From Rural Roots to National Impact: Megumi Ishimoto's Fight for Gender Equality
Meet Megumi Ishimoto, the passionate empowerment pioneer who is dedicated to transforming the lives of women in Japan. From her humble beginnings in Wakayama, Megumi has devoted herself to women’s empowerment, founding NPO Women’s Eye and earning spots on the advisory board of True Data and the steering committee of “Women7.”
Megumi’s journey is a powerful story of resilience and determination. She started in temporary roles with limited prospects, even while working for companies like GE Capital. But at 30, she made a life-changing decision to pursue higher education while working full-time, eventually earning a BA from Waseda, and a Master’s, and eventually a PhD candidate at the University of Tokyo.
The true turning point came when she volunteered in Tohoku after the Triple Disaster (2011), where she saw firsthand the marginalization of women. This experience ignited her passion for gender equality and community empowerment.
Megumi’s story is one of discovering her potential, finding her voice, and having the courage to make a difference. Her work not only aims for a more equal society but also supports the revitalization of rural communities. In a candid conversation with Karin Wellbrock (Partner at Kay Group), Megumi shared her journey, offering hope, inspiration, and a vision for change.
Karin: Welcome, Megumi. Thanks for taking the time to chat with me today.
Megumi: Hi, Karin. I’m looking forward to our conversation.
Rooted in Purpose: Megumi’s Path to Empowerment
Karin: Could you tell me a bit more about yourself and what you’re currently working on?
Megumi: Right now, I’m the executive director of a non-profit organization called Women’s Eye. We focus on gender equality and women’s empowerment, working with women in the rural areas of Miyagi Prefecture, north of Tokyo. We’ve been doing this for the past 13 years, ever since the triple disaster in 2011.
Karin: That’s incredible. What else are you involved in?
Megumi: In addition to my work with Women’s Eye, I hold other roles in the non-profit sector. I’m also a board member of the Human Security Forum, Women 7 which is part of the G7, and serve on the advisory board of a company called True Data, which is a big data firm.
Driving Change: Empowering Rural Women in Japan
Karin: That must keep you busy! How do you support women through your work?
Megumi: It certainly keeps me busy, but my main focus is on Women’s Eye. We believe gender equality and women’s empowerment are crucial, especially in rural areas where opportunities are scarce. Over the past 13 years in Tohoku, we’ve seen that women in these regions often have fewer chances to develop new skills. That’s why we conducted research and recently launched a 3-month digital training program for women.
The Heart of Service: Megumi’s Calling to Empower
Karin: That sounds very empowering. Where does your desire to help others come from?
Megumi: For me, it's not just about supporting others; it's about helping because I genuinely want to. It's incredibly fulfilling to create programs that empower women, especially in areas like Tohoku. Many of these women have so many basic responsibilities that they rarely have time for anything else. Our focus is on creating opportunities for them to learn new skills and gain experiences. With more training, they can find new types of work, even in the countryside, which ultimately benefits them and their families. As society shifts, with more people moving to cities and businesses going digital, it's a crucial time for us to create something truly impactful—something that hasn’t existed before.
Building Hope: The Birth of Women’s Eye
Karin: It sounds like you’re really in the right place at the right time to make a difference for these women. What led you to establish Women’s Eye?
Megumi: Our story began after the triple disaster in Tohoku—the earthquake and the Fukushima incident in 2011. The devastation was immense, and the affected area was so vast. Initially, we focused on supporting women by creating spaces where they could meet and connect. Right after the disaster, many women were living in large gymnasiums with no privacy. We started by providing clothing, underwear, and other necessities. Through this, we learned a lot about the issues these women were facing and how difficult it was for them to speak up. The culture in these communities didn’t allow women to have a voice.
Karin: How did you respond when you realized women weren’t allowed to speak up?
Megumi: That’s when we realized there were deeper issues that needed to be addressed. We knew we couldn’t just provide material support—we had to change the situation. If we didn’t, women would be marginalized in the recovery process because they weren’t involved in decision-making. We saw this as a window of opportunity to make a real difference. We also met several women who wanted change, and that’s how our volunteer organization started and eventually became Women’s Eye.
