Braving the Tempest: An Odyssey of Empathy and Resilience in Leadership
Junko Tsuda's Path from Communications to the C-Suite
Meet Junko Tsuda: An accomplished and humble leader who excels during times of crisis. Junko's journey showcases a profound capacity for resilience and continuous personal growth. With her communication skills, she advanced her career and led her teams through four major "black swan" events with the essential qualities of adaptability, optimism, and courage that define effective leadership today. From modest beginnings near Hiroshima to spearheading the U.S.-Japan Council (USJC Japan), Junko's journey demonstrates the power of change and self-belief. In addition to her admirable professional accomplishments, Junko is an energetic fundraiser and mentor, committed to nurturing Japan's future leaders. In a recent intimate chat with Karin Wellbrock, Partner at Kay Group, she generously shared her journey, offering nuggets of wisdom and unwavering hope and optimism for young professionals and future leaders.
Beyond the Boardroom - Junko’s New Chapter
Karin: Junko, it's wonderful to have you here. How have you been since stepping down from your role as head of the U.S.-Japan Council?
Junko: Thanks for having me, Karin. I've been quite occupied with relocating and still assisting the USJC, especially in fundraising. I’ve also been focusing on mentoring and staying active with some exercise. Never a dull moment!
Karin: You always have this glow about you. Sounds like a balanced routine. Can you delve a bit into your exercise routine?
Junko: Absolutely. Jogging, running, and swimming have been my go-tos. I also have a soft spot for classical ballet, having taken lessons years ago. Exercise has always been a passion.
Karin: How invigorating! Shifting gears a bit, your leadership during the pandemic at the USJC was commendable. Reflecting on that time, what insights can you offer?
Junko: Leading the Japan division of USJC was certainly a pinnacle for me. Unlike my previous roles where I was more in upper middle management, the USJC role made me feel like I was running my own enterprise, albeit on a small scale. While I was accountable to the USJC board, I had the autonomy of leadership, and with it came the weighty responsibility of ensuring the well-being of my team. It was as much a learning curve as it was a profound honor.
Karin: Ending on such an impactful note surely seems like the hallmark of a fruitful career.
From Hiroshima to Tokyo with Love and Resilience
Karin: Junko, your journey has certainly had its unique trajectories. Could you share a bit about your upbringing and the origins of your leadership?
Junko: Certainly, I come from a quaint town near Hiroshima. At my school, the same students attended from kindergarten to junior high, spending 12 years together. Our close-knit group was more like family than classmates. Interestingly, even though I'm from the very end of the baby boomer era, our community was a cocoon, untouched by its larger dynamics. I was tall but also matured quickly due to inadvertently learning from my elder sister. Peers naturally gravitated toward me. Although I was not particularly vocal, I was respected and followed. That's when I began to sense my leadership roots growing.
Karin: Leadership traits right from childhood! And after high school, where did your path lead?
Junko: My next chapter was at Tsuda College, interestingly sharing my surname. It was founded by pioneering Japanese women who, after studying in the U.S., returned with progressive views on women's education. At Tsuda, I became more empowered and independent. It was a refreshing departure from the traditional expectations of women back home - of solely becoming devoted housewives. Tsuda instilled in me the value of being a responsible citizen and taught me that a woman's aspirations could extend beyond just the home front.
Twists, Turns, and Talk: Dance's Influence on Junko's Business Journey
Karin: So, Junko, what drew you to Tsuda College?
Junko: Tsuda College had a reputation for superior English education. Since high school, I've been driven by a dream to become globally competent. I believed mastering languages was key. Even though I was unsure about my exact career path, I began studying Spanish in college.
Karin: And why the interest in Spanish?
Junko: Nasuko Toda, a famous graduate from my college, was my inspiration. She was a renowned Japanese translator for subtitles of movies. However, contrary to my early aspirations, I didn't become a translator.
Karin: What was your initial job post-college?
Junko: Ideally, college grads in Japan transition seamlessly into jobs as companies conduct campus interviews during the final year. My path was slightly unconventional. I was mulling over a career in professional dance and hadn't been actively job hunting. But just before graduation, reality hit. Understanding the challenges of sustaining as a dancer, I quickly sought employment and settled for a temporary role in a small firm.
