Japan's Top Business Interviews Podcast By Dale Carnegie Training Tokyo Japan

 “Most of any leader’s job is change management—setting a vision people buy into and aligning them behind it.”  “I view the organisation as an inverted triangle—the frontline is at the top, and we serve them.” “You should be most concerned when your performance board is all green. Red means there’s something to learn.” “Trust in Japan isn’t optional—it’s the foundation of everything, and it can’t be rushed.” “Leadership isn’t about a role or title—it’s about helping others grow and succeed around a shared purpose.” Previously Kasper was General Manager, Novo Nordisk Denmark & Iceland; Corporate Vice President DFP Manufacturing Development; Corporate Vice President Novo Nordisk Production S.A.S.; Vice President Aseptic Production; Corporate Vice President Global Support; Corporate Vice-President Insulin Manufacturing; Corporate Vice-President CMC Support R&D.  He has an Executive MBA from IMD;  an MSc Psychology from Kobenhavns Universitet-University of Copenhagen and an MSc Management from the University of Bath. Kasper’s leadership journey reflects a blend of purpose-driven conviction and operational adaptability. Beginning as a psychologist, his career at Novo Nordisk has spanned over two decades and included transitions from HR to manufacturing, R&D, and commercial operations. This multidimensional path helped him develop a leadership style that balances strategic thinking with deep human insight. He views leadership not as a formal mandate but as the ability to rally people around a shared purpose and help them succeed collectively. Kasper sees change management as the cornerstone of leadership. For him, setting a compelling vision, aligning people behind it, and then designing an organisation that can execute effectively are vital. He believes a leader must master both the financial and human elements of business—but often, the human side is overlooked. His training in psychology gives him a significant advantage in navigating complex interpersonal dynamics and building engagement. In Japan, Kasper encountered leadership challenges and cultural nuances that required adaptation. He was pleasantly surprised to find Japan’s corporate culture less hierarchical than expected, describing it as “middle-up-down,” where middle management plays an essential role in shaping and executing strategy. However, he found consensus-building mechanisms like nemawashi both a strength and a barrier—excellent for execution but often limiting for rapid innovation. To counter these constraints, Kasper has implemented informal listening tours, smaller discussion forums, and ambassador-driven strategy sessions to surface ideas from the front line. He emphasises purpose as the unifying force. By focusing on “creating healthy longevity” for patients, he finds alignment across departments and geographies. His model places the front-line staff at the top of an inverted triangle, with leadership tasked with removing barriers to their success. Kasper is acutely aware of the barriers to innovation in Japan’s risk-averse culture. He aims to create psychological safety, promote entrepreneurial thinking, and reward experimentation even when outcomes fall short. His own career setbacks are a source of learning, and he values candidates who can reflect on failures more than those who only tout success. Trust-building is another pillar of his approach. Recognising Japan’s emphasis on relationships, he actively invests time in social engagement with staff, learns Japanese to demonstrate commitment, and adapts expectations to fit the local environment. He is cautious about imposing quick changes, preferring to spend time understanding needs before charting a strategic course. Culturally, Kasper navigates between Novo Nordisk’s global values and the diversity within Japan. He resists overgeneralising Japanese culture, choosing instead to cultivate subcultures within the organisation that reflect future needs. He also aligns his leadership team with these values, making adjustments where necessary to drive cohesion and performance. Ultimately, Kasper defines leadership as helping others grow and succeed. It’s not about authority, but about creating a shared direction and empowering people to reach it. This people-centred philosophy, combined with strategic acuity and cultural humility, is what he believes drives sustainable success.  

