Episode #6: James Feliciano, CEO of AbbVie Japan

As a leader in Japan, people look to you for approval, for guidance, for answers, but at the same time you have to spend a lot of time working behind the scenes to make sure people are really aligned. Going through the process is really important, being a top-down dictator does not work well here.

I made the terrible mistake of allowing tension from a difficult conversation with my boss carry over into a meeting with my area managers, where I banged my fist on the table, with the intention of encouragement, and it backfired badly. In the process of regaining my credibility as a leader, I learnt a lot about leading in Japan.

As a global executive, you need to live in between worlds. You have to remember that you are the representative of Headquarters so you need to execute their strategy whilst ensuring that the local affiliate is well-represented.

Another thing as a leader, especially in a foreign culture, is you have to look before you leap and take a deep breath. Get a moment of clarity before you decide on that action because the consequence of that action may have long-lived repercussions that you regret and have to work really hard to re-group from.

Nemawashi, taking time to prepare the groundwork, and Western style brainstorming dynamics, can work hand-in-hand most effectively, when the key stakeholders have general alignment about the big direction, and you can still have a discussion and hear the ideas people have. I have found it works best to split people into small groups being very task-oriented, then come back together, agree on that step, draw the line on that step, and then proceed to the next step in this fashion. You get the benefits of brainstorming from many parties but the comfort that most Japanese need to take things in measured steps in a consensus style manner.

You also need to have a people plan around your growth plan. You do not want to be hiring externally in four years when your new product is launched, you want to have trained your product managers to be business unit managers and so forth.

A strong employee-value proposition, built from the bottom up, is vital. We had every employee attend an hour-long town hall meeting and work on what they would say if someone in their non-work life asked them about their job/company that was positive. From there, we distilled the top 3 things that motivate our employees about being with our company.

In Japan, you cannot over-communicate and communication drives engagement.

As General Manager, I do not have an office. I sit wherever I sit. It is vital to get out, get uncomfortable and see what is really going on.

Remember, you are only a small chapter in a longer book, your Japanese colleagues will still be here when you finish your assignment and return home or move on. Position yourself so you can ask them how you can be part of their story, what story has come before and how you can be of service to drive their story in the time you are there, and open yourself up to bringing your abilities to the team to help them. It is not about you, it is about them. An engaged Japanese team is outstanding in terms of the results they can deliver. Help them do that.

James Feliciano, CEO of AbbVie Japan.