Pulling rank on people is clearly the fastest and easiest way to get people to fly straight and do what we want. It is also a very dangerous choice in Japan in an era when the demand for people is so strong and the supply so limited. Mobility today means people have choices. If you are not interested in what they have to say or their ideas, they will jump ship to somewhere they think they will be better appreciated. The problem is their ideas are rarely much chop. They don’t have the experience, sufficient information, enough understanding of the context or the weight of responsibility on their shoulders if it doesn’t work. In a busy boss life, the simplest thing is to tell them “that won’t work” and just keep moving forward because there is so much to do.

Here are some human relations principles we can employ to do a better job in our communication with our people.

1. The only way to get the best of an argument is to avoid it. This sounds a bit counterintuitive. Does it mean I just fold and let them have their way? Not at all. However we know that people rarely yield once they get into an argument and graciously accept our viewpoint. Rather they have their ego wrapped up in what they are saying and they won’t let go, so they just keep arguing with us. Our best response is to not respond in kind and try a different track.

2. Show respect for the other person’s opinion – never say you are wrong. This is a red flag to a bull. One of my trigger words is to be told “no” and another is “you are wrong”, which is basically the same answer. We have to learn to disagree in a way which maintains the relationship. Telling people they are wrong isn’t going to help with that aim. Whenever the urge seizes you to tell others they are wrong resist the temptation.

3. If you are wrong, admit it quickly and emphatically. Leaders have ego, position power, pride and status and admitting we are not perfect is not easy for us. If we admit it won’t we be eroding our power? That fear is fair enough, but what we will find is that by giving up the God mantle and admitting we are human makes it easier for our team to emphasise with what we are trying to do. The secret is all in the communication of how we admit we are wrong.

4. Begin in a friendly way. This sounds easy except when we are busy, harassed, pressured and under the gun we forget this part. We bring our businesslike self to the conversation rather than stepping back and thinking about first impressions for this conversation.

5. Get the other person saying “yes, yes” immediately. Manipulation was the first thing which sprang into my mind when I heard this Principle. That obviously is a losing proposition. What is meant here is that our communication skill is operating at a very high level. We package up the idea and do it in such a way that the other person finds themselves in agreement. This is a high level of communication skill and takes a lot of practice, but it works well when done correctly.

6. Let the other person do a great deal of the talking. Leaders love to talk. They love to hog the limelight and dominate the conversation because they are such amazing individuals. Rather by giving the floor to others they in turn will feel appreciated and valued. We already know what we know, so this also invites the opportunity for us to learn things we actually don’t know and broaden our perspectives.

7. Let the other person feel the idea is his or hers. Sounds like more manipulation, but it isn’t. We remember that Socrates was famous for getting people to go deeper in their thinking by asking a series of questions which drove the quality of their understanding. This is the same idea. We communicate in such a way that the other person self-discovers the same thinking that we came up with and now we are in perfect agreement.

As the leader we can always do better and usually, it is our poor communication ability which leads us into trouble. By changing our approach and how we express ourselves we will have much more impact on getting others to follow us. Brute force is not going to work in Japan anymore, so we need better tools.

You really appreciate the importance of brand, when you see it being trashed. Companies spend millions over decades constructing the right brand image with clients. Brands are there to decrease the buyer’s sense of risk. A brand carries a promise of consistent service at a certain level. Now that level can be set very low, like some low cost airlines, where “cheap and cheerful” is the brand promise. Another little gem from some industries is “all care and no responsibility”. At the opposite end are the major Hotel chains. They have global footprints and they want clients to use them where ever they are in the world. They want to be trusted that they can deliver the same level of high quality. There are plenty of competitors around, so the pressure is on to protect the brand.

When you encounter a trusted brand trash their brand promise, it makes you sit up and take notice. When I arrived at the Taipei WestIn Hotel check-in I was told there were no rooms ready. I asked when a room will become available. The young lady checking me in, tells me she doesn’t know.

I ask her for the name of the General Manager. This is where it gets very interesting. Her response - stone motherless silence. Not one word in reply. Nothing! So I asked again. More total silence. I elevated the volume of my request to try and illicit a response. More pure silence. This low level of client service has now morphed across to the ridiculous zone. Finally I get a whispered “Andrew Zou”.

So what am I thinking now? Wow, this Andrew Zou character is a lousy General Manager, because his staff are so poorly trained. There is no room ready for me and no indication of when it will be ready, so in that great Aussie tradition, I head for the bar and wait.

Any number of things can go wrong with the delivery of a product or service. We all understand that. The problems arise when our client facing team members are not properly trained in how to deal with these issues. Hotels have guest complaints all the time, so they should be absolute gold medal winning, total geniuses at dealing with them. This would have to be a key area of training in that industry. The poor training is a direct result of poor leadership. If the leaders are working well, then the staff service levels will be working well.

The Westin brand is global and I have stayed in a number of their properties in Asia. The Taipei property was killing their global brand and that is an expensive thing in the world of cut-throat competition amongst leading Hotels.

From this experience, I realized that I need to be very vigilant about the service levels in my own company. Are we fully geared up for trouble, should it arise? How do we protect the brand across 220 locations worldwide? Can people get to me easily if there is a problem? Are we doing enough training in client complaint handling? The Westin Taipei leadership did a poor job. We should go back a take a long hard look at our own operations. We may be incorrectly assuming things are working, when they may not be functioning properly. We have to protect the brand at every touch point with the clients. That is the job of the leadership team, starting with the boss.