Karin: When did your passion for dance emerge?
Junko: I was introduced to classical ballet as a child, but took a hiatus before rekindling the passion in college. Picturing a dancer's life—its competitiveness, fleeting prime years, and lack of security—prompted me to reevaluate. Eventually, I chose the corporate world, and looking back, I have no regrets.
Karin: How has your dance background influenced your business persona?
Junko: Dance, like any art, demands discipline, daily practice, and consistent betterment. It instilled in me perseverance and the will to continually refine my skills—a quality I transfer to my professional life.
Karin: So, a perfect blend of deliberate practice and a growth mindset! Do you expect a similar tenacity from your colleagues?
Junko: While I'm diligent, I respect individuality and never enforce my approach on others. Every person has a different learning curve. I might require extensive practice to master a skill, like playing the piano, but I'm driven by the joy of gradual improvement.
Karin: It's a commendable trait. Does this mean you maintain a stringent daily regimen?
Junko: Only when time permits!
Karin: Lastly, how did your parents react to your dance aspirations?
Junko: Clearly, they opposed it. Their opposition initially seemed rooted in conservatism, but with time I recognized their genuine concern for my future and well-being. They highlighted the harsh realities of a dancer's life, and in hindsight, their apprehensions were valid. They simply desired the best for me.
The Beginning at a U.S. Ad Startup: My Marketing and Communication Initiation
Karin: So, Junko, where did you kick off your official career journey?
Junko: Post-college, I briefly worked for a local company before jumping into an American startup advertising agency. It was an exhilarating phase! I was able to interact with American creatives for overseas marketing projects of prominent Japanese corporations using my linguistic skills. We curated groundbreaking marketing campaigns for giants like Toyota and Canon during the '80s, when Japanese firms were just starting to venture globally. I was inspired by my superior, a woman from the US who was expecting her second baby and was juggling her career with motherhood. Observing her navigate work while facing societal expectations was quite revelatory for me.
Karin: After the ad agency, what was your next move?
Junko: Though I cherished my time at the agency, I was keen on joining the very brands we represented. Fortunately, I landed a role as the executive assistant to Disney's vice president for theatrical and home videos. Contrary to traditional Japanese firms, I noticed that foreign companies operating in Japan exhibited greater gender inclusivity. The prevalent recruiting norms in established Japanese firms prioritized hiring women from families already affiliated with them, primarily for matrimonial prospects. Being a solo dweller in Tokyo, I didn’t fit their mold. This nudged me towards foreign corporations. My tenure at Disney was nothing short of magical. Launching timeless classics like Sleeping Beauty and Dumbo into a home video market, handling impressive budgets, and witnessing women leaders in action significantly shaped my outlook.
Karin: And then?
Junko: While at Disney, I got married. My husband's international assignment took us to Spain for a couple of years, primarily for the Expo in Sevilla in 1992. My experience in Spain was a rich one; I dove into Spanish language courses. However, returning to Tokyo, I was confronted with the aftermath of Japan's economic bubble burst. The palpable shift in energy and the daunting job market kept me on the sidelines for nearly three years. That period was indicative of a profound transformation unfolding in Japanese society.
First Black Swan Rising: Facing the Fallout of Japan's 1990s Bubble Burst
Karin: Junko, the Japanese economic bubble burst in the early 1990s is seen as a pivotal moment. Can you explain its profound implications?
Junko: Of course. Up until the early '90s, Japan's economy seemed unstoppable, with its consistent growth. The financial crisis was a sudden and rude awakening. The ripple effects of that crisis touched not just the economy but also our collective mindset.
Karin: Speaking of which, I have a colleague who's still haunted by memories from that time. He had landed a permanent job amidst the downturn and is now wary of taking career risks. This traumatic job-hunting experience has left him hesitant to change companies.
Junko: The '90s were indeed defining for many. In Japan, there's an unstated norm: if you're not on the 'right track' immediately after college, your career is essentially stunted or non-existent. Many faced that predicament. However, luck favored me. In 1995, I joined Hilton Hotel at the Disney Resort in Chiba as a strategic marketer. It was a bustling hub since it was Asia's only Disneyland then. The recession had little impact there. It was an entirely new terrain for me, but the direct interaction with customers was energizing. Unlike other industries, in hospitality you have instantaneous feedback from your customer, which is exciting. Also, I enjoyed the sheer variety of operations that had to be coordinated and arranged. I spent eight fulfilling years at Hilton in marketing, public relations, and communications roles.
