Peter Jennings - President of Dow Japan and Korea

“this job is really primarily a people job”

“if you get the right people, you don’t have to spend a lot of time micromanaging; get out of their way and let them do their thing”

“you have to be the type of boss that people are not afraid to bring bad news”

“you all have everything you need to be successful at Dow”

“if you treat Japanese people with integrity, trust, respect, like you would want to be treated like anywhere else in the world, you’re going to be fine”

Brief Bio

Peter Jennings is President of Dow in Japan and Korea, overseeing a multi-billion-dollar business and thousands of employees across both markets. He joined Dow as an attorney and spent twenty-seven years in legal roles before being unexpectedly tapped for senior business leadership. Before moving to Japan in 2012, he served in Hong Kong as general counsel for Dow Asia Pacific and later returned to the United States for several senior assignments. His transition from legal counsel to country president reflects a career shaped by adaptability, deep institutional knowledge, and a strong people-first philosophy. In Japan, he became Dow’s longest-serving president in the market’s history, leading cultural renewal, leadership development, diversity initiatives, and a more open, internationally minded operating model inside a long-established Japanese organisation.

Narrative Summary

Peter Jennings presents a compelling case that leadership success in Japan does not begin with technical mastery, perfect language, or rigid adherence to stereotype. It begins with trust. When he arrived in Japan in 2012, one year after the Tohoku earthquake, he came not as a traditional commercial operator but as a long-serving Dow lawyer with deep corporate knowledge and international experience. That unusual path could easily have created distance between him and a highly experienced Japanese leadership team. Instead, it became an advantage because he did not arrive pretending to know everything. He arrived listening.

His early approach was simple and disciplined. He met leaders individually, asked about their biggest issues, wrote everything down, and focused on how he could help. In a market where nemawashi, ringi-sho, consensus-building, and careful internal alignment still shape decision-making, that restraint mattered. Rather than impose a foreign leadership template, Jennings worked to understand how trust and respect are earned locally. He recognised that formal authority in Japan means little unless people feel safe enough to speak candidly.

Over time, the proof of progress was behavioural. Senior staff started challenging him privately after meetings. Employees began dropping by for coffee or lunch. More importantly, people brought bad news earlier. For Jennings, that was a decisive signal of culture change. He argues that if people fear punishment, information gets buried. In a high uncertainty avoidance environment, leaders must reduce the interpersonal risk of honesty before they can improve decision quality. That is where leadership and decision intelligence meet: better outcomes come from better information flow, not louder authority.

He also reshaped the leadership bench. Over several years, Dow Japan moved from a more traditional senior male model towards a younger, more diverse, bilingual, bicultural team. Jennings takes particular satisfaction not in personal advancement but in seeing talented people, especially women, promoted into larger roles. He frames leadership as removing obstacles, securing resources, and backing capable people rather than controlling them. That is a significant shift away from hierarchical supervision and towards empowerment.

Another major insight concerns engagement. Rather than accept low survey scores as a fixed Japan problem, Jennings replaced abstract annual questionnaires with thirty small-group focus sessions built around four direct questions. This surfaced practical barriers that a standardised survey missed. In effect, he moved from broad sentiment tracking to grounded organisational sensing. That approach resembles a more human version of modern management tools such as digital twins or data-led diagnostic systems: the aim is not data volume, but usable insight.

Jennings remains optimistic about Japan’s future because he sees a new generation less constrained by inherited conventions. He believes many younger professionals want accelerated careers, global exposure, flexibility, and merit-based opportunity. His lesson is clear: leadership in Japan works best when it combines respect for consensus with encouragement for initiative, local sensitivity with global openness, and humility with conviction.

Q&A Summary

What makes leadership in Japan unique?

Leadership in Japan is shaped by context more than cliché. Jennings suggests the distinctive challenge is not that Japanese teams are uniquely difficult, but that trust must be earned carefully and consistently. Consensus matters, and leaders must respect the logic behind nemawashi and ringi-sho rather than dismiss them as slow. People observe behaviour closely before deciding whether a leader is safe, credible, and worth following. Titles alone do not create followership. In practice, leadership in Japan requires patience, consistency, and a visible commitment to fairness.

Why do global executives struggle?

Many global executives struggle because they arrive overconfident or over-programmed. Jennings argues that outsiders often assume prior Asia experience transfers automatically into Japan. It does not. Japan requires a different cadence, especially around rapport, internal alignment, and decision support. Executives also fail when they underestimate how long trust-building takes. Jennings says it took two to three years before he felt his influence had truly taken root. Leaders who expect quick wins often misread silence as agreement and hierarchy as commitment.

Is Japan truly risk-averse?

