Hideaki Kazama took a close look at the impressive display of holiday treats at the company party and decided he wasn’t hungry. It was 3 p.m. in the United States, but 5 a.m. in Japan, and despite the fact that he had already been in the United States for two weeks, Hideaki’s body had still not yet fully acclimated to American time. Hideaki was taking part in a special leadership training program organized by his company for people they had designated as high-potential employees. After the two-year stint in the United States, Hideaki would go back to Japan and be on the fast track to upper management. In fact, many of the top people in the company had been on this leadership track and that’s why Hideaki was ...
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