Karin: The internet advent must've been a game-changer during your tenure at Hilton.
Junko: Precisely, the dawn of the internet era brought about a seismic shift. We had to rapidly adapt to the internet, transitioning everything from bookings to internal communications online. It was a period of intensive learning and adapting. Leading my team, especially as we spearheaded marketing communication for all of Hilton's Japanese outposts, was an enriching experience.
Second Black Swan Shaken, Not Deterred: How 9/11 & SARS Paved Junko’s Path to GE
Karin: It's fascinating how you've been at the center of multiple industry shifts, Junko. What prompted the move from Hilton?
Junko: Working at Hilton was fulfilling, but the devastating 9/11 attacks and the ripple effects of the SARS pandemic severely impacted the hospitality sector. As a result of the industry's vulnerability, I craved a position within a sector more rooted within societal infrastructure.
Karin: It's intriguing how pivotal events shaped your career trajectory. How did you adapt post-Hilton?
Junko: I joined GE in 2003, shortly after Jack Welch resigned. His influence was still palpable, and GE was then the epitome of financial management and leadership. The world admired GE, and I was curious to experience its inner workings.
Karin: Joining such an esteemed organization must have been a great experience. What stood out for you?
Junko: GE's business ethos and corporate culture were admirable. Their prowess in managing diverse industries was awe-inspiring. Although smaller firms are now lauded for agility, GE was then a revered giant. The wide range of opportunities within the conglomerate, spanning sectors from healthcare to energy, were fascinating. My role was with the Japan holding company, but I eventually moved to their chemical unit, which was subsequently spun off.
Karin: Your journey with GE sounds extensive. How did it influence your leadership perspective?
Junko: GE nourished leadership. I could attend comprehensive training programs at their impressive East Coast training center. What set GE apart was the professionalism of its managers and the respect they commanded due to their intellect and merit. Their then avant-garde evaluation system, uniform across nations and roles, was an example to their commitment to excellence. My association with GE was so profound that many of us ex-GE folks still convene as friends.
Karin: And then you transitioned to the insurance world?
Junko: Post the spin-off of GE's chemical business, I faced a role that needed specialized industry knowledge I didn't possess. I always identified as a marketing and communication specialist. Fortunately, GE's HR lead, who moved to ING, approached me with an opportunity. ING, the Dutch insurance magnate, was another paradigm shift but also a treasure trove of talent. I began my journey there in the communication division.
Third Black Swan Wave Challenged by Lehman Shock and Fukushima: Embracing the Role of a Compassionate Crisis Guide
Karin: Yet again, you faced a major catastrophe in your career. Could you shed some light on this?
Junko: Indeed, right after my joining ING in 2008, Lehman Shock occurred. Though it originated in the US financial market, European institutions including ING was not immune. We had to close one large business unit because of the turmoil, letting 200 employees go. As a communication team, we had to handle external statements, internal communication, and executive messages, effectively and timely. Only a couple of years later, 3/11 happened, marking the triple disaster at Fukushima. The East Japan earthquake in March 2011 had a direct impact on ING. As a financial institution, we confronted significant challenges, including the care for the employees and families at branch offices in the affected areas and revoking foreign staff who had gone back home. When our HR head exited, I was entrusted with the HR helm, despite my inexperience in the domain. They wanted an internal transition during such tumultuous times. The offer was unexpected, but given the urgency of the situation, I embraced it.
Karin: That's a significant responsibility, especially without prior HR experience. What did this teach you?
Junko: I was driven by my commitment to the team and the organization. To me, the challenge wasn't in mastering HR but in addressing immediate concerns, especially assisting employees affected by the disaster. My superior's faith in me, coupled with being the only female in the leadership team, also fuelled my ambition to become a role model for the younger workforce. That said, I recognized that managing HR during stable times wasn't my forte, leading to my return to GE.
Karin: And how did your stint at GE unfold post this crisis?
