Japanese business etiquette

Bow, shake hands or poke someone in the eye?

When this month’s shinnenkai (New Year’s parties) started, I found I had to snap back into remembering to bow properly, whilst negotiating my wine and canapés, as I exchanged akemashite omedetou with Japanese business acquaintances. It felt awkward at first but thanks to my time in a Japanese school, where we bowed every morning to the teacher, and had twice weekly outdoor assemblies where we rehearsed standing at ease, then standing to attention, then bowing – the proper way to bow is somewhat instinctive for me.

Non-Japanese bowing will almost certainly get it wrong

For most non-Japanese people, bowing correctly is a challenge, and in my opinion, we worry too much about it. Most Japanese people, when meeting with a foreign person, will expect to shake hands. I usually advise that a slight nod of the head or bend at the waist is a good cultural compromise when shaking hands with a Japanese person. If you have not been brought up to bow, and also had it drilled into you again at an induction course in a Japanese company, when you do try to do a full bow, you will almost certainly get it wrong. Bowing too deeply or for too long a time will result in your Japanese counterpart feeling obliged to dip down again for a further round of needless bowing.

No bowing zones?!

You often see this happening in public in Japan, where neither party wants to stop bowing first, in order to show respect. In the mid-1990s, an English-language magazine targeting Tokyo’s expat community extrapolated on this phenomenon by publishing an April Fool’s article saying authorities were going to set up “no bowing” zones, near revolving doors and on station platforms as excessive bowing was causing a safety hazard. Plenty of people believed the article.

I do know of one case where bowing actually did lead to physical injury. A British employee of a Japanese company in Europe related the story to me: “Our new Japanese Managing Director for Europe was going round all the departments to introduce himself and as he turned to me I put out my hand to shake hands. He, however, had started to bow down low, and I caught him right in the eye. Fortunately it turned out he has a good sense of humour, and whenever I see him in the corridor now, he covers his eye with his hand!”

Bowing is deeply engrained in the Japanese psyche

Bowing is deeply engrained in the Japanese psyche, it would seem. One Japanese friend of mine, who has been living in the UK for 30 years, still bows whenever he meets a Japanese person, even in the streets of London. I asked another Japanese friend of mine, who has also been living for many years in London, if she would ever consider hugging her mother when she came to meet her at Narita airport each time she returns to Japan. “Ewww no!” she said, and then laughed, realising how years of kissing, hugging and shaking hands in the UK had made no impact on her instincts at all.

This article by Pernille Rudlin originally appeared in the Nikkei Weekly. This and other articles are available as an e-book “Omoiyari: 6 Steps to Getting it Right with Japanese Customers”

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Attitudes to time

Whenever I run training sessions for mixed groups of Japanese and European managers, it is always fun to observe the nationalities of the participants who arrive first and of the people who arrive last. In a seminar last week, the Norwegian participant was precisely five minutes early. The last to arrive (more than an hour late) was a Frenchman, originally from the south of France. In Europe, it is reliably the case that the further south you travel, the more people have a ‘flexible’ view of time.

When I later picked up on this with the Norwegian participant, he looked worried for an instant and said “I was only five minutes early”. This attitude strikes me as very similar to the Japanese approach, which is to be early for appointments, but only by five minutes. Any earlier than that would inconvenience the other person. I have been in coffee shops in Japan, near clients’ offices, and realised that other salespeople, like me, who had arrived too early, were killing time with a quick cup of coffee. I realised this because at about ten minutes to the hour, we would all rush to the till to pay and go.

This behaviour seems to be in direct contradiction to Japanese schedule-keeping patterns when it comes to internal meetings, however. Unless there is a senior executive at one of these meetings, Japanese employees are frequently late. This also holds true, regrettably for me, for training sessions. If there is a senior person is coming, the five minute rule applies. I have even seen junior employees peer through the window, see that a senior person has already arrived, and run away rather than be late.

It would seem that when the meeting is of peers and is ‘in-group’, Japanese people revert to a more relaxed view of time. Not only are they frequently late, but they will answer e-mails via their laptops in the meeting, keep their mobile phones switched on to take calls and be hauled out of the meeting to talk to someone else, sometimes not returning for half an hour or more.

