236 Alan Malcolm, Head of Strategic Partnerships, Udemy Japan

Previously Alan was Executive Advisor, Nikkei; Chief Commercial
Officer at Exceedo; Head of Asia, Pearson, President and
Representative Director Pearson Japan; Director of Client
Services and Marketing Phoenix Associates; Director Asia,
Soshigakuen Group; Director and COO Metropolis Japan. He has a BA
in International Relations from Victoria University, Wellington.


Summary


Alan Malcolm provides key insights into leadership, shaped by his
extensive experience in Japan’s business environment. Malcolm’s
leadership philosophy revolves around building trust,
understanding individual motivations, and balancing the
expectations of both local teams and global headquarters.


Malcolm emphasizes the importance of earning trust, both from his
team and senior management. He describes leadership as a process
of aligning corporate goals with individual motivations, ensuring
that employees feel engaged and valued. He highlights that
different cultures have distinct drivers: Western employees may
be more motivated by financial rewards and career progression,
while Japanese employees often prioritize team success,
stability, and recognition. Understanding these nuances has
helped him bridge cultural gaps and manage teams effectively.


A crucial challenge Malcolm faced was transitioning from being a
team member to a leader. He admits that early in his career, he
tried to be liked by everyone, avoiding difficult conversations.
However, he later realized the need to make tough decisions while
maintaining relationships. He learned to balance accountability
and empathy, ensuring that both corporate expectations and team
needs were met.


Malcolm also stresses the importance of authenticity and
consistency. He believes that leaders should be the same person
in all situations, avoiding drastic changes in behavior depending
on their audience. This consistency builds credibility and trust
within the team. He also practices transparency, openly sharing
corporate goals and personal feedback he receives from senior
leaders. By doing so, he demonstrates vulnerability, which he
believes strengthens, rather than weakens, leadership.


One of Malcolm’s key strategies is fostering engagement by
actively listening to his team. He encourages employees to
contribute ideas by providing structured frameworks rather than
dictating solutions. He has learned to ask thought-provoking
questions that prompt deeper thinking, rather than imposing his
own answers.


Regarding cultural adaptation, Malcolm advises new leaders in
Japan to immerse themselves in the environment rather than
relying on outdated business stereotypes. He advocates for
learning the language, engaging with local employees, and
integrating into the community to build credibility and
effectiveness as a leader.


Ultimately, Malcolm defines leadership as making decisions and
developing people. He believes a successful leader provides the
necessary structure, support, and vision while ensuring that the
team is motivated to achieve common goals.