In part one, we explored how leadership has deep roots in military history and why understanding that gives us an edge in today’s globalised business world. But for many people raised in Western business cultures, their awareness of Eastern military thinking often stops at Sun Tzu, and maybe Genghis Khan if they’re lucky. The importance of history in international leadership isn’t just a nice idea for textbooks or consultants though, it’s information that has never been more pertinent!
This time, I want to zoom in on Eastern philosophies – the kind that have influenced leadership approaches across Asia for centuries. Because when you’re doing business in markets like China, Japan, or Korea, these traditions aren’t just background noise. They shape how decisions are made, how respect is earned, and how influence works in the room.
The importance of history in international leadership becomes crystal clear when you start to unpack the enduring impact of thinkers like Sun Tzu or strategist-statesmen like Zhuge Liang. Their ideas didn’t vanish into dusty scrolls but instead have filtered into modern management styles, diplomatic protocols and even how companies structure their hierarchy today.
So if you want to lead with confidence and cultural fluency in Asia, it’s worth going beyond the surface. Let’s take a closer look at the practical wisdom these historical figures offer – and how it still applies to boardrooms, negotiations and cross-border strategy right now.
Table of Contents
Leadership Lessons from Key Asian Military Leaders
Sun Tzu
Sun Tzu’s The Art of War is often quoted in a very “fortune-cookie” kind of way (a bit like Confucius), but there’s so much depth that gets missed – especially when Western business leaders skim the surface without understanding the cultural and philosophical roots. Below are 10 lessons from The Art of War that are powerful, practical, and often overlooked in European boardrooms.
“Know yourself and know your enemy” goes deeper than just analysis
Most Western leaders interpret this as a competitive SWOT exercise. But in Asian thinking, it’s as much about self-awareness and internal alignment as it is about studying your opponent. It’s a call for humility – to truly understand your own organisation’s blind spots and not just project confidence.
“All warfare is based on deception” isn’t about being dishonest
Sun Tzu isn’t advocating lies – he’s recognising the value of subtlety and misdirection. In Asian business, this can show up as strategic ambiguity, quiet negotiations behind the scenes or non-confrontational decision-making that still gets results. It’s as much about what isn’t said, as what you hear in the meeting room.
“The supreme art of war is to subdue the enemy without fighting”
This is one of the most famous lines – but often misunderstood. It champions influence over aggression. In business, that might mean building partnerships, aligning interests, or managing stakeholders so effectively that confrontation becomes unnecessary. Look at how Xi Jinping is using the present volatile tariff situation with the USA to strengthen his ties and influence in Southeast Asia…
“Avoid what is strong. Attack what is weak.”
While Western strategy often prizes boldness and head-on challenges, this principle values efficiency and subtlety. It’s about navigating around obstacles rather than smashing through them – a very common approach in Japanese and Korean negotiations, and one you should watch out for in your meetings with Asian counterparts.
“If he is secure at all points, be prepared for him. If he is in superior strength, evade him.”
This prioritises adaptability over ego. In many Asian markets, the most successful companies are those that are flexible, not bullish – able to pivot based on nuance, context or face-saving needs rather than rigid quarterly plans.
“He will win who knows when to fight and when not to fight.”
This is very Confucian in tone – favouring restraint and timing over impulsiveness. Business leaders from Europe often feel pressured to act quickly, make bold moves or come back from a business trip with a decision, while their Asian counterparts might wait for a more auspicious or advantageous moment.
“Water shapes its course according to the nature of the ground.”
Adaptability is a recurring theme. In Asian contexts, leadership is often seen as fluid rather than fixed and success comes from adjusting to circumstances, power dynamics or even moods in the room, rather than trying to impose structure.
“Engage people with what they expect. It is what they are able to discern that confirms their projections. It settles them into predictable patterns of response. Occupy their minds while you wait for the extraordinary moment – that which they cannot anticipate.”
This lesson speaks to the value of psychological insight; using familiarity and routine to lull competitors into complacency. It’s a masterclass in strategic patience, and one that many Asian conglomerates execute brilliantly.
“A leader leads by example, not by force.”
This overlaps with modern leadership thinking, but Sun Tzu said it centuries ago. Respect is earned through behaviour and consistency, not command. This aligns closely with Confucian values of moral authority and hierarchy based on merit.
“Opportunities multiply as they are seized.”
This idea of momentum is often undervalued by Western leaders who treat strategy as a step-by-step plan. In contrast, many Asian leaders lean into a more organic, opportunistic growth model – seizing small wins that open unexpected doors.
