rewards for the best ones in order to create a culture for people to think in terms of improvement on a daily basis. To further stimulate innovation, Novo Nordisk forms project teams with a specific focus to solve a particular problem with leadership monitoring the execution. From such projects, Mr. Eilersen noticed people becoming more excited and productive, coming up with proposals that improved work efficiency by 15%. Additionally, Mr. Eilersen emphasizes the importance of having some degree of tolerance for mistakes and use them as a learning opportunity instead of blaming an individual. Mr. Eilersen also realizes that rather than rewarding people individually, team rewards were more effective in boosting morale as Mr. Eilersen believes that for his Japanese employees, the "sense of belonging to a team is very strong and important." Moreover, Mr. Eilersen has come to think the ultimate driver of engagement for his Japanese team comes from the satisfaction of doing a good job for a good cause and having the haraochi, the gut feeling that this is the right thing to do. Mr. Eilersen believes that this haraochi can be achieved through various discussions from several different perspectives of the organization. To newcomers of Japan, Mr. Eilersen advises to dive in and immerse oneself completely in the culture and see things with one's own eyes on how business is done in Japan. He recalls from his first real experience in Japan, he spent much time observing how people interacted to understand the culture and way of communication. Mr. Eilersen also advises to stay approachable and spend time with your employees and customers through nomunication. Lastly, Mr. Eilersen advises leaders coming into Japan to form allies within the company and make improvements by following the Japanese guidelines of how things are done, instead of having a "I can fix this" mentality.

Wolfgang Angyal, President of Riedel Japan, originally grew up in Austria and came to Japan in 1985 as an Austrian representative in restaurant service sector of the 28th WorldSkills Competition and won first place. He credits this win to the trust he had of his supporting team who were all Japanese. Mr. Angyal has also been practicing Judo from a young age where he developed a deep respect and fascination for Japanese culture. After working in the education sector as an instructor in Japan, Mr. Angyal became interested in working for Riedel as he was familiar with the brand due to his experience in the hospitality industry in Austria. Through persistency, Mr. Angyal met with Georg Riedel, the owner of Riedel, and secured a business development role for a subsidiary company. There, he was able to apply the skills he had gained working in hospitality and event management to promote Riedel products to Japanese restaurants and companies. Staying true to the Riedel family motto of "stoke the fire, don't save the ashes," Mr. Angyal persistently approached restaurants to promote Riedel. Fortunately, this was the 80s economic boom time in Japan, and Mr. Angyal used his networks to successfully schedule appointments to meet restaurant owners in person. "I think a lot of them actually bought their first [wine] glasses, more out of pity, [thinking] this guy's sweating with this case, coming to the restaurant and waiting for two hours. Or some of them maybe were admiring the effort." Mr. Angyal worked to establish the brand within companies to build relationships with large scale distributions. Mr. Angyal states the main challenge for him at the time was introducing wine culture to those who were not familiar with drinking wine on a daily basis. Therefore, Mr. Angyal actively promoted the product by holding tasting sessions where people got to experience drinking wine from Riedel glasses. "If you taste the difference, it's experiential. If you taste the difference between [a Riedel glass] and another glass of drinking the same beverage, you will never forget it." Mr. Angyal then moved his base to Australia where he worked from Riedel's Sydney office as the Vice President of Asia Pacific, Latin America and Southern Hemisphere. After a brief consideration of moving to China, Mr. Angyal was persuaded by an old friend to move back to Japan in 2000 where he has been since then, working as the President & CEO of Riedel Japan. By 2000, Riedel Japan had become an independent operation and Mr. Angyal started to build his team through referrals to recruit staff. As a leader, Mr. Angyal found challenges in driving the operation side of the organization and establishing a shared vision while going through an acquisition. In order to maintain employee engagement during the merger, Mr. Angyal organized workshops, off-site meetings and external coaching. Additionally, Mr. Angyal worked to get to know his staff through open communication and personality tests. By better understanding his staff, Mr. Angyal adjusted his communication style and worked to form a more trusting relationship. Mr. Angyal notes that as a foreign leader, he is mindful of being consistent with his decision-making and tries to be predictable with his actions. He claims that constantly asking the questions "How do they see us and what do they expect from us?" is key to leading in Japan as a foreigner. Additionally, Mr. Angyal values open communication and provides equal opportunities for his staff to be heard even if this means rejecting his own ideas in public. Mr. Angyal also seeks to bring different perspectives and ideas from his global networks and to his Japanese team in order to provide the "right fuel for their sparks." He also has his immediate reports give him a 360 degree performance review to continue developing his leadership abilities and maintain transparency. Riedel Japan has come up with innovation such as creating sake glasses, an idea that came out of a tasting workshop from a customer. Currently, the Japan office has independently come up with two different sake glasses - the Daiginjo glasses and Junmai glasses - by working with hundreds of brewers and testing in multiple workshops to come up with the perfect product. For newcomers in Japan, Mr. Angyal advises to be patient and mindful of one's actions as well as words. He recommends having small wins first and then building on that to quickly gain trust and credibility. Lastly, he advises to be authentic and to be yourself to be able to survive leading in Japan in the long term.

