Episode #72: Dealing With Idiocy In The Workplace

Why does “common sense” seem missing at work?

We often feel colleagues are doing “stupid” things that ignore obvious logic. It is easy to label them as idiots and get frustrated. But if we spend our time trying to predict irrational behavior, we stop focusing on what we can control.

In fast-paced 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies), this frustration is common. The real question for leaders is: How do I reduce these mistakes and keep people engaged?

Mini-summary:
Stop blaming “lack of common sense.” Shift your focus to what you can control as a leader.

Before judging others, ask: Am I the one creating confusion?

Many managers assume:

• “The task is easy, so I do not need to explain much.”

• “I already know it, so they should see it the same way.”

• “I trained them once, so we are done.”

But when we first did that task, we were also not perfect. We also had a learning curve. If we do not invest enough time in clear instruction and follow-up, “uninformed people” look like “idiots,” but the real cause is poor leadership.

Mini-summary:
Check your own leadership first. Often the problem is not “stupidity” but lack of clear training and guidance.

How do I set people up for success, not failure?

Instead of assuming there is only one “right way,” smart leaders:

1. Explain the task in simple steps.
   Use: “I show you. We do it together. You do it. I check it.”

2. Accept multiple valid solutions.
   Your way is not always the only correct way. There can be many paths to the same mountain top.

3. Ask for their ideas.
   Involve them in how to complete the task. Then listen quietly.

4. Define a Reasonable Allowable Margin of Error (RAME).
   Explain what is acceptable and what is not from the start. This gives people clear boundaries.

5. Check regularly without taking the task back.
   Monitor progress early so small “zagging” does not become a big disaster.

This approach works in both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) in 東京 (Tokyo), especially where leaders are under pressure to deliver results fast.

Mini-summary:
Clear explanation, open-mindedness, and defined error limits (RAME) prevent many “idiotic” mistakes before they happen.

How should I react when a big mistake is discovered?

Often we hear about the mistake from someone else first:
“Do you know what Tanaka just did? It is a disaster!”

This is dangerous because:

• The messenger might be a political player.

• Language skills (for example, strong English vs weak English) can create unfair bias.

• Your view of the person may be influenced before you know the facts.

A better leadership method:

1. Collect facts first.
   Treat it like a neutral research project: “Just the facts,” not opinions.

2. Start with rapport.
   When you meet the person, remember they may feel guilty, nervous, and defensive. Help them relax.

3. Focus on the action, not the person.
   Change “You did this” to “We have this situation.” Play the ball, not the player.

4. Listen to their explanation.
   This shows if they accept responsibility, are in denial, or if the problem is systemic.

5. Keep your body language calm.
   In Japan, barely hidden anger is noticed quickly. Your aura can feel hostile even if your words are soft.

In Japanese culture, people try not to be the derukugi (出る釘 — the nail that gets hammered down). If you punish risk-taking too hard, people will join the “Guild of Do Nothings,” where they avoid all risk to stay safe.

Mini-summary:
React calmly, collect facts, and focus on the issue. If you punish risk too harshly, people will stop trying.

If the employee accepts responsibility and wants to fix it:

1. Involve them in the solution.
   Ask them how to correct the issue and prevent a repeat.

2. Reassure their value.
   Tell them they still have a future here and can make a positive contribution.

3. Normalize failure as learning.
   Everyone grows by failing and then improving. Systems that work are often built on past errors.

4. Set fair consequences but show a path forward.
   Be clear the mistake is serious but not fatal. Show how they can recover in their career.

This builds trust and psychological safety in both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies), especially in contexts like 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).

Mini-summary:
For people who own their mistakes, give them responsibility in fixing the problem and show them they still belong.

What if the employee denies responsibility and resists change?

Sometimes people:

• Stay in denial.

• Become passive–aggressive.

• Refuse to accept responsibility.

What can leaders do, especially in Japan where dismissal is difficult?

1. Pause and try again later.
   Give them time to think, then revisit the conversation.

2. If nothing changes, plan an exit.
   In Japan, it is hard to fire someone directly. Instead, look for a way to pay them out so they leave. Be generous — the long-term damage of keeping them is often more expensive.

3. Use the power of peer pressure in smaller companies.
   In small firms, colleagues see clearly when someone is putting everyone’s livelihood at risk.
   Social pressure can be very strong — similar to murahachibu (村八分 — social exclusion for harming the group) in traditional village life.
   If the team judges you as fair and the person as unreasonable, they will feel strong pressure to accept your offer to leave.

Mini-summary:
If someone refuses responsibility, give them time. If they still resist, help them exit fairly to protect the team and company.

Idiocy at work will never disappear fully, but leaders can reduce it by design.
For 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) in 東京 (Tokyo), especially those investing in 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), and エグゼクティブ・コーチング (executive coaching), the key is to:

• Create clear expectations and RAME for tasks.

• Train managers to handle mistakes without destroying trust.

• Build a culture where accountability and learning are normal.

• Support DEI研修 (DEI training) so diverse people can safely speak and learn.

Dale Carnegie brings 100+ years of global experience and over 60 years in Tokyo to help leaders manage mistakes, emotions, and culture more effectively.

Mini-summary:
You cannot remove all mistakes, but you can design systems and culture that prevent most of them and turn the rest into learning.

• Check yourself first. Many “idiot” problems are caused by unclear expectations and weak follow-up from leaders.

• Use RAME and regular checks. A Reasonable Allowable Margin of Error plus early check-ins prevents small errors from becoming disasters.

• Focus on issues, not people. Calm, fact-based conversations protect trust and encourage accountability.

• Support learners, exit resisters. Help those who admit mistakes grow. Remove those who refuse responsibility to protect the team and business.

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 companies and multinational corporate clients through practical 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), and DEI研修 (DEI training) ever since.