Leadership. Recognizing those who have it. And those who don’t.

This past weekend was in many ways a highly positive and even healing two days for me.

Friday I was honored to assist in a small way two wonderful people – Paul Guilfoile, Managing Director at Modo Group Japan, and Chuck Olson, President of Goldspan Japan (fruit importer) http://bit.ly/hgifGD . Paul and Ted Skillman have been driving trucks up to Tohoku with relief goods, and Chuck arranged a full pallet of fresh fruit (paid for out of his own pocket).

Although still a bit chilly, the weather was clear and sunny, and the cherry blossoms were blooming. Saturday afternoon and evening I followed my own advice from a previous blog http://bit.ly/e5w1eA  “to go out and have a good time with … friends and families, prime the economic pump by spending on food and drink…” We enjoyed the Sakura along the river in Nakameguro and we certainly primed the pump. Many of the street pub staff were wearing “Ganbare Nihon/Pray for Japan” T shirts and buttons. I bought the button.

Sunday evening found us in a Shibuya club venue where George Williams, and Taro Furukawa along with InterFM hosted a charity concert for the benefit of the people who have suffered during the Tohoku earthquake and tsunami crisis http://bit.ly/gdGKNN . George and Taro collected donations for the Japan Red Cross, and others collected separate donations for a truckload of badly-needed goods mainly for the kids in Ishinomaki. Timo Budow will be driving the truck up this Weekend.

These are but a few of the many wonderful people taking leadership and initiative to contribute in whatever way they can and support the unfortunate victims of the 3-11 disasters. They are not the ones who disappeared when the earth shook. They – and many others like them who did not turn tail and run when there was a crisis deserve to be in the leadership function as they fully realize their actions affect not only their own families, but also the families of all their employees.

Most of the best leaders – Japanese and non-Japanese – across a broad range of industry sectors are in Japan right now, rebuilding where necessary, and repositioning as appropriate to maximize the benefit to their customers, their employees, and to their businesses. Some left the country to take their families, particularly children, to places they could feel comfortable. But they ensured their employees were given the same opportunity to care for their families. They immediately came back to Japan to lead from the front. Good for them!

Last week I had dinner with the Japan head of a major global corporation that has top Japan market share in a very expensive (JPY10 million++) and highly sophisticated medical instrument. After the disaster demand from hospitals all around the country skyrocketed. He immediately implemented an emergency policy to provide the instruments and the materials required to operate them free of charge for the “duration”. No strings attached.

He is a westerner, has been living in Japan several decades, and instinctively knew that emergency rooms MUST have this equipment available without the usual red tape and without concern over when/how to pay. As a businessman and strategist he also knew that now matter whatever the short-term negative financial impact would be, those hospitals, their doctors, and their patients will never forget that they got what they needed, when they needed it, with no questions asked. It was the classic “social contract” at its best.

Did this man show strength, leadership, courage, compassion? Did he redouble the respect from his Japanese colleagues both in the company and in customers? Of course he did.

At the same time did he multiply the respect and standing of his company and their brand in the community? And create an opportunity for his company to prosper even more once the pain and suffering has subsided? I think so.

Last week I also had lunch with another senior European businessman – a banker - who has been here a long time. Not only did he NOT flee the country, he has been highly vocal in expressing his displeasure to the many journalists approaching him. Vocal about how many of those same journalists have been over-sensationalizing the situation in Tokyo, vocal about how his embassy literally relocated from Tokyo to Osaka, and vocal about how many of his countrymen immediately retreated from Japan leaving their colleagues behind. Some of them are trickling back, others may not return.

These and many, many others, each in their own way, have consistently demonstrated what they are made of, and what real leadership is about. No panic, no drama, no fanfare, no whining, no showboating. Just quietly and effectively getting the job done under extraordinary conditions.

Forget about the rest, these are the people I want by my side when the going gets tough.