Karin: So, it wasn’t just about improving the situation; it was about giving women a reason to stay in the region, right?
Megumi: Exactly. We wanted to give women reasons to stay and not feel like they had to abandon their communities. Many families, especially those with small businesses, left Tohoku because they were worried about their livelihoods. But some people chose to stay, and I thought that was important. It’s not for us to judge whether staying or leaving is the right choice—it’s their decision.
Karin: You’re absolutely right, Megumi.
Megumi: But for those who chose to stay, we wanted to support them and help transform their communities. We aimed to make a difference in how these communities function and how they should support their residents, especially women.
A Bold Leap: From Corporate Life to Volunteering in Crisis
Karin: Let me take you back a bit. Before the triple disaster, did you have any experience with volunteering, or was your work in Tohoku your first experience?
Megumi: Before moving to Tohoku, I worked for GE Capital. I wasn’t interested in gender issues or women’s empowerment at the time—I didn’t feel the need to get involved in those topics because they didn’t seem to affect me directly.
Karin: So, working in Tohoku must have been a learning experience for you, both about yourself and your country.
Megumi: That’s right. What I saw in Tohoku was shocking and completely different from my experience in the financial sector. I had just completed my Master’s program, where I learned about human security, development, and gender issues in developing countries like South Asia and Africa. But it was my experience in Tohoku that opened my eyes to the fact that women in Japan face similar issues. The disaster recovery effort led me to pursue my PhD.
Awakening to Reality: Discovering Japan’s Hidden Challenges
Karin: When you reflect on that time and experience, what was going on inside you? What did you learn about yourself when you realized these things were actually happening in your own country?
Megumi: When the disaster struck, everyone in Japan was terrified. It wasn’t just physical fear—it was in our hearts too, as we all watched the news day after day, seeing the aftermath of the tsunami. I had some time on my hands, so I decided to go volunteer just a month after the disaster, in April 2011. But nothing could have prepared me for what I saw with my own eyes. Being there in the disaster zone was a world apart from what I had seen on TV. Watching it from the comfort of my home didn’t convey the harsh reality. When I arrived, there were still crews searching for people, and others were combing through the wreckage for their belongings. It was freezing cold, with snow still on the ground, and I was sleeping in a tent—even though I’m not really an outdoor person. It was so cold that I couldn’t sleep, and I kept thinking, “Oh my God, people are really surviving in this environment.” I saw men, women, children, the elderly—everyone struggling to get by, and I felt an overwhelming need to do something to help. I knew that if I didn’t act, I would carry the guilt of inaction with me. That was the first time I truly felt the depth of my connection to Japan and what it means to be Japanese.
Finding Direction: A Journey of Self-Discovery
Karin: Where are you originally from, Megumi?
Megumi: I’m from Wakayama, south of Osaka. It’s a beautiful area with deep cultural roots, but it’s also tough for young people to build a life there.
Karin: I understand that many from your region go to Osaka for school and work. Can you share a bit about your background, your college experience, and your early career?
Megumi: Honestly, I didn’t have much of a career at the start. I began working when I was 23 and didn’t attend college until I was 32. Right after high school, I went to Vancouver, Canada, for English language school, then worked for Ferragamo in Vancouver, selling expensive shoes on a working holiday visa. After I came back to Japan, I worked for several small companies and then started working as a temp. It wasn’t easy, especially as a young woman living alone. At that time, I never really thought about a career or further studies—I was working temp jobs with contracts that could be as short as three months or sometimes up to a year. But when I turned 30, I started to worry about my future. I began asking myself, ‘What will happen in 10 years? Can I keep living like this? Will I be able to support myself?’ Those questions really made me reconsider my path.
Karin: So, what did you decide to do?