Loic Rethore, North Asia President of Dyson, shares his diverse background working in the consumer, luxury and premium goods industry across multiple countries including Japan, Australia, Korea and Hong Kong. Mr. Rethore originally developed a fascination with Japan after working as an intern in the Japan branch of L'Oreal. In order to stay in Japan, Mr. Rethore started working at LVMH Perfumes & Cosmetics, working for Givenchy as the North Asia Area Manager. He has then worked in Unilever as General Manager of the Asia Pacific region and Nespresso as Head of the Oceania region before coming into his current role at Dyson. During his first few years as a leader, Mr. Rethore's biggest challenge was building credibility and trust amongst stakeholders and his staff. In order to overcome this, Mr. Rethore tried to get to know people beyond just formal business meetings. He actively invited his team on lunches and held one-on-one conversations to establish a trusting relationship. Mr. Rethore also notes the importance of body language and introspection to overcome language and culture barriers. Working with a diverse group, Mr. Rethore provided insight on the different working style and relationship building between Japan, Korea and Hong Kong. For example, he notes that when doing business in Korea for Dyson, they are quick to buy the newest technology. On the other hand, in Japan, people are interested in high-tech brands but are more cautious and want to find out if the product suits their needs. When comparing Japan with other countries he's worked in Mr. Rethore says: "I think the relationship to speed, but also the relationship to technology is [different]." Mr. Rethore's experience in Japan helped him develop skills that benefited him when leading in other countries. The experience gave him ability to be more inquisitive and talk to people in stores to gain a better understanding of consumers and the market. When coming back from Hong Kong to Japan during his time at Unilever, Mr. Rethore also discovered his leadership ability had grown as he had worked with staff and stakeholders from all over the world and was able to relate to a diverse group of people. In addition, he felt recognized as people understood he was adding value by bringing in emerging distributors and exporters in premium brands. Mr. Rethore also encouraged his team to question ideas and think outside of the box to increase the engagement level and overall performance. When becoming the lead of Nespresso Japan, Mr. Rethore worked to bridge the gap between head office and Japanese leadership to find an agreed strategy. In order to gain trust from the Japanese side, he listened carefully to his team including the staff in the retail stores through one-on-one discussions and casual conversations. Furthermore, Mr. Rethore held workshops on organizational issues and in doing so, was able to form strategies in a collaborative way. He was also able to build new connections between his team and external organization as well, which helped expand the company's network. As a result, during his time at Nespresso, Mr. Rethore was able to oversee the opening of the flagship Nespresso store in Omotesando, move Nespresso products to the more visible depachika (underground level of Department stores) and launched popular original products like combining champagne fruits with Nespresso Iced Coffee. Working at Dyson, Mr. Rethore has built trust based on his previous leadership experience of open communication and collaboration as well as being a role model for others. In order for people to stay connected, Dyson has formed several virtual community groups similar to a Facebook group including a reading, cooking, and animal loving group. Dyson also hosts virtual café briefings which were held every week during the height of the COVID-19 crisis, and is still ongoing now. This briefing serves as the hub for information sharing and community building. To newcomers arriving in Japan to lead, Mr. Rethore advises to "find that balance between pushing too much and pushing not enough. Managing change in a country like Japan, that's [going to] move slowly, sometimes requires a lot of persistence and energy." He adds: "really work with [your team] and consider it as a journey."

Timothy Connor, Managing Director of Synnovate Advisory has been a veteran of Japanese business, having worked in Japan for over 30 years. He originally came to Japan under the MEF program (currently known as JET, a program that provides opportunities for internationals to teach English in Japan) and lived in Morioka City in the Iwate prefecture where he quickly learned Japanese. While teaching in the evenings, Mr. Connor studied fashion design at Esmod Japon and eventually began his own apparel brand still in his 20s. He specialized in making clothes for Japanese and international clients who were either very tall or small, so did not fit standard sizes. He calls the experience "great fun" and made various outfits including a wedding dress. After four years, Mr. Connor transitioned into the more promotional aspect of the creative business and began marketing for other artists and designers. As this was the 80s, Mr. Connor recalls enjoying the boom time in Japan like eating gold speckled sushi. Mr. Connor then moved on to importing artists work and promoting them in Japan, acting as the marketing arm for boutique designers. Mr. Connor then began working in a corporate environment in a senior strategy and marketing role in a firm of 25 staff within a large Japanese conglomerate in the printing industry. Stepping into a corporate leadership position for the first time, Mr. Connor found it challenging to lead a diverse group of Japanese and non-Japanese employees in a company with a traditional age-based culture. Mr. Connor was careful in finding the right balance between being part of a team but also maintaining a certain degree of distance as this is what was expected from leaders in the company. Having led a diverse number of teams in various industries, Mr. Connor also noted the difficulty in setting goals and targets with people from different backgrounds and set of expectations. Mr. Connor claims: "one of the tricky balancing roles and balancing challenges was to paint the right picture of where we're