Cross-Cultural Leadership: Why Your Way of Being Matters in Japan

In global organizations, leaders are often evaluated by what they do – their decisions, actions, and results; however, in cross-cultural contexts, the way they show up – their presence, their tone, their ability to notice – matters just as much, if not more.

Why Western Leaders Struggle When Leading in Japan

We’ve seen it many times: a Western leader steps into a Japan-based role and moves quickly into action. They are clear, efficient, and goal-oriented. They move with confidence, decisiveness and strong logic. Despite their high competence however, resistance builds, feedback is scarce, trust feels shallow, and progress slows. They are making the right decisions and “doing” the right things, so why aren’t the desired results happening?

Understanding the Importance of ‘Being’ in Japanese Culture

They are forgetting one crucial piece of the puzzle – that in cultures like Japan, leadership is not just a function of decision-making – it is a reflection of being. Team members aren’t only listening to what you say and watching what you do, they are also attuned to who you are while saying it. Are you grounded? Do you project a genuine openness to input and curiosity? Do you recognize the social rhythm of the group? Do you recognize and adapt to the non-verbal communications that others in the team are presenting, or do you expect everyone to be clear and direct in what they think?

Why Reading the Room Matters for Cross-Cultural Leaders

In Japan, people are expected to “read the room”. As a result, pushing ahead without being mindful of context can feel, to others, like failing to read the room. When leaders don’t pick up on the subtle ways their Japanese team members are communicating, their actions – no matter how well-intentioned – don’t land. Trust is lost and confidence in leadership falters.

How Ontological Coaching Supports Cross-Cultural Leadership

That’s where ontological coaching offers something different. Rather than starting with “What should I do?”, we begin with “Who am I being in this space?” This opens up other possibilities not accessible simply through a “doing” lens. Your being shapes your words, your emotions and consequently your impact on others. Your presence invites – or inhibits – engagement, and in cross-cultural teams, your way of being can either build a bridge or reinforce a wall.

Partner with Coaching Leaders Japan

At Coaching Leaders Japan, we work with leaders who straddle global and local roles – people who speak two languages, but need to lead through more than just words and action. We help them to listen deeply, to see beneath the surface, and to lead from a place of awareness. In complex, multicultural systems, leadership is not just about doing more. It’s about the “being” you bring to your team and your role.