Cooori Japan Co., Ltd

At Cooori, I was brought on as the company's first Customer Success hire, and championed the transition to a customer-centric organization. I developed SQL queries to analyze user data and trends, identified key metrics for success, developed tools in Jira and Zoho to monitor and engage along the entire customer journey, and communicated feedback with internal stakeholders for improved customer experience and learning efficiency.

1: Employed a digital, 1:many approach to provide a scaled but personalized experience that resulted in a 126% improvement in time to value and a reduction in churn from 7% month-over-month to 1.3%.

2: Developed webinars, email campaigns, FAQs, and other resources to educate, empower, and deliver value for clients.

3: Collaborated closely with other teams as the voice of the customer to incorporate fundamental improvements into the product. The resulting change in NPS was +50 points, with end users spending 15% more time in the product.

4: Built the CRM for coordination between Customer Success, Sales, and Marketing, as well as all dashboards to measure and act on the health of end users. MRR increased to 26%.

Director of Customer Success

Alpros

Promoted to Director in July, 2016, and was responsible for the total success of the business.

1: Instituted Salesforce CRM for improved monitoring of and communication with customers throughout the customer journey. Join rate increased to 82% of prospective contracts.

2: Increased revenue by 25% through new enrollments and opportunities for cross-sells and upsells.

3: Analyzed all customer data for improved lead qualification, resulting in coordinated marketing campaigns and an increase of 20% in inquiries; 66% in prospective customer visits to the training facility.

4: Mapped out the sales process to automate tasks and institute best practices The improved operational efficiency resulted in a 50% average increase in active customer load per sales representative per month, without sacrificing quality, customer experience, nor lifetime customer value.

Director

Developed, directed, and evaluated all programs and course content at the company training facility, as well as offsite businesses and universities. The intensive programs prepared students for professional growth domestically and/or internationally. Course content incorporated a personalized philosophy, and was developed based on individual needs and customer value drivers.

1: Improved total customer experience through customer value drivers and weighted importance per course.

2: Formulated customer profiles via demographic, psychographic, and behavioral characteristics, applied these profiles to weighted value drivers, and instituted appropriate changes for program improvement and success.

3: Increased recurring revenue by 45% and lifetime customer value by approximately 15% by identifying key metrics and analyzing data. 

4: Provided leadership, management, and support for 50+ teachers and trainers. Hiring, training, and professional development key responsibilities for the continued growth and success of the business.

5: Proactive administration and empowering management style led to 96% employee retention rate and improved customer success.

Academic Director

Universities & Businesses

Provided specialized courses at top-tier universities in the Tokyo area. These courses focused on academic reading, writing, and listening; business English; TOEIC; TOEFL; and other English-for-Special-Purposes courses.

+ Tokyo International University
+ Gakushuin University
+ Rika University
+ Kanagawa Institute of Technology

I further was contracted with various businesses during this time to provide hybrid programs that mixed language learning and professional training which included, but was not limited to, presentation skills, meeting skills, and management & leadership training.

+ Altera
+ Kirin
+ NEC
+ Nihon Cochlear
+ Sojitz
+ Starbucks Japan

Instructor and Corporate Trainer

Zenken株式会社／Zenken Corporation

At Zenken Corporation, my responsibilities focused on the development and implementation of all curriculum and coursework for schools nationwide. Accompanying training programs, staff development, and cross-team collaboration served as equally important secondary duties.

1: Oversaw from concept to completion all curricula. This included the planning, testing, and integration of new courses totaling in excess of 200 hours.

2: Decreased cancellation rates of new students by 52% through accompanying training consistent with strategic goals. The training programs provided core teaching skills for new hires to advanced theory and technique for experienced educators. Monthly workshops were also conducted for other teams to address market demands.

3: Improved the feedback loop which raised re-enrollment rates of existing students by 37%. This improved customer satisfaction and allowed the organization to more quickly and accurately address customer needs.

4: Decreased the required preparation time and increased class load of teachers by 25% through the standardization of curriculum, as well as increased training and quarterly observation/feedback sessions.

National Curriculum Manager

Hi! And welcome to my very small corner of Linkedin!