trying to go. But give people enough roadmaps so that they knew where they should go. What are their actual targets and what are my expectations to them?" Having worked with a number of salespeople, Mr. Connor also mentored and trained his staff to be able to close the sales instead of being too relationship focused with the client. After the firm closed down due to the economic downturn of the 90s, Mr. Connor worked with the parent company's president for a few years. Mr. Connor then took a leave and pursued his MBA at Duke University. Upon his return, Mr. Connor was released from his company and began his own management consulting business. Mr. Connor mainly consulted startup type clients and maximized his general manager skills he had acquired working in a large Japanese company. Mr. Connor eventually joined one of his client's company that sold online coupons to be used in restaurants as their general manager. After realizing the infrastructure for the marketing not being present, Mr. Connor joined the parent company that provided face-to-face marketing and sales and event marketing services to consumer products. There he worked as a managing director looking after three divisions of the company in sales, retail products, and legal, as well as HR when in need. On team engagement, Mr. Connor tries to maintain a balance between setting expectations as the leader but also ensuring his employees enjoy their work. Mr. Connor states: "What I discovered was we had people doing things and I wouldn't say they were struggling, but it seemed to me that they could shine doing something else. And so I would move people around from time to time doing different things. And when people are doing things that they're good at, they just stayed to automatically grow into it. That was a great discovery just to see that actually people do progress and grow and do things much, much better if they enjoy what they're doing." On innovation, Mr. Connor encourages people to come up with their own ideas by being patient and having open communication while asking leading questions. He also uses this style of communication to finding commonalities and gain trust, while noting the importance of "reading the air." Mr. Connor also finds that showing and communicating that you trust someone further enhances the relationship. For newcomers leading Japan, Mr. Connor advises to learn the language and understand work and home life are different for Japanese people although this is changing for the younger generation. "I think there is a lot of change happening…also, there there's a lot more openness now about people having stress-related issues. The ability to actually go to the boss and say, I'm feeling stressed out…It's a different world now [from the showa era]."

Christian Wolf, Managing Director of JAS Forwarding Japan originally moved to Japan straight out of university in Germany where he worked in the freight and logistics industry as a student. He first started out as a roads development manager at DHL, developing new business for air and ocean freight transportation from Germany to Japan. Upon moving to Japan from a small village in Germany, Mr. Wolf experienced culture shock, and quickly realized he needed to be "very persistent" and have high "frustration tolerance" to be successful. Mr. Wolf then moved on to work in the project forwarding business at Panalpina where he dealt with large scale projects with complex challenges such as construction schedules, liabilities involving different transportation modes, and worked alongside engineer specialists. In 2011 Mr. Wolf joined JAS to set up a new project forwarding unit from scratch. He recalls the earlier months as a challenging time since he was pressured to gain profit quite quickly while motivating his team to keep pushing with a positive attitude. On leading in Japan, Mr. Wolf indicates how difficult it was for him to initially gain the trust from his customers and employees and maintain a positive attitude within his team members. He claims: "You need to gain trust from the customer and it is not seldom that you are quoting for over one year without seeing them... It's a very common process. And there, even if you have a lot of setbacks, you need to be calm and need to demonstrate that we are going to get there." When faced with challenges such as consecutive profit-losing months, Mr. Wolf says it is important to cut down on your expectations and generate rewarding situations. He also points to open and honest communication with every member of the team as a vital aspect of building trust. Gradually, the new unit grew by building on client relationships and providing expertise on complex transportation solutions. In 2014 he stepped into his current role as Managing Director, leading the 40+ year old business with around 100 employees. In order to gain trust from an even larger number of employees, Mr. Wolf first tried to understand the history and culture of the company, instead of making drastic changes. Over the years of working in Japan, Mr. Wolf has come to realize that Japanese people value consistency and patience, which he tries to exhibit through his behaviour. During Mr. Wolf's first year as the Managing Director, he kept all the main department managers in place in order to observe how business had been developed from the previous years. During these early leadership years, Mr. Wolf also spent one-on-one time with his managers to better understand the business from their point of view. In doing so, he also encouraged his employees to be more innovative and think outside of the box when coming up with solutions. Yet Mr. Wolf mentions the importance of respecting the hierarchy and to "follow certain rules to approach certain scenes." For example, doing nemawashi (groundwork) before a meeting or communicating with an employee through their manager instead of them directly. To newcomers of Japan, Mr. Wolf advises to not tell one's colleagues how long one's assignment is. This is to avoid people from thinking you will only be there for 2-3 years and therefore, is not worth trusting. Mr. Wolf's second advice is to learn the Japanese language. Lastly, Mr. Wolf advises to "never give up." He adds: "You need to have a lot of frustration tolerance. Sometimes don't ask the why just accept it."