Jennings does not deny caution exists, but he reframes the issue as uncertainty rather than simple risk aversion. In environments with strong uncertainty avoidance, employees can hesitate because the social cost of error feels high. That does not mean they lack ambition or imagination. It means leadership must lower the penalty for speaking up, experimenting, and surfacing problems. When employees believe bad news will be handled constructively, innovation becomes more possible. The issue is less about national character and more about psychological safety.

What leadership style actually works?

The style that works is people-centred, transparent, and supportive. Jennings repeatedly returns to one principle: leadership is a people job. He believes leaders should ask good questions, listen well, help teams secure resources, and avoid micromanagement. They should also model openness by welcoming challenge and by rewarding honesty instead of punishing it. This style aligns well with consensus cultures because it does not destroy harmony; it strengthens it through trust. Effective leaders also create points of light by visibly backing talented people into bigger roles.

How can technology help?

Technology can support leadership, but it cannot replace human judgment. Jennings’ critique of standard engagement surveys shows that data without context often misleads. Better systems should improve signal quality, not merely produce dashboards. In that sense, tools associated with decision intelligence, workforce analytics, or even digital twins of organisational processes can help leaders identify bottlenecks, bias, and friction. Yet Jennings’ own example shows the real breakthrough came from direct conversation. Technology is most useful when it sharpens listening rather than substitutes for it.

Does language proficiency matter?

Language proficiency helps, but Jennings suggests it is not decisive. He openly acknowledges not speaking Japanese, yet built credibility through authenticity, gratitude, and respectful conduct. He believes leaders can succeed without perfect language if they behave with integrity, remain accessible, and work through strong local talent. Language matters less than whether people believe the leader is genuine, fair, and willing to learn. Cultural arrogance is far more damaging than imperfect fluency.

What’s the ultimate leadership lesson?

The ultimate lesson is that people rise when leaders combine belief with opportunity. Jennings insists that employees already possess the education and ability to succeed; what often separates performance is confidence, encouragement, and the chance to act. Great leadership in Japan is therefore not about overpowering culture but about unlocking potential within it. When leaders blend respect, transparency, empowerment, and resilience, they create an organisation where people are willing to speak, grow, and lead.

Timecoded Summary

[00:00] Peter Jennings explains his unconventional path to leading Dow in Japan and Korea. After twenty-seven years in legal roles, including time as general counsel for Dow Asia Pacific in Hong Kong, he was unexpectedly asked to become president in Japan. He arrived in spring 2012, one year after the earthquake, and eventually became the longest-serving Dow Japan president in the company’s history there.

[05:20] He reflects on the scale of the transition, from legal counsel to running thousands of employees and a multi-billion-dollar business. Rather than pretend expertise, he relied on institutional knowledge, common sense, and a willingness to ask for help. His core belief was that leadership in Japan would succeed only if he listened carefully and learned from experienced local leaders.

[12:45] Jennings describes his early trust-building process. He met leaders individually, asked about their biggest problems, and looked for ways to remove obstacles. He says it took two to three years before he felt he was truly having an impact. Key proof points included senior team members challenging him privately, employees dropping by informally, and people bringing concerns to him earlier.

[20:10] The conversation turns to culture and communication. Jennings stresses that bosses must never punish people for bringing bad news. In Japan, where employees may be especially reluctant to expose mistakes or challenge superiors, leaders must make honesty safe. He argues that respect and trust must flow both ways if communication is to become candid and productive.

[28:40] He discusses talent, especially the importance of developing younger, more diverse, bilingual leaders. Over time, Dow Japan’s leadership bench changed significantly. Jennings says one of his greatest satisfactions is seeing high-potential people, including women, win bigger roles and succeed. He sees this as a stronger leadership legacy than personal advancement.

[36:15] A major segment focuses on employee engagement. Frustrated by recurring global survey results that failed to explain Japan’s reality, Jennings replaced the standard approach with thirty focus groups. He asked every employee four direct questions about whether they liked working at Dow, whether they understood strategy, what kept them up at night, and what would help them be more productive. The result was more actionable insight and clearer organisational diagnosis.

[45:30] Jennings also talks about empowerment and access. Dow’s culture, he says, allows employees to raise ideas beyond formal hierarchy. While this may feel bold in Japan, he believes younger professionals are increasingly willing to act on merit rather than simply defer to status. He is optimistic that generational change will continue to reshape Japanese corporate life.

[54:00] In closing, he offers advice for foreign leaders coming to Japan: ignore stereotypes, act with gratitude, and treat the posting as a privilege. Respect, authenticity, and encouragement matter more than theatrics. His final message is that Japanese professionals have enormous potential, and when given confidence and equal opportunity, they can thrive at the highest level.

About the Author

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 also 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).

In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan’s Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.