Let me start with my core philosophy: The selfish should not pursue a leadership role.

Sorry to begin on such a negative note, but I feel passionate about the responsibilities and skills required for effective leaders to build high-performing and happy teams.

If you aren't willing or capable of lifting others up, then you won't truly find joy or satisfaction in such a rewarding role.

The best leaders:

🚀 Engage
🚀 Educate
🚀 Empower

These have served as my north stars for 20+ years with a variety of teams. Whether it's been leading Customer Success, Curriculum Design, Sales, or other teams, every action taken has fallen into these categories.

1️⃣ North Star: Engage
A happy team is an engaged team. A positive, inclusive environment allows each person to feel connected, motivated, and valued.

2️⃣ North Star: Educate
There must exist a culture of continuous learning. New skills and knowledge prepare the team to meet both current and future, unforeseen challenges.

3️⃣ North Star: Empower
Individuals should have the autonomy and trust to solve hard problems. Provide the right knowledge, tools, and support for them to own outcomes.

When you facilitate all three, you win together.

So if any of the above sounds interesting or valuable, let's talk!

__________

Here are four more random facts about me:

➡️ No matter my role - designing courses, teaching at universities, leading teams, or running a startup - there has always been a singular focus on delivering value and seeing others succeed.

➡️ Most people call me serious, supportive, and someone who tries to find the positive anywhere and everywhere. They would also say that I set very high expectations with my teams, but we also deliver.

➡️ Before taking on leadership roles and developing my business career, I was an aspiring author with a few short stories and articles published, even more unpublished, and half a novel completed.

➡️ I picked up the ukulele during the pandemic, but recognize that I am not musically inclined. That said, it's important to push yourself outside your comfort zone as frequently as possible.

Here's to team success!

10 signs of a problem person...


• They gossip.
• They steal credit.
• They hold grudges.
• They are know-it-alls.
• They kiss up and kick down.
• They practice blame avoidance.
• They create cliques and in-groups.
• They criticize everyone and everything.
• They have an overinflated sense of importance.
• They cause problems, then swoop in and fix them.

If you want to create a successful, high-performing team, you need to identify sources of workplace conflict. Any issues which are ignored or unnoticed, and so unresolved, get in the way of working together.

There might be unclear roles, confusion about responsibilities, or a lack of openness and honesty, just to name a few possible sources.

However, also consider interpersonal issues, which often serve as a major source of conflict in general.

And more specifically, also consider if there is a problem person. You cannot tolerate bad behavior.

PS. Have you experienced these 10 problems?

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Chris Cotter

As a leader, can I be kind?

Can I care about my people as people?

If you believe in...

• Being humble
• Putting people first
• Listening actively and deeply
• Setting goals together
• Valuing open, honest discussions
• Learning from failures
• Collective success
• Celebrating team wins

Then it's okay to struggle with...

• Being vulnerable
• Balancing people with KPIs
• Asking the right questions
• Aligning personal and corporate goals
• Welcoming difficult conversations
• Providing new challenges
• Asking for help
• Recognizing individual struggles

Because kindness and caring does not equal weakness. You show courage with vulnerability, difficult conversations, and requests for help.

There will be missteps. There will even be failures.

But true leadership comes not from your title, but from your heart.

So yes, you can be kind and care about your people. In fact, I recommend it.

PS. Do you know someone who leads with kindness? Tag them here!

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As a leader, you want a high-performing team.

So don't say...

🚫 "I'm the boss!"
🚫 "There's no time to show you how."
🚫 "I just need you to follow directions."
🚫 "Because that's not going to work anyway."
🚫 "And I'm really just too busy right now."
🚫 "Besides, this is how we've always done it."

And when there is a negative result: "I'm so disappointed in you!"

Your words carry so much power. They lift up, inspiring your team. They create a supportive, collaborative environment, where each person's ideas and experiences are valued. They empower.

Or they put down, creating an environment of doubt or fear.

When you use the above phrases, you:

• demotivate everyone
• crush creativity and ideas
• dismiss concerns and worries
• create a culture of quiet quitters

So instead, say...

✅ "I'm here to help!"
✅ "Let's figure this out."
✅ "Because I trust you."
✅ "So how can we make this work?"
✅ "I'll clear some time in my schedule."
✅ "We can always find ways to improve."