Paul Goldsmith, Country Manager of Aquent Japan, shared his extensive leadership experience in the recruitment, automobile and IT industry across multiple countries including Japan, Australia, Singapore, the US, Kuwait and the UK. He first arrived in Japan in 1985 at 28 years old to help set up the staffing agency Adia, currently Adecco, in Japan. In 1993 he founded Panache, a recruitment agency focused on hiring bilingual IT engineers, which ran for 13 years. He then moved on to the luxury automobile industry by turning his love of cars into business. Mr. Goldsmith was involved in hosting global-scale car shows in Kuwait and the UK and also became involved in the British automobile manufacturing industry. Mr. Goldsmith returned to Japan in 2017 and worked in a software marketing company as well being part of projects working with Maserati Japan, the Italian luxury automobile company. In 2019, Mr. Goldsmith took on his current role after being approached via LinkedIn. Mr. Goldsmith found it challenging and exciting to be able to use his previous leadership skills and experience he had gained from his recruitment background in order to make Aquent Japan grow. Having worked in leadership roles in multiple countries, Mr. Goldsmith emphasizes the importance of communicating with clarity and consistency and explaining the reasoning behind it. He further explains: "I learned that having a vision is very important and…having a strategy and presenting that strategy to your staff clearly and sticking to it." He also noticed that in meetings, compared to the West, it is vital for foreign managers to be able to draw opinions out of people even if they do not speak up. Mr. Goldsmith also adds that COVID has reinforced the importance of managing through others, and he is very careful to continuously relay messages, ideas, instructions, innovation through his management team. In order to create a culture of open communication and innovation, Mr. Goldsmith is a proponent of giving everybody equal opportunities to succeed in their role. Through monthly company meetings Mr. Goldsmith reinforces the company values to ensure all levels of his employees understand what is expected of them. He has found that such communication and words of encouragement to take risks, has made his employees more flexible and innovative. One innovative aspect of Aquent is their use of technology, which has made the transition from office to remote work quite seamless. While maximizing the use of technology, Mr. Goldsmith is also mindful of delivering customized service to each job or employee-seeking client. He says this can be done through training and providing incentives. Additionally, Mr. Goldsmith maintains a balanced mindset between being results-oriented organization and making sure his staff genuinely care for the clients. Mr. Goldsmith also explains that he shows a degree of tolerance regarding employee performance instead of purely evaluating them on numbers. He claims: "We have these [all-staff] meetings and each office relays to the rest of the company, their successes during the month, but also failures…And the lessons learned from both. And as we both know, you learn more from failure than you do success." To newcomers in Japan, Mr. Goldsmith advises to have cultural sensitivity and to take the time to understand Japanese culture, instead of trying to implement drastic changes right away. He explains: "things are not the same in Japan as they might be from your home country, but Japan is open to new ideas and you can apply new ideas, but maybe there's a way of localizing some of those ideas. And maybe in some ways, some of those Japanese ideas are better than they are outside." Secondly, Mr. Goldsmith advises to understand the importance of going the extra mile for clients and paying attention to detail in order to build long-lasting, trusting relationships as he believes that "trust is an accumulation of positive experiences." Thirdly, he advises newcomers to develop strong ties with the foreign community to share ideas and expand one's perspective. He claims: "I think there are often viewpoints and sometimes there are rules that initially as a foreigner that you think are quite illogical, but then when you start to think through it from a different viewpoint you kind of see where it comes from."

Loic Bizel currently leads Wantomo, a premium Japan made recommended dog food company exclusively sold online. Mr. Bizel originally came to Japan from France in his mid-20s as the Export Manager for French shoe brands. As the leader overseeing the Asia branch, Mr. Bizel successfully introduced these shoe brands to Japanese department stores and select shops. Being a young leader, he sought to gain gradual trust from his team and was heavily involved in recruitment. Mr. Bizel specifically looked for people with international backgrounds who were open-minded and flexible about working in a smaller scale foreign company. Mr. Bizel also notes that the people he hired in Japan are very committed to the nature of their work. In 2001, Mr. Bizel founded his own company, Lebiz Consulting www.lebiz-consulting.com, where he provided fashion consulting using his knowledge and connections from his previous company. Mr. Bizel provided consulting to brands who wanted to launch in Japan or brands who already had but were having issues with distribution, positioning, and strategy, and so on. He launched www.fashioninjapan.com, a street fashion photo collection site. During this time, Mr. Bizel explains that Japanese fashion was becoming globally known, and entrepreneurs from all over the world began to come to Tokyo to understand new fashion trends and concepts. To meet this demand, Mr. Bizel also created www.tokyofashiontour.com and organized customized tours to inform visitors of Tokyo fashion. Capitalizing on the Cool Japan boom in the early 2000s, Mr. Bizel gradually gained more media attention and buzz. Mr. Bizel then joined Glamour Sales, a start-up company created by two French entrepreneurs. The company operated a membership-based flash sales business that distributed and promoted brands with excess inventory through pop-up stores and e-commerce websites. Mr. Bizel bought another flash sales company, Gilt Japan www.gilt.jp and changed the company names to Gladd www.gladd.jp, growing the business from 14-15 people to over 150 employees in 2016. Currently, the company has grown even further and is at about 250 staff. While researching on some successful business models in Europe and on Japanese trends, Mr. Bizel decided to target Japanese dog owners, and founded Wantomo, a premium dog food company. Wantomo delivers dog food recommended by a veterinarian to owners based on the dog's online profile through their online store, Leo & Lea www.leoandlea.com. Mr. Bizel hopes to market Wantomo through user generated content by building a rich online community, having customers post their experiences through social media. Mr. Bizel again mentioned the importance of building trust and being involved in recruitment of all leadership roles including sales, marketing, finance, logistics & operations, HR and web. He says: "I need to build the structure in the, the wall of the house and, and I, so you need to find the right people, the right talent and the right fit with the company." Mr. Bizel also values open communication and transparency to encourage his team to move in an agile manner instead of being too risk-averse and afraid of going in the wrong direction, like many larger corporations. When recruiting new hires to enter the Wantomo Mr. Bizel emphasizes: "the talent has to bring you something, but you have to bring them something also...that the Japanese company [doesn't know how to]." To newcomers leading in Japan, Mr. Bizel advises to "stay yourself" instead of "trying to be Japanese." He adds that understanding the company culture is the key to succeeding and gaining trust. Secondly, Mr. Bizel advises to be curious and to be a good listener even towards opinions that you do not necessarily agree in order to maintain open and transparent communication.