Takeda Shingen
Takeda Shingen is a fascinating figure & arguably one of the most sophisticated strategists of Japan’s Sengoku period. He’s not as internationally well-known as Sun Tzu or Genghis Khan, but for anyone working in Asian markets (especially Japan), understanding leaders like Shingen gives you a much deeper grasp of how historical values still influence modern business culture.
Here are some key lessons drawn from Takeda Shingen’s military and political philosophy, particularly through the lens of his famous motto: “Fūrinkazan” (風林火山 – Wind, Forest, Fire, Mountain), which is itself based on The Art of War, but interpreted in a uniquely Japanese way.
Move as swift as the wind (風 – fu)
Shingen’s armies were known for their agility and speed, often outmanoeuvring larger forces. In business, this translates to being responsive to market shifts and seizing opportunities quickly, especially in fast-moving sectors like consumer goods. Japanese companies often value this kind of quiet speed where they get things done efficiently but without fanfare.
Be as silent and ordered as the forest (林 – rin)
This embodies discipline, coordination, and internal harmony. For business, it’s about structured teamwork, clear communication, and quiet confidence. In Japan, as in many Confucian societies, internal consensus-building is vital, meaning that decisions may take longer, but when made, they’re executed with full alignment and minimal disruption.
Attack as fiercely as fire (火 – ka)
When action is needed, it should be decisive and powerful. Shingen didn’t shy away from battle when the timing was right. In a business context, this reminds leaders that strategic patience doesn’t mean being passive but rather that when the window of opportunity opens, you need to move with full force and clarity.
Be as immovable as the mountain (山 – zan)
This is about resilience and stability, especially in defence. Shingen’s castles were famously well-fortified, and he could withstand sieges for long periods. In leadership terms, it speaks to holding your ground under pressure, staying calm in negotiations, and maintaining strategic direction despite external noise.
Respect your retainers, but don’t be ruled by them
Takeda Shingen was known for rewarding loyalty and empowering capable generals but he also maintained a strong central authority. The business parallel here is clear: decentralised leadership only works if there’s a strong core of values, purpose and direction. This resonates with Japanese companies’ emphasis on strong corporate culture and group loyalty and is probably one of the concepts which European leaders have learnt about.
Understand the terrain both literally and figuratively
Shingen never entered a battle without knowing the land. In modern business terms, it’s about truly understanding the market: local consumer behaviour, distribution challenges, legal structures. A lot of Western brands fail in Japan or Korea because they underestimate the importance of groundwork and making data based decisions.
Patience and timing are more valuable than aggression
He often avoided battles when the risks outweighed the rewards. This is a recurring theme in Eastern leadership where timing isn’t just about opportunity, it’s about readiness. In negotiations, it’s not about forcing decisions but allowing space for things to ripen.
Face-saving matters even in war
Shingen was a master of diplomacy and managing rival clans. He would offer honourable terms of surrender to avoid unnecessary bloodshed. In business, this maps to the importance of respect, tact, and preserving dignity, especially in high-context cultures where reputation & saving face is everything.
Win with strategy, not just resources
Although not the richest daimyo, Shingen often defeated larger and better-funded enemies. He used alliances, psychological warfare, and clever manoeuvres to tip the balance. Western businesses often over-rely on brand or budget. Remember that local insight and adaptability can be the real edge.
Leave a legacy beyond yourself
Takeda Shingen died before unifying Japan, but his tactics and governance systems shaped future leaders, including Tokugawa Ieyasu. There’s a lesson here about building systems that outlast your personal leadership—especially relevant for export managers or brand builders trying to create sustainable distributor networks across Asia.
Nguyễn Huệ: The Relentless Reformer and Revolutionary Commander
If you haven’t come across Nguyễn Huệ before, you’re not alone. Nguyễn Huệ is a brilliant but often overlooked figure in Western narratives about Asian leadership, who adds both depth and regional relevance, especially for any of you interested in Southeast Asia. Unlike Sun Tzu, his name doesn’t regularly appear in leadership books or strategy discussions in the West, but it absolutely should in my opinion. Nguyễn Huệ (later crowned Emperor Quang Trung) was one of Vietnam’s most formidable military and political leaders during the late 18th century. Rising from modest beginnings, he led the Tây Sơn rebellion that overturned a deeply corrupt feudal system, defeated both Siamese and Qing Chinese invasions, and briefly unified a fragmented Vietnam.