And when there is a negative result: "It's my fault!"

PS. Have you ever heard someone using these phrases at work?

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A promotion won't make you a leader... And it won't give you respect...

To become a true leader, here's what I believe!

Team success is a collective effort, not the result of one individual, eg. you. 

• Lose the ego.
• Ask for help.
• Genuinely care.

When you set ambitious goals, there will be setbacks and missteps. The team must recognize that they have your support through the ups and downs.

• Be comfortable with mistakes.
• Kindness doesn't mean weakness. 
• Set high expectations, but be supportive.

More information means better decisions, so be transparent. Be honest and open, even when the news is anything but positive.

• Communicate! Communicate! Communicate!
• Words must always align with actions.
• Don't succumb to toxic positivity.

Future possibilities should excite and inspire. Be sure that the team knows what they are working towards, and coach / guide so that vision comes to fruition.

• Share your vision.
• Celebrate wins.
• Train for tomorrow.

Don't confuse management or a titled position for leadership. So much more is required.

True leadership means people follow because of who you are, what you represent, and the result of 1000s of positive interactions.

So start today!

PS. Managers affect the mental health of the team, for better or worse. What's your impact?

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Small actions with near infinite ROI…


• Lose the ego.
• Say "thank you."
• Lead by example.
• Avoid the status quo.
• Celebrate calculated risk.
• Provide feedback and praise.
• Clearly communicate your vision.
• Share knowledge and information.
• Empower others to deliver their goals.
• Engage in active listening to understand.

As leaders, we must continually invest in the future success of our teams. But it's more than just providing training, coaching, and new challenges - all important must haves.

It's about building a team that feels supported, is ready and willing to collaborate, and can do their best work each day.

Easier written in a LinkedIn post than actually accomplished! But possible with repeated consistency day after day.

So here's the question: How will you invest in your team's success?

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How do you create a culture of continuous learning and improvement?

It doesn't happen by accident, and requires regular and repeated action.

Here's how I have created teams that keep on learning!

Read on to find out!!

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10 Actions for Continuous Learning

Do you lead with the head or the heart?

The most successful leaders...

• focus on more than targets and deadlines.
• see their team as more than tools.
• understand what is unsaid.

They incorporate the heart into their decisions. And it's essential.

💡 It's about cultivating trust.
💡 It's about team collaboration.
💡 It's about creating a supportive culture.
💡 It's about accepting mistakes and failures.

And it's not always easy to achieve, especially when the "hard" skills are so often prioritized.

However, no matter your experience in anticipating problems ahead... No matter your competence in setting strategy... No matter the perks you provide... 

Your leadership game isn't anywhere near the best it can be without also being an empathetic leader.

So how can you lead with the heart?

Start by...

Understanding yourself: You need to know yourself before you can support others.

Being authentic: Be honest and open, even when it's uncomfortable.

Being vulnerable: Admit that you are not perfect.

Running 1:1s: Listen and understand the challenges and hopes of each person.

Setting goals together: Create shared opportunities to win.

PS. How do you approach leadership, more with the head or more with the heart?

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I am a proactive Customer Success Professional with more than twenty years in building and implementing solutions for high client retention and expansion; in cross-functional collaboration that not just addresses client pain points but drives engagement; and in data-driven decision-making.

My proven ability combines vision, creativity, and strong business acumen to build teams, scale solutions, and align with short-term and long-term strategic goals. 

I am:

+ creative: There are no cookie-cut solutions in the customer success sphere.

+ an effective communicator: As a former educator, information delivery determined how quickly students grasped and utilized new ideas. Now I employ that spoken and written clarity whenever communicating with my clients.

+ empathic: Understanding the needs, problems, and frustrations of clients is critical.

+ able to assess successes, failures, and iterate: What should be repeated? What should be avoided? How should we iterate?

I thrive in environments where my 360-degree view of business provides immediate and measurable change, especially in startups. More importantly, I am passionate about exceeding the expectations and goals of my clients.