Kei Sakaguchi has a wealth of experience both in global Japanese corporations and small-scale innovative companies. Growing up in a Catholic environment, Mr. Sakaguchi was exposed to foreign culture from an early age and aspired to work in a global organization one day. Mr. Sakaguchi graduated from Keio University with a law degree, and entered Sony Corporation as a new graduate after reading a cover story on Akio Morita, Sony's legendary co-founder and CEO. Mr. Sakaguchi first worked in the legal division of Sony but was selected by Mr. Morita to join his speech writing team. Mr. Sakaguchi had an incredible experience working under Mr. Morita, learning the ins and out of how he led. Mr. Sakaguchi recalls Mr. Morita's speech to newly hired graduates which urged young employees to be self-reliant and be the owner of their own career. In working closely with Mr. Morita, Mr. Sakaguchi describes him as a passionate believer and communicator of the Sony vision. He adds: "[Morita-san] was a very results-oriented person, careless about the method…but he was very demanding as to the quality of the outcome. So for employees, the team members, it was very easy to understand what he is demanding and what we need to deliver. That clarity of leadership made people work with commitment, passion, and motivation." Mr. Morita also encouraged innovation, encouraging employees to think outside of the box and to not be afraid of making mistakes as a result of that. To Mr. Sakaguchi, the lessons he learned at Sony and the "Sony DNA" that he developed is something that he still carries with him when leading and engaging with others. After 27 years at Sony, Mr. Sakaguchi's next move was to Coca-Cola, where he became the Manager of Global PR, leading a team of 30-40 staff. In leading a diverse team of staff, Mr. Sakaguchi highlights the importance of having a two-way communication, talking about the company vision and business goals. This style of communicating and creating real value for the company has, in Mr. Sakaguchi's experience, led to higher levels of commitment and motivation. Interestingly, Mr. Sakaguchi found certain aspects of the leadership style at Coke to be more manual-based than Sony. Yet Coke also encourage innovation and as proof, 70% of Coca-Cola Japan's revenue came from Japan-originated tea and coffee products. Within his PR team, Mr. Sakaguchi was mindful of encouraging his staff to not only publicize the joy and value of a new product but communicate the innovation behind it to tap into the unique Japanese monozukuri spirit. Mr. Sakaguchi then joined the senior leadership team of Meltwater, a San Francisco based online and social media intelligence company. There, he led a team of 20 people, who were mainly in their 20s. Mr. Sakaguchi committed himself to "downloading [his] longstanding corporate experiences" and educating his young team on the large Japanese corporation mentality and how the Meltwater employees can better approach them. Since his team was from a diverse international background, Mr. Sakaguchi also advised them on how to follow Japanese company work styles when communicating with potential clients. In order to maintain engagement amongst his team, Mr. Sakaguchi urged them to try new things on their own and be accountable for the results. He also encouraged those who failed in this task by encouraging them to carefully view the process and how it can be improved. After two years at Meltwater, Mr. Sakaguchi was headhunted by Eurasia Group, a New York-based consulting firm focusing on focusing on advising global companies on the potential risk of geopolitics on their global business. Mr. Sakaguchi initially ran a solo operation as the Japan representative mainly focusing on business development. To newcomers leading in Japan, Mr. Sakaguchi advises them to be avid proactive communicators of the organizations value, mission and goals and engage in one-on-one conversations with employees frequently. He also advises the encouragement of the box thinking and being lenient towards failure as long as it is constructive failure. Moreover, he urges foreign leaders to encourage more individual initiatives from their team and tap into diverse talents, including non-Japanese and female candidates. Mr. Sakaguchi states: "globalization is still a must for many Japanese companies and for real globalization, for real success in the global market, you need to pick up positive and innovative views and suggestions from non-Japanese managers hired outside of Japan with new thinking."