Megumi: I decided to go to college! I knew I needed to educate myself. I enrolled in a correspondence course because it was the most affordable and accessible option. Looking back, that was one of the most challenging times in my life. I had to carve out time to study every day and really push myself to keep going. After two years, I finished my degree, but I didn’t stop there. I had a good start, so I decided to pursue further education. After graduating from the two-year correspondence college, I transferred to the third year at Waseda University. It was a night school, but I could take any classes without limitation. I told my boss that I wanted to work directly with GE because I was moving to Tokyo to attend Waseda and needed a job there.
A Critical Ally: The Power of Supportive Leadership
Karin: How did your boss respond?
Megumi: I started negotiating to become a contract worker directly with GE, instead of being a dispatch worker through a staffing agency. I managed to secure a contract with GE when I moved to Tokyo to study at Waseda University. Then, after graduating from Waseda, I negotiated again and became a full-time employee. This meant I no longer had to worry about job security.
Karin: Wow, so you ended up with one less problem, a new job, and being a Waseda student all at once!
Megumi: Exactly! I worked during the day, and after 6 PM every evening, I would head to Waseda to take my classes. On Saturdays, I’d take full courses—all of this for two years.
Karin: What did you study in college?
Megumi: I started my studies with economics and US accounting in Osaka, which became especially relevant after I began working in the finance department at GE. My boss was the CFO, and I had to create numerous presentations and reports for the US headquarters about Japan’s economic situation. At first, I had no idea what he was talking about, so I studied both economics and accounting to keep up with his expectations. To broaden my knowledge even further, I studied history and diversity at Waseda.
Karin: How long did you work for GE?
Megumi: I was there for almost 10 years. I started as a contract temp staff member, and the turning point came when I discussed my move to Tokyo with my boss. Because I had worked successfully for him for several years, he gave me the opportunity to stay with the company and work from Tokyo. That way, he didn’t have to find a new secretary, and I could continue working and studying. It was a win-win for both of us.
Karin: That sounds like a strategic move. How did you manage to make a business case for yourself?
Megumi: I think I did it without overthinking. It started when I decided to go to college, then moved to Waseda, and later pursued my Master’s. I always negotiated with my boss, explaining that as a temp, I had lower salary and benefits compared to full-time employees. I mentioned I was considering looking for a full-time job elsewhere, and that’s when my contract changed. Initially, I didn’t think about negotiating with HR, but a colleague from Malaysia encouraged me, saying, “Megumi, you’ve gained so many skills—why not negotiate?”
Karin: What did you learn from that experience?
Megumi: I learned that it was a good thing to negotiate with my boss. Otherwise, I don’t think I would have ever been offered full-time employment.
Karin: And this idea to negotiate came from a non-Japanese colleague?
Megumi: Yes, indeed.
Bridging Worlds: Applying Corporate Skills to Social Impact
Karin: How did you apply all your financial services work experience for your NGO?
Megumi: I worked as an Executive Assistant, and after I left, I questioned why I stayed in that role instead of moving into marketing or sales. I realized I never really thought about advancing my career, partly because of gender norms—women were expected to become secretaries, nurses, or teachers. Looking back, everything I learned as an Executive Assistant, like handling budgets, financials, and communications, though, was incredibly valuable. Those skills became essential when I started the NGO, from accounting to managing relationships and writing for my boss. All those tasks gave me the experience I needed to succeed in the non-profit world.
Karin: What kind of non-profit experience did you have before this?
Megumi: I was new to the non-profit world, but the skills I developed in business were transferable. It was still about funding, negotiating, and communicating—explaining why we needed to do certain things and hire full-time staff. I had some strategic knowledge and could craft messages and negotiate, even though I didn’t have an MBA.
Karin: Thank you for sharing that. How did you transition from a safe corporate environment to the unknowns of a non-profit? How did you manage that?
Megumi: The transition was tough, especially in the beginning. For the first year, I was just a volunteer, and we weren’t yet an organized group. We didn’t know how to manage business aspects, and I didn’t know how to lead an organization as a whole.
From Vision to Action: Structuring for Impact
Karin: So, what happened next?