Customer Success Strategy | B2B  Saas | B2B2C
CRM Management | Support | Salesforce | Zoho
Cross-Functional Coordination | Communication | Operational Process Improvement | Customer Satisfaction
Strategic Planning | Problem Solving | Continuous Improvement
SQL | Data Analysis | Decision Making | JIRA
Leadership and Management | Mentoring | Recruitment and Talent Development

What are the "5 Whys?"

And how does a simple question solve problems?

TL;DR: When a serious problem arises, you ask "why" five times to reveal the root cause, unraveling layer upon layer until the core is exposed.

Although a relatively simple technique to understand and employ, the "5 Whys" provides us with the chance to discover new and powerful solutions. It pushes us to go deeper when solving problems, rather than accept the first or second idea.

For example, let's say an important client recently churned:

Q1: Why did client A churn?
A1: The client didn't feel enough value was gained.

Q2: Why wasn't there enough value?
A2: The client didn't consistently use the product.

Q3: Why didn't the client use the product consistently?
A3: The client missed key milestones during the onboarding process.

Q4: Why did the client miss these milestones?
A4: The client declined onboarding training.

Q5: Why did the client decline onboarding training?
A5: The client said it was too costly.

By using this technique, the team better understands the cause of the churn.

Going forward, solutions might be to offer onboarding for free because it's more costly to lose the customer than to provide training. Or it might be to offer some kind of tiered training, with a digital or 1:many option available for smaller clients. Or it might be to build in-product solutions such as popups or tutorials, thus eliminating altogether the need for costly training.

The "5 Whys" serves as an indispensable tool that I have used for targeted problem resolution. Complex problems can be dismantled, and the deep dive reduces the likelihood of acting on the wrong conclusions.

PS. What other problem-solving techniques do you use?

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New quarter, new start!

Today marks my 120th post since November 26th, the day I decided to embrace LinkedIn and see what possibilities might lie ahead.

There has been a lot to learn along the journey, and much more still to learn. However, the key joy has been in connecting with people. There has been so much genuine kindness and support.

And after these 4 months, I realize that there are so many new followers who may not know me.

So let's play a little self-introduction game...

• Read the 5 statements below.
• Four are true.
• But one is false!

👉 Can you find the lie?

1: 20+ years in Japan has been a happy accident. No matter my role - designing courses, teaching at universities, leading teams, or running a startup - there has always been a singular focus on delivering value and seeing others succeed.

2: Most people call me serious, supportive, and someone who tries to find the positive anywhere and everywhere. They would also say I'm sarcastic, something which doesn't come out in my writing here.

3: Before taking on leadership roles and developing my business career, I was an aspiring author with a few short stories and articles published, even more unpublished, and half a novel completed.

4: I picked up the ukulele during the pandemic and have become quite good. If only I could sing in tune, there might be a future here!

5: Improving my culinary skills is my weekend passion, ranging from elaborate beef Wellington to simple carbonara. I love cooking!

Check the comments an hour after the post for the answer!

PS. If you are reading this post, I invite you to reach out and connect or follow. Let's build a community that shares knowledge, ideas, and expertise along our respective journeys.

PPS. Do you have something exciting, funny, interesting, or surprising about yourself to share?

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If you want to be a better leader...

Ditch the ego!

Great leaders don't get hung up on position titles. They know that high-performing teams follow because they want to, not because they have to.

PS. Have you ever found it difficult to ditch the ego?

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Don't kill your team's culture!

Here are 5 culture killers and how to avoid them...

1️⃣ Secrets vs transparency

When leaders don't share knowledge, the team adheres to the status quo. They spend more time worrying and gossiping about the unknowns.

• Create a shared knowledge base
• Over-communicate
• Be honest

2️⃣ Competition vs collaboration

When the team works against one another, they don't share ideas, information, or resources. Best practices never get instituted because no one shares what works.

• Foster open, honest discussions in meetings
• Encourage async conversations in Slack
• Seek other's opinions

3️⃣ Pride vs humility

When pride enters the equation, individuals worry about mistakes and missteps. They avoid risk. Even worse, they gatekeep information which might lead to the success of others.

• Emphasize success as a collective effort.
• Ask questions and seek input
• Celebrate failures

4️⃣ Blame vs ownership 

Even worse than being overly proud, the team points fingers and shifts blame. Any semblance of a working relationship disappears when it's every person for themselves.

