In my earlier article, “Managing Across Cultures: Understanding Japanese and American Workplace Expectations,” I explored how cultural values shape employee expectations by analyzing what new graduates prioritize as they enter the workforce. With today’s teams becoming increasingly global, understanding these differences is essential—not just for better communication, but for employee engagement, retention, and long-term success.

Now, with fresh 2025 data from three major graduate surveys, we have even sharper insights into how the newest generation of employees sees work—and what that means for how we manage across borders.

As managers—especially global managers—we’re constantly juggling competing priorities. Time is limited. Team needs are diverse. And the pressure to “get it right” is growing. My goal in this article is to save you time by equipping you with the latest insights that can lead to faster, smarter decisions on what really matters:

✅ How can I build a productive and engaged team?
✅ How can I meet the expectations of my team members?
✅ How much guidance or structure are they looking for in their careers?
✅ And perhaps most importantly—how should I be communicating with them?

To answer these questions, I’ve drawn from the latest 2025 new graduate surveys conducted by Handshake (U.S.), Recruit (Japan), and Mynavi (Japan). These data sets not only confirm some long-standing trends but also reveal new and important shifts that global leaders should pay close attention to.

What’s New in 2025: Notable Shifts from Last Year’s Grads

While many core values—such as the desire for stability, clarity, and meaningful work—remain consistent across graduating classes, the 2025 survey data reveals several new and evolving trends that global managers should take note of.

🇺🇸 In the U.S.:

• AI Enters the Spotlight: For the first time, generative AI appears as a major influence on job outlook. Nearly half of graduates say AI contributes to their career anxiety, and only 22% are more likely to apply to companies using it—indicating growing skepticism and a desire for responsible tech use.
• Pessimism is Rising: 57% of U.S. grads feel pessimistic about starting their careers—up from 49% in 2024—driven by increased competition, student debt, and economic uncertainty.
• Job Application Urgency: Students are applying to more jobs, earlier. On average, 2025 grads have submitted 24% more applications than their 2024 peers at this time last year.

🇯🇵 In Japan:

• Location Concerns Reach New Highs: 68.5% of students now cite location as their top reason for applying to a company—the highest since tracking began. Many report a decline in motivation when job location, role, or transfer policies are unclear.
• From Company Culture to Career Fit: There’s a noticeable shift in decision-making. For the first time, “being able to do the job I want” surpassed “liking the company culture” as the top reason for accepting an offer.
• Rising Salary Sensitivity: Japanese grads are placing more weight on salary, continuing a trend that began during recent years of economic pressure and inflation.

These shifts show a graduating class that is more selective, more aware of external forces, and more committed to making informed, values-aligned decisions from the outset. Now let’s explore how these trends translate into key cultural differences—and how they impact your day-to-day leadership of global teams.

Key Differences to Manage

1. Expectations of Work

• 🇺🇸 U.S. grads seek purpose, flexibility, and growth.
  They often look for roles that align with their personal values, offer autonomy, and provide a clear path for advancement.
• 🇯🇵 Japanese grads prioritize stability, clarity, and work-life balance.
  Many value secure, predictable work structures and are drawn to companies that offer long-term employment with clearly defined roles.

2. Stressors

• 🇺🇸 U.S. grads worry about student debt, job competition, AI disruption, and political instability.
  The pressure to succeed quickly in an uncertain environment contributes to widespread career anxiety among young Americans.
• 🇯🇵 Japanese grads are concerned about unclear job placements and forced relocations.
  The lack of transparency around job assignments and the potential for frequent transfers (I.e. The unexpected ‘gotcha’ re-assignment) can make them hesitant to commit.

3. Career Mindset

• 🇺🇸 43% expect to pivot their careers at least once.
  They see career change as normal and even desirable, and are open to exploring new industries and roles over time.
• 🇯🇵 Most want to find a clear and sustainable career path.
  Rather than jumping between roles, they prefer structured growth within a stable company and industry.

4. Motivation Triggers

• 🇺🇸 Motivated by mentorship, rapid growth, and mission alignment.
  They want to feel empowered, inspired, and connected to the “why” behind their work.
• 🇯🇵 Motivated by structured roles, predictability, and group harmony.
  A supportive work environment and a clearly defined contribution to team goals are key drivers for engagement.

5. Communication Style

• 🇺🇸 Prefer direct, open feedback and self-expression.
  Regular check-ins, clear expectations, and a space to speak up are essential for maintaining trust and momentum.
• 🇯🇵 Prefer indirect, high-context communication and emotional safety.
  Subtlety, nuance, and non-verbal cues play a large role in how they share ideas and respond to feedback.

Four Strategies for Managing Global Teams (U.S. + Japan)

Now that we understand the cultural differences and emerging trends, let’s look at how managers can adapt their leadership approach to meet these shifting expectations—without losing team cohesion or performance.

1. Set Clear, Individualized Career Paths

Create visibility and structure for Japanese team members, while giving U.S. team members the opportunity to explore, grow fast, and shift directions.

2. Adapt Your Communication Style

Use direct feedback with American team members, and more context-sensitive approaches with Japanese members. Offer various ways to share ideas and concerns.

3. Build Psychological Safety

Both cultures value feeling safe—but how they express it differs. Recognize contributions, listen actively, and balance individual and group recognition styles.

4. Balance Stability with Autonomy

Offer predictability for Japanese grads and flexibility for American ones. Let both have choice within structure—align goals, but allow agency in how to reach them.

Let’s Lead Better, Together

Understanding cultural expectations isn’t just a “nice-to-have”—it’s the foundation of effective global leadership. These insights from 2025 grads can help us support our teams more thoughtfully, build trust faster, and create environments where everyone feels motivated to contribute.

If you’ve managed mixed-culture teams, I’d love to hear from you. What have you learned? What’s worked for you—or surprised you?

And if you’re looking for coaching to enhance your leadership effectiveness or training to build your assertive communication skills, contact me here. Let’s work together to create more effective and culturally aware teams!