One aspect of Japanese business culture that often frustrates non-Japanese managers is the amount of time spent building consensus before a decision is made.
To managers accustomed to a more direct approach, the process can sometimes feel slow. Why not simply make the decision and move forward?
After more than 30 years of working in Japan, I have come to appreciate that consensus building serves a purpose beyond simply reaching agreement. When used appropriately, it can be a powerful leadership tool for increasing buy-in, reducing implementation risk, and improving execution.
I was reminded of this years ago while working for a global company that was redefining its vision, mission, and core values.
Rather than creating the new statements at headquarters and announcing them to regional offices, the company invested significant time and resources in involving leaders from its overseas locations. Teams from headquarters traveled to regional offices and held workshops with local leadership teams to gather input and discuss what the new vision, mission, and values should represent.
I also recall our Japanese leadership team spending considerable time discussing the wording of one of the proposed core values. I don’t remember the exact language, I do remember that the discussion centered on how the message would be interpreted locally. There was genuine concern that it would not resonate within the Japanese context, so they felt that adjustments were necessary to ensure it conveyed the intended meaning.
Looking back, I thought it was brilliant how headquarters was creating local ownership of this initiative. By the time the final version was rolled out, the leaders understood the rationale and could confidently explain it to their teams.
And this is what has sunk in for me over the years.
First, people are more likely to support what they help create. By involving regional leaders in the process, the company created ownership long before the rollout began.
Second, consensus building can help reduce implementation risk. The discussion around the wording of one of the core values surfaced an issue that would not have been visible from headquarters, but was important enough to warrant changes before the final rollout.
Third, the fastest decision is not always the fastest route to results. While consensus building often requires more time upfront, that investment can pay dividends when it comes to implementation and adoption.
As global leaders, we often focus on how quickly we can make decisions. My experience with consensus building in Japan has encouraged me to consider a different question:
How quickly can we successfully implement them?
As you think about your next major initiative, consider the following questions:
- Who will be responsible for implementing this change?
- Whose support will be critical to its success?
- Who could improve the outcome if involved earlier in the process?
Rolling out any new initiative involves change, and change can be daunting regardless of culture. A key element of consensus building is involving stakeholders early in the process, helping to create ownership before implementation begins.
For leaders of global teams, that may be the most important lesson of all. Consensus building is not simply a Japanese business practice. It is a leadership tool that can increase buy-in, reduce friction, and improve the likelihood of a successful rollout.
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