My explanation of this is that when it is an internal meeting, a Japanese worker does not feel the meeting excludes or has priority over all the other relationships that he or she is having to attend to at the time.

While this kind of behaviour drives North Europeans crazy, I also had a Japanese expatriate manager complain to me about the behaviour of a German purchasing manager he went to visit. Apparently the German left his mobile phone on, without even muting the ringtone, all the way through the meeting. Every time the phone rang, the German purchasing manager would look at who was calling, then put the phone back down and let it ring until it switched to voice mail.

I have talked to various Europeans, including Germans, about this, and have come to the conclusion that, for once, there is no national cultural tendency behind this behaviour, it is merely a customer playing status and power games with a supplier!

This article by Pernille Rudlin originally appeared in the Nikkei Weekly. This and other articles are available as an e-book “Omoiyari: 6 Steps to Getting it Right with Japanese Customers”

There is no excuse for not having an umbrella in Japan

Japanese people who have recently arrived in the UK often wonder why British people do not use their umbrellas when it rains. I think this is partly to do with the different type of rain we have in the UK. Our weather forecasts are usually for “light showers” or “sunny intervals” or “occasional rain”. We do not have the “40% probability of rain” forecasts that you get in Japan. When it rains, it is usually not very heavy or very prolonged, unlike Japan in the rainy season. So British people can’t be bothered to carry or put up their umbrellas. The chances are it won’t rain at precisely the moment we are outside, and even if it does, it won’t be very heavy, so we will soon dry off, whereas in Japan, if it is summer, it is so humid, you can end up being damp all day if you get wet just once.

This British “can’t be bothered”, phlegmatic mentality does not work so well in Japan. There is no excuse other than that you are stupid or disorganised if you do not have an umbrella when the weather forecast says there is an 80% chance of rain.

Similarly, there is no excuse other than lack of self discipline if you are late for work or a meeting with a customer. Trains in Japan run on time. In the UK, our train systems are unreliable, and traffic congestion is a perennial problem, thanks to road works which take place during the day rather than at night as in Tokyo.

The further south you go in Europe, the less worried people are about punctuality and deadlines; what is known in Spain as the “mañana” (tomorrow, later, in the future) attitude. British people, who are of course northern European, want to be punctual but rarely are. We have almost given up trying because inevitably something will prevent us from being on time. We feel upset by being late, so we end up explaining in some detail what went wrong, to which the correct response, in the British mind, is sympathy. However, as I explained in a previous article in this series, such explanations can sound like iiwake (pointless excuses) in Japan.

A clinical trials manager at a Japanese pharmaceuticals company in the UK told me how a drugs trial she was conducting ended up being invalid, because a large number of the participants failed to complete all the tests. They simply did not turn up, because their car had broken down, they were hung-over, the trains weren’t running and so on. Her Japanese colleagues were not sympathetic. In Japan, participants would turn up. They felt she must have managed the trial badly, and indeed, I think she should have signed up even more participants than she did, as it could have been anticipated that a large percentage would drop out. It is best to be over-cautious, not optimistic, in setting deadlines when working with Japanese people, especially if part of your supply chain is in Europe.

This article by Pernille Rudlin originally appeared in the Nikkei Weekly. This and other articles are available as a paperback and e-book “Omoiyari: 6 Steps to Getting it Right with Japanese Customers”

For everything in Japan there is a season, even neckties

A former colleague of mine, a Japanese man who has been living in London for the past seven years, told me what he most misses about Japan is the distinctive seasons. Of course the UK also has four seasons, but this summer it has been rainy and cold more than usual and we all fear that it will merge seamlessly into the dark, damp days of autumn and winter.

Japan is well-known for its cherry blossom viewing season and anyone who has lived any length of time in Japan will also realise how obsessed most Japanese are about what food is best eaten at which time of year.

This sense of seasonal “rightness” even extends to clothing. I remember once hearing my home stay family debate whether it was too early in the autumn for the father to wear his maple leaf tie.

All this illustrates how being tuned into the seasons is vital to getting the right look and feel to your advertising campaigns and product packaging but there is also a strong commercial rhythm to the Japanese year which should not be ignored.

If you’re thinking about how to time your marketing campaign, there two bonus seasons each year, in summer and just before the New Year, when you’ll notice that advertising for luxury goods suddenly ramps up.