Megumi: I had a realization. At GE, we often complained about our bosses, colleagues, and the organization, but it wasn’t until I started volunteering that I truly appreciated how knowledgeable and skilled people at GE were. In large organizations, structures and systems are in place, and you don’t think much about them. But as volunteers, we were full of enthusiasm but lacked organization. We had to create everything from scratch—figuring out what to do, how to do it, and for how long. Most of us were new to non-profit work, especially in Tohoku. For the first six months, I lived in a volunteer center with nothing but my sleeping bag, which was a stark contrast to the comfortable apartment I was used to. The conditions were tough, especially since I’m not an outdoor person. Suddenly, I was sharing a gymnasium with 100 other people, with no privacy and minimal comforts. The living and working conditions were challenging, and the different backgrounds of the volunteers made communication difficult at times—it often felt like we weren’t even speaking the same language. These factors had a significant impact on me, pushing me out of my comfort zone and forcing me to adapt to a completely new way of living and working.
Karin: It sounds like life as a volunteer was tough. What about your work?
Megumi: Listening to and talking with the local women who were suffering and living in temporary housing
—it was heartbreaking. It was good and important to hear their stories, but it was also deeply painful.
Karin: How did you come up with the idea for the NGO?
Megumi: Initially, we created a non-profit organization that wasn’t incorporated—just one month after I went to Tohoku. The need to support women was so apparent. There were plenty of programs for children and the elderly, but no one seemed to care about the women. So, we decided to focus on them. We did this for about two years, and then we decided to incorporate and named it Women’s Eye.
Karin: And then came the challenge of fundraising and finding donors.
Megumi: Yes, precisely.
Lessons in Leadership: Reflections on Building a Movement
Karin: What kind of lessons have you learned along the way? Or if you had to do it all over again, what would you do differently?
Megumi: Oh, my goodness, where do I start? Honestly, I never really planned on creating a non-profit, especially one focused on gender equality. When I was studying, I imagined myself working in India or Bangladesh on development projects for an international NGO. I never thought I’d be setting up my own NGO in Japan. It wasn’t until I realized how rare an opportunity this was that I fully appreciated what we were doing. Now, 13 years later, we’re still active, working in rural areas and tackling the difficult topic of gender equality. Looking back, I think I made a good choice for my life and for myself. We’ve had the chance to change how communities function and to provide women with opportunities to transform their lives.
Karin: In hindsight, what would you do differently?
Megumi: If I could go back, I’d ask for more help and support much earlier on. We tried to do everything ourselves, and that was tough. Unlike established organizations, we didn’t have any structure, rules, or processes in place. We had to create everything from scratch—fundraising, PR, you name it. Next time, I’d reach out for help sooner.
Karin: That’s a valuable insight, Megumi. And despite it all, you and your team never gave up.
Megumi: Yeah, exactly. Living in Tokyo, I never would have imagined the kind of gender issues that women in rural areas face—it’s something I simply didn’t know before working with them. It’s shocking to realize that these issues exist in Japan. You’d expect them in some parts of the world but in Japan? It’s hard to believe.
Bridging the Gap: Addressing Urban-Rural Disparities
Karin: So, you’re suggesting that people living in metropolitan areas may not be fully aware of the situation of women in rural areas?
Megumi: That’s right. And it’s heartbreaking to see so many smart and talented Japanese women leaving Japan to work in the States or Europe. They have so much potential, and I often wonder, why are you leaving? Why are you abandoning Japan? Once they leave, they don’t want to come back because they’re disappointed by how little the work environment and culture here have changed. If they get an opportunity to work abroad for a better job or life, they take it without hesitation.
Karin: And the statistics on women’s empowerment in Japan aren’t exactly encouraging.
Megumi: Yes, just look at the World Economic Forum’s statistics—Japan is near the bottom, and there’s little progress.
Karin: Let’s talk about hope—what’s your hope for Japanese women?
Megumi: Given that I didn’t learn about gender equality until my 30s and made it the focus of my PhD, I’m very aware of the challenges women in rural areas face. Educating and empowering women is crucial, but we can’t change the system on our own. If we want an equal society, we need women in decision-making roles, and that’s where we’re currently shut out. I keep hearing that women need to keep learning, empowering themselves, and supporting each other—and I agree with all that. But we also need women to be part of the decision-making process, and that requires systemic change.
