Episode #133: Making It Happen

In business, beginnings matter. A new calendar year, a new financial year, or the launch of a strategic project often triggers ambitious plans in both Japanese companies and multinational firms in Tokyo. Yet many initiatives run into unexpected resistance, delays, and execution problems — not because the idea is bad, but because the pre-launch phase was rushed or overlooked.

Leaders frequently jump straight to execution: timelines, tasks, and milestones. What is often missing is a disciplined check on three critical questions: Are my people ready? Are they willing? Are they able? When these conditions are not in place, even the most promising strategy can stall, go over budget, or quietly die.

Mini-summary: Early-stage thinking is not a luxury; it is a leadership necessity. Strong project outcomes begin with a deliberate focus on people — their readiness, willingness, and capability.

Most professionals already feel overloaded. In busy organizations, especially in Tokyo’s fast-paced business environment, many team members are thinking, “I’m busy enough already.” If leaders simply “drop” a new initiative onto an already full plate, it is unlikely to receive the focus and energy required for success.

You as a leader may be highly motivated because you clearly understand the “WHY” behind the initiative. However, your team may only see “more work” and mentally file it alongside everything else they are doing. At this stage, communication skills become mission-critical:

• You must clearly articulate the vision of a better future for the team and the business.

• You must define the mission of this project — what it will do and what it will not do.

• You must separate this initiative from the noise of day-to-day tasks, so people see its strategic importance.

One of the most common leadership traps is presumption: “Of course they know why we’re doing this.” When the project later fails, it often becomes clear that the team never truly understood the purpose, the impact, or the priorities.

Mini-summary: Team readiness is not about free time; it is about shared clarity. When everyone understands the WHY and the mission, commitment and focus follow.

A common leadership assumption is: “They get paid to be willing and able, don’t they?” Compensation alone does not guarantee motivation, ownership, or resilience when things get difficult.

High-performing teams show behaviors such as:

• Self-motivation and initiative

• Ownership and self-accountability

• Effective delegation and self-leadership

• Willingness to go the extra mile when priorities shift

These behaviors are not automatic. They must be activated. Your role as a leader is to:

1. Clarify urgency and priority
   Make it obvious why this initiative matters now — not next quarter, not “when we have time.”

2. Translate the big picture into concrete micro-tasks
   People commit when they understand exactly what they need to do this week, not just the high-level strategy.

3. Arouse enthusiasm for change
   Most people are comfortable in their current routines. Stepping outside the comfort zone feels risky, especially in high-pressure corporate environments. Leaders must paint a compelling picture of the better future that justifies the discomfort of change.

4. Check for real buy-in, not just polite agreement
   Ask questions, probe for doubts, and confirm that people truly understand and support the direction — not just nod along in meetings.

Mini-summary: Willingness is created, not assumed. When leaders clearly communicate urgency, connect the big picture to daily actions, and inspire a better future, people are far more likely to step up and sustain effort.

Do my people actually have the capability and resources to succeed?

Even when your team is ready and willing, they may not yet be able to succeed at the level you expect. Capability is a mix of time, skills, tools, and authority — all of which require deliberate design from the leader.

Key questions to ask before launch:

• Do they have access to your time?
  Leadership time is a powerful resource, and often the scarcest. When overwhelmed leaders “dump” tasks instead of delegating properly, they withhold guidance, context, and support. This increases the risk of errors, rework, and frustration.

• Do they have the right skills?
  Does the initiative require new competencies in leadership, cross-functional collaboration, sales, presentations, or change management? If so, is there targeted training or coaching planned to close those gaps?

• Are internal barriers removed?
  Are there known tensions or silos between departments that will block cooperation? Have you secured alignment from other stakeholders before the project starts?

• Do they have the necessary tools and space?
  Equipment, digital tools, meeting space, and clear processes all matter. Lack of basic logistics can slow down even the most motivated team.

• Do they have enough decision-making authority?
  If every decision must be escalated, momentum dies. Your people need authority proportionate to their responsibilities so they can adapt, solve problems, and drive the project forward without constant bottlenecks.

Mini-summary: Capability is more than talent. It is the combination of time, training, tools, cooperation, and authority that allows a willing team to deliver results with confidence.

It is emotionally and politically painful to pick apart a failed project at the end. Post-mortems often reveal issues that could have been addressed early — if only someone had taken the time to think deeply before launch.

As a leader, you can dramatically reduce the risk of failure by focusing on these actions at the start:

1. Explain the WHY
   Begin with purpose, not tasks. Help your team understand how this initiative connects to strategy, customers, and long-term value.

2. Don’t presume — tell them explicitly
   Avoid assumptions about what people know. State expectations, priorities, and success metrics clearly and repeatedly.

3. Communicate the better future
   Show how this project will improve the team’s work, the customer experience, or the company’s position in the market. People don’t commit to tasks; they commit to outcomes.

4. Don’t confuse dumping with delegation
   Delegation includes context, support, and follow-up. Dumping is just handing off tasks. True delegation builds capability, confidence, and ownership — and is essential for sustainable success.

By embedding these leadership behaviors, you move from reactive crisis management to proactive, intentional project design — a key capability for organizations that want to grow in competitive markets.

Mini-summary: Investing leadership effort at the beginning saves far greater cost, time, and stress at the end. Thoughtful pre-launch leadership turns potential failure into predictable success.

• Strong beginnings drive strong results: The success of any initiative depends on how well you prepare your people — not just your project plan.

• Readiness, willingness, and capability are separate levers: Each must be intentionally addressed through communication, motivation, and resource planning.

• Leadership communication is the critical differentiator: Clear explanation of the WHY, plus a compelling vision of a better future, creates buy-in and resilience.

• Delegation beats dumping every time: When leaders invest time, training, and authority upfront, teams are empowered to execute with speed and confidence.