I recently came across an interesting article in the Mainichi Shimbun discussing what is commonly referred to in Japan as the “May Blues” (五月病). It made me reflect on how seasonal workplace adjustment patterns in Japan can offer useful insights for managers everywhere.
If you are an American manager leading a Japanese team, the month of May can be a surprisingly important time of year.
In Japan, many companies hire new graduates and mid-career employees in April. New employees often spend their first several weeks adjusting to unfamiliar expectations, new relationships, long commutes, and the pressure of wanting to make a good impression. Then comes Golden Week, a major national holiday period that temporarily breaks the routine. When employees return to work afterward, some begin experiencing stress, uncertainty, fatigue, or a loss of motivation, what is often referred to as the “May Blues.”
While the term itself may be uniquely Japanese, the underlying experience is universal.
Employees everywhere go through periods of uncertainty after major transitions. In Japan, these patterns become more visible on a larger scale because many companies follow similar hiring cycles at the same time across the country.
In the U.S., similar patterns often appear more individually since the hiring cycle is more dispersed. Managers may notice employees struggling after starting a new role, returning from extended year-end holidays, or even coming back from longer summer vacations. The signs can look familiar:
- reduced participation
- lower energy
- hesitation to ask questions
- emotional withdrawal
- difficulty re-engaging with routines
Fortunately, the management response is not complicated. In many ways, situations like these simply reinforce management principles that are valuable year-round:
- regular check-ins
- psychological safety
- clarifying expectations
- encouraging open communication
- helping employees feel supported during transitions
One important point for managers working in Japan is that employees may not openly communicate that they are struggling. Quietness, hesitation, or withdrawal can sometimes be signs that additional support or reassurance may be needed.
Managers who recognize these moments early often build stronger trust, engagement, and long-term growth within their teams.
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