After Monday's reflection on the many personas we carry, I've been thinking about the one that often requires the most conscious effort: our work persona.

When I first started working in Japan, I assumed professionalism meant fitting into a certain mold. I spent a lot of time observing how people communicated, how decisions were made, and what was expected in different situations.

What I eventually realized is that Japanese business culture isn't asking you to become someone else. It's asking you to be aware of your surroundings.

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Last week, I had the opportunity to attend the Japan-U.S. Innovation Awards at Stanford University, organized by the Japan Society. The event celebrates companies and leaders who are shaping the future through innovation, while strengthening the important connection between Japan and the United States.

I came away genuinely impressed.

First, the organization of the event was exceptional. From the programming to the networking opportunities, it was clear that a great deal of thought had gone into bringing together entrepreneurs, investors, corporate leaders, academics, and policymakers. The result was an atmosphere where meaningful conversations happened naturally, and where innovation felt less like a buzzword and more like a shared mission.

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This fall, Shoko Kawata, the 35-year-old mayor of Yawata in Kyoto Prefecture, will become the first sitting mayor in Japan's history to take maternity leave. On the surface, that sounds remarkable. Dig a little deeper, and it says a lot about what it is still like to be a working woman in Japan.

What makes her case unique is that maternity leave does not formally exist for elected officials. Because mayors are classified as public servants rather than employees, there was no established framework for her four-month leave. Instead, Yawata had to create a special arrangement, with the deputy mayor handling day-to-day responsibilities while Kawata remains involved in major decisions remotely.

The announcement sparked a national debate.

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Every summer in Japan, you can feel the quiet shift. Jackets disappear, ties loosen, and everyone renegotiates what “professional” looks like in serious heat. Cool Biz has been around for years, but this summer feels different.

The Tokyo Metropolitan Government has now officially updated its guidance to allow staff to wear shorts and sneakers. Governor Koike positioned it very clearly as a response to extreme heat and a tighter electricity outlook, with rising energy costs linked to the ongoing Middle East war. After last year’s record temperatures and the introduction of a “cruelly hot” category by the meteorological agency, it’s hard to argue this isn’t necessary. They’re also encouraging earlier start times to reduce strain on the grid.

What’s new is that this is visible. There’s already some early media coverage showing government employees experimenting with polo shirts and tailored shorts. If you’ve worked in Japan, you’ll know that crossing that line is not a small thing.

The reactions I’ve been hearing are interesting. Women’s responses in particular are more layered than you might expect.

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Today, July 1st, marks 10 years of marriage, and it made me stop and think about everything that led to this point.

Building a life across cultures has a way of putting things into perspective. It teaches you quickly what matters, what doesn’t, and how much of anything long term comes down to communication, patience, and consistency. It’s not always straightforward, but it’s grounding in a way that everything else seems to connect back to.

This year also marks 14 years since I moved back to Japan, this time expecting it to be permanent. But the starting point goes further back to 1997, when I first lived here after graduating in Japanese Studies. At the time, there was no bigger plan. I also graduated alongside the now CEO of Japan Consulting Office (JCO), which only really makes sense in hindsight. It’s one of those long-term connections that quietly comes back around.

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There are so many events and summits taking place across Japan right now that it sometimes feels impossible to keep up. Each one is thoughtfully curated, brings together inspiring speakers, and offers valuable learning and connection opportunities. I genuinely enjoy participating in these gatherings, meeting people, exchanging ideas, and contributing to meaningful conversations around leadership, global teams, and organizational growth. At the same time, the reality is that being physically present at every event is not always feasible.

Scheduling conflicts, travel, and ongoing work commitments mean that difficult choices have to be made. Even when there is a strong desire to attend in person, it is not always possible to do so in a way that does justice to both the event and existing responsibilities. Rather than stepping back entirely, the question becomes how to continue contributing in a way that still delivers value.

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This morning, as we are getting ready for the session with Quick USA, I found myself thinking about something I have been noticing quite often in Japanese organizations operating in the U.S.

There is a strong tendency to keep things open just a little longer.

Not because people are unsure, but because they are still aligning, still taking context into account, still making sure that the direction is right before it is fully stated.

In Japan, this usually works very naturally. People are used to reading the situation, picking up on nuance, and understanding that clarity builds gradually over time.

But in the U.S., the same approach can feel different. What is meant as thoughtful alignment can easily be experienced as a lack of direction.

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There is something I keep seeing across many of the teams I work with.

People are capable.
People are committed.
People genuinely want to make things work.

And still, something feels harder than it should.

Decisions take longer than expected.
Good ideas lose momentum.
Strong hires don’t stay as long as hoped.

Not because people are not trying. But because they are often working from different assumptions about what “good” looks like.

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