Episode #4: Are You People Smart Enough

Why do smart, hard-working managers still fail as leaders?

In many 日本企業 (Japanese companies) and 外資系企業 (multinational companies), managers are promoted because of intelligence, technical skills, and long hours. But success as a leader in 東京 (Tokyo) is not only about what you can do. It is about how well you can get results through your people.

This page explains how to shift from “solo expert” to “people-smart” manager, using Dale Carnegie principles proven worldwide for over 100 years and over 60 years in Tokyo.

Companies reward people who are smart, fast, and reliable. At first, this works. You learn products, systems, and internal processes. You become the “go-to” person. Then you get promoted.

Now the company expects leverage: not only your own output, but results from your team. Even if you work 100 hours a week, five staff working 40 hours each still do more. If you cannot lead them, you will burn out.

Mini-summary: Leadership is no longer about “how good you are alone,” but “how well you help others perform.”

Many new managers feel disappointed when the team is not like them. They may become Theory X managers:

• “My people are lazy.”

• “They make too many mistakes.”

• “They don’t care enough.”

They focus on what is wrong, not what is right. Over time, people lose motivation, avoid responsibility, and stop trying. The manager then works longer and longer hours, because they do not trust anyone to help.

Mini-summary: If you see people as weak, you create a weak team and destroy your own leverage.

Theory Y managers start from a different belief:

• People want to do well.

• People are basically honest and capable.

• With the right support, most people will grow.

This mindset changes daily behavior. The manager looks for 10 things people do well, not only the one mistake. They build on strengths instead of only trying to fix weaknesses.

In 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo), this approach supports modern people strategies, DEI研修 (DEI training), and long-term engagement.

Mini-summary: When you see people as capable, you act differently—and people rise to meet your expectations.

Instead of “gotcha” criticism, use these practical steps:

1. Point out what is good first

   • When you walk around, tell people specifically what they are doing well.

   • Then ask: “What do you think you could do better?”

   • This keeps dignity and invites self-reflection.

2. Talk about your own mistakes before criticizing

   • Share your past errors and what you learned.

   • Show that mistakes are part of growth, especially when doing something new.

   • This makes it safer for people to try and innovate.

3. Praise progress, not just the final result

   • Break big tasks into small steps — “eat an elephant one bite at a time.”

   • “Praise the slightest improvement and praise every improvement.”

   • Don’t wait until the end to say “good job.” Encourage along the way.

These approaches support leaders in リーダーシップ研修 (leadership training), 営業研修 (sales training), and プレゼンテーション研修 (presentation training), where confidence and learning-by-doing are critical.

Mini-summary: Positive, specific, and frequent feedback builds confidence and accelerates learning.

Most people feel busy or are comfortable with “how we have always done it.” New tasks often feel like “more work” or “more risk.” To increase buy-in:

1. Ask questions instead of giving orders

   • Ask: “How do you think we could handle this?”

   • Let them discover the answer.

   • Self-discovery leads to stronger ownership and commitment.

2. Make people happy about doing the thing you suggest

   • Connect the task to their goals, growth, or visibility.

   • Explain the “why,” not just the “what.”

   • Show how this helps the team, the customer, or the company.

3. Give a fine reputation to live up to

   • Say things like, “You’re someone I trust with important clients,” or
     “You are known for quality — that’s why I’m asking you.”

   • This aligns with エグゼクティブ・コーチング (executive coaching) and DEI研修 (DEI training) best practices, where respect and expectations drive performance.

Mini-summary: When people discover solutions themselves and feel respected, they accept responsibility more willingly.

Dale Carnegie’s principles are all about being people smart:

• Build on strengths, not fear.

• Use encouragement, not constant criticism.

• Create an environment where people want to contribute.

In 東京 (Tokyo), Dale Carnegie Training supports 日本企業 (Japanese companies) and 外資系企業 (multinational companies) through:

• リーダーシップ研修 (leadership training)

• 営業研修 (sales training)

• プレゼンテーション研修 (presentation training)

• エグゼクティブ・コーチング (executive coaching)

• DEI研修 (DEI training)

Programs help managers shift from “I do everything myself” to “I lead a strong team,” based on more than 100 years of global experience and over 60 years serving corporate clients in Tokyo.

Mini-summary: Dale Carnegie gives managers practical tools to turn people skills into real business results.

• Being smart is not enough — leadership is about getting results through people.

• Your mindset shapes your team — Theory X creates fear; Theory Y builds trust and performance.

• Positive, frequent feedback grows confidence and speeds up learning.

• Questions, respect, and clear expectations help people own new tasks and change.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.