Episode #264: Richard Cohen, Founder Village Cellars

Richard Cohen Founder of Village Cellars

Talking About Leadership in Japan: Respect, Patience, and Responsibility: Episode #264 Japan’s Top Business Interviews

Change is hard anywhere—but in Japan, pushing too fast backfires. Cohen’s insight: never introduce change as “fixing something wrong.” Instead, frame it as an opportunity to build together.

Interview Highlights

• “If you feel you should say something, shut up for a little while and work out what's going on.”
• “Leadership starts with humility, respect, and the ability to listen to people.”
• “Always avoid saying, ‘I’m bringing this in because something’s not quite right.’ That doesn’t work.”
• “If you’re at the top, you take responsibility for just about everything that happens.”
• “Work harder than everybody else, but let others feel instrumental in getting the job done right.”

Previously Richard was Managing Director of Weartech; Research Metallurgist at Nippon Mill Guide; Mining Engineer Bougainville Copper.

Leadership in Japan often requires more than technical expertise. Richard Cohen, Founder of Village Cellars, built his leadership philosophy on humility, cultural sensitivity, and patience. His approach demonstrates how foreign executives can succeed in Japan by respecting traditions, listening deeply, and empowering teams rather than imposing authority.

How important is humility in leadership?

Humility is the starting point of Richard Cohen’s philosophy. He believes leadership in Japan begins with listening, not talking. For him, if a leader feels the urge to speak immediately, it is often wiser to pause, reflect, and understand the full situation. This habit fosters respect and trust among Japanese colleagues.

Cohen stresses small cultural gestures—such as proper greetings or formal expressions of appreciation—carry more weight than grand pronouncements. Executives at multinational firms like Toyota or Rakuten demonstrate similar approaches, recognising that respect is a currency of influence in Japanese business. In Japan’s consensus-driven culture, humility builds rapport faster than authority.

Mini-summary: In Japan, humility means listening first, speaking later, and showing respect through small but meaningful gestures.

Why does patience matter so much in Japan?

Cohen highlights patience as a critical leadership asset. Even when solutions appear obvious, rushing decisions or interrupting discussions can alienate Japanese colleagues. Instead, he allows time for everyone to voice their perspective, even if conversations repeat. This process ensures that outcomes are accepted by the whole group.

Post-pandemic, Japanese firms remain cautious in decision-making, especially in sectors like retail and food & beverage. By being patient, leaders avoid friction and instead cultivate alignment. Compared with Western boardrooms where speed is prized, in Japan the slower pace builds stronger, lasting consensus.

Mini-summary: Patience helps leaders secure group buy-in in Japan, preventing conflict and creating stronger alignment.

How should leaders in Japan address problems?

Rather than assigning blame, Cohen’s approach is collaborative. When problems arise, he spends time alongside his team, observing work directly and experimenting with fixes. This hands-on troubleshooting demonstrates accountability and reassures employees that leadership is committed.

Japanese firms often avoid open confrontation, so Cohen avoids public criticism. Instead, he treats mistakes as learning opportunities. Leaders at companies such as Suntory and Panasonic also favour “face-saving” approaches that protect team dignity. The result is an environment where employees feel safe to raise issues early and contribute to solutions.

Mini-summary: In Japan, problems should be addressed collaboratively, without blame, to encourage openness and innovation.

What role does empowerment play in team management?

Cohen designed his sales system to measure performance against each salesperson’s own accounts, rather than through blanket comparisons. This ensures fairness and reduces unhealthy competition. It motivates team members to identify their own areas for improvement, instead of waiting for top-down directives.

This system reflects a broader Japanese emphasis on harmony and individual contribution within the group. By aligning evaluation with fairness, Cohen prevents resentment while encouraging accountability. Similar practices in global companies operating in Japan—such as Nestlé and Uniqlo—highlight how empowerment fosters commitment and self-driven growth.

Mini-summary: Empowerment in Japan works best when evaluation systems are fair, transparent, and focused on individual improvement.

How can leaders introduce change without resistance?

Cohen warns against framing new initiatives as corrections to something “wrong.” In Japan, this approach triggers defensiveness. Instead, he positions changes as opportunities to build or improve. By involving employees in shaping these initiatives, he reduces resistance and creates ownership.

This style mirrors Japanese kaizen (continuous improvement) philosophy, where small, incremental steps are less threatening than sweeping reforms. Leaders who respect this cultural mindset find their innovations more sustainable and widely adopted.

Mini-summary: Frame change as opportunity, not correction, to ensure acceptance and long-term success in Japan.

Why is leading by example so powerful?

Cohen believes visible hard work is the strongest form of influence. He often works longer hours or stays over weekends to solve problems, so that by Monday, issues are already resolved. This behaviour sets a powerful standard and inspires loyalty.

In Japanese companies, leadership is often judged by action rather than words. When employees see their leader working harder than anyone else, it reinforces commitment. As seen in industries from manufacturing to hospitality, leaders who “walk the talk” earn deep respect and cultivate long-serving teams.

Mini-summary: Leading by example—through visible hard work—creates natural influence and inspires long-term loyalty in Japan.

Conclusion: What defines effective leadership in Japan?

For Richard Cohen, effective leadership in Japan is defined by humility, patience, respect, and responsibility. Success comes not from commanding obedience but from creating an environment where people feel safe, respected, and empowered to contribute. His philosophy mirrors timeless Japanese values of harmony, group consensus, and continuous improvement—principles that global leaders can apply to succeed in Japan today.

Podcast Host Credentials

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.

He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).

Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.