Timothy Langley has been in Japan for over 40 years and has an intriguing career in American and Japanese public affairs. Mr. Langley originally grew up in Okinawa where his father's military post was stationed. After graduating from the University of Georgia, Mr. Langley taught English and played for the Santa Monica Rugby Club. He set his path to become a lawyer through the Monbusho scholarship and attended Tohoku University to study law but was rejected from taking the bar exam as a foreigner since it had "never been done." Unable to sit for the bar, Mr. Langley landed a job at the Japanese National Parliament after writing to a prominent Japanese politician and sending his resumes. Since this was the first time a foreigner was working inside the Japanese government, Mr. Langley was featured in the media within and outside of Japan including the American CBS show, 60 minutes. Mr. Langley eventually became an official lawyer after completing a law program at Georgetown. After working in Atlanta for a few years at a law firm, Mr. Langley was hired as an attorney for a manufacturing company in Kyoto to deal with a trade issue they were facing with the US government. Mr. Langley calls this experience working for a traditional Japanese company to be "a valuable experience in seeing how the Japanese work…how decisions are being made." He also notes the difference in leadership that he observed: "basically since it's a Japanese company, you're going to be there until you die. So that leadership and that aspiration that you might have to be a leader is applied very differently than it might be in a competitive environment, such as in the United States…and [Japanese] people [are] very risk averse as, as people know. And they're punctual, they get the job done, but they follow the manual. Mr. Langley then became the representative for the Commonwealth of Kentucky in Japan where he served for two years and gained some early leadership experience managing several staff. He then became General Counsel for Apple for four years where Mr. Langley essentially established the legal division from scratch. Since Apple was a growing company at the time, Mr. Langley recalls many challenges, including hiring the right staff and gaining commitment. Mr. Langley then transitioned into Amway for a brief period, before returning to Denver, Colorado with his family to start a law firm. He was not away from Japan for too long after being approached by General Motors to become their General Counsel and Director of Government Affairs in Asia although his term was cut short due to the 9-11 attacks. But this time, Mr. Langley was committed to staying in Japan. Realizing his value add as General Counsel, having represented global companies like General Motors and Apple, Mr. Langley started Langley Esquire, a public affairs consultancy where he is the President and Representative Director. He describes his earlier challenges on recruitment, including convincing his sons to join the organization. Mr. Langley also highlights the importance of building trust and avoiding a breach of trust to maintain good relations, which he calls "an asset that can be transitioned from generation to generation." To new leaders coming to Japan, Mr. Langley advises to have language familiarity, carefully observe others and ask questions to pick up on social cues that will help with decision-making. He adds that holding back and pausing in conversations is also a great way to communicate, claiming that in Japan, the "things that are being left unsaid carry as much weight as what [people] are verbally saying."

We have decided to re-publish this excellent interview with Andrew. Andrew Hankinson is the President of Zwilling J.A. Henckels Japan and host of the podcast Now and Zen. Originally from Seattle, Washington, Mr. Hankinson's passion for Japan grew at a young age, having been exposed to Japanese culture by family members living in the country, leading him to learn the language from high school. After briefly teaching English in Osaka, Mr. Hankinson returned to Japan with a degree in international business and Japanese language from the US. He shortly began working at a Japanese department store as a menswear buyer which he describes as an "eye-opening" experience and a "great foundation to be living and working in Japan." Mr. Hankinson's next move was in the travel industry, where he worked for a travel publishing company as a salesperson. He explains the company to be "very flexible and very open" as they originally hired Mr. Hankinson in hopes of increasing innovation. Mr. Hankinson was quickly able to gain the trust of the organization due to achieving success early on where his suggestions led to better results for the organization. Mr. Hankinson's first official leadership role was working as country manager for a European-based office product company where he managed seven employees. He describes his work there as hands-on, especially with client facing aspects of the organization. Currently, as head of a much larger organization, Mr. Hankinson leads about 250 employees. Mr. Hankinson says jumping into an organization that he had no previous knowledge of required lots of catching up, and building trust with the people had its challenges. To overcome this, Mr. Hankinson interviewed his staff in the Tokyo office to build rapport and connect with them at a more individual basis. In order to lead a much larger team, Mr. Hankinson is mindful of the Japanese way of thinking through group consensus. He explains: "if we do it all together…[and] if it fails, nobody's responsible." He is also conscious of fostering empowerment amongst his employees to give them a safe space to express their thoughts and encourage innovation. Mr. Hankinson also leads through other managers by delegating to ensure everybody is providing input to determine the direction of the organization. The Japanese office of the global kitchenware manufacturing company have introduced many innovative products such as Japanese kitchen knives and pots that have become popular on a global scale. Mr. Hankinson sums up his ideals of leadership as being able to "deliver results, have good people skills, being engaged and having market intelligence," To newcomers leading in Japan, Mr. Hankinson advises to enjoy travelling and exploring the culture and sharing that with one's team, which is a wonderful way to connect with others on a human level. Secondly, Mr. Hankinson advises to earn some "quick wins" as a fast-track way to earn credibility and trust amongst Japanese staff when trying to implement change. Thirdly, he recommends finding the perfect balance between adapting to local culture and retaining your personal management style in order to find the best of both worlds.

