How do you evaluate someone at work as “motivated” or “competent”? Is it when they:
・Spend work hours chatting with colleagues
・Are consistently late for work in the morning but leave precisely at closing time
・Never respond to emails or respond very late
・Make decisions unilaterally without consultation
During my +20 years working as an expatriate across seven countries in Asia and emerging economies, I frequently encountered those behaviors.
They caused me tremendous stress because, through my Japanese lens, such work habits indicate:
・People who lack motivation
・People who don’t deserve recognition
When local colleagues and staff behave this way, I couldn’t advance my work as planned. Frustration, exhaustion, and disappointment kept mounting.
⚫️ My Failed Attempt at “Education”
I once tried to “educate” them to improve their work attitudes and styles.
・I told them to return to their desks if they were just chatting about things unrelated to work…
・I instructed them to take notes and listen carefully during meetings…
・I preached that constant communication with colleagues and supervisors was essential for team unity…
・I explained that they should avoid impulsive decisions but should gather input from various people, verify information, and assess all risks and possibilities before making decisions…
In this way, I once judged them that:
・“They are lazy, not engaging.”
・“They need thorough education to be ‘professional’.”
However, I faced fierce resistance from local staff.
⚫️ Understanding Different Cultural Lenses
< The way to develop mutual trust >
There are cultures where “how close your relationship is” matters more than someone’s skills, track record, experience, or competence.
The closer the relationship, the more willing people are to accommodate unreasonable requests, and the smoother collaboration becomes, making work progress remarkably well.
Therefore, chatting over tea in the workplace or engaging in conversations completely unrelated to work isn’t “meaningless play time” for them – it’s essential for effective and efficient work..
< Meeting Dynamics: Active Participation vs. Note-Taking >
From a Japanese perspective, taking notes during meetings represents respect toward others, thoughtfulness, and modesty. Remaining silent is well accepted in Japanese business culture.
Meanwhile, people who don’t take notes during meetings listen intently to speakers, maintaining eye contact, and immediately ask questions or share opinions when something occurs to them.
In such a society, those who don’t join the discussions or remain silent are perceived as:
・People who are incompetent
・People who don’t contribute to the team
In such environments, being a “good lister” holds no value, so there’s no time for them to quietly take notes.
< The way to Decision-Making >
Working overseas, I’ve noticed that staff who think and act independently, and managers who make quick decisions (even if the content is messy), are surprisingly often valued.
To avoid wrong judgement and prevent colleagues from pointing out my mistakes later, I would think:
・“I must consult my colleagues and supervisors before making my decision.”
・“I should seek my supervisor’s approval before proceeding to the next stage.”
However, these kinds of attitudes as a manager led local staff to look down on me as:
“Unreliable”
“Useless”
“Incompetent”
< The Professional Autonomy Paradox >
I once demanded that local staff constantly update me on “what’s going on” from making mistakes that could harm the organization – essentially requiring constant reporting, communication, and consultation.
However, I soon realized that my staff were frustrated with the constant reporting.
Acting as a competent professional means making independent situational judgement and taking action. Constantly consulting and seeking supervisor approval is sometimes viewed as “evidence of immaturity.”
⚫️ The Real Impact of Cultural Misunderstanding
As I learned about these local circumstances, I realized that my attempts to “educate” them didn’t enhance work quality at all.
Instead, by criticizing their visible behaviors and imposing my values and attitudes, I significantly undermine their motivation and commitment.
When working in global teams, what constitutes appropriate work methods and communication attitudes varies by culture. If you are trapped by only one lens – your own lens – you risk serious misunderstandings and even long-term trust.
For effective global collaboration, the most crucial first step is observing and understanding how they believe work should be done.
⚫️ Finding Balance in Global Teams
However, the above doesn’t mean I should completely abandon my approach and adapt 100% to their preferences.
I have things I can do, things I cannot do, and organizational positions and rules that prevent me from endorsing and supporting their methods, even when I’d like to.
So I don’t like to casually say things like “Let’s have fun with cultural differences.”
I simply want to work as comfortably as possible with people who speak different languages, have varied preferences, and think differently.
I just want to build good teams and create an environment where everyone can do their best work.