While his reign was tragically short, his legacy lives on in the Vietnamese mindset: a mix of resourcefulness, meritocratic leadership, rapid decision-making, and strategic adaptability. All qualities that resonate strongly with how many Southeast Asian businesses operate today, and yet more proof of why the importance of history in international leadership shouldn’t be neglected.
Here are a few key lessons from Nguyễn Huệ’s leadership that I find particularly relevant for international business leaders navigating complex, fast-moving Asian markets.
Act quickly when momentum is on your side
Nguyễn Huệ was known for lightning-fast mobilisation. His famous 1789 campaign to liberate Thăng Long (modern-day Hanoi) from Qing forces was executed in just a few days during Tết (Vietnamese New Year), no less. He didn’t wait for ideal conditions, but seized opportunities with bold confidence. In business, especially in Southeast Asia, speed can be just as valuable as strategy. When local sentiment shifts or a regulatory window opens, the companies that respond fastest often win the long-term advantage.
Mobilise people by speaking directly to their needs
Before marching north, Nguyễn Huệ addressed his troops in a speech that was both pragmatic and deeply emotional. He didn’t use abstract ideals or inflated rhetoric. He spoke of restoring dignity, protecting the homeland, and ending suffering. This kind of people-centric messaging is crucial in leadership, especially in cultures that value emotional intelligence and social harmony. Leaders in Southeast Asia are expected to lead with both clarity and heart.
Don’t wait for reform. Instead create it as you go
Nguyễn Huệ wasn’t just a battlefield tactician. He immediately began introducing sweeping reforms in the fields of education, taxation & the military system, even before fully securing power. His vision was not just to win wars, but to modernise the system around him. Business leaders expanding into emerging Southeast Asian markets often underestimate the value of being seen as a partner in progress. Nguyen Hue’s example shows the importance of building structures that last, and thinking for the long term, not just chasing short-term wins.
Use intelligence and information as weapons
Like Sun Tzu, Nguyễn Huệ understood that knowledge was power. He relied on spies, scouts, and deep reading of the political landscape, not just brute force. In today’s terms, this could mean everything from effective due diligence and local market research to understanding informal networks of influence. Southeast Asia is a region where success often hinges on information others don’t have.
Leadership is earned, not imposed
Perhaps one of the most enduring aspects of Nguyễn Huệ’s legacy is that he wasn’t born into a noble dynasty. He rose through talent, charisma and sheer determination. He promoted others based on merit, not lineage, and built deep loyalty among his followers. In Southeast Asia today, that same principle often applies. Formal authority matters, but influence, respect and personal credibility are what truly get things done.
Nguyễn Huệ represents a more flexible, grounded, and reform-driven kind of leadership than the classic philosopher-generals. His example is a reminder that great leadership in Asia isn’t just about strategy. These historical insights for successful international leaders show it’s about agility, reform, and a deep connection to the people on the ground. In markets like Vietnam, Thailand, and Indonesia, where business is often shaped by local realities and evolving systems, these qualities are not just admirable, they’re essential for business success.
Practical Business Implications for Western Leaders in Asia
Strategy isn’t just about bold moves: it’s about timing and patience
All three leaders we looked into mastered the art of waiting for the right moment to act. In Asia, patience is strategic currency. Western leaders used to rapid decision cycles may need to adjust expectations.
Implication for negotiations and JVs:
- Don’t push for immediate commitments. Build trust first, often through multiple informal meetings before formal discussions begin.
- Understand that “slow” progress may reflect internal consensus-building, not disinterest or inefficiency.
- Recognise that hierarchical decision-making means even when you’re speaking with capable middle managers, the real decision often sits higher, and may take time to secure.
- Don’t underestimate the power of silence in your discussions
Influence is often subtle so don’t mistake calmness for weakness
The Eastern approach to leadership favours indirect influence and quiet strength, instead of overt confrontation, which can mean a loss of face. Nguyễn Huệ and Shingen both avoided unnecessary battles, instead outmanoeuvring their opponents.
Implication for IP and conflict resolution:
- Avoid public confrontations over disputes or infringements. Instead opt for diplomatic channels and “saving face” wherever possible (perhaps through 3rd party mediators).
- Infringement doesn’t always mean ill intent, especially with distributors or partners. A quiet conversation behind the scenes may resolve issues more effectively than legal threats.
- Think in terms of preserving the relationship, even when enforcing boundaries.
Relationships matter more than individual deals
Sun Tzu focused on subduing without fighting, and both Shingen and Huệ led by understanding the people they served. In Asia, personal relationships (not just legal frameworks) underpin trust and cooperation.