Dr. David Sweet initially worked in the US Treasury Department in labor relations and organizational development for 10 years before moving to Japan. He has been working in executive search, having worked in en world Japan and serving as Director of the Tokyo consultancy Wall Street Associates, Dr. Sweet is currently the CEO and founder of FocusCore, a recruitment company focused on mid to executive level search for small to medium sized businesses. He is also the author of Sweet Sales, Sweet Success and host of the podcast series, Barefoot Lunch. One of the biggest leadership challenges Dr. Sweet faced was encouraging open communication and having his diverse team of people from various backgrounds all work together in the same direction. He found that having open forums enabled people to express ideas without fear as well as having offsite training and team building opportunities. Delegation and trust are also key factors, especially when the team grows to over 30 and it becomes important for mid-level management to take on more leadership. Dr. Sweet adds: "you need to really care about their wellbeing and follow up." By doing so, he notes that the managers overtime learn to manage through outcomes instead of micro-managing, Dr. Sweet mentions the need to adapt to the Japanese style of communication, which is "high context," and the importance of nemawashi before finalizing a decision. He adds, "[decisions are made] a little slower oftentimes, but I think there's a lot more buy-in and less mistakes along the way." Dr. Sweet also notes the long-term trust and relationship building component of Japanese business that drives workers to always maintain a high standard of product and service quality. This strong sense of customer service and emphasis on softer communication skills such as listening to the buyers needs was something Dr. Sweet brought back to the US when he returned to run a sales training company. Dr. Sweet believes that employee development is crucial in leading and keeping engagement high. For new recruits, FocusCore has a six month training program and for staff, there are weekly training opportunities. Dr. Sweet also encourages people to run projects. He finds that employees who take the training usually increases their performance and improves their time management. On Friday nights his team are free to join a zoom call to hold casual conversations where people exchange ideas in a more relaxed environment. In order to bring those ideas to realization, Dr. Sweet keeps track and follows up with people. He does however recognize that not 100% will be implemented. On building trust with the team, Dr. Sweet emphasizes the importance of listening. Some tips he uses include, asking a question and counting to 10 to let the other have time to give a thoughtful response. Dr. Sweet also asks the question "what else?"to dig deeper into the answers to get to the heart of what really matters to his team. He also says using different management styles for different people is essential, whether it is micromanagement, coaching, giving public praise, or holding one-on-one meetings depending on what is best suitable for the particular employee. Dr. Sweet advises newcomers to Japan to recognize 85% of leadership done in Japan is the same elsewhere, but be aware of the 15% that is different, learn it quickly. Dr. Sweet also points out the importance of forming good relations with 1 or 2 key players of a company who are the main drivers of the organization. He recommends going out for drinks and dinner with the team to build further trust, as it is an important part of Japanese culture.

Originally an engineer from Bologna, Italy, Lorenzo Scrimizzi arrived in Japan 26 years ago, and has been working for Carpigiani Japan for the last 19 years. He currently serves as the Representative Director. Previously, Mr. Scrimizzi worked in industries including consumer goods, automotive and trade, which has led him to gain a wealth of experience and knowledge. According to Mr. Scrimizzi, hiring the right people and retaining them, as well as engaging and gaining trust from staff, customers and headquarter are all challenging aspects of leading in Japan. Mr. Scrimizzi tries to recruit people with a sense of individuality and creativity instead of focusing too much on language capability. In doing so, he has created a team that is capable of adjusting to the Italian work culture which sometimes values individuality and initiative over structure and organization. Over the years Mr. Scrimizzi has worked to gain trust and encourage innovation from his staff by listening to them through smaller meetings, allowing some margin for mistakes, and being consistent with his words and actions. Moreover, Mr. Scrimizzi has found that having face to face meetings between his Japanese customers and headquarters has also helped increase a "certain level of awareness and sensitivity on both sides." These efforts have benefited his organization as Mr. Scrimizzi claims, "the level of detail, the level of attention, and that level of a need that Japanese customers have, probably has no matches in any other country in the world. So, if you're able to satisfy that, then what you gain is that you already have something which is ready and very reliable and good to be marketed in any other country in the world. " Mr. Scrimizzi advises to any foreigner looking to lead in Japan to learn the Japanese language and use body language to communicate. Despite living in Japan for 26 years, Mr. Scrimizzi is also open to new experiences. He explains: "I'm always curious to learn…we still have to be prepared to be surprised and to learn that there are other aspects of the Japanese business culture that we have not understood yet."