Junko: My return to GE was centered on the revitalization of the Tohoku region. My responsibilities included CSR and external relations. The aftermath of 3/11 marked the emergence of CSR initiatives.
Karin: Was this a big focus for GE?
Junko: Precisely. GE was already known for its philanthropy and had its global foundation focusing on social activities like education. Initially, they were incredibly supportive of Tohoku's rebuilding. However, as the disaster's memory faded from public discussion, GE's focus shifted back to its routine operations.
Karin: That must've been a challenging shift for you. How did you navigate this?
Junko: Honestly, it was disheartening. The initial enthusiasm and investment in Tohoku's resurgence meant a lot. Witnessing this wane made me reevaluate my professional direction. While I alone might not bring transformative changes, I wanted to make a difference. As I examined myself, I realized mainstream businesses weren't for me. To contribute more directly to societal welfare, I explored foundations and non-profits.
From Profit to Purpose: Charting a New Course in Non-Profit
Karin: So, you ventured into the non-for-profit domain?
Junko: Yes, I transitioned to a small foundation at first and eventually, I was introduced to the U.S.-Japan Council.
Karin: With your extensive corporate background, how did it translate into value for this new role?
Junko: My previous roles with giants like Disney, Hilton, and GE cultivated a wealth of experience and an extensive network, both domestically and internationally. At the U.S.-Japan Council, I found these connections invaluable.
Karin: The U.S-.Japan Council had a significant focus on Irene Hirano, a celebrated Japanese-American figure. Post her demise, how did you envision the council's future?
Junko: At first, my eyes were most focused on the U.S.-Japan student exchange. It was all about the young scholars for me. As I gained experience, I started to better understand Irene’s vision. She initiated the council back in '08, and she built on her Japanese-American background to keep the Japanese-American stories and relationships alive. Then the 2011 Great East Japan Earthquake happened and together with Irene we shifted the focus on support and rebuilding. The TOMODACHI initiative was born and became a symbol of friendship and support between the two countries and the people. Having worked with her on this initiative was a privilege. Irene stepped down at the beginning of COVID-19 and passed away shortly thereafter sadly.
Fourth Black Sawn Pandemic Disruption: When COVID-19 Rewrote Business Rules
Karin: COVID-19 was indeed a global disruptor. Given the broad spectrum of crises you've navigated, how did the council and you address the challenges posed by the pandemic?
Junko: COVID-19 was unprecedented. I instinctively went into problem-solving mode, similar to how I dealt with previous crises. Almost overnight, our exchange programs came to a halt and sponsorship revenue was suspended. This forced us to reevaluate our organization's offerings and adapt to the pandemic's constraints, at the same time we asked supporters to continue funding the programs in new formats. While transitioning to online events had its challenges, especially for crucial functions like the Annual Conference, the entire team worked hard to innovate our business model, ensuring the council's relevance and continued impact.
Karin: Your journey is awe-inspiring. If a young woman approached you today seeking advice about venturing into business, what wisdom would you share?
Junko: I would encourage her to remain open-minded and to exude confidence. Consistent personal and professional development will prepare you for unforeseen opportunities. In essence, embrace an active, open-minded, and fearless attitude. Overcome self-doubt, explore diverse avenues, and seize chances that come your way. Testing new waters not only broadens your horizons but also unravels hidden potential and capabilities. You may see a dead end in front of you, but if you look around, you might have other options in other directions.
Karin: Experiences indeed mold us.
Junko: Absolutely. As long as we learn from our errors and avoid repetition, we continue to grow and evolve.
Behind the Headlines: Junko’s Path from Communications Expert to Leader
Karin: Junko, your journey is a testament to continuous growth and evolution. How did you transition from communications to leadership?
Junko: Communication gave me a unique vantage point. It placed me at the intersection of strategy formulation with the leadership and its dissemination throughout the organization. I was privy to crucial decisions across all departments, be it finance, HR, or sales. This holistic exposure made me grasp business nuances and the dynamics of key stakeholders. In my capacity as the communicative bridge, I worked with various functional leaders, realizing the importance of collaborative message delivery. I genuinely believe communication sits at the organization's heart, influencing its success. It also stoked my imagination, helping me distill complex business narratives into simple, coherent messages, a trait invaluable for any leader.
