Previously Alan was Executive Advisor, Nikkei; Chief Commercial Officer at Exceedo; Head of Asia, Pearson, President and Representative Director Pearson Japan; Director of Client Services and Marketing Phoenix Associates; Director Asia, Soshigakuen Group; Director and COO Metropolis Japan. He has a BA in International Relations from Victoria University, Wellington.
Summary
Alan Malcolm provides key insights into leadership, shaped by his extensive experience in Japan’s business environment. Malcolm’s leadership philosophy revolves around building trust, understanding individual motivations, and balancing the expectations of both local teams and global headquarters.
Malcolm emphasizes the importance of earning trust, both from his team and senior management. He describes leadership as a process of aligning corporate goals with individual motivations, ensuring that employees feel engaged and valued. He highlights that different cultures have distinct drivers: Western employees may be more motivated by financial rewards and career progression, while Japanese employees often prioritize team success, stability, and recognition. Understanding these nuances has helped him bridge cultural gaps and manage teams effectively.
A crucial challenge Malcolm faced was transitioning from being a team member to a leader. He admits that early in his career, he tried to be liked by everyone, avoiding difficult conversations. However, he later realized the need to make tough decisions while maintaining relationships. He learned to balance accountability and empathy, ensuring that both corporate expectations and team needs were met.
Malcolm also stresses the importance of authenticity and consistency. He believes that leaders should be the same person in all situations, avoiding drastic changes in behavior depending on their audience. This consistency builds credibility and trust within the team. He also practices transparency, openly sharing corporate goals and personal feedback he receives from senior leaders. By doing so, he demonstrates vulnerability, which he believes strengthens, rather than weakens, leadership.
One of Malcolm’s key strategies is fostering engagement by actively listening to his team. He encourages employees to contribute ideas by providing structured frameworks rather than dictating solutions. He has learned to ask thought-provoking questions that prompt deeper thinking, rather than imposing his own answers.
Regarding cultural adaptation, Malcolm advises new leaders in Japan to immerse themselves in the environment rather than relying on outdated business stereotypes. He advocates for learning the language, engaging with local employees, and integrating into the community to build credibility and effectiveness as a leader.
Ultimately, Malcolm defines leadership as making decisions and developing people. He believes a successful leader provides the necessary structure, support, and vision while ensuring that the team is motivated to achieve common goals.