Once on the Board of Governors for the American Chamber of Commerce Japan, being Vice-President for six years and President for two, Glen Fukushima has an incredible wealth of knowledge in business, government and law. Studying at the prestigious Stanford and Harvard university, Mr. Fukushima worked in government including the Office of the United States Trade Representative where he was heavily involved in US-Japan trade negotiations. He then transitioned into the private sector, becoming Vice-President of AT&T Japan, President and CEO of Arthur D. Little, President and Chairman of Cadence Design Systems Japan, President, CEO, Chairman and Director of Airbus Japan, and now Senior Fellow at Center for American Progress. Despite his experience in negotiation, Mr. Fukushima explains that leading a Japanese organization with a global headquarter had many challenges, largely due to different expectations and way of operation. For example, Mr. Fukushima recalls his struggle to convince headquarters to adjust the performance evaluation system in Japan and avoid firing people for being bad performers like they did in the US. He also found difficulty navigating between headquarters who expected detailed reports from him on business in Japan, and his direct reports, who only expected him to manage higher-level matters. To deal with such challenges, Mr. Fukushima notes the importance of understanding Japanese values and respecting long-term relationships, as well as producing results. Mr. Fukushima also drew heavily on his diverse experience working in other American and European companies to persuade headquarters on how things are done differently in Japan. Additionally, Mr. Fukushima encouraged his Japanese team to interact with others outside of Japan on occasions such as regional meetings and visiting headquarters to establish better relations and broaden both cultures' perspectives. To encourage innovation, Mr. Fukushima worked on changing the Japanese risk-averse mind-set by rewarding those who would try out new ideas. Moreover, in leading multi-national organizations in Japan, Mr. Fukushima explains: "I think one of the selling points is that we're more innovative, we have new ideas, and to succeed in Japan, we can't do what the entrenched Japanese companies are already doing. Because unless we do something different and something better, we're not going to succeed." Mr. Fukushima gives fantastic advice for any foreigner who is going to Japan for the first time and will be leading a Japanese team. Firstly, he indicated the importance of understanding differences between Japan and the US and adjusting one's actions to respect Japanese culture. Secondly, Mr. Fukushima advises to learn from others and seek those who are experienced in working in Japan such as joining study groups (benkyokai). Thirdly, he emphasizes that respecting continuity, consistency, and precedence are all very important in Japan. Therefore, it is important to understand and respect the history, instead of trying to change everything. Lastly, he notes the increasing diversity of Japan during recent times. Mr. Fukushima states: "On the one hand, you could talk about large traditional Japanese companies from the pre-war period, they've been around for a hundred years…And then on the other hand, you've got these newer companies that are…similar to Silicon Valley companies…So, one caution I would add is that you need to realize that there's tremendous diversity in Japan and know what kind of organization you're dealing with. "

Born and educated in France, Malik Roumane details his journey to Japan, revisiting his experiences at Saint-Gobain, Cartier, Van Cleef and Arpels, Carrera y Carrera, Classic Fine Foods, and now Edenred, where Mr. Roumane is the company President and CEO. Mr. Roumane shares valuable insight in leading in Japan through patience, persistence and an open attitude. In order to enhance communication with his staff, Mr. Roumane actively participates in social events and has breakfast or online meetings with small groups to share about his life outside of work to create a more personal bond. By doing so, he believes his employees will in turn open up as well and be more trusting. He explains: "[In Japan] it takes more time for people to listen to you and to believe in your ideas…but when they [do believe it], they go for it. And they are extremely precise, they want to do things perfectly." Additionally, to increase employee engagement, Mr. Roumane encourages his team to take online classes, practice speaking English and take full advantage of digital tools. Mr. Roumane claims: "In order for people to develop, they need to be exposed to the outside world. And the outside world is education training seminars, talking to people, getting inspired." Mr. Roumane leads by example and constantly pushes himself to be exposed to new ideas, which he believes has helped him manage business in Japan. Based off his own experiences, Mr. Roumane gives fantastic advice for any foreigner who is looking to successfully lead in Japan. He emphasizes the importance of opening up and sharing one's personal side to establish a more trusting bond, but advises to maintain a good balance and not overpromise in order to run a profitable business. Mr. Roumane adds the value of patience and persistency to win trust. He explains: "if you're persistent, people around you will say, "wow, this is somebody we can trust because this person has a view, has a vision, and he builds on this vision."

Robert Noddin first arrived in Japan as an exchange student when he was at university. He attended Kansai University of Foreign Studies, before eventually going back to the United States where he started his career in the banking industry. Very soon after, Mr. Noddin received a job position with AIG, who he has been with ever since, and formerly served as President & CEO at AIG Japan Holdings. Mr. Noddin gives fantastic insight to his experiences, detailing the importance of communication, trust, and accountability. Mr. Noddin states: "to me, leadership is about inspiring people to go somewhere that they wouldn't necessarily go on their own. Management is about, I got a set of tasks to do today." Mr. Noddin holds open discussions across department on how to achieve clearly set objectives through each stakeholders' point of view. These discussions help create a sense of ownership and accountability amongst his staff in producing quality work. Additionally, attending social events outside of work and showing his "human side" has allowed Mr. Noddin to better engage with his employees. By building trust in this way, Mr. Noddin finds that his employees are more willing to seek advice when they are in conflict. "[Japanese people] have to put this façade on because that's what culture expects…so give them the opportunity to break with that…it makes a big difference." To encourage innovation, Mr. Noddin launched a venture capital-like operation within AIG in which a select number of employees worked on a short-term project to launch a product from scratch. Mr. Noddin explains: "that [project] was probably the single most effective thing we've done here, in my stint, to be able to prove to people it's okay to be creative, it's okay to think differently. We even let them change their work hours." For newcomers to Japan, Mr. Noddin advises to stay resilient, focus on the objectives, and respect Japanese history and culture, commenting that anyone coming to Japan to lead should "try to show how you can use that to become competitive and unique and different in the Japanese market."