August 18, 2025 • 18 mins
Think hiring executives in Japan is about networking and luck? Think again.
🎙️In this special episode of Executive Search in Japan, we’re unlocking 77 powerful lessons from The FocusCore Podcast, led by veteran headhunter Dr. David Sweet. Whether you're a recruiter, HR leader, or international CEO navigating Japan’s leadership battlefield—you’ll discover why the real edge lies in cultural fluency, not resumes.
Tune in to explore:
- Cutting-edge hiring tactics like Topgrading and how Japanese companies are blending rigor with sensitivity.
- Why “read the air” is not just poetic—it’s essential for spotting informal power and consensus pathways.
- How wellness, work-life integration, and diversity agendas are quietly transforming executive expectations.
- Real-world stories of recruitment misfires—and breakthroughs—when human judgment meets local nuance.
Ready to go beyond the playbook and truly elevate how you hire in Japan? This episode is your executive compass.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Chase Stratton (00:00):
Welcome to the Deep Dive.
Today, we're really cuttingthrough the noise.
We're offering somethingunique, a shortcut to
understanding executive talentand leadership in Japan.
Tessa Sourceley (00:09):
Yeah, we've basically distilled insights
from 77 episodes of the FocusCorps podcast.
Chase Stratton (00:15):
Exactly.
A real treasure trove.
Interviews with CEOs, HRleaders, coaches, all on the
ground in Japan.
And our mission here for youlistening is simple.
Whether you're planning acareer move, prepping for a big
meeting, or just, you know,curious.
Tessa Sourceley (00:32):
We want to give you actionable knowledge, stuff
you can use right away.
Chase Stratton (00:35):
We'll unpack hiring strategies, market
trends, leadership wisdom,recruitment tactics.
Tessa Sourceley (00:40):
And those crucial cultural nuances, the
things that can really trip youup or make you succeed.
Chase Stratton (00:45):
Yeah.
This isn't just a summary.
It's about giving you those ahamoments, surprising facts,
clear takeaways, no informationoverload.
Tessa Sourceley (00:53):
Hopefully just the good stuff.
Chase Stratton (00:54):
Okay, let's unpack this.
So let's maybe kick things offwith talent.
acquisition in Japan.
I mean, how do you find those Aplayers?
How do you build recruitmentprocesses that actually work
there?
Tessa Sourceley (01:05):
Well, one thing that came up again and again in
those Focus Corps talks was thepower of a structured approach,
strategic hiring, top gradingspecifically.
It's this pretty rigorousinterview method used by a lot
of top Global firms.
Chase Stratton (01:22):
Upgrading.
Right.
How does that work, basically?
Tessa Sourceley (01:25):
It's got five steps, essentially.
Getting hiring managersinvolved early, creating clear
scorecards for the role.
Chase Stratton (01:31):
Scorecards.
Okay.
Tessa Sourceley (01:32):
Efficient screening techniques, thorough
reference checks, and,crucially, asking the right
questions in the interviews.
Chase Stratton (01:39):
That sounds very methodical.
Almost.
Intense.
Tessa Sourceley (01:42):
It can be, yeah.
But the real payoff, theinsight for you, isn't just
efficiency.
It dramatically improves yourhiring success because it
filters out the B and C playersright at the start.
Chase Stratton (01:52):
Ah, I see.
So it saves a huge amount oftime and, well, money
downstream.
Tessa Sourceley (01:56):
Exactly.
It's proactive filtering.
Chase Stratton (01:58):
So for you listening, it's maybe a chance
to look at your own assessmenttools.
See if elements of cop gradingcould make your clients'
processes, I don't know,tighter.
Tessa Sourceley (02:07):
Precisely.
Build a better filter.
And another huge theme wascandidate experience and
employer branding.
Chase Stratton (02:15):
Right.
Tyson Patino mentioned that,didn't he?
Startup advisor, former HR guy.
Tessa Sourceley (02:20):
Yeah, he stressed that a positive
interview experience isn't justfluff.
It actually tangibly boosts acompany's reputation, makes them
more attractive.
Chase Stratton (02:29):
So every touchpoint matters.
initial contacts, theinterview, the offer.
It all has to reflect that EVP,that employer value
proposition.
Tessa Sourceley (02:37):
Absolutely.
What makes your company a placepeople want to work and a good
interview process?
That can actually be a brandingtool itself.
Chase Stratton (02:44):
How so?
Tessa Sourceley (02:45):
It signals a high performance culture,
respect for the candidate'stime, that kind of thing.
Chase Stratton (02:49):
Makes sense.
And Tyson also said somethingabout widening the funnel,
didn't he?
Getting more applicants in.
Tessa Sourceley (02:54):
He did.
Basically, a bigger pipelineincreases your odds of finding
those stars.
Simple math, really.
Chase Stratton (03:00):
So the actionable and One side for you
there is maybe help clientsbuild those talent pipelines
proactively.
