Steven Bleistein

09/12/2019

You can motivate change in an organization, but the follow-through to an outcome requires individual discipline as well as company support.

When a CEO asks me how to better motivate his or her employees to change, the focus is on the wrong thing. Motivation can get a person started, but only discipline can see him or her through to an outcome.

06/12/2019

The leaders of the most successful companies I know achieve their objective by doing things right that have nothing to do with women at all, and their businesses and all staff, both men and women, are better off as a result.

If you are the leader of a business in Japan or anywhere else, whether your business is subject to diversity targets or not, this is what I advise.

04/12/2019

Only opportunity moves talented people—opportunity to use their talent to the maximum to affect business outcomes through their own work, opportunity to grow their capabilities at a rapid pace, and a discernible path of opportunities for their career progression.

02/12/2019

There is no artificial intelligence ersatz for leadership and good human judgment.

Business leaders ought to treat human resources applications with particular skepticism and caution.

29/11/2019

Business leaders considering a bold, strategic change are sometimes like I was, as if standing on the curb of a street in Hanoi. They contemplate the hazards ahead and are daunted by what they imagine might go wrong.

Success in strategic change belongs only to those who step into the fray. My recent visit to Hanoi reminded me of this.

27/11/2019

The first steps in dramatically boosting productivity in a business are often the most simple—not elaborate technical initiatives like digitization and application of artificial intelligence.

25/11/2019

If you suspect your business could have better results if your sales and business development people behaved differently, you ought to observe them for yourself.

What is the difference between the under-performers and those who achieve excellent results whom I have observed in companies in Japan?

What is the difference between the under-performers and those who achieve excellent results whom I have observed in companies in Japan? Have a look below.

22/11/2019

In my experience, employees and managers in companies when asked which activities place the greatest burden on their time and bear little or no result for the business, “internal meetings” are most commonly cited.

If you want to increase productivity in your business, work less not more. A division of Microsoft Japan reduced the work week from five days to four, closing the office Fridays for everyone, and found productivity jumped forty percent! Yes, … Continue reading →

20/11/2019

Value trumps rank. Japanese is supposedly a hierarchical society, where the importance of rank supersedes all else, but this is far too much of a generalization.

18/11/2019

Engagement surveys mask both organizational dysfunction and organizational health. If you are using their results to make decisions, you are at risk of making the wrong ones.

Engagement surveys mask both organizational dysfunction and organizational health. If you are using their results to make decisions, you are at risk of making the wrong ones.

15/11/2019

Some people are natural leaders, and I have met a few. For most of us, leadership is something we learn.

Below are five of the most common ones I have encountered when coaching leaders at all levels, along with what I advise.