If you lead in Japan, you are directly responsible for developing the people under you. This is not a nice-to-have or an HR function—it is a fundamental measure of whether you are succeeding as a leader. Your subordinates’ growth, their advancing capabilities, their career progression—these reflect your leadership.
When they succeed, you share credit. When they fail to develop, you bear responsibility. The senpai who does not teach the kohai has failed.
The manager whose team members do not advance is not doing the job. Part of your legacy is the capable successors you produce. You are not just achieving results through people; you are building the people who will achieve results after you.
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