Tessa Sourceley (03:06):
Yeah, and make sure interviews are a real
two-way street.
You want candidates leavingimpressed even if they don't get
the job.
Chase Stratton (03:12):
Building on that idea of branding, some guests
really blurred the lines betweenrecruitment and marketing.
Naomi Jokase at LVMH Japan, forinstance.
Tessa Sourceley (03:20):
Right.
She talked about how criticalemployer brand and reputation
are, especially in luxury wherecandidates have loads of
options.
Chase Stratton (03:27):
Did she have practical tips?
Tessa Sourceley (03:28):
Yeah, like being mindful of public
perception.
And she preferred paperlessconversational interviews.
More human, warmer.
Chase Stratton (03:38):
Interesting.
Tessa Sourceley (03:38):
She also mentioned something quite
telling.
Her frustration withcandidates, especially women
returning to work, who undersellthemselves.
Chase Stratton (03:46):
Oh, wow.
That's significant.
Tessa Sourceley (03:47):
It really is.
Chase Stratton (03:48):
So for you, this points to helping applicants
see and crucially articulatetheir value.
Tessa Sourceley (03:54):
Definitely.
And it also shows why savvyrecruiters, the ones who can
tell a company's story and reachthose passive candidates,
they're gold dust in Japan,especially when talent is
scarce.
Chase Stratton (04:04):
Okay.
We can't talk hiring withouttouching on tech.
Yeah.
AI came up, I assume.
Tessa Sourceley (04:08):
Oh, yeah.
HR tech experts, Dr.
Greg Story, they noted AI isdefinitely changing recruitment
in Japan.
You've got AI sourcing,assessment platform But
Chase Stratton (04:18):
it's not a magic wand, is it?
That seemed to be theconsensus.
Tessa Sourceley (04:21):
Exactly.
That's the crucial nuance.
Guests warned it's not a silverbullet.
Technology should enhance thehuman touch in executive search,
not replace it.
Chase Stratton (04:31):
So what's the practical takeaway there?
How should you approach it?
Tessa Sourceley (04:34):
Use AI to work smarter.
For market data, admin tasks,sure.
But keep leveraging humaninsight, judgment,
relationships.
That's still key for the rightmatch.
Chase Stratton (04:46):
Especially in Japan.
Tessa Sourceley (04:47):
Especially in Japan.
It's still deeply relationshipdriven at its core.
Chase Stratton (04:51):
OK, so this blend of process and human
connection, how does that playout against Japan's unique
cultural backdrop.
That came up constantly,
Tessa Sourceley (05:02):
right?
Constantly.
Almost every conversationtouched on it.
Dr.
David Sweet, who's been thereover 25 years, had a great
insight.
Chase Stratton (05:07):
What was that?
Tessa Sourceley (05:08):
Titles don't always equal influence.
You might have a sectionmanager, seemingly quite junior,
who's actually a key consensusbuilder.
Chase Stratton (05:14):
While a higher-ranking exec might be
more of a figurehead.
Tessa Sourceley (05:18):
Sometimes, yeah.
It happens.
Chase Stratton (05:20):
That's absolutely critical to
understand.
So what's the implication foryou or for leaders you place?
Tessa Sourceley (05:25):
You have to invest time mapping out the real
stakeholders.
Understand the informalnetworks, the seniority system,
that consensus style.
Chase Stratton (05:33):
And Mawashi, right?
Laying the groundwork.
Tessa Sourceley (05:35):
Exactly.
Successful execs figure out whoto build relationships with
very early.
It stops Japan feeling like thetoo hard basket.
Chase Stratton (05:43):
And adapting your mindset is key too, I
gathered.
Sam Barker warned against justcopy pasting business models.
Tessa Sourceley (05:49):
Yeah, he really did.
hammered that point.
Japan isn't just another APACmarket.
Unique consumer behavior,regulations, the pace of
building relationships.
It's different.
Chase Stratton (05:59):
Language skills and cultural literacy are
non-negotiable then.
Tessa Sourceley (06:02):
Hugely important.
And understanding the mindset.
Long-term thinking, riskaversion, that drive for
perfection.
It helps find the right fit.
Localization is key.
Products, management style,everything.
Chase Stratton (06:13):
So for you, it's about finding talent with both
the hard skills and thatcultural agility.
Bridging global and local.
Tessa Sourceley (06:20):
Precisely.
And the demographics arechanging things, too.
Hisato Wakesumi from FocusCorps pointed out something
interesting.
Chase Stratton (06:26):
Which was?
Tessa Sourceley (06:27):
Most C-suite execs in Japan, they're in their
50s or 60s.
Quite different from many otherplaces.
Chase Stratton (06:33):
Right.
Younger leaders elsewhere.
What are the implications ofthat?
Tessa Sourceley (06:37):
Well, younger Japanese leaders might face a
long wait for the cop jobs.
