"If you feel you should say something, shut up for a little while and work out what's going on."
"Leadership starts with humility, respect, and the ability to listen to people."
"Always avoid saying, 'I'm bringing this in because something's not quite right.' That doesn't work."
"If you're at the top, you take responsibility for just about everything that happens."
"Work harder than everybody else, but let others feel instrumental in getting the job done right."
Previously Richard was a Mining Engineer at Bougainville Copper Limited, an Engineer – at his Father-in-law's Metallurgical Company, Toyama, Japan, Founder & Design Engineer – Independent Export Engineering Business
Richard's leadership philosophy is anchored in respect, humility, and patience—qualities he views as essential for building trust and inspiring loyalty, especially in Japan. He believes that small, deliberate actions carry more weight than grand declarations. For example, he stresses the importance of learning simple but culturally significant greetings, using them at the right moments to establish rapport and credibility. These small demonstrations of cultural understanding, he argues, can open more doors than technical expertise alone.
Patience is another defining element of his approach. He warns against rushing to impose solutions, even when the answer seems obvious. In his experience, prematurely interrupting discussions or pushing for immediate action often backfires in the Japanese context. Instead, he advises allowing everyone to have their say—even if it means revisiting the same points multiple times—because it preserves harmony and ensures that when action is taken, it is supported by the group. This measured pace, though slower, builds stronger alignment and avoids alienating colleagues.
For Richard, leadership is also about creating an environment where problems are addressed collaboratively rather than through blame. When issues arise, he prefers to spend time alongside the people directly involved, observing their work and experimenting with alternative approaches himself. This hands-on troubleshooting not only leads to better solutions but also signals to the team that leadership is invested in the outcome. By shouldering responsibility and avoiding public criticism, he fosters an atmosphere where people feel safe to speak up and contribute ideas.
Empowerment is built into the structure of his business. Sales performance, for example, is measured relative to the specific customers each salesperson manages, rather than through blanket volume comparisons. This ensures fairness, keeps competition healthy, and allows team members to focus on improving their own accounts rather than comparing themselves to colleagues with very different portfolios. It also encourages voluntary problem-solving: rather than being told they are underperforming, salespeople often self-identify areas for improvement and seek guidance.
Richard also understands the importance of leading by example. He believes that working harder than anyone else—and being seen to do so—creates a natural influence that doesn't require constant enforcement. When necessary, he will stay over weekends to fix a problem so that it's resolved by Monday morning, demonstrating commitment and setting a standard for others.
He cautions leaders against framing change as a correction for something "wrong," as this creates resistance and defensiveness. Instead, he introduces new initiatives as opportunities to build or improve, inviting others to shape and adapt them. This gentle but purposeful approach helps innovation take root without undermining existing practices.
Ultimately, Richard defines leadership as the ability to guide others toward shared goals without undermining their dignity or sense of contribution. In his view, success comes not from commanding obedience but from inspiring people to feel that they own the results. By combining cultural sensitivity, patience, and a genuine willingness to share credit, he has built a loyal, long-serving team—proof that in Japan, trust and respect are the true
