Should the Leader Concede?

Balancing strength and flexibility in leadership in 2025

Leaders are often told to “never surrender” and “winners don’t quit.” At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when?

Why are leaders expected to be both tough and flexible?

Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms.

In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen(continuous improvement). Leaders must embody both, choosing when to persist and when to pivot.

Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen(improvement) highlight this dual demand.

Why do most people avoid leadership roles?

Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, “Leading is easy. It’s getting people to follow you that’s hard.” Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism.

In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress.

Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare.

Why is delegation so difficult for leaders?

Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge.

Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others.

Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team.

How should leaders balance authority with openness?

Many leaders mouth platitudes about “servant leadership” or “management by walking around.” In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input.

In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority.

Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty.

Can conceding actually make leaders stronger?

Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don’t know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches.

In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn’t mean surrendering; it means being smart enough to choose the best path.

Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don’t know everything.

How can leaders develop flexibility without losing authority?

The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives.

Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today’s unpredictable business environment. By selecting the best ideas—whether theirs or others’—leaders strengthen both their authority and their team’s performance.

Mini-Summary: Flexibility doesn’t erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams.

Conclusion

Leadership is not about rigidly holding the line or constantly conceding. It’s about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times.

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 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.