Japan’s Galapagos Syndrome Still Alive And Well
The description of Japan, as similar to the remote islands of Galapagos off the South American coastline is often quite apt. The fauna and flora of the Galapagos Islands are unique and have become so, through their splendid isolation from the outside world. When the ruling Tokugawa family declared death for anyone coming into Japan or leaving Japan, with the exception of the Dutch down on tiny little Dejima Island in Kyushu, the country went into isolation from the rest of the world. Many things in Japan still continue in isolation despite the country opening up to the world, thanks to the arrival of American gunboats in the 1850s.
In 1992 I was posted in Nagoya, for four years, launching up a totally new operation there. I found it tough. We were trying to get Australian products and services into the Chubu region market, but the mental resistance was quite strong. Initially l thought it was because we were foreigners. I discovered that even those Japanese who were posted there from outside felt the same sense of isolation.
The people who staffed the companies in Nagoya graduated from schools and Universities in Nagoya or its surrounds. They spoke the local dialect, Nagoya ben and supported a range of parochial activities that differentiated them from “outsiders”. Being from Queensland in Australia, I knew all about parochialism.
The Japanese staff I met in Nagoya coming from “outside” that region couldn’t wait to get out, because they complained they never felt accepted by the locals. This is the Galapagos syndrome in action.
Now the four years I spent in Osaka from 1996 were quite different. Yes or No was quite quickly forthcoming which was great – you received a decision. In Nagoya it was usually No. Osaka was more open but they also felt a jealousy with that upstart Tokyo. Osaka had been the commercial capital of Japan for centuries until the Tokugawa family decided that they would make the sleep fishing village of Tokyo their national headquarters. The locals mainly all went to school and university in the region, spoke the local dialect Osaka ben and supported a range of parochial activities that differentiated them from “outsiders”.
Back in Tokyo for the third time in 2001, I felt freed from all of that narrow minded regional parochialism. Sadly the narrow mindedness continues even here. I find this often in business. For example, when you go to a networking event, no one seems much interested in networking. The company representatives stand around talking to people they already know. If one of them knows someone else there, then an introduction is made, but no one is actively walking around handing over their business cards or meishi to strangers. Not done old chap, what.
Even at international events held in English hosted by the various foreign Chambers of Commerce, the more cosmopolitan Japanese representatives seem reluctant to network and meet new people. Surprisingly, if they arrive early, they go straight to a table and sit down – a sort of seated wallflower. When I approach them and ask to meet them, their faces drain of blood and they go quite pale at the thought of having to speak to a foreigner in English. I see the spread of relief in their faces when I switch to Japanese. Puzzling though, that the company would send someone to an international event, who is scared of having to speak to foreigners.
Who is educating these company staff about how to get out of their own mini-Galapagos? Their bosses are either doing the same thing themselves or they are ignorant of what a poor job their people are doing. I met someone at a recent networking function and followed up the next day, asking to be introduced to their HR person, so I could introduce Dale Carnegie Training to their company.
The HR person replied to them, they already have training contacts and so no need to meet me. It is quite normal that they may have some current suppliers but what struck me was the reluctance to expand their world. Here was someone in their comfort zone, settled in snugly in their mini-Galapagos.
Yes, they may have an existing supplier, but why is there no interest to know what else is out there. I can guarantee that the other supplier is not 106 years in operation globally or 55 years in Japan; that they have offices in 100 countries around the world; that they supply training to 90% of the Fortune 500 countries. No, they are not doing any of that!
Now I am obviously very proud of what we do, but that is not my point. What struck me as strange is why is this HR person doing such a poor job for their company? If they were half awake, they would want to expand the range of options and look for the best quality training they can find, to give their company a competitive edge in their market. Ultimately, it may not be with us, but at least they should be better led to get their thinking out of Galapagos and into the real world. This is a major recruiting, training and leadership issue.
In Japan, HR are often the internal police, making sure all the regulations and procedures are being followed. What we call strategic HR barely exists here. The idea that HR can impact the company’s results is a thought rarely held in their minds. They are relentless box checkers – placing a check mark when activities are completed, rather than analyzing which are the best activities.
This is a leadership decision to have people like this running such a vital function. Take another close look at who you are employing in the HR function. You may be shocked to find out they are dummies, not doing the firm much good at all. Japan in general and companies in particular, cannot afford to be mini-Galapagos Islands in this matrixed, inter-connected, 24/7 global construct called modern business. Time for a change.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
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About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
