Episode #21: How To Build Trust, Credibility And Respect

Employee engagement in Japan is not just about salary or benefits. For leaders in 日本企業 (Japanese companies) and 外資系企業 (foreign-capital / multinational companies), trust is the real driver of performance, retention, and innovation in Tokyo and across Japan.

Recent research by Dale Carnegie Training Japan shows three key drivers of engagement:

1. Relationship with your immediate supervisor
   People stay or leave because of their boss.

2. Belief in senior management’s direction
   Employees want to feel confident about the company’s future and strategy.

3. Pride in working for the organisation
   Staff need to feel, “I’m proud to work here.”

Trust connects all three. When people trust their leaders, they are more engaged, proactive, and loyal.

Mini-summary: Engagement in Japan grows when employees trust their boss, senior leadership, and feel proud of the company.

What does “trust” really mean in the workplace?

Trust means confidence that you can rely on someone or something.

However:

• Too little trust → fear, control, and micromanagement.

• Too much blind trust → poor decisions and risk.

A healthy level of trust comes from using both head and heart: facts, data, and sound judgment, balanced with empathy and intuition.

Mini-summary: Trust is balanced confidence in people, built through good judgment and consistent behavior.

Why is trust so important for Japanese and multinational companies?

In 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo), a high-trust culture brings:

• Higher job satisfaction and engagement

• Better productivity and innovation

• Lower stress and burnout

• Stronger customer relationships

• Lower turnover and better retention

When trust is low, people emotionally withdraw. They do the minimum, avoid risks, and stop sharing ideas.

Mini-summary: Trust turns average employees into committed partners who go the extra mile.

Leaders, especially in Japan, are often the last to know when trust is broken. Warning signs include:

• Low morale, no initiative

• High absenteeism, lateness, and turnover

• Guarded communication, gossip, and rumours

• A constant feeling of fear and worry in the team

• Cynical or suspicious comments

• Defensive or aggressive tone and body language

In Japan, people may not say the problem directly. Informal talks outside work—like a bar-side “nomikai (drinking party) chat”—often reveal more truth than official meetings.

Mini-summary: Look beyond polite silence; watch behaviour, mood, and hidden signals to spot distrust early.

There is a typical trust breakdown and rebuild cycle:

1. Trigger event
   Something happens that damages trust (a broken promise, unfair decision, poor communication).

2. Strong emotions
   People feel disappointment, anger, resentment, or fear.

3. Emotional distance
   They pull back, needing “time out” to think and protect themselves.

4. Communication (often difficult in Japan)
   Ideally, both sides talk honestly about what happened.
   In Japan, staff may need time and psychological safety before they can speak up.

5. Second chance
   The person who broke trust is given an opportunity to change.

6. Consistent positive interactions
   Over time, trustworthy behaviour rebuilds confidence.

Mini-summary: Trust is lost in moments but rebuilt over time through honest dialogue and consistent action.

What practical steps can leaders take to restore trust?

When trust is damaged, leaders in リーダーシップ研修 (leadership development / leadership training) often focus on five key actions:

1. Show vulnerability, not just authority
   Put your ego aside. Let people see you as a real human being, not only “the boss.”

2. Own your part in the problem
   Honestly review your assumptions and decisions. Take responsibility for your role in breaking trust.

3. Have a private, honest conversation
   Meet one-on-one. Share your view, then ask for theirs.
   Listen more than you speak. Keep an open mind and step into their shoes.

4. Clarify what both sides need to repair trust
   Ask: “What do you need from me?”
   Share what you need from them. Check understanding and agree on concrete actions.

5. Follow through consistently
   Be vigilant about your behaviour. Actions will speak louder than any apology.

Mini-summary: Leaders rebuild trust by being humble, listening deeply, agreeing on clear steps, and then delivering consistently.

How leaders look, act, and speak can either build or destroy trust—especially in high-context cultures like Japan.

1. Appearance (face and expressions)

Employees are expert “boss watchers.” They watch facial expressions to guess mood and intent.
In Japan, a “serious, thinking face” and an “angry face” can look similar, so leaders must be extra aware of what their face is saying.

Mini-summary: Your face is constantly broadcasting signals—make sure they match your message.

2. Behaviour and body language

Your attitude, tone, and body language communicate even when you are silent.

• Are you open or closed?

• Relaxed or tense?

• Approachable or intimidating?

If your words say “I support you” but your body says “I’m angry,” people will trust your behaviour, not your words.

Mini-summary: People believe what they see more than what they hear.

3. What you say (content)

Words matter. Leaders build trust when they:

• Share clear facts and context

• Tell honest stories

• Admit when they do not know something

• Share knowledge that helps people succeed

Mini-summary: Clear, honest information builds credibility and reduces fear.

4. How you say it (voice)

Tone, pitch, speed, volume, and rhythm all shape how your message is received.

• Calm and steady tone → safety and stability

• Rushed and sharp tone → stress and impatience

• Flat tone → disinterest or lack of care

Leaders must align voice and message to show genuine respect and care.

Mini-summary: The way you speak can either amplify or destroy trust in your words.

For leaders in 日本企業 (Japanese companies) and 外資系企業 (multinationals) in 東京 (Tokyo), structured development like:

• リーダーシップ研修 (leadership training)

• 営業研修 (sales training)

• プレゼンテーション研修 (presentation training)

• エグゼクティブ・コーチング (executive coaching)

• DEI研修 (DEI training: Diversity, Equity & Inclusion training)

helps them communicate better, handle conflict, and build a stronger trust culture across teams.

Dale Carnegie’s global expertise (over 100 years worldwide and 60+ years in Tokyo) gives leaders practical tools to build trust in both Japanese and multicultural environments.

Mini-summary: Ongoing leadership, communication, and coaching programs help make trust a daily habit, not a one-time effort.

• Trust is the hidden engine of engagement in Japanese and multinational workplaces.

• Three core drivers of engagement are: relationship with the boss, belief in senior leadership, and pride in the organisation.

• Leaders must actively detect and repair distrust, especially in cultures where people hesitate to speak directly.

• Consistent, humble, and clear communication—supported by structured リーダーシップ研修 (leadership training) and エグゼクティブ・コーチング (executive coaching)—creates a high-trust, high-performance culture.

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.