Even in the own culture, good team leadership is not easy. Regarding international teams, the challenge is significant bigger. If German leadership does not work in Japan, different expectations are often the cause.
A new German Manager in Japan invites his Japanese team to provide suggestions for improvement. After all, he does not know the market well and he is glad to have experienced employees. He hope for an open, controversial discussion. However, to his surprise he does not become many answers. Even if he speaks directly with long-term employees, they avoid concrete answers. This is a typical scenario posted managers come upon in Japan. Stereotypes often are used for explanation. For example: Japanese people are shy. Howsoever, this contributes only minimally to an understanding.
The Team Structure is Not the Same
The reasons for different conducts are due to the culture and can be find in the structure of the team. The personal motivation of the individual is very important for German companies, which consists primarily of specialists with clear work orders. If German employees want to work for a certain company, they take their decision because the position fits into their career plans, they want to learn certain skills or the payment is very well. If the job does not meet their expectations, they think about changes. In addition, team leaders are expected to react individually to their team members.
Instead of that, in Japan is being part of a group much important. Working in a team and for a company is perceived as a contribution to a wider whole and not always as individual experience or gain. Because of that, every employee have to subordinate oneself to the group. Not every career or wish can be satisfied immediately – not every idea can be heard and realized. Insofar, it is frown upon if somebody stands out in a discussion and have alternative ideas.
German companies hire employees because of their individual skills. There is a clear job advertisement. The tasks often are determined by contract before start of work.
This is in strong contrast to traditional Japanese companies, which hire commonly employees after they finished studies without heaving a clear job description. The university graduates often have no business education or relevant experience. More important is the reputation of the university and the believed skill to fit well into a team. Afterwards, the company trains and continues to train the successful candidates as needed.
Insofar, employees, who are working for Japanese companies, are literally "Human Resources". They are working in a position where they bring the greatest benefits for the company. Generally, that means, that they have to change their position after two years, even if they have to begin to incorporate. In Japan, it is common, that for example somebody who has worked for the sales department moves to accounting.
This affects the structure of Japanese teams. Firstly, there are significant more all-rounders than specialists. On the other side, every team member, superiors included, should be able to work on every position. That is legal, because remits are not defined clearly by contract. It is expect of every employee that he or she can do the work of a colleague who is ill or on vacation. In German teams, this often is impossible.
Distribution of Roles in the Team
If there is a new team, members of a German team take fast different roles, starting with the aggressors up to coordinators. During this initial period (“Storming Phase”), they are being very active. They want to establish and control their position in the team and at the company from the beginning. Conflicts can hardly be avoid. The team leader have to take them serious and have to solve them.
In Japanese teams instead, seniority defines the distribution of roles. Because of that, this is not renegotiate every time. As a result, younger team members not defining their roles in the team. Instead, they adapt themselves and listen. Vice versa, it is the task of the older team members to integrate the younger ones into the group and to explain work processes.
Because of that, the behaviour of new Japanese team members or employees is often passive. Germans often misunderstand this. Employees, who advertise their talents verbally and take tasks over, are expected, but in actual fact observantly and quiet new colleagues will be met.
Lead a Japanese Team Efficient
Even Japanese teams which are paid by German companies, expect a management and communication style according to the group. For German team leaders which means, that they have to adapt themselves to the Japanese team. They should especially keep in mind intercultural differences when the objective, motivation and communication are involved.
The motivation of Japanese teams is rather drawn by group efforts than individual achievements. Because of that, it is necessary to define a goal, which allows all team members to do their part to achieve this. Incentives should include all team members and not highlight individual achievements.
Group Motivation vs. Individual Motivation
German employees expect in comparison to Japanese employees more individual communication with their team leader. This is important for their motivation. They also expect that the team leaders solve personal problems between members. In Europe, the team leaders stand in front of their team and work for their common interests in the company.
In Japan, team leaders are primarily recognized as team members. Their role resemble a parental model, who promotes the coordination and cooperation and who leads as a good example and with great zeal. Japanese employees perceive superiors who stand up for one cause very committed as very motivating. Because in their pinion, this commitment shows that the success of the team is also top priority.
Group Communication and Discussions
Group oriented communication plays a very important role for Japanese teams. For the team members that means to reinforce the community, to get along as well as possible with all other team members and not to disturb the group dynamics. Because of that, there are less confrontational discussions than in German teams. Often, no negative opinion is expressed to the team leader, which can be irritating for German executives.
Group orientated approaches can help here, too. To gather different opinions about an issue, team leaders should form several smaller teams that independent develop solutions. Then they present their results as a team without direct reference to the individual members. Furthermore, all relevant decisions and ideas should be discussed with the whole team and not only with employees who are bound by instructions. In Japan, team meetings with up to 40 participants are usual. For one thing, the meetings should inform all employees about plans and ideas. On the other hand, these should increase the solidarity and the motivation of the employees.
German original written by Dr. Parissa Haghirian
This article was published in JAPANMARKT 5/2017. Further information in German language can be found here.