“In Japan, if you want performance, you need ultra-clear expectations—people need to know the goal.” “Building trust means creating a safe environment where it’s okay to make mistakes.” “Consensus-building is not optional in Japan—it’s how decisions gain traction.” “Every new joiner has lunch with me and a one-on-one at three months—connection matters.” “Leading is about inspiring, guiding, and empowering people toward a common purpose.” Previously Duncan was Executive Director-Head of Asia Hamlyn Willams; Country Manager, Robert Walters, Korea; Associate Director, Commerce Finance, Robert Walters Japan; Sales Consultant deVere and Partners.  He has a BA from the University of East Anglia. Duncan leads with a style that emphasizes clarity, collaboration, and cultural sensitivity, shaped by years of cross-cultural experience. His leadership approach in Japan is grounded in providing clear expectations and maintaining transparency. He recognizes that Japanese team members particularly value knowing exactly what success looks like, so he places a premium on setting ultra-clear goals and regularly celebrating achievements. Monthly gatherings that spotlight individual and team successes help reinforce collective motivation and performance. He builds trust by being approachable and relational. Every new hire is welcomed with a personal lunch on their first day, and after three months, each has a one-on-one coffee chat with him to reflect on their experience. Even in a 60-person organization, he maintains these touchpoints to foster an open culture and reinforce that leadership is accessible. Duncan also leads training sessions himself, using these opportunities to share personal stories of past challenges, signaling humility and building rapport. Understanding Japan’s consensus-driven culture, Duncan avoids top-down decision-making. Instead, he practices “nemawashi,” engaging associate directors, managers, and often broader teams before implementing changes. This ensures decisions are well-received and supported. He contrasts this approach with his leadership experiences in China, where decisions were expected to come unilaterally from the top, and Korea, which he found to be more individually driven. Encouraging innovation and open communication is another hallmark of Duncan’s leadership. To surface ideas, he established anonymous suggestion boxes and encourages feedback during regular check-ins. He emphasizes psychological safety, particularly when discussing mistakes or failed innovations. Creating an environment where it’s safe to fail is, in his view, essential to fostering creativity and long-term growth. He also sees training as a core responsibility. New employees follow a structured two-month onboarding program, led by a combination of managers, HR, and himself. Observational learning is built in, with new staff shadowing client and candidate meetings across teams. His goal is not only skill-building but also early immersion into the company’s values and standards. Duncan is deeply attuned to cultural and demographic shifts. He’s pragmatic about Japan’s aging and shrinking workforce and the limited pool of bilingual professionals. Rather than resist these constraints, he adapts by hiring internationally minded Japanese staff and experienced recruiters from other firms, and by setting realistic expectations for new leaders entering the Japanese market. His definition of leadership centers on inspiring, guiding, and empowering people toward a shared goal. He believes that leaders must earn trust and encourage followership—not through command, but through empathy, clarity, and inclusion. For foreign leaders new to Japan, his advice is to avoid trying to impose outside systems without first understanding the local context, to invest time in building trust and communication channels, and to respect the nuance behind why things are done a certain way. In Duncan’s experience, leading in Japan requires humility, patience, and a commitment to listen before acting.      

“We walk the talk—not talk the talk.” “Expect the unexpected—Japan will challenge every assumption you bring.” “The language we use programs our mindset—'we' means we’re in it together.” “Creating little leaders is more powerful than just giving orders.” “Trust here runs deeper—it's built case by case, moment by moment.” Previously Yvette was Managing Director Hong Kong and South China; National Sales Manager, Hong Kong, South and West China; Business Development And Key Account Manager, Greater China.  She has a Master of Science from the University of Reading and a BA from Oxford Brookes University Yvette’s leadership journey is marked by a deliberate pursuit of challenges and cultural contrasts. She views leadership as a dynamic relationship built on trust, adaptability, and empathy—particularly crucial in navigating cross-cultural business environments like Japan. Taking over her organization in Tokyo during the onset of the COVID-19 pandemic, Yvette saw opportunity within disruption. The crisis leveled traditional expectations and provided her with a rare chance to build credibility and trust with her team from the ground up, not as a foreign imposition, but as a shared survivor of an unprecedented time. Leading a team in Japan, Yvette quickly discovered that the leadership style required differed greatly from her previous experiences in Hong Kong, China, and the UK. Japanese teams, she observed, value preparation over improvisation and consensus over individual assertion. While her background leaned more toward rapid execution and adaptive correction, she learned to balance that with Japan’s cultural emphasis on structure and perfection in implementation. Her leadership had to evolve to emphasize patience, inclusivity, and long-term trust-building. She also had to navigate Japan’s deeply embedded hierarchical norms. Rather than simply asserting authority, Yvette focused on empathy and consistent communication. She intentionally stepped away from the pedestal of title and role to speak directly—and frequently—with team members at all levels. This practice of daily, informal engagement helped break down barriers, inviting ideas and dialogue in a culture often hesitant to voice dissent or innovation publicly. A core tenet of her leadership philosophy is the development of "little leaders"—empowering team members to take ownership of decisions and develop their own voices. She acknowledged the difficulty of encouraging initiative in a traditionally deferential culture, but saw the value in allowing team members to try, fail, and learn. Mistakes were treated as shared learning opportunities, framed as “we” moments to avoid fear or blame. This approach fostered trust and motivated individuals to gradually speak up and contribute more actively. Yvette also emphasized the importance of translating the company’s global vision into locally meaningful action. Rather than treating values and mission as distant mandates, she sought to connect them to tangible customer experiences. Post-project debriefs became teaching moments where the team could reflect on how their values shaped outcomes. This made abstract ideals like trust and service more relatable and alive in the day-to-day. Understanding that Japanese business culture places clients at the top of the hierarchy, often at the expense of innovation or efficiency, Yvette introduced the idea of partnership. Though she knew this was a radical shift from the servant mindset, she saw the necessity of guiding both clients and teams toward more collaborative, value-driven relationships. Ultimately, Yvette’s leadership is defined not by asserting control, but by creating a culture where people feel safe to contribute, grow, and lead in their own right. Her presence as a non-Japanese, non-Caucasian woman helped her defy assumptions and craft a leadership identity that fits neither a local mould nor a global cliché—but one tailored to the team she is building.    

“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.