Why Japanese Leaders Must Relearn Coaching — The Lost Art of Developing People in Modern Workplaces

In Japan, the traditional “OJT (On-the-Job Training)” system was once the gold standard for developing employees. But that model was built for the 1960s economy—before smartphones, email overload, and back-to-back Zoom meetings.
Today’s managers are too busy reacting to survive, leaving little room for real leadership coaching.

Modern leaders are drowning in operational work: answering their own emails, managing digital calendars, and attending endless meetings.
This busyness has replaced meaningful one-on-one time with a hollow version of “OJT.”
In leadership training sessions at Dale Carnegie Tokyo, we often find that most managers don’t even have a daily prioritized task list.
If leaders don’t prioritize their time, they end up living the day someone else has designed for them.

Mini-summary:
Without intentional time management, coaching becomes impossible — and leadership becomes reactive instead of strategic.

Old-school “locker room” motivation doesn’t work anymore.
Modern coaching requires understanding each person’s communication preferences and personality.
Extroverts may respond to high-energy feedback, while introverts need calm, private discussion.
Shouting at one and whispering to the other achieves the same result — failure.

Mini-summary:
Coaching must be individualized; a single style fits no one.

Most companies have them. Few employees remember them.
In many Japanese firms, vision and mission statements are laminated posters on a wall — not living guides.
To lead effectively, bosses must understand not only the organizational mission, but also the personal goals and values of their people.
When team members marry, have children, or lose loved ones, their priorities shift. The boss must stay updated — and engaged — with those changes.

Mini-summary:
Great leaders align company values with their team’s personal values — that’s how motivation becomes sustainable.

Authority without credibility doesn’t work.
A sales manager who can’t sell, or a marketing head who doesn’t understand digital, loses immediate trust.
Leaders don’t have to do the technical work themselves, but they must demonstrate mastery of the craft.
Otherwise, no one will accept their direction or feedback.

Mini-summary:
Coaching requires credibility — and credibility comes from demonstrated competence and ongoing learning.

To coach well, every boss needs:

1. Time — deliberate one-on-one engagement.

2. Empathy and adaptable communication.

3. Insight into each team member’s motivations and life stage.

4. Continual self-development to maintain expertise.

Ask yourself: How do you measure up?

Mini-summary:
Leadership coaching isn’t optional — it’s the cornerstone of developing engaged, high-performing teams.

• Coaching is leadership in its most human form — and it requires time, empathy, and credibility.

• Traditional OJT no longer works in Japan’s fast-paced digital era.

• Leaders must align corporate and personal values for lasting motivation.

• Continuous learning is the foundation of coaching authority.

👉 Request a Free Consultation with Dale Carnegie Tokyo to implement coaching-based leadership development that delivers lasting engagement and results.

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, continues to empower both Japanese and multinational corporate clients to develop people-first leaders who drive performance.