Vision for Equality: The Future of Women in Japan
Karin: What’s your projection for the future?
Megumi: What I see is that we’ve been doing the same things over and over again for the past 20 or 30 years. Starting our work with women 13 years ago was relatively easy, but addressing the broader system—working with local governments and tackling the root causes—that’s the hard part. But that’s what we need to do if we really want change.
Karin: But what exactly is “the system?”
Megumi: To really understand the system, we need more data and research to identify where changes need to be made. We need to figure out which policies to target, even if it means going against someone’s interests. I believe we shouldn’t just rely on the monetary system—we need more opportunities for women in education, in the workplace, in all aspects of life and the economy. We could change things, but we need to be more strategic about it.
Karin: The topic of women’s empowerment seems to require ongoing discussion in Japan, and as an outsider, I’m often puzzled why Japanese women don’t push for more change. Based on your research, it appears there’s a significant urban-rural divide. How aware do you think society is of this divide and the system that’s holding women back?
Megumi: That’s a great point. We need to be more strategic when we talk about changing the system. I’m not as familiar with the situation in Tokyo since I’ve been spending a lot of time in rural Miyagi. But after the triple disaster, I quickly learned that all the decision-making in these communities is done by men. It’s a completely patriarchal system where the head of the family, usually the father, makes decisions for everyone. These men gather in community organizations and decide everything, from budgets to local government actions. When I looked into it, I found that most leadership positions are held by men. So, whenever we try to collaborate with local governments, it’s always men making the decisions. This system hasn’t changed in hundreds of years—it’s deeply rooted in tradition, and breaking those traditions is really challenging.
Challenging Traditions: Transforming Japan’s Patriarchal Structures
Karin: How far back do these traditions go?
Megumi: These traditional organizations began in the Nara period (710-794) and have remained largely unchanged since the Edo period—about 300 years ago. It's crucial to recognize this because so many customs and traditions still impact women today. The expectation that women should cook, clean, and support others is deeply ingrained. For example, there are local customs that disallow women from participating in rituals, which are passed down from father to son and exclude women entirely. This exclusion is woven into our communities and daily life, from festivals to New Year rituals. Everything in our culture is so closely tied to these traditions. It’s tough for women growing up, not understanding why they’re left out or why male children are considered more important. When girls ask questions, they’re often told, “This is tradition; you should follow it.” But I believe women should also have a role in public life.
Karin: Where do girls find different role models?
Megumi: External triggers like TV can spark change, but we’re also taking action through our grassroots academy. Once or twice a year, we bring together women who have started their own not-for-profits or businesses, and we meet in the Tohoku area for three days. During these sessions, we share experiences and learn new things—whether it’s a cutting-edge business model or innovative ideas. It’s important for us to see, experience, and learn about these possibilities so we can bring them back and inspire change in our communities. Two years ago, we even took 10 women from Tohoku on a study trip to Berkeley, California, where we attended classes and explored many new places.
Collaborative Change: Redefining Gender Roles in Japan
Karin: How have men reacted to you challenging the traditional male entitlement in the community?
Megumi: In the first 13 years, the old community leaders were very resistant. They didn’t understand why or how we were doing what we did—they didn’t think women in evacuation centers needed support. They’d say things like, “I have a wife, a daughter, so I know.”
Karin: How did you counter that?
Megumi: We kept Women’s Eye small and non-threatening. Instead of pushing an aggressive agenda about gender equality, we chose not to confront community leaders, other organizations, or local governments directly. We noticed that many organizations failed due to resistance from these groups, so we learned that confrontation doesn’t work—you must coexist. We approached them by saying, “We’re here to support the women in your community because we believe it will benefit everyone. Just let us in; we don’t need money from you.” That’s how we began and became integrated into these communities.
Karin: Coexistence sounds like a very sensitive approach to win over the male decision-makers.
Megumi: Yes, we’ve been very careful with our approach to ensure we could continue our work. Over the years, we built trust within the communities. Initially, we were cautious with our language, but as time passed, we could be slightly more assertive because the positive changes were becoming evident—the women, families, and communities were benefiting. Local governments and community leaders began to recognize this.
