240 Yuichi Takayama, Country Head, Frontier Advisors

Previously Yuichi was Head of Business Development, Misaki
Capital, Senior Managing Director/Global Head of Sales
(International Business) Nikko Asset Management, Managing
Director Tokio Marine Asset Management, Senior
Analyst/International Equity, Mizuho Trust and Banking, Portfolio
Manager International Equity, Chuo Mitsui Trust and Banking


Summary


Yuichi Takayama’s leadership journey offers valuable insights
into managing diverse teams across different cultures. His
experience spans Japan, the UK, and Australia, where he navigated
the challenges of leading both Japanese and foreign employees
while adapting his leadership approach to different
organizational and national cultures.


Takayama’s first leadership experience was in the UK, where he
built a business development team from scratch. He found hiring
foreign employees challenging, as Western candidates were often
skilled at self-presentation but not necessarily at the job
itself. To overcome this, he used a detailed questioning
approach, forcing candidates to provide specific examples of
their experience. This analytical method, rooted in his Japanese
background, helped him distinguish genuinely capable candidates
from those who were simply good at interviews.


Leading a multicultural team in the UK required clear, direct
communication. Takayama adapted by using simple and precise
language to avoid misunderstandings. He also recognized the
importance of setting clear standards and expectations, as
differing cultural norms could lead to discrepancies in
performance and accountability. Establishing a unified goal
helped keep the team aligned despite their diverse backgrounds.


After 15 years abroad, returning to Japan was a cultural shock.
He found the Japanese corporate environment rigid, with excessive
meetings and limited discretion in decision-making. Despite his
senior position, he felt constrained compared to his leadership
role in the UK, where he had more autonomy. However, he saw an
opportunity to apply his international experience by encouraging
his Japanese team to be more proactive and adventurous—traits
less emphasized in traditional Japanese corporate culture.


Motivating employees differed between regions. In Europe,
financial incentives were key, and managing expectations was
crucial to retaining talent. Some employees left when their
ambitions weren’t immediately realized. In Japan, younger
employees in his team were eager to work internationally but were
often cautious. By fostering a culture of initiative and
rewarding proactive behavior, he encouraged risk-taking in a
traditionally conservative business environment.


Trust-building was another critical aspect of his leadership. In
Japan, personal connections were less common in business
relationships, so he made a conscious effort to share personal
stories and insights to create rapport. Conversely, in the UK,
where personal discussions were more common in informal settings,
he focused on keeping business conversations structured and
informative.


Ultimately, Takayama believes leadership is about setting a clear
vision and direction. His ability to adapt his leadership style
to different cultural contexts while maintaining core principles
of transparency, trust, and motivation was key to his success.