Driving DEI in Japan — Why Success Depends on the Kacho-Level Leader

The CEO has signed off on Diversity, Equity and Inclusion (DEI). The HR department has published guidelines. Now comes the hard part — making it real.
In Japan, this responsibility lands squarely on the kacho (section chief). These middle managers supervise the bulk of the workforce, make promotion and coaching decisions, and set the daily tone of inclusion.

Top management can announce the vision, but without kacho-level engagement, DEI remains a slogan. The following nine actions can help turn rhetoric into reality.

Mini-summary:
DEI in Japan succeeds or fails at the kacho level — where culture meets daily execution.

Change feels uncomfortable. Leaders may quietly resent or resist it. Yet what you say becomes the team’s truth. If your self-talk turns negative, your section will follow. Discipline your internal dialogue and model positive, forward-focused language.

Mini-summary:
A leader’s internal voice becomes the team’s external behavior.

You don’t have to pretend DEI is easy. Acknowledge your own struggle — but never dismiss the initiative. Use it as an entry point for open discussion: “How can we apply DEI in our team?” People support what they help to create.

Mini-summary:
Vulnerability builds ownership — let your team co-create the DEI path.

Systems can be installed overnight. Values cannot. Shifting mindsets about equity and inclusion requires patience and persistence. Adjust expectations: transformation is gradual but powerful when consistent.

Mini-summary:
Cultural change takes time — consistency beats intensity.

You became a leader because you were an expert in your field — but DEI is new terrain. Study it as you would any business discipline. Ask questions, seek input, and learn from others. Curiosity is the mark of an adaptive leader.

Mini-summary:
Treat DEI as a professional competency, not a corporate trend.

Embracing DEI doesn’t mean dropping performance goals. It means balancing inclusion and execution. The best leaders prove their adaptability by excelling in both. Your advancement depends on how you integrate new expectations while maintaining results.

Mini-summary:
Great leaders drive inclusion without losing performance focus.

You may not fully understand DEI’s “why.” That’s okay — start by exploring the positives. As a leader, your attitude shapes perception. When you model curiosity, your team will mirror your mindset.

Mini-summary:
Your openness to new ideas determines your team’s openness to change.

DEI isn’t a project with an end date — it’s an ongoing shift. Don’t wait for perfection before celebrating progress. Recognize efforts early and often. Appreciation fuels momentum.

Mini-summary:
Frequent recognition keeps cultural change alive.

Ask for mentoring or coaching on how to lead DEI implementation. It’s not a weakness — it’s professionalism. Internal experts or HR may provide resources that save time and confusion.

Mini-summary:
Asking for help accelerates mastery.

Leaders set direction, maintain processes, and build people. DEI lives in that third role — developing people’s potential through diverse perspectives. When your team is more creative than your competitor’s, you win. Inclusion drives innovation.

Mini-summary:
Building people through inclusion builds innovation — and wins markets.

DEI cannot be pushed down from the executive suite. Real change begins where managers lead people daily. The kacholevel holds the keys to organizational transformation. When middle leaders believe, communicate, and act — inclusion becomes culture.

Mini-summary:
Empower your kacho-level leaders — they turn DEI from an HR slogan into a competitive advantage.

• The kacho level decides whether DEI thrives or fails.

• Leaders must model positivity and transparency during change.

• Cultural transformation is gradual — celebrate small wins.

• Treat DEI as a leadership competency, not a compliance task.

• Inclusion unlocks creativity, innovation, and long-term competitiveness.

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Discover how Dale Carnegie Tokyo can equip your kacho-level managers to communicate inclusively, drive behavioral change, and embed DEI into your company’s leadership DNA.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.