From Surviving to Thriving: Building Fully Engaged Teams
As a leadership coach in Japan, I’ve worked with countless executives and teams striving to build workplaces where people feel engaged, motivated, and genuinely connected to their work. Yet, one recurring challenge I encounter is disengagement.
Despite Japan’s global reputation for diligence and precision, many employees feel disconnected from their roles, colleagues, and even the broader mission of their organizations. This disengagement not only hampers productivity but also takes a toll on wellbeing—an issue that remains significantly under-addressed in many Japanese workplaces.
Gallup’s 2024 State of the Global Workplace Report resonates deeply with what I see on the ground. The data confirms what many leaders intuitively know but often find hard to tackle: engagement and wellbeing aren’t just “nice-to-haves.” They’re critical to building high-performing, resilient teams capable of navigating today’s challenges.
Let’s look at Gallup’s key findings, the implications for Japanese workplaces, and practical steps leaders can take to turn these insights into action. While the challenges are significant, so too are the opportunities for leaders ready to lean in and make a difference.
The Engagement Gap: Why Only 18% of Japanese Employees Feel Engaged
Japan ranks among the lowest globally for employee engagement, with a mere 18% of workers reporting being engaged, compared to the global average of 23%. This statistic reflects more than just numbers—it paints a picture of unfulfilled potential across workplaces in Japan.
From my experience coaching teams, this low engagement often stems from employees feeling disconnected from their roles or undervalued in their contributions. Many don’t see how their daily work ties into the company’s vision or long-term goals. Without this connection, they lack motivation, resulting in a cycle of mediocrity where innovation and collaboration become rare.
For leaders, bridging this gap starts with fostering clarity and connection. Employees need to understand the "why" behind their roles—how their efforts contribute to the organization’s broader success. Clear communication, consistent feedback, and recognizing achievements, even small ones, can reignite enthusiasm and engagement.
Engagement isn’t just about employee satisfaction—it drives productivity, innovation, and teamwork. Leaders must take proactive steps to align individual goals with organizational objectives, creating a culture where employees feel seen, valued, and empowered to give their best.
Stress and Wellbeing: The Hidden Costs of High Pressure
Stress in the workplace isn’t a new topic, but Gallup’s report highlights just how pervasive it is: 41% of employees globally report experiencing significant daily stress, a statistic that reflects Japan’s high-pressure work culture. Long hours, tight deadlines, and cultural expectations to “ganbaru” (endure) create an environment where stress is normalized.
I’ve seen how this constant pressure impacts teams. Creativity and decision-making diminish, while burnout and absenteeism rise. Employees facing unrelenting stress often disengage, reducing productivity and contributing to high turnover rates.
Leaders must recognize that addressing stress is more than just compassionate—it’s a business imperative. Companies that prioritize wellbeing see tangible benefits: improved performance, lower absenteeism, and greater retention.
Creating a culture of wellbeing starts with simple but impactful changes. Normalize open discussions about workload and stress. Offer resources such as mental health programs or wellness initiatives. Flexible work arrangements can also make a significant difference, providing employees with the breathing room to recharge and perform at their best.
The Critical Role of Managers: Driving or Derailing Engagement
Managers have an outsized impact on team engagement, accounting for 70% of the variance, according to Gallup’s findings. This aligns closely with what I’ve observed in Japanese organizations—managers are the linchpins of culture. Yet, many are overwhelmed themselves, expected to meet high demands without sufficient support or training.
In Japan’s hierarchical work environment, managers often feel pressure to have all the answers. This can create stress and hinder openness with their teams. When managers are unsupported, the ripple effect of disengagement spreads quickly, impacting the entire organization.
Transforming this dynamic starts with equipping managers to lead effectively. A coaching mindset is key—managers should focus on fostering trust, providing constructive feedback, and setting clear, achievable goals. Psychological safety is another cornerstone, allowing team members to voice ideas and concerns without fear of judgment.
When leaders invest in their managers, they unlock a cascade of benefits: more engaged teams, stronger collaboration, and a culture of continuous improvement.
The Younger Workforce and Purpose: Bridging the Purpose Gap
Younger employees in Japan are increasingly seeking purpose-driven work, yet many organizations fail to articulate how roles align with a meaningful mission. This disconnect is contributing to a global decline in wellbeing among workers under 35, a trend echoed in Japan.
I’ve seen how purpose-driven leadership can energize younger workers. They want to feel that their work matters—not just to the company, but to society. Without clear career paths or impactful roles, younger employees often disengage or move on to organizations that better align with their values.
To attract and retain this vital demographic, leaders need to focus on creating clear growth opportunities and connecting roles to a larger mission. Show younger employees how their contributions drive change, both within the company and beyond. When they see their work’s impact, they are more likely to feel motivated and stay committed.
Actionable Steps for Leaders
Based on these focus areas, here are actionable steps leaders can take to drive engagement, reduce stress, and create purpose-driven workplaces:
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Communicate how individual roles align with organizational goals.
Provide regular feedback and celebrate team wins.
Involve employees in decision-making to foster ownership.
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Normalize discussions around workload and stress.
Offer flexible work options and access to wellness programs.
Create a supportive environment where employees feel safe to speak up.
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Provide leadership training focused on coaching and empathy.
Support managers with realistic workloads and clear expectations.
Encourage managers to create psychological safety within their teams.
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Develop clear career paths and opportunities for growth.
Align roles with a purpose that resonates with younger employees.
Actively involve them in meaningful projects and discussions.
Making a Difference, One Step at a Time
Gallup’s 2024 report reminds us that the challenges of disengagement and stress in the workplace are not insurmountable. Leaders in Japan have the opportunity to create high-performing teams by addressing these issues head-on.
As a leader, every action you take matters. Whether it’s clarifying goals, supporting wellbeing, or fostering purpose, these steps can transform your organization and create a workplace where people thrive.
What’s one step you’ll take today to make a difference? Let’s inspire change together.
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. As 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. She is using innovative yet pragmatic tools and approaches to further the impact of leaders. 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. Connect and explore.