Episode #85: Networking When Doing Business In Japan

Networking in Tokyo can feel like an uphill battle—especially when cultural norms discourage approaching strangers. If you’ve ever walked into a room full of potential clients (見込み客 mikomi-kyaku / prospective customers) and wondered, “How do I actually start conversations here?”, this guide is for you. Drawing on real field experience in both Japanese- and English-speaking events, here’s how to build trust, create opportunities, and generate business outcomes in Japan (日本 Nihon / Japan).

In many Japanese-speaking settings, people are raised not to talk to strangers (知らない人に話しかけない shiranai hito ni hanashikakenai / don’t speak to unknown people). That habit carries directly into events. The common flow is:

• If I know you and I meet someone else I know, I introduce you.

• I don’t typically walk up to a complete stranger to introduce myself.

This approach is polite and socially safe—but it limits how many new contacts you can realistically meet.

Mini-summary: Japanese networking often relies on introductions within existing circles, which can restrict new connections unless you take proactive steps.

If you want a new contact point (接点 setten / point of contact), you have to create it. That means approaching strangers directly—but doing it with cultural sensitivity:

• Be polite and reasonable (礼儀正しく reigi tadashiku / courteous).

• Still push past the invisible wall of hesitation.

• Don’t wait for someone else to connect you.

A practical method is to approach semi-closed circles of people and enter confidently, then introduce your colleague(s). Repeating this throughout the evening dramatically increases your reach.

Mini-summary: In Japan, proactive introductions are essential; respectful assertiveness is what unlocks new relationships.

Foreigners often have more flexibility in social expectations. The rules are less strict, so you can function as the “first mover”:

• Walk up to groups.

• Open the interaction.

• Introduce your Japanese staff member(s).

• Let conversation flow naturally from there.

This team approach helps Japanese colleagues avoid the social friction of initiating with strangers while still benefiting from the connections.

Mini-summary: Use cross-cultural teamwork—foreign members initiate, Japanese members deepen trust—to maximize results.

What happens at English-speaking events in Tokyo?

English-speaking events in Tokyo often split into two groups:

1. Japanese attendees

2. Foreign attendees

A frequent pattern: Japanese participants arrive early and sit down quietly at tables, hoping to avoid new interactions in English. Rather than leaving them isolated, approach first:

• Introduce yourself confidently.

• Offer a business card (名刺 meishi / business card).

• Start with a simple, respectful opener.

They may be surprised at first, but once the conversation begins, they usually relax quickly.

Mini-summary: At English events, Japanese attendees often need a confident opener from you before they engage.

Why should you avoid sitting with your own colleagues?

If you attend in pairs or groups, don’t sit together. Sitting with your own company reduces your chance to meet anyone new.

A powerful rule: separate intentionally and “work the room” (場を回る ba o mawaru / circulate through the room). Even government and embassy professionals benefit from this shift because networking time is limited.

Mini-summary: Sitting with coworkers wastes opportunities; splitting up multiplies your reach.

At Dale Carnegie Training Japan (デール・カーネギー・トレーニング・ジャパン Dale Carnegie Training Japan), we divide the room:

• “I’ll take this half, you take the other half.”

• Meet as many people as possible.

• Reconnect later and exchange notes.

Two extra tactics:

• Start with people already seated at other tables.

• Leave your own table last—because you’ll naturally spend time there later anyway.

Mini-summary: Divide, conquer, and debrief—this simple structure consistently produces more high-value contacts.

How can you prepare before the event starts?

Preparation gives you leverage (準備 junbi / preparation):

• If organizers provide an attendee list, study it.

• If not, arrive early to read name badges (名札 nafuda / name tag).

• Ask organizers to point out people you want to meet or introduce you.

This helps you connect faces to names and focus your effort on likely prospects.

Mini-summary: Early arrival and attendee intelligence increase your odds of meeting the right people quickly.

Where should you position yourself during the event?

A simple advantage: stand near the entrance (入口 iriguchi / doorway).
You meet people as they arrive, when they’re still open and not yet absorbed into conversation clusters.

Mini-summary: The doorway is a high-traffic, low-competition spot for first conversations.

How do you know who is a potential client fast?

Go in with 2–3 key qualifying questions (質問 shitsumon / questions). Example goals:

• Identify if they could be a client.

• If yes, continue and build rapport.

• If no, exit politely and move on.

A graceful close sounds like:
“Thank you—I'm going to meet a few more people today.”

Networking is not just socializing. It’s about building a buyer network (購買ネットワーク koubai network / buyer network) and becoming known (知られる shirareru / to be known).

Mini-summary: Qualify early, exit politely, and focus on real business potential.

Think of the classic Western fairytale:
You must kiss many frogs before finding the princess.

Same principle in Japan:

• You won’t know who becomes your next client.

• The only way to find them is to meet many people consistently.

Quantity creates quality in networking outcomes.

Mini-summary: Meet widely and persistently; the next key client may be the next conversation.

• Japanese networking norms discourage stranger approach, so proactive but polite action is essential.

• Use teamwork: foreigners open doors, Japanese colleagues deepen trust.

• Split up, circulate, and compare notes to maximize coverage.

• Qualify quickly, move on respectfully, and keep meeting new prospects.

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.