144: Youth Society Challenges In Japan's Workforce

The Japan Business Mastery Podcast By Dale Carnegie Training Tokyo Japan

Sakaiya Taichi, well known author and futurist, made an interesting observation about the current trend of Japanese society. He referred to Japan’s current lack of yoku (desire), yume (dreams) and yaruki (guts). What does this mean for business and for our companies if we are staffed by young people without these three Ys? As leaders, how can we reverse this trend and produce more engaged teams? Is it too late already?

Demographics will create more pressure on companies to focus harder on recruiting and retaining their workers, as the supply of young workers steadily reduces. The stimulus to desire and dreaming of a better future will only arise because company leadership recognizes there is an issue in the first place. The expectation that this current generation will fit in like every preceding generation is Leadership Japan’s geriatric illusion.

The young will need a lot more conversations about their future prospects inside the company, than their current aging bosses ever received from their superiors. They want praise and feedback to give them the confidence to step up and take responsibility. The old style boss luxury of screaming at staff when they make a mistake will not long be available. The young will simply leave and get a job elsewhere.

Not delegating and thereby not enabling them to gain experience, so they can position themselves to step up into higher levels of authority, won’t cut it either. Disorganised, time mismanaging bosses who think it is “easier if I do it myself “ will find it is not easier, as they have to spend time and treasure to replace a more mobile workforce.

Coaching and mentoring skills are going to be going at a premium as leaders are sought out who can develop future leaders, retaining the best talent and leveraging the ideas, insights and innovations of those at the bottom – those closest to the action.

Apart from the obvious relationship with the immediate supervisor as a key driver of engagement in staff, the other two drivers are belief in the direction senior management are taking the company and pride in the organization. These last two are communication necessities. If current leaders think these are obvious truths, in no need of elucidation, then they are in for a sad business future, as the young depart in droves for competitors.

Take a good hard look at your middle managers and senior leaders – do they get it? Are they able to encourage the young to see a future with the firm and to not think they have to leave in order to advance in their career? Are they able to get across the key messages required? If they are not fully capable, we had better get busy re-training them for the brave new world just around the corner. Their Job One is to create a culture of yoku, yume and yaruki inside the organization.