Unlocking Success in Japan’s High-Pressure Market: The Power of Executive Coaching for Multinational Subsidiary Leaders

As executive coaches working with local subsidiaries of multinationals in Japan, we have seen first-hand the unique challenges that leaders face in this market. The pandemic has added another layer of complexity, with supply chain disruptions and increased demand for certain products.

Karl, a subsidiary leader for a medical device company in Japan, encountered an unprecedented challenge when the pandemic hit. The sudden increase in product demand required his team to work tirelessly to unclog supply chains and meet the expectations of customers, employees, suppliers, and headquarters. Driven by ambition, Karl viewed business uncertainty and his team's lack of preparedness as personal challenges. As pressure mounted, signs of burnout emerged, and his impatience and micro-management began to impact team morale.

Similarly, Jan was faced with a challenging leadership assignment in Japan. His team was demoralized, sales were sluggish, and cross-functional infighting was rampant. In high-pressure environments, leaders often struggle with managing the unmanageable. Many organizations face serious concerns regarding burnout and low team morale.

To tackle these issues, both Karl's and Jan's organizations enlisted executive coaches from Kay Group. Through Hogan assessments and coaching sessions, the leaders examined their motivations and ambitions, gaining insight into how their leadership styles affected their health, family, and teams.

For Karl: The coach provided him with a much-needed space to pause, breathe, and recharge. Consequently, this enabled him to upgrade his vehicle and change the tires while running at full speed. The assessment and coaching helped him better manage his strengths, sharpen his focus on critical business tasks, and effectively balance strategic and tactical priorities. Furthermore, he enhanced his communication with the team and delegated tasks more efficiently.

For Jan: Through Hogan assessments and coaching sessions, Jan honed his stakeholder management skills and actively shaped his leadership brand and perception among stakeholders. The Kay Group coach worked with Jan to prepare for his assignment in Japan and facilitate his onboarding, helping him to hit the ground running and set a positive tone for the organization. Jan's tremendous emotional self-control and adaptability enabled him to connect with his team and inspire them to follow his lead. He was perceived as objective and rational, even in heated situations. This quality helped him build trust and credibility with his Japanese colleagues. Additionally, Jan's ability to think through options quickly and make decisive decisions made him a respected leader who was seen as being in charge and willing to lead.

For Karl: Ultimately, the coaching boosted morale and reduced the risk of burnout. He enhanced his communication with the team and delegated tasks more efficiently.

For Jan: He strengthened his relationships with regional and global stakeholders, reduced demands and pressures, and allowed him to focus on his local team. Overall, these two case studies illustrate the importance of leadership development and coaching for leaders in Japan. The challenges of leading a subsidiary in Japan require a unique set of skills, including emotional self-control, adaptability, and stakeholder management. By using assessments and coaching to identify and manage strengths and weaknesses, leaders can build more effective teams, reduce the risk of burnout, and achieve their business objectives.