My most recent trip to Japan was one of those visits where the days seemed to disappear into a blur of meetings, catch-ups, train rides, and trying to fit far too much into ten days. It was productive, enjoyable, and exactly the reason I keep returning, but by the end of the week I found myself appreciating something much simpler: having nowhere in particular to be on a Friday evening.
The weather helped. Tokyo was enjoying one of those warm, balmy evenings that often arrive before a typhoon changes everything. The air was pleasant, people were lingering outside, and there was a sense that everyone wanted to make the most of it before the forecast inevitably took over the conversation.
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As this post is published, my time in Japan is coming to an end.
What feels slightly strange is that I'm writing these words before I've even boarded the plane.
By now, I'll have attended the GLOBIS International Alumni Reunion, participated in US-Japan Council Member Days, worked with a client on a new HR project, celebrated a friend's birthday, and hopefully spent time with many friends and colleagues who have been part of my journey in Japan over the years.
Sitting here today, however, I don't yet know how any of those experiences will unfold.
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Last week, I wrote about the joy of having something to look forward to. At the time, my upcoming trip to Japan felt comfortably distant. Now, with departure just around the corner, as I’m writing this post, anticipation has been joined by a familiar travel companion: anxiety.
Not because I'm worried about the trip itself.
In fact, quite the opposite.
I'm looking forward to returning to Japan, reconnecting with friends, participating in the GLOBIS International Alumni Reunion and US-Japan Council Member Days, and working with a client on a new HR project. It's a trip filled with many of the things I care deeply about: learning, relationships, meaningful work, and community.
The anxiety comes from the feeling that there is still so much to do before I leave.
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This is a follow-up to an article I wrote on July 10th about the strange concrete building in Otemachi that I had walked past for years without ever understanding what it was.
In my head I called it the Dark Tower. It sits among all the polished glass towers looking slightly menacing and completely uninterested in fitting in. Eventually I discovered that it was basically a telecom hub, which explained the lack of windows, the heavy concrete and the general appearance of a building designed to survive something.
I thought that was the end of the story.
But last week I walked past it again and noticed there is now a crane next to it.
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By the time you're reading this, I'll be in Japan.
As I write this, though, I'm still sitting in California and already thinking about what might be the highlight of my shopping adventures: the local supermarket near my friend's house.
I know. Not exactly the glamorous Japan shopping story people expect.
Most travelers dream about department stores, luxury brands, or filling a suitcase with souvenirs. Meanwhile, I'm looking forward to standing in front of a shelf of noodles for twenty minutes trying to decide which varieties absolutely must come home with me.
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Last week, I wrote about facilitating an HRBP transformation session in Tokyo and how rewarding it was to discuss the role of HR Business Partners in Japanese. At the time, I thought it would probably be my last trip to Japan this year.
Apparently not.
This week, I found out that I'll be heading back to Tokyo in mid-November for another round of client meetings, workshops, demos and discussions. The schedule is still coming together, but I was genuinely excited when I heard the news. Ten days in Japan wasn't nearly enough.
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Last week, while I was in Tokyo, I had the opportunity to work with one of my JCO colleagues on an HRBP transformation project. Part of that work involved facilitating a session in Japanese in Shinagawa’s Tower A, which made the experience particularly meaningful for me.
For three years, I worked in Tower C. Getting off the train at Shinagawa Station and making that familiar walk toward the office towers again was quite a trip down memory lane. So much has happened since then, yet there I was, heading almost to the same place. Just a different tower and in a very different role.
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A Japanese expat manager recently received a surprise during their annual performance review in the U.S.: a comment from their American team that they were “distant and hard to approach.” The manager was stunned. In Japan, maintaining formality and emotional restraint is often seen as professional. In the U.S., it can be interpreted as cold or disengaged.
This moment revealed a deeper issue: the feedback gap between jinji and U.S. HR.
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In a recent ruling, Mizuho Bank Ltd. successfully defended itself against a discrimination and retaliation lawsuit brought by a former U.S.-based vice president. While the legal outcome favored Mizuho, the case highlights a deeper issue that many global Japanese companies face: the perception of bias and the need for culturally intelligent HR practices. 最近の判決において、みずほ銀行株式会社は、米国拠点の元副社長による差別および報復に関する訴訟に対して、成功裏に自己防衛を果たしました。法的な結果はみずほ銀行に有利なものでしたが、このケースは、多くのグローバルな日本企業が直面しているより深刻な課題を浮き彫りにしています。それは、偏見の認識と、文化的知性を備えた人事施策の必要性です。
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