In a recent newsletter, I highlighted how Japanese and non-Japanese cultures view leadership differently. In Japan, there is a strong culture of learning how to properly do tasks before being assigned responsibility for future projects, whereas in many Western cultures, employees with evidence of leadership potential might be assigned challenges even if they are inexperienced as these challenges are seen as “learning opportunities” that are important for individual growth.
The Japanese value is risk-free and prevents mistakes; however, it doesn’t lead to self-motivated and proactive leaders.
The non-Japanese value develops thought leaders, but there are risks to project results and company budgets.
Curious about what other thoughts are on this topic, I asked readers this question:
Q. Is individual growth worth the risk of the success of the company?
Here are responses from readers:
I think that it depends on the industry that the company is in. For example, in the manufacturing industry, mentoring subordinates first before allowing them to step into leadership positions can ensure quality manufacturing and employee safety. However, in the tech industry where ideas and software come and go quickly, giving subordinates opportunities outside their comfort zone might be necessary to stay competitive and keep employees motivated to perform well.
-Response from a non-Japanese reader
At present, the answer is "yes". It is risky, because there are lots of 老害 [aging workers] or おじさん [old men] people who are so conservative in Japan. As long as they like me hang around in Japan, this answer will be going on for good. They ("I") feel scary to get their feet wet. On the flip side, in the future, considering the current young generation, 5G internet and blockchain, the answer will be "not yes". After the first generation of Exodus pass away, it will be much better for the second generation. Haha. The following link might be a good tip for the above answer. [Japanese only] https://gendai.ismedia.jp/articles/-/69098
-Response from a Japanese reader
While training and workshops can only provide an image of what to expect in a new role, actual involvement in the role, I feel, is necessary in helping the individual establish his/her own “sense of balance” within the role. That said, several factors would have to be considered before the assignment:
If the employee were being considered to replace a former project leader or simply being exposed to the duties involved in project leadership. (引継ぎ [taking over] vs mentoring)
The gravity of the project
The client being served, as some clients might prefer an experienced handler.
…and other factors.
Here’s another thought worth mentioning: A[s far as being asked to do tasks that are within a position (and not related to a promotion),] there is, of course, a foreign employee’s perspective on only being required to work within one’s contractual conditions vs. the Japanese ideal of 「心がける」[Note from Katheryn: in this context, I’d translate this as “showing loyalty”]. Some foreigners I’ve worked with in the past (when I used to teach at public schools) would complain that cleaning up with the kids after lunch is unnecessary because it was not clearly stipulated in their contracts. The foreigner in me understands their point, but the foreigner that’s been living/working here for more than 25 years is like, “Just do it, because it’s more than just about cleaning.”
-Response from a non-Japanese reader
I think that when a manager assigns an inexperienced employee the role of project leader, that manager must have had confidence in his/her decision that the employee can do the job based on observations about the employee’s knowledge and work capabilities up until that point. I don’t think a manager would assign it to someone if they didn’t really believe that the result would be beneficial to the company. So, my answer would be “yes”, individual growth is worth the risk of the success of the company (because we’d choose individuals to take on leadership positions who we believe won’t pose as a negative risk…hence, the opportunity for individual growth isn’t risky). Having said that, I think Japanese employees who are asked to take on leadership roles by foreign managers should trust manager’s decisions even if they might be nervous about taking on work outside of their comfort zone. That means that the manager believes in them!
-Response from a non-Japanese reader
Didn’t get a chance to chime in on this? You still can by leaving a comment!
I look forward to reading your thoughts.