255 Duncan Macintyre Managing Director CBRE Asia Pacific

 


·      You’ve got to create the right
environment so people can be successful and want to stay.”


·      “In Japan, trust takes longer to
earn—but once you have it, it doesn’t disappear.”


·      “You can’t just come in and
declare the solution—you’ve got to sit back and observe first.”


·      “I don’t want to tell people what
to do; I want them to lead and ask for advice.”


·      “Sometimes the informal
conversations in Japan are more valuable than the formal
meetings.”


Previously Duncan was Senior Vice-President Corporate Real Estate
Citi; Head of Project Management, Arup.  He has a B.A. in
Structural Engineering from the University of Strathclyde


Duncan approaches leadership with a steady, reflective, and
culturally adaptive mindset. At the core of his philosophy is a
deep appreciation for building trust and engaging teams through
consistency, inclusivity, and authentic communication. His
leadership journey began through project management, which served
as a pivotal learning ground—teaching him to balance technical
expertise with people management and cross-functional
collaboration. This foundation shaped his belief that leadership
is not about commanding from above but creating the right
environment for others to succeed.


In Japan, Duncan learned that engagement stems less from
directive behaviour and more from consistent demonstration of
reliability, involvement, and fairness. He believes that showing
up, being dependable, and participating alongside his team builds
the relational credibility necessary for true collaboration. He
avoids micromanagement, preferring to empower team members to
lead in their roles while remaining present as a support and
protector, particularly in situations where hierarchy or external
pressures threaten team cohesion.


Cultural sensitivity is central to Duncan’s leadership in Japan.
He emphasizes the importance of understanding not only the
language but also the deeper cultural signals—reading between the
lines, noticing tone, body language, and the significance of what
is left unsaid. This awareness allows him to foster trust and
unlock informal communication channels, which in Japan often
yield more insight than formal meetings. He views language less
as a daily tool at senior levels and more as a symbolic bridge to
understanding the nuances of how people think and behave.


Inclusion is another hallmark of Duncan’s leadership. He actively
ensures that all voices are heard, especially those who might
otherwise be overshadowed in meetings—often the case with
Japanese team members in global settings. He believes in creating
a safe space for contributions and reinforces positive input to
boost confidence. His approach includes coaching individuals to
participate more and highlighting team achievements broadly,
helping to build individual credibility and shared pride.


Duncan is also conscious of shaping culture at the micro-level.
Within the broader framework of corporate and national cultures,
he instils his own values—promoting enjoyment in work, fostering
diverse personalities within teams, and clarifying how every role
contributes to the bigger picture. He believes that trust in
Japan takes longer to earn but is more enduring once established.
For this reason, he prioritizes transparency, protects his team
from undue pressure, and defends their interests when necessary,
whether internally or with clients.


Ultimately, Duncan sees leadership as the act of creating
environments where people can perform at their best, develop
personally, and stay committed to the organization. His approach
is adaptive, people-cantered, and anchored in a deep
understanding of cultural context. Rather than imposing change
quickly, he advocates for observation, thoughtful action, and
gradual evolution—especially in environments like Japan, where
time and process are deeply respected. In his view, effective
leadership is less about control and more about guidance,
protection, and amplifying the contributions of others.