87: Jesper Koll, Global Ambassador & Expert Director, Monex Group Japan

Jesper Koll is a highly respected member of the Japanese
financial scene who has been working in Japan since the mid
1980’s. He came to Japan to do academic research before moving
into finance as the Chief Economist for SG Warburg in 1989. He
followed this with a succession of high-profile jobs including as
the Chief Economist for JP Morgan Japan, the Chief Economist for
Merrill Lynch Japan, as the Managing Director for Equity Research
at JP Morgan in Tokyo, and he is currently serving as the Global
Ambassador and Expert Director for the Monex Group Japan. Mr Koll
holds a master’s degree from John Hopkins University and has
written three books in Japanese.


 


When discussing the role of financial analysts, Mr Koll believes
it is important for analysts to look beyond the numbers and get
to know the people behind the data. Developing this knowledge
will allow trust to build in the analyst’s relationships with
clients which will in turn allow deeper levels of communication
between analyst and client. Mr Koll believes this is what will
lead to real success in the relationship for both parties.


 


According to Mr Koll, the new leader of a team can increase their
levels of trust by quickly making their team members look good
and demonstrating that they (the leader) will stand up for them
when dealing with headquarters, particularly a foreign based HQ
that doesn’t understand the local situation. One method to make
team members look good is to accompany them to visit a potential
client and assist them in closing a deal and then attributing all
the praise to the team member. Mr Koll believes defending the
local office and staff from headquarters while also promoting its
virtues is a very important method of gaining trust. If a leader
can make the ‘Japanese way’ on a particular issue the company’s
‘global way’ that will be seen as a very significant win and a
sign of trust.


 


Mr Koll believes a leader is someone who can inspire others to be
better than they already are. It is very important for new
leaders to quickly get the balance of their leadership team
correct. This means identifying good lieutenant/s who will cater
for different needs of team dynamics such as a ‘whip-cracker’,
some one with a can-do attitude, and someone who makes people
feel comfortable.