Living in 2 time zones is hard
As this post goes live, I'll actually be in Japan.
Ironically, that means I'll be experiencing a version of the challenge I'm writing about. While I'm in Japan, I'll still need to stay connected to colleagues, clients, and projects in the United States. The difference is that my situation is temporary. In a week or two, I'll be back home and sleeping on a normal schedule again.
Many of the Japanese managers I work with don't have that luxury.
One of the things I've observed during my time at JCO is just how demanding an expatriate assignment can be for Japanese managers in the United States.
From the outside, it can look like a great opportunity. You're sent overseas, gain international experience, and help bridge the gap between Japan and the local market. But what isn't always visible is that many of these leaders never really leave their job in Japan behind.
During the day, they're focused on their U.S. responsibilities. They meet with clients, support consulting projects, develop business opportunities, and guide their local teams. Their calendars are just as full as any manager's in America.
Then Japan wakes up.
Suddenly, a second round of work begins.
Meetings with headquarters, discussions with colleagues in Tokyo, approvals, reporting, and project updates often take place during Japan business hours. Depending on where you're located in the U.S., that can mean evening meetings that stretch well past what most Americans would consider the end of the workday.
At JCO, we're often helping Japanese companies navigate the realities of operating in the United States. We talk about human resources, compliance, communication styles, and leadership challenges. What I've come to realize is that one of the biggest challenges isn't strategic at all.
It's sleep.
Having lived and worked in Japan, I've always admired the commitment many Japanese professionals bring to their jobs. There is a strong sense of responsibility toward colleagues and the organization. When a meeting is needed, people attend. When headquarters has a request, people respond. When there is work to be done, they find a way.
The problem is that time zones don't care about dedication.
A manager can be fully committed and still be exhausted. They can be high-performing and still be running on too little sleep. In fact, some of the most dedicated people I know are often the ones carrying the heaviest burden.
Working at JCO has given me a front-row seat to the realities of global business. We often speak about the importance of acting locally while maintaining alignment with headquarters. For many expatriate managers, that balancing act is more literal than most people realize. They aren't just balancing two business cultures. They're balancing two clocks.
It's easy to overlook because these managers rarely complain. They show up prepared. They lead professionally. They continue delivering results.
But every time I see someone join a late-night call with Tokyo after a full day of meetings in the U.S., I'm reminded that global business has a very human side.
Behind every successful bridge between Japan and the United States is usually someone sacrificing a little sleep to keep both sides connected.
As I write this preparing to fly to Japan, thinking about adjusting my Japan schedule to accommodate the U.S., I have a newfound appreciation for what many of my Japanese colleagues do every day. The difference is that my inconvenience has an end date.
For them, living in two time zones is simply part of the job.
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