Leadership Success Formula For Japan   In most Western countries we are raised from an early age to become self-sufficient and independent. When we are young, we enjoy a lot of self-belief and drive hard along the road of individualism. School and university, for the most part, are individual, competitive environments with very little academic teamwork involved. This is changing slowly in some Universities as the importance of teamwork has been re-discovered. However, for the most part, it is still a zero sum game, of someone is the top scholar and some are in the upper echelons of marks received and others are not. This extends into the world of work where the bell curve is used to decide who are the star players, who are in the middle and who at the bottom are going to be fired.   The modern world of work though demands different things from what we have had in the past. The sheer volume of information available is mind boggling. When I was at University, your world of knowledge was what was on the shelves of the stacks in the University library or other libraries in town. There was a physical card index system to help you find information, although browsing book spines was the fastest method of locating relevant tomes. Today, we have the entire holding of libraries digitized and available for discovery through advanced search tools. We have search engines like Google, Yahoo, Wikipedia and YouTube to help us find what we need to know.   There are powerful publishing platforms like Facebook, Twitter, LinkedIn, Instagram which floodlight information to us, using crowd sourcing of knowledge. We have email connecting us globally 24/7, we have video recordings, live streaming of events, podcasts etc., all drowning us in information. My 16 year old son’s generation will have to learn how to swim in the floodtide of data, how to analyse, synthesise, select only what is relevant, reliable and credible. Voice commands will replace keyboards and AI will speed up the process of access.   Even the single, most powerful, savant cannot withstand this data flood, cannot keep up with the publishing platforms, cannot do it all alone. Teamwork, the distribution of labour based on finite specialties, crowd sourcing of information and ideas becomes a must. Most leaders were not raised in this maelstrom of confusion and over reaching and struggle just to keep up. We were more or less able to have a superior grasp of subjects, better information than our followers, expert authority and greater specialisation to justify us being the boss. Today, we cannot know it all or do it all by ourselves.   In any boss/follower situation, as you climb the ranks you get further and further away from the coalface and have to live the market reality absorbed by osmosis from your people. The flood of information makes that imperative even more pressing. The problem is are you and the other leaders in your organisation, any good at coalescing the team’s total power? Are those at the top able to develop people further to make them highly valuable experts supporting the growth of the enterprise?   In Japan, the middle management echelon has been crushed by technology, too much data and the democratisation of data challenging their position power. Further, the speed of modern business is being propelled forward in asteroid catching slingshot mode, by instant communications and the widespread flattening of layers in organisations. In Japan, the gradual rise through the ranks, where you were coached by your bosses up the corporate rungs, until you got into a leadership position has been collapsed into only a few rungs today. Your erstwhile bosses had the time to develop their people. Today, be you expat or local, you as the boss in Japan, don’t have any time.   You keep adding spinning plates to be kept in motion, as you flit from meeting to meeting, interspersed by deluge email, relentless social media and phone calls on your mobile at any hour of the day. Your “coach