Implication for distributor management and partnerships:
- Invest in long-term relationships with distributors, not just performance metrics. A well-managed distributor is a strategic partner, not just a sales channel or kind of overseas ATM.
- Consider joint development projects, shared planning, or cultural training to deepen ties.
- Loyalty in Asian markets often hinges on regular, in-person visits, high-context communication, and showing respect for hierarchy and history. The more you understand the culture, the better placed you are to successfully do business.
- Don’t push through a short term profitable deal at the cost of the long term relationship
Merit matters, but so does respect for hierarchy
All three leaders combined meritocratic ideals with a keen awareness of social order. In many Asian companies today, the same dynamic plays out: decisions are often top-down, but execution depends on trust and competence.
Implication for joint ventures and internal management:
- Be aware that your local counterpart may defer to unseen stakeholders. Always ask who else should be involved before assuming a deal is settled.
- Recognise and respect titles, seniority, and formalities. They are not superficial.
- If working with your JV partner’s team, consider mentoring their junior staff as a show of long-term investment and goodwill.
Adaptability and local understanding outweigh corporate muscle
Nguyễn Huệ’s rapid responses, Shingen’s terrain-based strategies, and Sun Tzu’s emphasis on knowing the ground all highlight the value of local knowledge over brute force.
Implication for market entry and operational strategy:
- Don’t expect your Western playbook to map neatly onto Asia. You have to adapt your approach to each market.
- Empower local teams to make decisions, or work closely with advisors who truly understand the terrain.
- Accept that what feels like “losing control” might actually be gaining alignment with local realities.
| Business Area | Traditional Western Approach | Rethink in Asia Based On Historical Leadership |
|---|---|---|
| Negotiations | Push for clarity and speed | Allow time for consensus and subtle signals |
| Joint Ventures | Equal footing, formal terms | Hierarchical dynamics and trust-building |
| IP & Legal | Assertive enforcement | Discreet, relationship-sensitive resolution |
| Distributor Management | Performance-driven KPIs | Relationship-first, mutual respect model |
The Importance of History in International Leadership
Understanding the philosophies of Asian military leaders like Sun Tzu, Takeda Shingen, and Nguyễn Huệ isn’t about indulging in historical curiosity, it’s about developing a practical lens through which to view leadership in some of the world’s most culturally nuanced and strategically complex markets. Those are markets and cultures which feel very “foreign” to most Europeans.
These leaders didn’t win by brute force alone. They won by mastering timing, relationships, adaptability, and a deep awareness of the systems they were operating within. For European and American business leaders, these qualities can feel unfamiliar, especially when the business culture back home prizes speed, boldness, and direct confrontation.
Nowhere is that contrast more visible than in recent years’ trade tensions and the use of tariffs by the United States. Tariffs are the modern-day equivalent of a frontal assault – immediate, forceful, and designed to provoke a visible reaction. But in doing so, they often overlook the long game: the importance of preserving strategic relationships, understanding local nuance, and building influence over time. It’s an approach that runs counter to the more measured, relationship-first strategies that have long been successful in East and Southeast Asia.
Understanding history’s role in global leadership lies in this contrast. History reminds us that power can be exerted through diplomacy, structure, and subtle influence not just through economic might or regulatory pressure, which can come across as bullying. It shows us that leadership is not simply about making the loudest move, but often about making the right one at the right time, in the right way for the cultural context. These lessons and principles might not apply in every single case, but often enough that it’s worth you recognising the patterns.
As global business becomes increasingly fragmented and unpredictable, leaders who understand history – those who internalise its lessons and apply them with cultural intelligence, will be the ones who not only enter new markets, but thrive in them. Because while products, platforms and competitors may change, people, power dynamics and leadership principles remain remarkably consistent across the centuries.
And if we can learn from that? We might just avoid repeating the same mistakes, including the catastrophic ones.
If you missed Part 1, where I explored the power of understanding history’s role in global leadership and the military roots of leadership theory, you can catch up here. It sets the stage for everything I’ve unpacked in this second piece.
I’d love to hear your thoughts – have you experienced these cultural contrasts firsthand in your own leadership journey? What lessons from history have shaped how you do business internationally? Drop your reflections in the comments, or connect with me on LinkedIn to continue the conversation.
Because the more we share our experiences, the better we all get at leading across borders—with a bit more wisdom, and hopefully, a lot less trial and error.
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Kathryn firmly believes that business is done between people, and therefore places her focus on building strong relationships that form a solid foundation for doing business.
When she's not travelling around the world, Kathryn enjoys playing clarinet in her town's wind orchestra or sharing her love of the outdoors with her Scout group.
