83: Georg Loeer, NRW.Global Business Japan Representative (President & Representative Director at NRW Japan K.K., Tokyo)

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.