Karin: What else did you do?
Megumi: You know, young women hold the ultimate card in these communities. They can vote with their feet and leave the villages, which could spell the end for these communities. To retain young women, community leaders have to make changes.
Karin: So, you’re essentially playing the existential threat card: “If you don’t change, all the women will leave.”
Megumi: Yes, exactly. Communities across Japan are really worried about this. Just this year, there have been multiple notices, debates, and documentaries on TV about the hundreds of communities that are expected to disappear in the coming years because women are leaving and not planning to come back. These communities will be left with no children, no couples—only elderly people.
Karin: So, your work directly counters this trend by engaging with community leaders and decision-makers?
Megumi: We try, but it’s a struggle. I feel like we’re only able to make small changes here and there. But I hope more women will join us to strengthen our movement and amplify our voices. We need to do this together.
Joining the Cause: Urban Women Supporting Rural Change
Karin: How can women support your efforts without having to move to Tohoku?
Megumi: I've been thinking a lot about that challenge. Maybe we could create a club where women connect online, meeting monthly to discuss strategy and other important topics. This could help us gather valuable data, but right now, we're limited by our resources since we're just a small organization. It would be incredibly helpful to have support with our marketing strategy or to connect with marketing professionals who could help us spread information and link women together. For example, we could really benefit from connecting with those who understand government policies or have access to women in public offices, leveraging the networks of politicians and decision-makers. But for now, our size and resources limit what we can do.
Power in Collaboration: How SMEs Can drive Social Impact
Karin: It sounds like you could use some support from subject matter experts on a pro-bono basis. Is that right?
Megumi: Absolutely, that’s exactly what we’re looking for. I think it would be interesting for the experts too, to work at the grassroots level while also engaging with local governments.
Karin: How can we help you make those connections?
Megumi: We already have some women’s networks in local areas, and they could join us. We could start with a pilot project in a small area—that could really shake things up.
Karin: What other resources would be helpful aside from subject matter expertise?
Megumi: I’ve seen the positive effects of support groups, especially related to entrepreneurship and e-commerce. A lot of women in rural areas want to try new things but don’t know where to start or what to do.
Karin: So, connections with the startup community could be key. What else?
Megumi: I’m happy to share that several of the approximately 120 young women who went through our grassroots academy program have become local politicians. Women, especially young women, are severely underrepresented in local councils. For instance, in Kesennuma City, there’s only one senior woman among 23 members, and in Minamisanriku Town, there’s one senior woman among 13 members. Achieving 50% representation will require time, support, and experience in developing and positioning female politicians and council members.
Karin: What can we do in the short term?
Megumi: We should share stories and examples of young women becoming mayors, council members, or entrepreneurs, and spread the word. Right now, women in rural areas don’t have access to this kind of information, even within Japan. Like mentioned earlier, sometimes there are American TV shows that plant the seed and show different role models—it would be great to have Japanese role models as well.
Karin: I see only a few women in the startup world in Japan. It’s a bigger issue with female entrepreneurs here.
Megumi: Exactly. We recently started a 3-month online digital training program for about 30 women in the area. We had to begin with the basics—like learning Excel, which many of us take for granted. This experience showed me that even more rural women need this kind of training to build essential digital skills. I hope everyone will have the chance to learn these skills and find online work opportunities, but I’ve realized their current skill levels are much lower than I expected, so they’ll need a lot more training. I’ve heard many ideas for digital training, and someone recently suggested creating a regenerative AI training program for rural women. That would be a game-changer—something completely new, and now is the perfect time to start. For example, we could teach them how to make PowerPoint presentations in 3 minutes instead of 3 hours using generative AI. The challenge for me is that I don’t know enough about this area yet.
Inspiring the Next Generation: A Message to Young Women
Karin: Thank you, Megumi. What message would you like to share with young women? What do you think they can do?
