Change is coming to Japan, but is it ready? During my time working in Tokyo from 2009 to 2012, I was immersed in an awakening surrounding women in leadership. Women's initiatives were popping up and established at many multinational companies. There was a flurry of discussion everywhere. Unconscious biases, lessons learned from other countries, and quota requests were hot topics. I eagerly engaged and observed the progress.

After returning to Japan in 2019, I was keen to rekindle my interest in the topic. Unfortunately, I found that little had changed. There were still the same old discussions: We need unconscious bias training, quotas, and a change in Japanese men. Progress appeared to have stalled. According to the World Economic Forum's

Economic Participation and Opportunity Index, Japan ranked 87th out of 134 countries in 2010 and 117th out of 156 in 2021. A rough estimate indicates that Japan will need another 130-140 years to close the gender gap, so it is vital to identify the factors contributing to this stagnation and identify stakeholders who can help.

Allies in the C-Suite: The Role of Male Executives in Advancing Women

Based on our interviews with male and female executives, as well as aspiring leaders, it became evident that many professionals in multinational companies want more women in leadership positions. Their challenges, however, are numerous. The series will examine potential solutions for Japan from three stakeholder perspectives: the CEO and leadership team, the sponsor (executive level), and women leaders.

Gender Equality in Japan: Just How Committed Are Women?

Let's review the challenges women face on their journey to leadership before delving into stakeholder-specific solutions. LGBT issues have been discussed and demanded more vocally and organized than women in recent years. It begs the question, "Are women really serious about achieving gender equality?" If they are, why aren't they advocating more assertively for change? According to IPSOS (2022), only 41% of Japanese women and 31% of Japanese men think achieving equality between men and women is important, compared to 71% and 59% in Germany.

Work-life balance remains a concern for young women to envision themselves in the C-suite, followed by a lack of self-confidence and limiting beliefs. Moreover, many successful women in middle management have misconceptions about the nature of executive roles. Globally, Korn Ferry (2019) found that 65% of female CEOs became CEO only after a mentor or boss encouraged them to do so. The only way we can prepare qualified leaders for executive positions is by educating them about changes in executive positions, boosting their self-confidence, and teaching them the skills required of them.

Elevating DEI: A Must-have in Your Strategic Playbook

The fact that so few companies prioritize diversity, equity, and inclusion (DEI) as a strategic priority and execute it further exacerbates the difficulties women face in leadership. Additionally, many multinational organizations leave succession planning and strengthening the C-suite bench to HQ functions rather than the local C-suite. Combined with different leadership styles practiced by Japanese and foreign leaders, this can be confusing for female talent. Finally, leadership candidates' expectations are rarely clarified, and talent identification opportunities are scarce.

Our current situation can be improved through a more cohesive and comprehensive leadership system and culture. The DEI program should be embedded in corporate culture, reflected in daily actions, and executives should take responsibility for succession, talent identification, and development within the C-suite.

Mastering the Cultural Obstacle Course: A Necessity, not an Option

Having a unique cultural context impacts women's aspirations and expectations in Japan. There is a distinct divide in gender roles due to deeply ingrained cultural norms surrounding the upbringing of girls and boys. As evidenced by the significantly lower percentage of both men and women who consider achieving equality important, Japanese society has different attitudes toward gender equality.

Japan's gender discussion is shaped by a complex interplay of social issues, cultural contexts, and institutional factors. Firstly, the gender equality issue in Japan is framed predominantly as a women's problem rather than a societal problem. This narrow viewpoint leads to an entrenched debate, where responsibility for change is often delegated to politicians or other external actors, rather than taken up by all participants.

A second factor that perpetuates gender inequality is the cultural context. Progress is hindered by deeply ingrained hierarchies, role divisions, and seniority expectations within corporations. Moreover, women are often expected to adhere to traditional feminine ideals, such as being a housewife or mother, which further limits their career opportunities.

As a final point, institutional and societal factors also play a role in the difficulties women in Japan face. Traditional gender roles and expectations are reinforced in the education system, media messaging, workplace structures, and culture. The institutions that have been shaping Japanese men's and women's aspirations and expectations for decades have largely remained unchanged.

Due to deep-rooted cultural norms, differing attitudes towards gender equality, and a gender conversation influenced by social issues, cultural contexts, and institutional factors, women in Japan face unique challenges in pursuing leadership roles.

Blueprint for Success: Designing Your Pathway to the C-Suite

In spite of these challenges, this series wants to uncover levers for change, focusing on the factors corporate decision-makers can control, including how key stakeholders can move beyond good intentions to take meaningful actions to elevate more women to the C-suite. Follow along as we introduce our program “Exceptional-Leader-by-Design” which is based on inclusive leadership and discuss the CEO's role, the executive team's role, the sponsor's role, and the four types of "gems" that can be found and developed within organizations. By working together, we can make Japanese women more likely to become leaders.

Empowering the Rise of Women to the C-Suite: Unleash the Potential with Kay Group

Learn more about our 'Exceptional Leader-by-Design Program'. Through this comprehensive initiative, we foster a culture of diversity and inclusion while simultaneously accelerating business performance. We work seamlessly with your leadership teams and high-potential talent, meticulously guiding them toward executive positions. Let's embark on this transformative journey together. For more information, reach out to Karin.wellbrock@kaygroup-asia.com.

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 approaches to development assist 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

The Path to the C-Suite: A New Strategy for Women in Japanese Leadership