What happens when you stop being the first to talk

One of the most valuable lessons I learned during my years living and working in Japan is that listening is often more powerful than speaking.

That may sound obvious, but it runs counter to many of the messages we receive throughout our careers. We're encouraged to contribute, share our ideas, and make our voices heard. Those are all important skills, especially in organizations that value initiative and visibility.

When I first started working in Japan, I sometimes interpreted silence as a lack of engagement. Meetings often felt different from what I was used to. Discussions could move more slowly, and people were often less inclined to immediately offer opinions or challenge ideas in a group setting. Over time, I realized that what looked like silence was often active listening.

People were observing, gathering information, considering different perspectives, and thinking about the broader implications of a decision. Rather than focusing on being the first to speak, there was often greater emphasis on understanding the situation before responding.

Years later, even though I no longer live in Japan, this lesson continues to shape my work at JCO. Much of what we do involves helping Japanese companies and their U.S. teams better understand one another. In those conversations, I've noticed that some of the biggest misunderstandings don't come from disagreements, but from assumptions.

A U.S. manager may interpret a lack of immediate feedback as agreement. A Japanese colleague may see quick decisions and direct debate as a sign that not everyone has been heard. Neither side is necessarily wrong. They're simply approaching the conversation from different perspectives.

This is one reason consensus-building often works differently in Japan. While it can sometimes appear slow from the outside, the goal is often to ensure that people have had an opportunity to share input and build alignment before a decision is finalized.

Of course, listening doesn't mean remaining silent. Effective collaboration requires both listening and speaking up. The challenge is finding the balance between contributing your perspective and taking the time to understand the perspectives of others.

Working across cultures has reinforced that lesson again and again. Whether I'm facilitating discussions, supporting leadership teams, or helping bridge understanding between Japanese and U.S. organizations, I find that the most productive conversations often begin the same way: with someone taking the time to listen before they speak.

What's the biggest lesson you've learned about listening from working with global colleagues?

Want to learn more about Japanese business practices and how to succeed in global environments?

Join one of JCO’s programs and gain practical insights into Japan’s unique business culture, communication styles, and strategies for collaboration. Together, we can create more opportunities for global success.

If you want to learn more about bridging language and cultural gaps in Japanese business, why not join one of our sessions! Here’s the link to upcoming sessions (make sure to select your timezone)