Uploaded August 2026 | Updated September 2026, 3 weeks ago
Q: Why can strong leadership become dangerous?
A: Dynamic leaders are often persuasive, disciplined, hardworking and determined. Those qualities can produce results, but they can also make disagreement feel unsafe. When people expect to be overruled or criticised, they stop challenging the leader’s assumptions.
Mini-summary: Strength without openness can silence useful dissent.
Q: What happened with the ANA meal-service idea?
A: Before Shinya Katanozaka became President of ANA Holdings, he proposed letting passengers order meals whenever they wished. Passenger surveys supported the idea, but many passengers ordered immediately after take-off. The operation could not deliver the promise, so the plan was abandoned.
Mini-summary: Customer enthusiasm does not automatically prove operational feasibility.
Q: Why is speaking up difficult in Japan?
A: Age, seniority and organisational hierarchy can discourage people from speaking truth to power. Silence may look like agreement, but it can actually reflect caution, fear or resignation. Leaders must therefore test whether support is genuine.
Mini-summary: In a hierarchy, silence is not reliable evidence of agreement.
Q: How can leaders prevent bad ideas from advancing?
A: They need to slow down, listen fully and actively invite contrary views. Asking what could go wrong, where execution may fail and what assumptions need testing helps expose weaknesses before customers or competitors do.
Mini-summary: Better questions reveal risks before execution begins.
Q: Can a leader quickly repair a reputation for not listening?
A: No. If the leader has been known as a bulldozer, one polite conversation will not rebuild trust. People need months of consistent evidence that thoughtful disagreement is welcomed and will not be punished.
Mini-summary: Trust returns through repeated behaviour, not one announcement.
Q: What is the real leadership test?
A: It is not whether the leader can force an idea through. It is whether the leader can draw on the full intelligence of the people around them before deciding. Confidence should produce bold ideas, while humility should test them.
Mini-summary: The best leaders combine conviction with humility.
Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.
Q: Why can strong leadership become dangerous?
A: Dynamic leaders are often persuasive, disciplined, hardworking and determined. Those qualities can produce results, but they can also make disagreement feel unsafe. When people expect to be overruled or criticised, they stop challenging the leader’s assumptions.
Mini-summary: Strength without openness can silence useful dissent.
Q: What happened with the ANA meal-service idea?
A: Before Shinya Katanozaka became President of ANA Holdings, he proposed letting passengers order meals whenever they wished. Passenger surveys supported the idea, but many passengers ordered immediately after take-off. The operation could not deliver the promise, so the plan was abandoned.
Mini-summary: Customer enthusiasm does not automatically prove operational feasibility.
Q: Why is speaking up difficult in Japan?
A: Age, seniority and organisational hierarchy can discourage people from speaking truth to power. Silence may look like agreement, but it can actually reflect caution, fear or resignation. Leaders must therefore test whether support is genuine.
Mini-summary: In a hierarchy, silence is not reliable evidence of agreement.
Q: How can leaders prevent bad ideas from advancing?
A: They need to slow down, listen fully and actively invite contrary views. Asking what could go wrong, where execution may fail and what assumptions need testing helps expose weaknesses before customers or competitors do.
Mini-summary: Better questions reveal risks before execution begins.
Q: Can a leader quickly repair a reputation for not listening?
A: No. If the leader has been known as a bulldozer, one polite conversation will not rebuild trust. People need months of consistent evidence that thoughtful disagreement is welcomed and will not be punished.
Mini-summary: Trust returns through repeated behaviour, not one announcement.
Q: What is the real leadership test?
A: It is not whether the leader can force an idea through. It is whether the leader can draw on the full intelligence of the people around them before deciding. Confidence should produce bold ideas, while humility should test them.
Mini-summary: The best leaders combine conviction with humility.
Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo.
