I was born in Japan – more precisely, in a humble part of Osaka city. I grew up there untill I graduated from college. To that point of time, I had practically no exposure to life outside Japan. I still recall a three-week backpacking trip to India that I undertook right before graduating from university. I remember ordering tandoori fish in a village in central India. That was a mistake – I fell sick and had to be hospitalised for two days. I had carelessly assumed that you could find fresh fish anywhere in India, as you could in Japan.

A quarter century later, I am now regarded where I work as one of few leaders who can confidently engage senior management outside of Japan. I enjoy my current role as a Chief of Staff Education at Nitto Denko Corporation, a major B2B polymer component manufacturer with around US$8 billion in annual revenues. Two thirds of our sales occur outside of Japan, and the company – like many other Japanese firms – is striving to be more globalised. Staff education is an important factor for us in this globalisation journey.

I have not changed employer in my career so far and most probably will not do so untill the end of my career. In this sense, I am a typical Japanese business professional. The editor of this publication had invited me to discuss my experiences as someone who is both very Japanese and also globally open in mindset. I personally feel that it is too early to talk about myself as a leader across borders, as I am still in the middle of my own journey.

However, if I may, I would like to share some personal experiences and thoughts on this topic.  Everyone knows the stories of Japanese heroes like Akio Morita (founder of Sony) and Soichiro Honda (founder of Honda). These great men helped Japan stage a remarkable recovery after the shambles of World War Two. But, they were not alone. There were many other unsung heroes whose ingenuity and hard work helped our country rebound so quickly.

My father was one of these unsung heroes. He was a very responsible man. Although of modest means, he adopted two children when his brother-in-law fell ill. Like many Japanese, he was also extremely hardworking I remember him working until midnight on most days. He had a simple workshop where he would buy machines to disassemble, modify and reassemble them. I remember him buying an expensive machine from a catalogue, simply because he was curious about how it worked. He did not think about how this machine would help his business. He was crazy that way and you can imagine my mother was not very pleased. I admire his thirst for learning, and today I will not take a new job unless it can contribute to my learning and growth.

Many Japanese expatriates today work as liaisons or as advisers. Often, they are given these positions based on privileged relationships rather than individual competence. I try to avoid this situation by ensuring I have local intelligence and can compete with local competitors by developing my capability to engage with customers and colleagues all over the world. I also work hard to learn the history and culture whenever I live outside Japan. I do this partially out of natural curiosity (perhaps inherited from my father) and partially out of necessity. As a businessman, you cannot afford to be boring. When we meet customers and partners, it helps to be able to converse with them on topics outside of business.

At one point in time I covered the Southeast Asian countries out of Singapore. I searched and bought books to help me understand each country in Southeast Asia. The reading extended to anthropology, to the withdrawal of the British Empire, and to unpleasant behavior of military Japan in World War Two. When I completed my service in the region, I left a whole bookshelf of books to the company. Amazon.com did not exist at that point, and I hoped it would serve as a good library for other Japanese employees who served in the region.

I also believe we should avoid complaining when overseas, and focus on opportunities instead. When serving in Detroit, I remember people complaining about the harsh Michigan winter. I chose instead to go cross-country skiing in the Michigan peninsula. Likewise, some expats complain about Singapore being small and constrictive, I chose instead to go scuba-diving in the many great dive sites near Singapore. In some ways, it is more challenging for Japanese managers to lead across borders. We are not multicultural like the US or Singapore. Immigration remains low and we do not have big overseas communities as found with the Chinese or Indians. Japan is a beautiful country with good food, and is a comfortable place to live. So, why would people move out of their comfort zone?

The country also has a sizeable population of 130 million. Unlike Taiwan or South Korea, it is easy to focus domestically and neglect international markets. Many Japanese – like me – also grow up without any international education. So, how can a typical Japanese manager become a global leader? Simply put, you have to work very hard at it. You have to pick up English and preferably another language. You must work hard in order to understand the difference between Japanese logic and the logic in different countries. For example, some countries emphasise the importance of relationships and connections. Other cultures emphasise individual capabilities and competencies. We need to work hard to learn this and adapt. While we do have some handicaps, we should remember the strengths that Japan possesses. We have a lot of decent people with decent minds. We are an ancient civilization that in the 13th century managed to hold off the mighty Mongolian attacks. In the late 19th century Japan’s literacy rate was said to be the highest in the world. It is my belief that Japan can create global leaders, but who remain authentically Japanese. And, our inspiration can be the great Japanese leaders from our history.

Katsura-san (in light jacket) enjoying a beer with colleagues in Munich

 

When President John F Kennedy was asked by Japanese journalists which Japanese leader he respected most, he replied “Yozan Uesugi”. The funny thing is that many of the Japanese reporters had no idea who Yozan Uesugi was! He was one of the feudal lords in 18th century Japan. He transformed the poorest states in Japan into stable and prosperous ones, and dedicated his life to this process. He did this by encouraging not just the farming class but also the warrior class to work together to improve the economy, reduce debt, and enhance livelihoods. He was also an amazingly democratic and enlightened leader. He lived a modest life and encouraged others to question traditional customs that were no longer practical.

There is another role model in our recent history. His name is Kanzo Uchimura and he was a noted author and religious leader. He was also a man of principle, who was able to oppose certain government policies while staying loyal to his country. For example, his opposition to the Russia-Japan war led him to lose his job as a journalist. Like Yozan Uesugi, he cared deeply about his country, but was able to challenge assumptions for the greater good. In fact, Kanzo Uchimura is the person who introduced Yozan Uesugi to the world in his book, “Representative Japanese”. Apparently, John F. Kennedy read this book.

Like me, Uchimura was born in Japan and had international experience only after his 20s. He was largely influenced by Western culture. However, his role model was in Japan. I should also mention the impact of a former boss in Japan. He was man of integrity who constantly sought “win-win” conversations with customers. He was always sincere, practical and able to combine his personal point of view while representing the company’s interest.

My life is too short to try to reach his level as a business leader. My motivation is simple: to not let him down. I hope at the end of my career to be able to visit his house, and tell him what I have done. I hope he will smile and say “Good Job”. Another thing I have learnt from him is to aim high and strive hard. My life is too short to be like Kanzo Uchimura or Yozan Uesugi. But, I will aim high and strive hard. Some may fear failure, and therefore will not try to become a global leader. I fear failure too, but recognise if I do not try, I will surely fail in today’s globalised business world.