Q: Why does leadership development in Japan feel so slow? A: Because talent is often held hostage to time. Age, longevity and seniority can outweigh capability, so people wait rather than accelerate their readiness. OJT is the default pathway, but it only works when the boss can teach, communicate and coach. When that capability is missing, development becomes inconsistent and slow. Mini-summary: If time and seniority do the deciding, leadership growth stays glacial. Q: Why do some Japanese high potentials decline promotions? A: Many say, "I don't feel I'm ready yet." Sometimes that's humility. Sometimes it's fear of failure, shaped by a workplace norm where mistakes carry a high social cost. The problem is that demographics are tightening. As retirements increase and the youth population declines, companies need more people willing to step up sooner. Mini-summary: The "not ready" mindset collides with the reality of retirements and shrinking talent pipelines. Q: What's undermining accountability for career growth? A: In many firms, the Personal Development Plan becomes a perfunctory HR process rather than a tool for self-reflection and direction. Without role models who actively plan their careers, people don't learn how to influence their progression. Stretch roles get avoided because the risk of failure feels too high, and training is not treated as leverage for bigger accountability. Mini-summary: When PDPs are paperwork and stretch work feels dangerous, accountability stays passive. Q: How do patrons shape promotion—and what's the risk? A: Patronage is a time-tested path: attach yourself to a powerful person, offer total loyalty, and your career can rise with theirs. The trade-off is control. Your timing is tied to the patron's timing, not your readiness or choices. That can keep people focused on allegiance instead of capability-building. Mini-summary: Patronage can lift careers, but it shifts accountability away from the individual's development. Q: What can leaders learn from gaishikei promotion culture without copying it blindly? A: Gaishikei companies often reward self-promotion, seizing training opportunities, and taking bigger assignments to prove capability. You don't need to import noisy behaviours. You do need to make development visible and active: encourage people to pursue learning, accept stretch work, and demonstrate readiness through action. Mini-summary: Keep the focus on deliberate development and stretch, not on style. Q: How does coaching increase accountability without creating fear? A: Coaching broadens thinking and challenges people to take calculated risks. It supports ownership rather than compliance. But it requires an internal culture where failure is treated as learning, not as a career killer. When someone tries something for the first time, they will be imperfect. The organisation must honour the implicit compact that experimentation is allowed. Mini-summary: Coaching works best when learning is protected and early imperfection is normalised. Q: What destroys accountability and creativity in the middle layer? A: Middle managers raised in a "no failure allowed" environment can verbally whack subordinates for mistakes made during experimentation. That reaction cancels creativity quickly and teaches people to play safe. It doesn't move the company forward, and it weakens leadership bench strength over time. Mini-summary: Punishing experimental mistakes trains people to avoid ownership. Q: How should leaders set up training so it actually sticks? A: The lead-up matters. If the message is, "You have training in two weeks; HR has the details," people can misread it as punishment or even a signal they're being pushed out. Some become the hostile "hostage" participant who resists regardless of quality. Instead, explain the why: they were selected because of excellent work and the company is investing in their future. Then have a coaching conversation about where they can improve and what outcomes they want from the programme. Mini-summary: Give the why, set outcomes, and motivation rises. Q: What are the practical action steps to build leadership bench strength? A: Create an environment that tolerates failure as part of the creative process. Coach high potentials to change their mindset about achieving their full potential. Don't just provide training—provide the why of the training for them. Mini-summary: Culture, coaching, training and communication work as a single system. Author Bio: "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."
