Jul 30, 2020
In most Western economies, a colleague’s farewell is no big deal, just a part of the tapestry of business. Managers applying a typical Western business approach to departures in Japan however, may skip the need to communicate with those left behind.
Most Western enterprises are “Dry” rather than “Wet” ecosystems. Dry meaning logical, ordered, efficient, unemotional, competitive and oriented around the survival of the fittest. Wet on the other hand is more emotional, nuanced, interdependent, harmonious, inefficient and more forgiving of human frailties. Japan much prefers Wet to Dry work environments.
The unexpected announcement of the coming disappearance of a workmate can cause a degree of consternation amongst the troops, that is probably not anticipated or even sensed by Western trained managers.
Ambushing the quickly gathered Japanese staff one morning and announcing the existing boss is being demoted and introducing the new boss, a total outsider shuffled in from abroad the night before, is the Dry approach.
The Finance industry is notorious for rapidly relieving staff of their building access cards, providing a thin plastic garbage bin liner for their personal paraphernalia and a phalanx of buffed security types to shunt them out the door.
Voluntary departures should not be ignored as chances to direct the communication amongst the team. Just because staff departures are no big deal to you, the Japanese staff don’t necessarily share your Dry view of the working world. Don’t let the rumour mill crank up and the information vacuum be filled by negative messaging.
If the departure is voluntary, don’t assume there is no assurance needed for those who remain to know that everything is still stable, safe and predictable. Always advertise the fact you are “expanding”, to prevent any type of negative scuttlebutt.
Explaining to each person what is going on is the leader’s job. The team want the assurance that they are not also going to be shown the door. They may wonder that the departing colleagues are bailing out early, because they know something the others don’t. Assure them that there are still oodles of opportunity to advance in their careers or your might see good staff leave.
If there has been a poor performance issue that is driving the team member’s departure, those staying need to hear the survivors are valued and why the person’s departure is the best thing for the organization.
In Japan, the group not the individual, is key. Leaders, have an important role to play. They need to explain the Why of what is going on. Three factors determine employee engagement levels in companies – our relationship with our immediate supervisor; our belief in the direction being taken by senior management and our pride in the organization. Departures, when not properly handled, negatively impact all three.
The key emotional trigger to getting higher levels of engagement is feeling valued. Those who are left behind need that conversation with their boss that they are valued. Bone Dry leaders won’t get it or won’t bother. They will subsequently wonder why the levels of engagement, commitment, innovation and motivation are so low in their team. To successfully lead in Japan and beat the competition, you need a more highly engaged team.
Action Steps
- Stop the rumour mill by having a strategy in place for when there is turnover
- Coach leaders on the need to communicate the WHY with team members when there are departures
- Assure those left behind they are valued