We recently completed an in-house Leadership Training for Managers programme for a local Japanese firm. The President founded the firm as a spin-out from a well-established international accounting company many years ago and has successfully grown the organisation. He is now considering succession planning and aims to develop his senior leadership team. He had an internal survey conducted on the training programme, which he then shared with the trainer who delivered the course and myself. Survey results on training can sometimes be challenging, and this case was no different. Some participants felt the training was too long, while others thought it was too short. Some found the content very challenging, and others not challenging enough. As is often the case, the majority were neutral, while we mainly received strong feedback from the outliers. However, there were some particularly intriguing comments. A few participants mentioned that they found the training exhausting, claiming it impacted their ability to perform their work after the sessions. The core training involved weekly 3.5-hour sessions over seven weeks. Concentrating on new content, which differs from daily tasks, can certainly be demanding. Several participants also noted that the programme contained a lot of content, which is true – it is a course with substantial material. However, I wouldn’t describe any of the content as particularly complex. Dale Carnegie training is highly practical and addresses real-world needs rather than being theoretical. New concepts require the brain to engage, which some participants found challenging. We also employ the Socratic method, encouraging self-discovery through questioning. This approach differs from the standard Japanese educational method, which still leans on Confucian principles of memorisation and rote learning. Our approach often surprises new participants, who arrive prepared to take notes on whatever the instructor says. Instead, we plant seeds of information, prompting participants to reflect on their beliefs, experiences, and ideas. When they share their thoughts, we ask them to explain their reasoning. This is much more demanding than simply reproducing what the teacher says, so it’s no surprise it can be tiring. Some participants also mentioned fatigue from needing to speak up during the sessions. We incorporate extensive group discussions, often in small groups where there is nowhere to hide; everyone has to actively share their ideas and experiences. They can’t be passive, sitting silently – they need to think on their feet and articulate their ideas. This can be mentally taxing, as there is pressure to communicate clearly without appearing unprepared. Many also discover they are not naturally succinct, logical, or well-organised communicators, which can add a level of stress. They may observe peers expressing themselves well and feel a gap in their own skills, creating additional pressure. They also realise they haven’t engaged their minds this way in some time, so it can feel like dusting off mental cobwebs. When I go to the gym, I push my muscles to lift heavier weights and increase repetitions. This is tiring and sometimes even painful. Challenging the brain is similar – it can be tough if you’re not doing it regularly. Many leaders in this team have been performing routine tasks that they have already mastered, so they haven’t faced much challenge in their work so far. Their focus has been on managing their teams, and the broader aspects of leadership have been outside their experience. This training has been an eye-opener, revealing what leadership should entail. The idea that training should not be mentally taxing is interesting. Growth requires stepping out of your Comfort Zone and engaging with challenging content and new methodologies. This is how we grow. Expecting to progress without stepping beyond what’s familiar is a quaint notion. If we continue to do what we have