The Leadership Japan Series By Dale Carnegie Training Japan

Dale Carnegie Training Japan: http://japan.dalecarnegie.com/ Success is usually thought to be built on a combination of personal attributes such as intelligence, technical knowledge, street smarts, hard won experience (built on failures from pushing too hard), guts and tenacity.  Our varsity halls offer a vast array of academic knowledge, information, insights, concepts, theories, tomes, technology and debate.  Company education is usually focused on producing detailed product knowledge and navigation clarity around the organizational labyrinth. Tick the boxes on all of these and you are off to the races for career progression.  Trouble usually starts though when they recognize you and start to expect leverage from your personal abilities.  Leverage means not just what you can individually contribute, but your capacity to get contribution from others they have placed in your charge.  As the old saw goes "all of our troubles in life walk on two legs and talk back".  Welcome to management! Even if you are a pow

Dale Carnegie Training Japan: http://japan.dalecarnegie.com/ Corporate learning isn’t working. Heroically, time and treasure are being spent by company leaders to improve staff performance. Inherent in that goal is that we as recipients learn something new or re-learn what we supposedly should know already. Talking to companies interested in increasing people performance, we have noted some common barriers to making learning work.Business conditions, markets, the competition are all in a state of flux and change is now "constant". Companies attempt to respond. The clarion call goes out to the troops to rally behind the latest change. New policies, slogans, work methods, and systems "cascade" and are met with disinterest or just tacit compliance.The changes usually require everyone to "learn" to do things in a new or different way. The desired order is usually (1) learn, (2) change, (3) improve results. The breakdown point in this continuum is the one in the middle – change. The organisation may want improved

Dale Carnegie Training Japan: http://japan.dalecarnegie.com/    "I don’t understand!". Well in Nippon, particularly, what a pandora’s box or treasure trove that statement is, depending on your point of view. Employees who respond in this way may have a number of subterranean issues bubbling away. As managers, our ability to plumb the depths of what they are saying is integral for success. Here are 5 hidden meanings behind that "I don’t understand" response. Gauging which one applies is the combined IQ and EQ test for managers. Here are few hints on passing the test and getting your just reward – keeping your job! 1 – They don’t know what to do They may genuinely not understand the task content or have enough experience to execute what you require of them. They may not want to "fess up" to their lack of ability, because they fear the consequences. 2 – They don’t know how to do it Funnily enough common sense is not so common it would appear. What is obvious to a seasoned, experienced manager may be "Swahili" to

Dale Carnegie Training Japan: http://japan.dalecarnegie.com/ Often, the issue is the structure of the service model. Employ the cheapest hourly labour, provide the barest minimums of training, have non-professional management and count the money. In the case of Japan, they can also exploit high levels of basic politeness.Hot milk is a by-product of coffee shops, but try getting a glass of hot milk if it isn’t on the menu.When my wife was pregnant with our son, she avoided coffee and tea, but wanted something warm to drink. She became pregnant while we were based in Sydney, Australia (during a temporary posting) and there was no hot milk on the menu, but flexible Aussies and so “no worries”.The same coffee shop would charge her a slightly different amount each time, depending on the serving staff on that shift. They would just decide what they thought it should cost, as it wasn’t already specified.Back in Japan, there was a sea of hot milk everywhere in coffee shop land, but staff always gave a firm “no”. And