Cracking the Nut of Low Engagement in Japan

Are you a global or local manager that is required to review engagement scores? Are you wondering why your Japanese teams rank lower than those in other regions? Or perhaps you’re already aware that Japan consistently reports some of the lowest employee engagement levels worldwide and you might be searching for an effective strategy to address the issue.

Before rolling out engagement initiatives, it’s essential to first understand what prevents engagement in Japan in the first place.

The Cultural Context: Why Engagement Looks Different in Japan

In Western countries, particularly the U.S., students are encouraged from an early age to actively participate in discussions, express opinions, and students are also evaluated on their level of participation in class. This fosters a natural expectation that engagement involves speaking up and actively contributing.

In contrast, Japanese education has historically emphasized group harmony and indirect communication over open debate. However, change may be on the horizon. The Japanese government revised school guidelines in 2022 to encourage student autonomy, signaling a cultural shift toward engagement from a younger age. While these changes will take time to influence workplace behavior, they represent an important evolution.

If we want to improve engagement in Japanese teams, we must first recognize the underlying communication barriers, particularly the role of assertive communication—the ability to express opinions, needs, and concerns openly and respectfully.

Why Assertive Communication Matters Now More Than Ever

Japan’s corporate landscape is evolving. Companies are becoming more global, traditional hierarchies are loosening, and younger employees increasingly expect clear, direct feedback from their leaders. Psychological safety is also gaining traction, reinforcing the need for open dialogue where employees feel safe to voice concerns, ask questions, and contribute ideas.

So why does low assertiveness persist?

A study by Sonoda (2014) comparing university students in Japan, the U.S., China, and Thailand found that Japanese students were the least assertive—even compared to their Asian peers. Deep-rooted cultural norms emphasizing hierarchy and group harmony discourage direct communication, making it difficult for employees to assert themselves at work.

This reluctance to speak up impacts engagement, decision-making, and team efficiency.

The Impact of Low Assertiveness in the Workplace

I have observed this firsthand during a global meeting. The behavioral differences among non-native English-speaking participants were striking:

A Belgian colleague methodically laid out the agenda.
A Chinese colleague asked frequent clarifying questions without hesitation.
Meanwhile, a Japanese manager I was supporting remained silent—despite my prompting.

After the meeting, the Japanese manager voiced concerns that could have been raised earlier. This pattern of withholding input until after the fact is a common frustration among multinational teams operating in Japan.

If employees feel unable to speak up in real time, engagement suffers—not because they aren’t invested, but because they don’t feel empowered to express themselves.

A Research-Backed Approach to Assertiveness Training

Simply teaching assertiveness isn’t enough. Kishida, Nakao, & Takeda (2022) found that individuals with greater self-awareness were more likely to adopt assertive behaviors successfully. Their study revealed:

Individuals who valued self-care (“I am important”) were more likely to engage in assertive communication.
Those lacking self-awareness struggled to apply assertiveness techniques effectively.

This suggests that self-awareness training should precede assertiveness training.

By incorporating self-reflection exercises before assertiveness training, Japanese employees can:

Identify their current communication style (passive, aggressive, or assertive).
Understand what holds them back (fear of hierarchy, concern for harmony, etc.).
Recognize how their communication style impacts engagement and workplace relationships.

Further research by Furuya & Yamato (2020) reinforced the link between assertive communication and employee engagement, showing that when Japanese employees were encouraged to express their opinions openly:

They felt more valued and connected to their teams.
Job satisfaction increased as they saw their input being acknowledged and acted upon.
Turnover rates decreased, as employees felt a stronger sense of belonging.

A Layered Strategy for Success

If improving engagement is the goal, assertive communication must be part of the solution. However, a one-size-fits-all approach may not work. Instead, a layered approach could be more effective:

1️⃣ Acknowledge the Cultural Barrier

Low assertiveness in Japan isn’t a personal failing—it’s a product of cultural and societal norms (Sonoda, 2014). Understanding this is key before attempting any engagement initiatives.

2️⃣ Start with Self-Awareness

Before teaching assertiveness, employees must first cultivate self-awareness of their communication tendencies and barriers (Kishida et al., 2022). Self-reflection exercises provide a strong foundation for this development. How self-aware is your team? Many organizations can leverage their corporate wellness representative, who likely has resources on stress management and self-awareness that can be shared with the team.

3️⃣ Transition to Assertive Communication

Once self-awareness is established, assertiveness training should focus on practical, culturally adapted techniques that help employees communicate more openly while respecting workplace norms (Furuya & Yamato, 2020).

By following these steps, Japanese organizations can foster a more engaged, communicative, and empowered workforce—leading to stronger business performance and a healthier workplace culture.

Final Thoughts

If you’re managing a Japanese team and struggling with low engagement, the issue may not be a lack of motivation, but rather a lack of assertive communication skills. By addressing the root causes and implementing a layered strategy, you can create an environment where employees feel comfortable speaking up, leading to higher engagement, stronger collaboration, and better business outcomes.

How have you approached engagement challenges with Japanese teams? Let’s continue the conversation—drop your thoughts in the comments.
If you’re interested in coaching or training to develop team or individual assertiveness and engagement, contact me here.