• Handle tough conversations quickly
• Admit your own mistakes
• Expect accountability

5️⃣ Rigid rules vs flexibility

There are many paths to reach a goal. When rules are followed blindly, individuals are not empowered to seek out new solutions. When they are micromanaged, they 

• Empower individuals
• Discuss a cadence for check-ins
• Set goals and milestones together

It's not just hard to fix a broken culture. It's also stressful and exhausting, and sucks any enjoyment out of being a part of the team.

Get it right before it gets broken. 

PS. What else would you add as culture killers?

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Do you find yourself saying "yes" too often?

Here's how I stopped...

I used to say "yes" to almost every request.

It was like a mantra: Yes. Yes. Yes.

Q: Can you run next week's training?
A: Yes, of course.

Q: Can you present user data to senior managers?
A: Yes, why not.

Q: We need a CRM. Can you lead this project?
A: Um... Yes?

On the positive side: Saying "yes" exposed me to a lot of new experiences and opportunities.

On the negative side: In addition to existing responsibilities, it often left me drained too.

The key?: It's less about saying "no," and more about understanding the details. My "yeses" became much more strategic.

I always ask questions and discuss before my "yes" because:

1️⃣ It's important to understand the request. That means talking about timelines, needs, ownership, and all of the other details. Also, am I the absolute best person to handle the request?

2️⃣ Not only are the details important, but also the alignment with my priorities and goals. Does the request fit?

3️⃣ There might be other benefits, such as new learning opportunities or working across teams. These will influence the decision.

4️⃣ By saying "yes," am I improving relationships, building rapport, or taking one for the team? These big-picture aspects should be given consideration. 

5️⃣ Other tasks will get bumped, and the impact should be clarified for existing tasks, responsibilities, and projects.

The same gets applied to my team. When projects, needs, and goals are delegated, they shouldn't just blindly say "yes." There should be a discussion before any agreement.

Although I can't always refuse a request, the result is a much more productive, energetic me (or team). 🚀

PS. Have you ever been someone who defaults to "yes?"

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I don't like excuses. And I hate this sentence even more: "That's not my job!"

However, I don't react with anger, but rather introspection: Holding people accountable is an important part of a leader's role, and that also means holding myself responsible.

Here's what I do...

1: Define clear goals.

When the goals are personal, the direct report and I discuss and set them. When the goals center around the team, I have the conversation with the team. Goals should be discussed if not actually set together whenever possible.

2: Set deadlines.

A timetable of deadlines must accompany the goals. Everyone should understand the deliverables, needs, and purpose, and when things come due.

3: Provide support.

How successfully a team carries out responsibilities and tasks depends on their experience. Based on their task relevant maturity, I tailor the amount and frequency of support to each team member's experience.

4: Discuss with empathy.

All conversations, and not just the difficult ones, require empathy. It's important to understand and work through barriers together.

5: Name the whys for misses.

Despite these four points, commitments will be missed. It might be a deadline, specific follow through, or even important aspects of the task / project. We can employ the "5 Whys?" or another practice that digs deeper and identifies the reason.

6: Identify solutions for the future.	

It's possible that the fault lies with the direct report. However, it's also possible the fault lies with me. For example, maybe enough support wasn't provided. Solutions target the problem, not the individual.

7: Reaffirm commitment and support.

We want to deliver on the previous commitment. We also want to reduce the likelihood of similar problems in the future. And lastly, we want to strengthen the culture of support and collaboration.

PS. What keys do you use to hold yourself and the team accountable?

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Don't fall for these common leadership myths!

If you believe...

• Leaders cannot be kind.
• Leaders are born, not made.
• Extroverts make the best leaders.
• Leaders must never show self-doubt.
• Leaders must treat everyone the same.

Then let's change your thinking!

When you believe these misconceptions, you cannot achieve your full leadership potential. These myths hold you back from not just enjoying the role, but also in creating high-performing teams.

Of course, it's easy to recognize how leadership should not look, when there is a dysfunctional and toxic environment.