If you’re looking for the right timing for business proposals, it is also worth remembering that most Japanese companies operate on an April 1st to March 31st financial year. April 1st is when new graduates join companies and major reorganisations, promotions and salary changes are implemented. March is therefore a nervous month in most Japanese companies, and not a good time to propose new ideas. A mini-reorganisation is often carried out at the half year point too, on October 1st.

Japanese employees only take about half the holidays they are entitled to and so do not disappear for two weeks to a month in the summer as Europeans do. Still, business meetings in Japan are usually discouraged in July and August. This is partly because some factories close down around the Bon holiday period in mid-August, when people return to their hometowns to visit family graves, but also because the hot and humid weather saps people’s energy.

In September the business trip season starts, climaxing in the attempt to have all payments settled by the calendar year end, in order to start the new year with a clean slate. Unfortunately for those in Europe and North America who are working with Japanese companies, this final push coincides with the Christmas holidays.

The only time when Japan truly shuts down is in the first week of the year, and then another busy period begins, to the end of the financial year, and the annual ‘yosan’ (budget) panic. Then April is taken up with the after-effects of the reorganisations, after which everyone needs the Golden Week holidays at the end of April, through to early May. And so the cycle starts again.

This article by Pernille Rudlin originally appeared in the Nikkei Weekly. This and other articles are available as an e-book “Omoiyari: 6 Steps to Getting it Right with Japanese Customers”

Bowing, handshakes and greetings

The following dialogue between Tadaharu Iizuka, Managing Director of Centre People, a recruitment consultancy and Pernille Rudlin, European Representative of Japan Intercultural Consulting appeared in Journey (a weekly magazine for the Japanese community in the UK) on 1st September 2005.

Iizuka: A while ago there was a TV commercial for a British bank which I found very amusing. It showed a British businessman and a Japanese businessman meeting for the first time, and both sides were very nervous. The Japanese man extended his right hand to shake hands and at the same time the British man took a very deep bow. Then they reversed and did the opposite and again missed each other. You really felt that East and West will never meet.

Rudlin: Even though that was a TV ad, it is something that you can imagine happening for real. I have a similar story which I will tell in a moment, but it is certainly true that as an intercultural consultant I am almost always asked by people if they should bow when they meet Japanese people for the first time.

Iizuka: Is it a question concerning how they should bow?

Rudlin: Sometimes they ask that, but actually it is often about whether it is OK to shake hands or whether they should follow Japanese customs. They seem to be quite apprehensive about it. The commercial you mentioned may only be adding to the confusion. In reality, most Japanese business people know Western customs very well and practice them. Because of this, I usually advise that when you first meet someone, a handshake is OK.

Iizuka: When a Japanese business person visits the UK and meets British people for the first time, or the other way round, it is a case of “East meets West”, so you could imagine there would be a lot of tension. There is another point regarding handshakes which I would like to bring up. I visited a client with a British female colleague and there was confusion as to who should offer to shake hands first. My colleague was holding back and did not offer her hand. Then the Japanese manager we were visiting also hesitated, so we did not manage a proper exchange of greetings. Afterwards I said to her it might have been best if she had offered to shake hands first.

Rudlin: This kind of thing happens quite often. I expect in that situation you bowed in the Japanese style, so it was rather difficult for your colleague and the Japanese manager to switch to shaking hands immediately afterwards. I have also heard in connection with this that older Japanese people were taught that it is rude for a man to offer to shake a woman’s hand. This may have been true a long time ago but now men and women are meeting as equals, so it is best to be proactive in offering to shake hands when you meet.

Iizuka: You mentioned earlier an anecdote regarding a misunderstanding over a handshake – could you elaborate further?

Rudlin: This happened to an acquaintance of mine working at a Japanese company in the UK. A newly arrived manager from Japan was ‘doing the rounds’ to introduce himself to the staff and my acquaintance put out his hand in order to shake hands, at the same time the Japanese manager bowed. Unfortunately this resulted in him poking the Japanese manager in the eye. It was rather similar to the commercial we talked about earlier I suppose. Fortunately the Japanese manager decided to make a joke of it, and took to covering his eye in mock alarm every time they met in the corridor, much to the English person’s amusement. So there was a silver lining to that particular cloud.

