Episode #240: Yuichi Takayama, Country Head Frontier Advisors

Previously Yuichi was Head of Business Development, Misaki Capital, Senior Managing Director/Global Head of Sales (International Business) Nikko Asset Management, Managing Director Tokio Marine Asset Management, Senior Analyst/International Equity, Mizuho Trust and Banking, Portfolio Manager International Equity, Chuo Mitsui Trust and Banking

Summary

Yuichi Takayama’s leadership journey offers valuable insights into managing diverse teams across different cultures. His experience spans Japan, the UK, and Australia, where he navigated the challenges of leading both Japanese and foreign employees while adapting his leadership approach to different organizational and national cultures.

Takayama’s first leadership experience was in the UK, where he built a business development team from scratch. He found hiring foreign employees challenging, as Western candidates were often skilled at self-presentation but not necessarily at the job itself. To overcome this, he used a detailed questioning approach, forcing candidates to provide specific examples of their experience. This analytical method, rooted in his Japanese background, helped him distinguish genuinely capable candidates from those who were simply good at interviews.
Leading a multicultural team in the UK required clear, direct communication. Takayama adapted by using simple and precise language to avoid misunderstandings. He also recognized the importance of setting clear standards and expectations, as differing cultural norms could lead to discrepancies in performance and accountability. Establishing a unified goal helped keep the team aligned despite their diverse backgrounds.

After 15 years abroad, returning to Japan was a cultural shock. He found the Japanese corporate environment rigid, with excessive meetings and limited discretion in decision-making. Despite his senior position, he felt constrained compared to his leadership role in the UK, where he had more autonomy. However, he saw an opportunity to apply his international experience by encouraging his Japanese team to be more proactive and adventurous—traits less emphasized in traditional Japanese corporate culture.

Motivating employees differed between regions. In Europe, financial incentives were key, and managing expectations was crucial to retaining talent. Some employees left when their ambitions weren’t immediately realized. In Japan, younger employees in his team were eager to work internationally but were often cautious. By fostering a culture of initiative and rewarding proactive behavior, he encouraged risk-taking in a traditionally conservative business environment.

Trust-building was another critical aspect of his leadership. In Japan, personal connections were less common in business relationships, so he made a conscious effort to share personal stories and insights to create rapport. Conversely, in the UK, where personal discussions were more common in informal settings, he focused on keeping business conversations structured and informative.

Ultimately, Takayama believes leadership is about setting a clear vision and direction. His ability to adapt his leadership style to different cultural contexts while maintaining core principles of transparency, trust, and motivation was key to his success.