{"version":1,"type":"rich","provider_name":"Libsyn","provider_url":"https:\/\/www.libsyn.com","height":90,"width":600,"title":"281 Accountability In Your Team","description":"Q: Why do dynamic leaders often struggle to listen well? A: Because they\u2019re focused on making things happen. They drive decisions, push through obstacles, and can turn conversations into monologues rather than dialogues. Mini-summary: High drive can crowd out listening. Q: Why can this become worse in Japan? A: Getting things done in Japan can require extra perseverance, especially for entrepreneurs and turnaround leaders. The \u201cpush hard\u201d style becomes the default operating procedure. Mini-summary: Japan\u2019s hurdles can reinforce a push-only habit. Q: What\u2019s the hidden cost of poor listening? A: Opportunity cost. Vital information isn\u2019t being processed when a leader is only pushing out and not drawing insight in. Missing subtle clues, hints, and references can block chances you never notice. Mini-summary: Poor listening quietly denies you opportunities. Q: How does low self-awareness show up in these leaders? A: They miss the signals in the room. They don\u2019t notice the listener\u2019s frustration at being hit with energy, passion, and commitment that may be far more interesting to the speaker than the audience. Mini-summary: If you can\u2019t read the room, you can\u2019t adjust. Q: Why is listening a leadership \u201csales\u201d skill? A: Leaders are selling a vision, direction, culture, plan, and values. \u201cSelling isn\u2019t telling.\u201d If you steamroll people, you may get surface agreement, but you won\u2019t get genuine buy-in. Mini-summary: Influence requires dialogue, not domination. Q: What should leaders do instead of steamrolling? A: Slow down and ask questions. When the other person can contribute, it becomes a dialogue and you gain new perspectives. You also build the relationship by showing respect. Mini-summary: Questions create engagement and learning. Q: What happens to staff when leaders do all the talking? A: Staff are trained not to contribute. They become passive and wait for the next \u201cfeeding session\u201d from the boss, rather than taking ownership and offering ideas. Mini-summary: Over-talking trains passivity. Q: How do you rebuild contribution and trust? A: Make questioning a consistent operating procedure, not a one-off. Staff need to see the pattern repeated before they risk speaking up. Your reaction is critical: if you cut them off or dismiss them, they\u2019ll go quiet again. Mini-summary: Consistency and respectful reactions unlock opinions. Dr Greg Story, Ph.D. in Japanese Decision-Making, is a veteran Japan CEO and trainer, author of multiple best-sellers and host of the Japan Business Mastery series. He leads leadership and presentation programmes at Dale Carnegie Training Tokyo. ","author_name":"The Japan Business Mastery Podcast By Dale Carnegie Training Tokyo Japan","author_url":"http:\/\/japanbusinessmastery.libsyn.com\/website","html":"