Iizuka: When we talk about greetings, for Japanese people in Europe it’s not just a worry about shaking hands but also about embraces and the brushing of cheeks. In our hearts maybe we think it is a good way of showing feelings of friendship. But as Japanese we do feel some resistance, and it is difficult for us to do these things naturally.

Rudlin: I think the British and the Japanese have similar interpersonal space needs. The British also like to keep a bit of distance when they are meeting someone. Sometimes you can see at parties where there are two people talking to each other and one has a smaller need for interpersonal space, that they end up moving across the room, because one is moving closer to the other, and the other keeps moving back in order to keep a distance that is comfortable to them. No doubt both Japanese and British children stay physically close to their family and familiar people, but it does seem that as they reach adulthood, expected behaviours change. For the British, it is OK to continue to show physical affection to people you are close to, but Japanese adults keep a distance even with their own families.

Iizuka: It is true that Japanese children are if anything physically closer to their families than the British. Even now there are some families where the parents and children all sleep together in a row of futons on the floor. Whereas in the UK children are usually put in a separate room from quite early on, and brought up to be independent. It seems that the way one physically interacts with others changes quite radically at some point in one’s upbringing.

Rudlin: I expect that younger Japanese people will begin to show their feelings more openly. Not because they are becoming more ‘Western’ but as a natural consequence of wanting to show their feelings directly, they will move from a handshake to an embrace, particularly amongst family.

Japanese use of ‘telepathy’ to communicate

Pernille Rudlin was interviewed by Tadaharu Iizuka, Managing Director of Centre People, regarding the Japanese use of ‘ishindenshin’ or telepathy in order to communicate. It appeared in the Japanese language weekly Journey magazine, May 5th 2005.

Iizuka: Although Japanese attitudes towards communication and Japanese culture itself are changing, we still have a long history of unconsciously using ‘ishin denshin’ (telepathy or tacit understanding). We think that the other person has already understood what we are trying to say, so we don’t say much, but in the UK if we expect this to work…

Rudlin: …it can lead to misunderstandings or British people saying to themselves “you can never tell what Japanese people are thinking”. Research has shown that the degree of directness of expression varies between cultures. Americans are very forthright, the French quite forthright, the British in the middle somewhere, South East Asians are rather more indirect and the Japanese are very indirect. With Americans, what they say is all that they want to say, nothing more, nothing less. Which is why they find it hard to understand what Japanese people are trying to say.

Iizuka: The British are in the middle, as you say, and having talked to British people who have experience of living in Japan and they did indeed say that in this respect British are more like the Japanese than they are like Americans. Certainly compared to Americans British don’t say things as directly sometimes but compared to the Japanese, British people seem to make a distinction between when to be direct and when to hold back?

Rudlin: Yes. We definitely like to hint at things without having to say them explicitly. So I don’t think ‘ishin denshin’ is peculiar to the Japanese. I will give an example of something that happened when I was working in Japanese company. A Japanese colleague asked me to help him with a letter from a British company. He couldn’t understand the meaning of it, even though he was from a top university and spoke good English. I understood the meaning of the letter the moment I read it. The letter writer was forcefully expressing his dissatisfaction with services received, whilst keeping his anger reined in. The kind of expressions he used were “merely” and “if you would be so kind as to…” and “with all due respect”. It was very clearly as would say in Japanese ‘ingin burei’ or ‘hypocritical courtesy’, but at the same time you could not take offence at the expressions used. It was necessary to ‘read between the lines’.

Iizuka: As it happens the other day I received an e-mail in Japanese that said ‘I would like you to read between the lines to understand what I am trying to say…” so it does seem from what you say that there areas in which Japanese and British communication styles are similar. However I have heard that this expression in Japanese ‘read between the lines’ was actually originally borrowed from the West. Perhaps because in the past ‘reading between the lines’ was such a matter of course in Japan that it was not necessary to give it a label.

Rudlin: That’s a very interesting point. Highly educated British people in particular like to use euphemisms, for example if you see the classic British TV comedy series ‘Yes Minister’, you will see this. They like using a great variety of words to create subtle expressions.

