The Japanese proverb 「長いものに巻かれろ」, “Let yourself be wrapped around by something long”, has always struck me as both wise and frustrating. It’s a reminder to go along with the powerful, to avoid resistance, and to survive by adapting. In many ways, it reflects the quiet pragmatism that runs through Japanese society: harmony over conflict, tradition over disruption.

But as someone who has spent years working with Japanese professionals and helping expats navigate life and business in Japan, I’ve often wondered: What happens when we stop wrapping ourselves around power, and start becoming powerful ourselves?

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Last week, I had the pleasure of attending Sliders and Sake, a lively and creative event hosted by Morrison Foerster as part of SF Tech Week. Now in its second edition, this gathering brought together a vibrant mix of professionals, innovators, and Japan enthusiasts, and I sincerely hope it becomes a regular fixture on the calendar!

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At Japan Consulting Office, we believe that meaningful work happens not just in boardrooms and Zoom calls, but in the conversations, shared meals, and unexpected moments that unfold when we step into new environments. Last week, I had the opportunity to do just that during a work visit to Houston and Dallas, two vibrant cities that offered not only professional insights but also personal reconnections and cultural experiences.

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I recently joined USJETAA (U.S. Japan Exchange & Teaching Alumni Association) as a corporate sponsor, and it’s already sparked a wave of reflection. The JET Program was more than just a first job, it was a turning point. My placement in rural Komatsu, nestled in Ishikawa Prefecture, gave me a front-row seat to a culture that challenged and reshaped my understanding of logic, communication, and connection.Read more by clicking below.

This past week, I had the opportunity to join an HR conference in Northampton, Massachusetts, organized by one of our valued clients: an integrated global trading and investment company with a footprint in trading, investment, solutions, and business enterprise. The setting was intimate yet dynamic, with 30 onsite participants and 20 joining online, all eager to engage in meaningful dialogue around global HR practices.

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Last week, I had the privilege of joining an inspiring event hosted by the Japan Board Diversity Network (JBDN) in San Francisco. JBDN is a nonprofit organization dedicated to advancing board diversity in Japan through education, advocacy, and global collaboration. Their mission is to increase the representation of women and other underrepresented groups on corporate boards, an effort that’s gaining momentum.

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Working in a foreign country isn’t just about language proficiency or technical skills. It’s about understanding local business etiquette, communication styles, workplace expectations, and even subtle cultural cues that can make or break professional relationships. For Japanese professionals heading to the Americas, for example, the shift from hierarchical decision-making to more individualistic and assertive work cultures can be jarring.

Without proper preparation, these cultural mismatches can lead to misunderstandings, frustration, and even failed assignments.

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In 2012, I returned to Japan to pursue an MBA, fifteen years after my first experience living here in 1997. What began as a revisit quickly became a more permanent move, deepening my connection to the country and reshaping my understanding of cross-cultural communication. After completing my studies, I joined the Deloitte Tohmatsu Group in Tokyo as, as far as I know, their first non-Japanese HR employee, stepping into a role that required navigating both global business expectations and deeply rooted local customs.

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