One of the critical challenges in Japan is supporting non-native English-speaking managers as they navigate increasingly complex demands. Many are managing larger teams, adapting to rapidly changing work environments, and facing mounting pressure from global colleagues and supervisors to communicate effectively.

Troubling trends in global surveys highlight where Japanese managers are struggling:

• Low Employee Engagement: According to Gallup, only 6% of Japanese employees are engaged in their work, ranking Japan last globally. High dissatisfaction with workplace environments and stress are key factors.
• Managerial Motivation: A survey by Persol Research & Consulting found only 19.8% of Japanese employees aspire to become managers, again the lowest globally. Hybrid work, complex management demands, and work-life balance concerns were cited as reasons.
• Declining English Proficiency: The EF English Proficiency Index shows Japan’s sharp decline, dropping from 14th place in 2011 to 92nd in 2024. Waning interest in English skill development has been suggested as a cause.

Low engagement, in particular, is not new. Over a decade ago, I conducted an engagement survey at a multinational company where half the employees were Japanese. The results were striking—Japanese employees consistently reported lower engagement than their international counterparts.

So, what can we do to address these challenges?

To build a pipeline of motivated, future-ready leaders, we need strategies that empower managers and their teams. Gallup highlights that managers drive engagement through goal setting, meaningful feedback, and accountability. They also emphasize creating a culture where local managers and team members engage in meaningful, empowerment-driven conversations.

For managers in Japan, their role as role models is particularly significant. By maximizing one-on-one interactions, they can foster engagement, strengthen team members’ sense of belonging, and build a more empowered workforce. As Tom Kobayashi, who has posted extensively about engagement in Linkedin, mentions in his video that harmony and a collective sense of belonging are pivotal to creating an environment where team members thrive.

Ultimately, success depends on a manager’s ability to understand themselves, refine their communication style, and connect effectively with their teams. These skills are foundational to developing the next generation of leaders in Japan.

What strategies have you found effective for driving engagement and motivation in a cross-cultural environment? I’d love to hear your thoughts in the comments.