However if as a Japanese person living in Europe you believe, having heard British use euphemisms, that you can use Japanese style ‘ishin denshin’ as the lynchpin of your communication with British people, you will find that things do not work out as well as you hoped.

Iizuka: Having worked in the UK for a long time I can think of many slip-ups caused by my relying on ‘ishin denshin’. I can see that it is born from my attitude that ‘we are all the same human beings’ so we can understand each other, I do not have to say anything as it is very obvious and you will surely understand it by yourself.

Rudlin: A big difference between Japanese and British communication style is that Japanese often do not use clear expressions when it is in fact necessary to do so. This can cause things to go awry, or misunderstandings or even mistrust. So it is vital sometimes to be very explicit. It is possible, given the amount of influence the USA has had on British society and culture, that the British are beginning to expect a more direct way of expression.

Iizuka: We are taught at school in Japan to express ourselves clearly but at the same time ‘ishin denshin’ culture is programmed into our way of thinking in other parts of our lives. So when we live in Europe we consciously have to adopt a different approach.

Japanese and British use of eye contact

Pernille Rudlin was interviewed by Tadaharu Iizuka, Managing Director of Centre People, regarding differences in Japanese and British use of eye contact for the Japanese language weekly Journey magazine, April 7th 2005.

Iizuka: What kind of experiences did you have when you went to junior school in Japan for six years? I hear that at that age one tends to pick things up very quickly, soaking everything up like a sponge?

Rudlin: The first six months were very tough. Of course I couldn’t understand anything and during the break times pupils from the entire school, right up to senior high school, would crowd round to look at my face or touch my hair. But children at that age are very adaptable and after about six months I was able to speak everyday Japanese and the other pupils had become used to me. I was still rather bad at the weekly kanji (ideographs) test but once I even managed to get top marks for a composition. Even now theme tunes from TV programmes, nursery rhymes and songs come back to me from time to time.
Iizuka: I suppose it was a natural progression for you after your experience of living in Japan to join a Japanese company and work for them for nine years. No doubt the experience helps you in your current work (training aimed at minimising communication issues in workplaces where there are different cultures)?

Rudlin: Intercultural communication obstacles do not only come between the Japanese and the British but also between the British and the French and other nationalities. Even if the nature of the obstacle varies, differences occur. In Japan one also says ‘the eyes are the windows of the soul’ or ‘eyes say more than lips’ but it does seem that the Japanese use eye contact a lot less when communicating amongst themselves. In the UK we have the same sort of expressions and believe that eye contact is an important communication tool. We believe eye contact during a conversation is very important and it comes naturally to us.

Iizuka: I totally agree with you. For example, it is still fresh in my memory that when I first joined a medical supplies company in Japan, the induction training specified that we should not look the client in the eye, and instead aim our eyes at the level of their necktie knot.

Rudlin: Certainly this is one aspect of Japanese culture and I am not saying which is right or which is wrong, just that if you are going to live in the UK and work here, if you do not pay attention to this cultural difference, it will cause friction and may lead to more serious situations.

I heard a of a case a while ago where a British woman complained about sexual harassment in her workplace to her Japanese boss and while she was explaining about it, asking him to do something about it, he spent the whole meeting listening to her with his eyes closed. I have seen this kind of behaviour many times in Japan and understand it, but to this woman, no eye contact meant he was ignoring her, and it simply made her more furious. She even took her case to court and claimed that she thought her boss had been sleeping in the meeting!

Iizuka: So despite the fact that he might have been closing his eyes in order to concentrate better on what she was saying, this was misunderstood to the point where the situation got unbelievably worse. You could also say that staring too hard at someone might be a problem too.

Rudlin: As I said at the beginning, the eyes are the windows to the soul, so it is important when talking to someone to exchange eye contact, to show that you are speaking from the heart. This way doing business and living in the UK will be that little bit more enjoyable.

Category: Japanese business etiquette

Bow, shake hands or poke someone in the eye?

Non-Japanese bowing will almost certainly get it wrong

No bowing zones?!

Bowing is deeply engrained in the Japanese psyche

Attitudes to time

There is no excuse for not having an umbrella in Japan

For everything in Japan there is a season, even neckties

Bowing, handshakes and greetings

Japanese use of ‘telepathy’ to communicate

Japanese and British use of eye contact

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