Why Leading Teams in Japan Feels So Hard — Understanding “Nemawashi” and the Four Follower Types

Many foreign leaders in Japan face the same frustrating experience.
They hold a meeting, gain apparent agreement from their Japanese team, and leave feeling confident.
Weeks later, they discover — nothing has happened.

They ask, “Why is it so hard to get capable, well-paid people to follow through?”
The answer lies in Japan’s unique decision-making culture, where public disagreement is avoided and alignment happens before meetings, not during them.

Mini-Summary: What looks like agreement in Japan may simply be silence masking dissent.

In Japan, leaders practice nemawashi — literally “root binding,” like preparing a tree for replanting.
Before a meeting, the boss consults key people individually to gather input and make adjustments.
By the time the meeting happens, consensus is already built, and everyone moves quickly to execution.

In Western companies, decisions are made in meetings.
In Japan, they are made before meetings.
This method has been effective for centuries — because it preserves harmony while ensuring speed once action starts.

Mini-Summary: Nemawashi builds commitment before decisions are announced, not after.

A skilled leader knows not all followers are the same. In Japan, you’ll typically encounter four types:

1. Independent and Engaged

The ideal team member — proactive, capable, and aligned.
They take initiative and improve outcomes without waiting for orders.

2. Dependent but Engaged

Common in Japan. They work hard but require guidance.
Why? Because risk aversion is strong — following instructions perfectly is safer than showing initiative.

3. Dependent and Disengaged

These employees do the minimum.
They’re shaped by Japan’s seniority-based promotion system, where effort and results matter less than age and tenure.
It creates stability — but stifles innovation.

4. Independent but Disengaged

The most dangerous type.
Capable but cynical, they disagree with your direction, quietly resist you, and may even undermine you.
They’re waiting for you to fail — or leave Japan.

Mini-Summary: Not all disengagement looks the same — some of it is silent sabotage.

Leaders can draw from multiple “power bases” — each with different effects.

1. Positional (Authority) Power

Symbolized by the stripes on the sleeve.
It commands basic respect — but not loyalty.

2. Expert Power

Highly effective in Japan.
Demonstrate deep technical or business expertise, and your credibility grows quickly.
Japanese staff respect competence above charisma.

3. Reward Power

The “carrot” — bonuses, promotions, study trips, special projects.
Known locally as ame (飴) — the sweet reward that motivates action.

4. Role Model Power

When leaders model professionalism, empathy, and strong communication, they earn natural influence.
People follow those who embody excellence.

5. Coercive Power

The “stick” or muchi (鞭) — used sparingly.
Sometimes, disengaged saboteurs must go.
But fear-based management destroys trust if overused.

Mini-Summary: Great leaders in Japan combine expertise, empathy, and example — not just authority.

How Should You Adapt Your Leadership Approach?

Leading in Japan means customizing your style for each person.
Use authority with the dependent, trust with the independent, and empathy with everyone.
The amateurs lead groups; the professionals lead individuals.

Start by mapping your team:
Who is independent? Who is risk-averse? Who is disengaged?
Then choose the right blend of power to match each type.

Mini-Summary: Leadership in Japan is not one-size-fits-all — it’s one-person-at-a-time.

• Japanese staff may appear to agree but often avoid public conflict.

• Nemawashi (事前調整) builds real consensus before meetings.

• Understand your four follower types to manage engagement.

• Use a mix of authority, expertise, reward, and empathy — not coercion.

• Lead each individual differently for maximum impact.