Joe Hart, Global President Dale Carnegie & Associates

Why do leaders in Japan and global teams need a fresh approach to leadership now?

Markets are shifting faster than ever, hybrid work is normal, and AI is changing how decisions get made. Many executives ask: How do we keep people confident, aligned, and motivated during constant change?
Joe, President and Global CEO of Dale Carnegie & Associates, believes the answer starts with trust, psychological safety, and adaptability—skills that remain essential even as technology accelerates.

Mini-summary: Leadership today requires building human confidence first, so teams can thrive through change and AI adoption.

Joe’s career path is unusually diverse—and that’s exactly what makes his leadership perspective practical. He previously served as President at Asset Health and Info Ally, Development Director at Taubman, and earlier worked as a lawyer at Dawda, Mann, Mulcahy & Sadler and Clark, Klein & Beaumont. He holds a BA from the University of Michigan and a JD from Wayne State University Law School. He is also a certified trainer in the Dale Carnegie Course.
This background taught him how to analyze problems deeply, communicate clearly, and lead with credibility across industries.

Mini-summary: Joe’s legal and business leadership journey built a foundation of rigorous thinking and people-centered leadership.

How did a Dale Carnegie course transform Joe’s career and confidence?

Joe began his career in law, but after taking a Dale Carnegie course in 1995, he experienced a turning point. The program gave him the courage to leave law and pursue a broader path of personal and professional growth. That transformation became the blueprint for how he leads today: helping others build confidence and take purposeful action.
Mini-summary: Confidence is not a trait you’re born with—it’s a skill you build, and it can redirect an entire career.

What did Joe learn from building and selling companies before becoming CEO?

Before leading Dale Carnegie, Joe built and sold multiple businesses, including an e-learning company and a wellness firm. These experiences reinforced two core lessons:

1. Adaptability beats rigid planning.

2. Innovation must stay connected to real human needs.
   These insights now shape the way he guides Dale Carnegie’s global strategy—balancing tradition with transformation.
   Mini-summary: Successful leadership blends innovation with grounded understanding of people.

What is Joe’s leadership approach as CEO of Dale Carnegie?

When Joe became CEO, he chose humility over assumptions. He spent months listening to franchisees worldwide, learning their challenges and opportunities. Their input became the basis for a five-year strategic plan.
His focus: foster trust, strengthen relationships, and build a culture where people feel supported and engaged.
This leadership style resonates strongly in Japan, where long-term relationships and credibility are critical for success in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) alike.

Mini-summary: Listening first creates strategies people actually commit to.

COVID-19 tested every organization’s resilience. Dale Carnegie adapted quickly because it had invested in online training as early as 2010. Still, the global switch to virtual delivery required rapid certification and capability-building across regions.
Joe emphasized two leadership essentials during the crisis:

• Transparency about what was known and unknown

• Consistent communication to maintain alignment and trust
  He regularly checked in with teams, listened to concerns, and clarified direction—actions that helped stabilize morale even amid uncertainty.
  Mini-summary: In crisis, trust grows from clear communication and genuine presence.

How should leaders think about AI without losing the human edge?

Joe sees huge upside in AI for productivity and client engagement. AI can streamline meeting preparation, research, and routine tasks—creating space for more meaningful conversations.
But he is equally clear: the human element is irreplaceable. Empathy, communication, storytelling, and relationship-building remain central to leadership impact.
For AI adoption to succeed, leaders must:

• build trust in the technology

• train teams effectively

• protect confidence and motivation during change
  Mini-summary: AI boosts speed, but human skills drive trust and influence.

Joe has repeatedly seen that high performance depends on people feeling safe enough to grow. At Dale Carnegie, leaders are trained to create environments where individuals feel empowered to take risks, learn, and develop strengths.

This aligns with the needs of organizations in 東京 (Tokyo) and beyond, 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)

• エグゼクティブ・コーチング (executive coaching)

• DEI研修 (DEI training)
  Mini-summary: Confidence plus psychological safety creates teams that innovate and endure.

• Leadership starts with trust and listening, not authority.

• Confidence is a learnable skill that unlocks growth and change.

• Crisis leadership requires transparency and steady communication.

• AI should amplify human connection, not replace it.

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.