Karin: Your emphasis on communication as both a function and leadership skill is intriguing.
Junko: Communicating effectively is crucial, but leaders also need imagination to tell compelling stories. To truly impact, you must blend a deep understanding of human sentiments with storytelling prowess.
Karin: So, in essence, leaders should possess attentive listening, a vivid imagination, and compelling storytelling to inspire others?
Junko: Precisely, these are indispensable leadership traits.
Junko Unplugged: Embracing the Next Life Phase
Karin: Reflecting on your impressive journey, any aspirations for nurturing the next generation?
Junko: I'm passionate about engaging with youth, though I sometimes wonder if my experiences from decades ago remain relevant in today's evolving workplace.
Karin: Are there any timeless insights you'd like to share?
Junko: Undoubtedly, nurturing positivity. Regardless of external circumstances, maintaining a positive outlook is crucial.
Karin: Your journey, dotted with challenges, epitomizes the quintessential leadership qualities - empathy, adaptability, positivity, and resilience. Your ability to rise to the occasion during crises is what organizations today seek in leaders.
Junko: Responding proactively to external challenges has been my approach. Whether it was the financial crisis or a pandemic, I saw them as pressing issues demanding action. It's this attitude and experience I wish to share with the younger generation.
Karin: What can we do to connect you with youth?
Junko: My mission is empowerment. Through mentoring, I aim to instill hope, guiding them to see that even if one path closes, alternatives always exist. I want them to overcome feelings of despair or stagnation and understand that failure in one endeavor doesn't equate to ultimate defeat.
Karin: Your mentorship will undoubtedly shape the lives of many young people. Any parting wisdom for our readers?
Junko: Through my diverse professional interactions, I learned how important communication is. For impactful communication, cultivate empathy and respect. It not only enriches work but also life. So, whether you're a manager or leader, empathize and communicate frequently. It's a game-changer.
Karin: A compelling message, Junko. You are an inspiration. Thank you and best of luck.
Junko’s Five Leadership Lessons for Young Aspiring Leaders:
Embrace Adaptability: Be open to change and flexible in your approach - you can’t plan everything. Success often requires shifting gears between different roles, industries, and navigating unexpected challenges. The ability to adapt not only helps in overcoming crises but also in seizing new opportunities.
Lead with Empathy: Understand and genuinely consider the perspectives and feelings of others. An empathetic leader not only fosters a supportive and positive work environment but also builds trust and encourages open communication, leading to more effective collaboration.
Prioritize Continuous Learning: Commit to lifelong learning and self-improvement. Continuously updating your skills and knowledge, especially in response to technological advancements and changing industry landscapes, is crucial for staying relevant and effective as a leader.
Appreciate Diversity of Experiences: Seek out and value a variety of experiences. A broad spectrum of experiences enriches your understanding and brings diverse perspectives to your leadership approach, enhancing your ability to make well-rounded decisions.
Master Effective Communication: Develop the ability to communicate clearly, empathetically, and persuasively. Effective communication is essential for conveying vision, aligning teams, inspiring action, and navigating the complexities of leadership roles.
Discover a world of inspiring leadership and exceptional executives through Karin's insightful articles. Feel the spark of inspiration and connect with us for an enriching conversation at karin.wellbrock@kaygroup-asia.com – your journey to exceptional leadership starts here.
ABOUT THE AUTHOR
Karin Wellbrock, Partner and COO at Kay Group K.K., anchors her expertise in a Tokyo-based consultancy specializing in leadership and organizational development. A certified Leadership and Team Coach, Karin is dedicated to propelling both seasoned and emerging executives to leave a significant imprint in their respective industries. Her 'Four Gem Model' assists in identifying the development needs and she helps the leaders in striking an optimal balance between their personal ambitions and the practical demands of their professional roles, often guiding them into senior leadership positions. Beyond individual coaching, Karin extends her influence through her work with NGOs and startups, and through her writing. She delves into the journeys of 'Exceptional Leaders in Japan' and dissects complex leadership scenarios, thereby enriching the managerial toolkit for leaders striving for peak performance. Contact: karin.wellbrock@kaygroup-asia.com