256 Eiichiro Onozawa CEO Savills Japan

“You have to crystallize the objective—what the goal is, and how
we can get there.”


“I treat differences as differences—not as superior or inferior.”


“If people are good at what they do, all I need to do is be a
facilitator.”


“Eighty percent of stress comes from dealing with people—it’s not
the work itself.”


 


Previously Eiichiro was CEO of Nippon Building fund Management,
General Manager Mitsui Fudosan, Managing Director Mitsui Fudosan
UK, Senior Vice President Mitsui Fudosan America. He has an MBA
from Georgetown University and BA Law from Keio University


Eiichiro’s leadership philosophy is defined by adaptability,
humility, and a deep understanding of cultural nuance. Throughout
his career, spanning continents and economic cycles, he has
consistently demonstrated the importance of aligning leadership
style to context—geographic, organizational, and economic. He
stresses the value of “localizing” behaviour, aiming to reflect
the values and communication styles of the region he's operating
in, whether in the U.S., UK, or Japan. This sensitivity to
environment extends to his leadership approach: servant
leadership in stable times, more directive and hands-on
leadership in crisis situations.


Central to Eiichiro’s leadership is clarity. He believes in
crystallizing objectives from the outset, ensuring teams
understand not just what needs to be done but also why. He places
high value on communication as a leadership tool—listening
deeply, questioning frequently, and offering feedback rooted in
curiosity rather than criticism. He encourages people to
articulate their reasoning, to analyze success and failure alike,
and to explore their own strengths and weaknesses with honesty.


Trust, in Eiichiro’s view, is both foundational and cultural.
Especially in Japan, where long-term relationships and stable
organizations are prized, he sees trust as a primary business
currency. He builds this by being consistent, approachable, and
transparent. Though comfortable revealing his own limitations, he
also holds firm expectations—ensuring people understand that
business results matter and roles must align with capabilities.


One of Eiichiro’s core insights is the acceptance of
difference—not as something to be overcome, but simply as
something to be understood. He doesn’t view cultural,
generational, or stylistic differences through a lens of better
or worse, but as variations to be worked with. This mindset
shapes his approach to international leadership and
organizational change, particularly in reconciling the rapid
expectations of global HQs with the slower, risk-averse pace
typical of Japanese business.


His leadership also emphasizes respect for individuality. Rather
than try to make everyone well-rounded, he focuses on identifying
and maximizing individual strengths, recognizing that not
everyone will excel at everything. He cautions against
overinvesting time in underperformance, instead favoring
alignment between talent and role. This strategic use of human
capital underpins his belief in empowerment—leaders should be
facilitators when possible, creating space for others to thrive.


Despite a deep track record, Eiichiro remains grounded and
forward-thinking. He knows his tenure is finite and believes
strongly in succession planning. Leadership for him is not about
personal prestige but about stewarding an organization toward
collective goals. He is driven by impact rather than ego, and
views stepping aside when the time is right as part of
responsible leadership. In all, Eiichiro's style is defined by
cultural intelligence, a coaching mindset, and a results-oriented
pragmatism wrapped in emotional intelligence.