Megumi: Our research shows that young women often see society as relatively equal while they’re in high school, college, and early in their careers. However, they start noticing gender inequality when they get married, become pregnant, or take on caregiving roles—when traditional women’s roles become more apparent. This was a key finding from my study, which included nearly 1,500 women in rural areas.
Karin: Wow, that’s fascinating. Tell me more.
Megumi: The younger the women are, the more they see the world as equal, mainly because they haven’t yet faced gender-based challenges. As they begin to observe the differences in economic opportunities between men and women, they start to realize the inequality. It’s only after they experience these challenges themselves that they fully understand it. Over time, they notice that their mothers, grandmothers, sisters, and friends have all faced similar struggles, leading them to believe that change might not be possible since it seems everyone encounters these issues.
Karin: So, you’re saying that if you haven’t experienced the problem, you don’t know the problem—it’s a blind spot. Megumi, do you have any final comments?
Megumi: As a woman, I’m constantly thinking about these issues—empowerment is my passion. Every woman, no matter her age, should have the chance to change her life. It’s not about the timing or the method, but about deciding that you have the power to make a difference. That’s where the journey to empowerment truly begins.
Karin: That’s a powerful message, Megumi—that empowerment is your own decision. Thank you so much, and I wish you all the best.
Megumi’s 10 Life and Leadership Lessons
These four categories of leadership, often linked to the corporate world, are just as crucial in the NGO space. Megumi Ishimoto's leadership lessons show how these principles can be embraced to create real and positive change in society.
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● Empowerment Begins with Awareness: Recognizing societal inequalities is the first step toward empowerment and meaningful change.
● Resilience in Adversity: Facing challenges with determination can lead to personal growth and stronger leadership.
● Adaptability and Lifelong Learning: Continuous learning and adaptability are essential for navigating new challenges and applying skills in different contexts.
● Purposeful Leadership: Leadership should be driven by a deep sense of purpose, guiding transitions from familiar roles to addressing critical societal issues.
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● The Importance of Allies and Mentors: Building and nurturing relationships with supportive allies and mentors is crucial for personal and professional growth.
● Collaboration Over Confrontation: Effecting change often requires working within existing systems and building trust through collaboration.
● Women’s Role in Shaping the Future: Ensuring women’s participation in leadership roles is crucial for balanced and inclusive progress.
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● Strategic Thinking for Systemic Change: Tackling deeply rooted societal issues like gender inequality requires strategic planning, data-driven insights, and a long-term vision.
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● The Power of Grassroots Movements: Empowering individuals at the grassroots level can create a ripple effect of positive change in broader society.
● The Impact of Personal Experience on Leadership: Personal experiences can profoundly shape leadership style, leading to more empathetic and authentic leadership.
Discover the bold and courageous journey of Megumi Ishimoto in our latest case study. Whether you're leading in the for-profit or not-for-profit sector, your leadership journey takes flight when you embrace your unique voice. Let’s connect for a conversation that could reshape your trajectory—reach out at karin.wellbrock@kaygroup-asia.com.
“I wish I’d asked for help earlier - and there are many ways to support our work.”
How You Can Support Women’s Eye
If you’re passionate about empowering women and want to be part of meaningful change, consider supporting Women’s Eye. By reaching out to Megumi Ishimoto or directly contacting Women’s Eye, you can contribute in several impactful ways:
Donations: Your financial support will help expand their initiatives, bringing vital resources to women in rural areas.
Connections: Help Megumi and the team build a stronger network by connecting them with individuals or organizations that can make a difference.
Subject Matter Expertise: Share your knowledge, skills, and time to help improve the NGO’s social media presence and content. Promote the NGO’s services, such as digital training, entrepreneurship support, and public leadership programs. Your expertise can help women gain the tools they need to succeed.
Women’s Eye is dedicated to getting more women into the political sphere, enhancing their skills to thrive in the digital world, and increasing their employment opportunities. They also aim to foster entrepreneurship and revitalize communities and rural economies. Your support can help turn these goals into reality, creating a brighter future for women across Japan.
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ABOUT THE AUTHOR
Karin Wellbrock, Partner and Head of Leadership Effectiveness 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 strike 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