Diversity Can Help You Understand Your True Self

In recent years, the "Being" component has grown increasingly important in leadership training. We've shifted away from previous training ideologies biased toward gathering lots of information, and toward training that emphasizes action, inviting us to explore our values and beliefs.

Also, "Being" education has benefits beyond leaders. Its lessons can be applied to anyone thinking deeply about their career and life choices.

Times are changing. Nowadays, you no longer have this singular track of first getting into a major university, then finding employment at a big company.

As the coronavirus pandemic has made even clearer, we live in an era in which nobody can predict what will happen next. Moreover, increased digitization is forcing us to ask ourselves, "What tasks can AI not do? What is it that only humans can do?"

None of these pressing questions have clear answers, and the best way to lead an adaptable life is to proactively make decisions that allow us to deepen our understanding of ourselves. "Being" education does just that, bringing us to ponder, "What do I really want to do? What is important in my life?"

It dawned on me in my mid-twenties, after I came back to Japan from studying abroad in the US and China. In the US, people would often ask me for my thoughts on various topics. If I couldn't come up with an opinion, no one would pay attention to me. At the time, I did my best to do things like improve my English and express my opinions more proactively, so I would fit in better with the Americans. Honestly, it was pretty difficult.

However, when I came back to Japan and started giving my opinions in the same way I had done in America, I was told I wasn't able to "read the room."

After a while, I came to realize and accept that my Japanese-ness or my American-ness didn't define me. Rather, I was made up of various elements.

When I was studying in the US, there were times when it was impossible for me to behave like an American, no matter how hard I tried. Frankly, that felt reassuring. Looking back, I realize I didn't have to act like an American, nor did I have to act like I'm Japanese. I gradually came to terms with the idea that I am who I am.

Let me give you an example from a program we ran during a joint lecture with both Chinese and Japanese students. The students were asked to think back to past incidents and write them down, alongside their motivations and feelings at the time. Then, the students gave each other feedback.

Through this process, the students had to think about what they value in life, and how those values linked to their career choices.

In general, when you're conducting the type of self-analysis you would do when job hunting, you're setting yourself a short-term goal, like getting a job offer from your company of choice. What happens then is you extract only the elements necessary for job hunting, which can make it hard to see the bigger picture of your entire self.

In addition, when we do something like soul-searching, we assume that somewhere out there lies our true self, which is somehow different from our current self. In other words, we think there's this ideal answer and all we have to do is find our way toward it.

"Being" education is different because we get students to understand there is no right answer, and to realize the importance of fully accepting who they are right now. It's good for them to know that they are already living their lives with a certain set of values they deem important.

First of all, they realize that they have value just the way they are, leading to an increase in self-esteem. Since I work mainly with foreign students, it's also a great opportunity for them to become aware of strengths and qualities they wouldn't have noticed had they stayed in their home countries.

For example, one of the reviews from a Japanese student during the joint lecture I mentioned earlier was, "I didn't really understand my own worth, and I lacked self-confidence. But by thinking back to the hardships I went through in school during my club activities and examinations, I became aware of the fact that I grew a lot as a person!"

Hearing that, a Chinese student then replied, "I was so absorbed in my studies, I didn't have any time for club activities. I'm envious that you got to enjoy your youth! Hearing your story has given me the courage to move forward with my life."

The Japanese student was shocked, thinking, "I had taken my life and behavior so much for granted that I didn't realize they could be seen in a positive light from a different perspective."

This type of self-realization wouldn't have been possible if our class only had Japanese students.

Absolutely. When people with similar values spend a lot of time in the same environment, they lose sight of what makes them different. They come to naturally assume other people think like them, which leads to the risk of them developing rigid, inflexible values.

On the other hand, when you bring together people from different nationalities, socio-economic backgrounds, ethnicities, and so on, you notice that being different is perfectly normal. Not only that, but it's the differences that constitute your unique individual characteristics and abilities. Once you notice them, you then have an opportunity to think about how to use them and collaborate with others in order to make the world a better place.

You start off in the Honeymoon Stage, where everything seems rosy, followed by the Disintegration Stage, also known as culture shock. Next you have the Reintegration Stage where you reject the other culture. Finally, you arrive at the Autonomy and Interdependence Stages, where you accept and are able to fully enjoy the differences and similarities between cultures.

In other words, the phenomenon you were describing—where you try to conform with a new culture—can indeed occur, but it's only part of the process of interacting with people from a different culture.

I think it should be more of a priority. One of the reasons, as explained by Harvard Business School professor Amy Edmondson, is that organizations with a high degree of psychological safety, as well as high performance standards and business objectives, perform better. Not simply a loose organization with a lot of friendly people and no conflict, but specifically organizations where even during difficult conversations, everyone feels like they can express their opinions.

In addition, when diverse values are accepted within an organization, it becomes easier for members to showcase their individuality and abilities. You facilitate an environment where people can have really constructive conversations, making it easier to identify and solve potential problems. You also create opportunities to collaborate with people whose skills are different from your own.

Here in Japan, we're looking at declining birth rates and increasing global competition for talent. Why would talented employees want to work in such a physically and mentally taxing environment? GenZ especially values purpose and meaning in their work, with a strong desire to make society better.

I know a case of an SME from Osaka that was able to recruit top IT engineering talent from India by telling them, "In this job, you'll get to combine IT with Japanese manufacturing know-how to make the world a better place." That goes to show that even if companies are outclassed by larger firms when it comes to salary and benefits, they can still appeal to GenZ talent by offering inspiring and innovative work.

I think those are the companies that will end up with the best talent moving forward.

The first step is to get out of your comfort zone. You don't have to do anything huge, like moving abroad or starting your own business—you can try something as simple as getting to know a person who was raised in a different environment, or advocated for changes in your own community.

When you start to make those small steps toward changing your environment, you may end up finding yourself thinking differently; discovering a new world.

Have you ever been in a situation where you've been in the same job for a few years, and felt like if you keep on doing the same thing, you won't be able to grow? That feeling could be a sign.

Of course, even if you summon your courage and step into a new environment, you won't necessarily begin to grow immediately. The important thing is to be kind to yourself. If you start beating yourself up, you risk losing sight of why you felt the need to grow in the first place. You have to show acceptance, including toward yourself.

Yes, accept that you are who you are, and think again about the reasons you want to grow. It could be as simple as, "I don't think I'm good enough at this one task," or "I would like to rid myself of this insecurity."

Once you understand why you want to grow, you're already halfway down the path toward acceptance.

You can replace "foreigners who love Japan" with "women," "unique individuals," "young people," and so on—the question would still be valid. I believe there is a problem with the way Japanese organizations operate. Once you become aware of that challenge, you can begin thinking of how to create collaboration among diverse individuals.

The key is empathy. When interacting with someone, learn to put yourself in their shoes. I believe that businesses, through better training and operations, need to further support empathy.