Japanese managers want subordinates to take the initiative

When I joined a Japanese bank’s international department at their Tokyo headquarters when I was just a few years out of school, I was eager to apply my experience in my new position as a Public Relations Specialist. After meeting my colleagues and getting oriented to the workplace, I waited to get my first assignment. My boss seemed busy with other things, so I occupied myself by reading some of the business publications lying around the office.

However, two weeks passed and I still hadn’t received an assignment. Contemplating the possibility of years stretching before me spent reading magazines, I realized that I needed to be proactive in order to put things in motion with my job. I asked my colleagues some questions about the current activities being carried out, then went to my boss with a proposal for some new things I felt the company should be doing. He gave my plans the green light, and before I knew it I had more work to do than I could possibly handle.

Many people who work for Japanese organizations have experiences similar to mine. Whereas most westerners tend to expect their bosses to give them marching orders, Japanese managers usually have a different style. The expectation in Japan is that the employee will be the one to take the initiative. The employee, particularly if they are someone who already has experience in the work to be done, is expected to assess the company’s needs and propose what they can do to address them. Or, if there is a group already working on something, through discussion with their peers, group-oriented Japanese will tend to naturally find out how they can contribute to the activities.

In general, Japanese organizations place less emphasis on top-down instructions given by managers, and don’t put as much stress on the role of the manager. Instead, employees themselves are expected to provide much of the direction, with the manager taking on the role of sounding-board. The more someone is a self-starter, the more successful they will tend to be in a Japanese organization.

Many westerners who join Japanese companies are frustrated by the lack of direction provided by many Japanese managers. The ambiguity about what they are supposed to be doing feels confusing. However, it’s possible to look at this aspect of Japanese management style from a positive perspective. Because jobs in Japanese organizations tend to be less tightly defined than those in western firms, with more room for initiative, it’s possible to have a stronger hand in shaping your job. Thus, in a sense the vagueness surrounding job duties is an opportunity to take a greater role in designing your job to meet the needs of the organization while also matching your interests and abilities.