235 Michael Witt, President ,Nicole Racing Japan LLC

Previously Michael was Vice-President Sales and Marketing Nicole
Racing, Senior General Manager BMW Alpina, Rolls-Royce, Ferrari,
Nicole Automobiles, General Manager Sales Division BMW Alpina
Nicole Automobiles, General Manager Aftersales BMW Australia,
Director Aftersales BMW Japan Corp, Department Head Price and
Volume Planning Aftersales BMW Group, Strategic Consultant
Accenture. 


He has a Master’s Degree in Business Administration from
Otto-Friedrich Universitat Bamberg.


Leading in Japan presents unique challenges and opportunities
that require adaptation and a deep understanding of cultural
nuances. Michael Witt, President of Nicole Racing Japan, shares
insights into his leadership journey and the lessons he has
learned while managing a diverse team in a foreign business
environment.


One of the fundamental aspects of leadership in Japan is the
emphasis on relationships and trust. Unlike in Western business
cultures, where leadership can be transactional and
results-driven, Japanese employees expect a leader to be deeply
engaged in their long-term well-being. Trust is built gradually
through consistency, transparency, and genuine concern for
employees. Witt emphasizes the importance of spending time with
employees, engaging in small talk, and providing regular positive
feedback. Leaders must also lead by example, as employees keenly
observe their behaviour, mood, and actions.


Communication is another critical element in Japanese leadership.
Language barriers can be a significant challenge, as many
business discussions rely not just on words but on subtle
nuances. Witt highlights the importance of learning Japanese to
build deeper relationships and avoid misunderstandings. He also
stresses the need for patience in decision-making, as Japan's
corporate culture often involves a slow, consensus-driven
approach. Processes like Nemawashi (informal groundwork
discussions) ensure that major decisions are pre-negotiated
before they reach formal meetings, making execution smoother.


Witt also discusses the differences between Western and Japanese
attitudes toward innovation and risk-taking. While Japan may not
embrace disruptive change as readily as some Western cultures, it
excels in continuous improvement (Kaizen). Employees are often
hesitant to take risks unless they feel supported by leadership.
As a result, leaders must provide a "parachute"—offering guidance
and structured support rather than simply delegating tasks and
expecting independent problem-solving.


Company culture is another key factor in successful leadership in
Japan. Witt describes the cultural transformation within Nicole
Racing, focusing on unity and shared values under the "One
Nicole" initiative. This approach emphasizes teamwork,
recognition, and structured communication to align employees with
the company’s long-term vision.


Lastly, Witt underscores the importance of resilience,
adaptability, and personal well-being. Maintaining a positive
mindset, engaging in physical activity, and having a strong
support network are essential for leaders managing the
complexities of the Japanese business landscape.


By respecting cultural traditions, fostering trust, and guiding
employees with empathy, foreign leaders in Japan can build
strong, loyal teams and drive long-term success.