🚫 fear of failure
🚫 micromanaged
🚫 gossiping
🚫 shifting blame

But it's more difficult to understand how teams are damaged by less obvious negatives.

Substitute myths for these truths.

💡 Leaders should lead with kindness.

Kindness does not equal weakness! In fact, you can still set high expectations and ambitious goals. You can still handle difficult conversations with empathy. You can still provide support, guidance, and help.

💡 Leadership is learned like any other skill.

There will be missteps. There will even be failures. However, both serve as opportunities to learn. And this is in addition to being a sponge for all things leadership through books, podcasts, coaching, and more.

💡 Introverts are just as effective as extroverts.

Only 2-4% of executives are introverts, despite the unique strengths brought to the role. Introversion does not mean a lack of confidence, poor communication skills, or a lack of people skills.

💡 Vulnerability is a sign of strength.

No one has all of the answers. And if someone says they do, either they are being dishonest, don't fully understand a problem, or avoid the unknown. In fact, "I don't know" displays courage.

💡 Every direct report is different.

There are different personalities, passions, and motivators. You must adapt your style based on each person's strengths, weaknesses, experiences, and more. One style of leadership does not fit everyone, nor every situation.

So be authentic. Develop your style. And if you aren't yet a leader, feel empowered to pursue leadership roles in the future.

PS. What myths have you believed?

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1 powerful piece of advice about mistakes:

After 20+ years in leadership roles...

• They are not setbacks.
• They are stepping stones to unlimited growth.
• So they should be embraced.

This is not just true for individuals within the team. It also applies to leaders.

But how does this affect the team?

It comes down to transparent accountability. Openly embracing mistakes is the cornerstone of a thriving team. When we acknowledge and take responsibility, it sends a powerful message.

Here's why transparent accountability matters:

1️⃣ Trust Building

Admitting mistakes demonstrates authenticity and vulnerability. It breaks down the false idea of an infallible leader, and instead presents someone who is similarly facing challenges. And that earns respect and builds trust.

...which leads to a...

2️⃣ Culture of Safety

Team members are more likely to share their own challenges and mistakes. And by acknowledging wrong steps and failures, it also indirectly shows that the leader won't take punitive measures. In other words, it becomes a safe, supportive environment.

...which leads to a...

3️⃣ Learning Culture

Mistakes are not necessarily desirous, but they do provide the right conditions to learn. If we admit mistakes, we encourage team members to view challenges as part of a journey towards excellence and success.

...which leads to a...

4️⃣ Process of Innovation

The fear of mistakes and failure can prevent the team from taking the right risks, which in turn limits new solutions and innovation. In an open, supportive culture, the team feels comfortable in voicing and pursuing new ideas.

In my experience, I have worked in both environments and seen the effects of each.

And especially for less-experienced members in the team, they need a leader who admits and accepts mistakes. If not, these inexperienced employees share less information, don't ask for advice, and may even report overly optimistic projections out of fear.

PS. What is your experience with admitting to mistakes?

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What did Charles Darwin, Charles Dickens, and Ludwig van Beethoven all have in common?

Each of them took daily walks.

Of course, walking is good for our physical health. But it also has a positive impact on our brains.

According to a study conducted at Stanford, walking indoors had the same benefit as walking outdoors. 

Specifically, taking a walk has the power to:

1️⃣ Provide inspiration

The mind is free to wander. And when it wanders, it travels distant paths which were previously hidden.

2️⃣ Improve creativity

Walking provides a break from focused, concentrated thinking. New insights and breakthroughs are possible when the brain is allowed to make unconventional associations. The study at Stanford found that creative output increased by 60% on average.

3️⃣ Reduce stress

When you are frustrated by an especially difficult task, less and less progress is made. And yet, you can often easily overcome an obstacle when you step away. Taking a walk is relaxing, and so it possesses the power to reduce stress and frustration.

Although I'm decidedly not a Darwin, Dickens, or Beethoven, walking has sparked creative problem-solving in me. It has helped me find solutions by giving me the mental space to think.

I have incorporated walking into my daily routine for years.

PS. How do you find inspiration and creativity, and reduce stress?

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What do 80,000 of the most effective leaders across 400 companies have in common?

The questions may surprise you.

Read on to find out!

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