Companies might be slower tochange.
You might get very seasonedleaders who aren't maybe super
fluent digitally.
Chase Stratton (06:48):
Or younger execs struggling against age
seniority norms.
Tessa Sourceley (06:52):
That too.
But there's a flip side.
A
Chase Stratton (06:54):
silver lining.
Tessa Sourceley (06:55):
Yeah.
Global pressures, retirements.
Japanese firms are graduallyopening up to younger, more
diverse leaders.
Chase Stratton (07:02):
So there's an opportunity there for you.
To present candidates clientsmight not have considered
before.
Tessa Sourceley (07:07):
Absolutely.
To facilitate that evolution.
Chase Stratton (07:10):
And what about busting stereotypes?
Jonathan Kant mentioned thenomakai, the after-work drinks.
Tessa Sourceley (07:15):
Right.
He said they're not asmandatory as people think,
especially with youngergenerations wanting more
work-life balance.
Things are changing.
Chase Stratton (07:22):
That's a subtle but important shift.
What about leadership styleitself?
Tessa Sourceley (07:27):
Empathy.
Listening.
came up again and again, apurely top-down directive style.
It often doesn't work well.
You need to be able to, youknow, read the air.
Kuki wo yomu.
Chase Stratton (07:37):
Crucial skill.
Tessa Sourceley (07:38):
Essential.
So the advice for any candidategoing into a Japanese firm is
lead with empathy.
Adapt your style.
Chase Stratton (07:46):
And for you, building trust might take a bit
more listening, morerelationship focus than in other
markets.
Tessa Sourceley (07:51):
Definitely.
It often requires that extrainvestment.
The bigger picture here is thatcultural fluency.
It's a massive competitiveadvantage in exec search for
Japan.
Understanding why an advisormight have more clout than a VP
or why decisions take time butstick.
It's vital.
Chase Stratton (08:08):
Okay.
So finding the talent andnavigating the culture.
Tessa Sourceley (08:10):
Yeah.
Chase Stratton (08:11):
What about developing that talent once
they're in place?
What insights came out aboutgrowing people for success?
Tessa Sourceley (08:16):
A lot, actually.
William Neely Jr., the L&Dexpert, really stressed that
company values have to come fromthe top.
Leaders have to live them.
Chase Stratton (08:24):
Not just a mission statement on the wall.
Tessa Sourceley (08:26):
Exactly.
He talked about pitfalls toavoid and also how even
companies with tight budgets candevelop staff.
Internal mentoring,cross-training, creative
solutions.
Chase Stratton (08:37):
So So for you listening, the takeaway is look
for leaders with that coach-likementality, people committed to
team growth.
Yes.
Tessa Sourceley (08:44):
And probe their experience.
Ask how they've actually growntalent and instilled values.
Those things really land wellin Japan.
Chase Stratton (08:51):
Dr.
Gregg's story had a prettystrong take on development too,
didn't he?
About OJT.
Tessa Sourceley (08:56):
He did.
On-the-job training by osmosis,as he put it.
He argued it just doesn't cutit anymore in modern Japan,
doesn't build the leadership andinnovation skills needed now.
Chase Stratton (09:07):
What's the alternative he championed?
Tessa Sourceley (09:08):
Structured development, formal training,
deliberate coaching, adaptingglobal best practices for Japan.
And he really highlightedmiddle management.
How so?
Said they're often the decidingfactor in whether top talent
stays or goes.
Absolutely crucial.
Chase Stratton (09:21):
Wow.
That's a big one.
So investing in developing goodmiddle managers isn't just nice
to have, it's critical forretention.
Tessa Sourceley (09:29):
Hugely impactful.
So for your strategy, maybegive those mid-level roles as
much thought as the C-suiteones.
Chase Stratton (09:35):
And what about skills?
Is there a focus on softskills?
Tessa Sourceley (09:38):
Massive focus.
It's global, but really holdstrue in Japan.
Nina Michaels-Kim from the IMA,she talked about finance pros
needing the art of storytelling.
Chase Stratton (09:47):
Storytelling in finance.
Tessa Sourceley (09:48):
Yeah.
Translating data into strategicinsight.
She argued soft skills are justas vital as hard skills for
future finance leaders.
Chase Stratton (09:56):
Yes, Adewaki Zumi saw that too.
Tessa Sourceley (09:58):
Mm-hmm.
Communication, adaptability,empathy.
Top firms value these more andmore, sometimes even over pure
technical skill.
Top execs themselves, theyoften credit success to
listening, relationships,humility, coupled with bold
execution, of course.
Chase Stratton (10:14):
So the implication for you when
assessing candidates is reallydig into those softer
competencies.
Tessa Sourceley (10:19):
Absolutely.
And maybe encourage clients tolook beyond traditional
backgrounds if someone showsthat learning agility and those
people skills.
Chase Stratton (10:25):
Makes sense.
And continuous learning came uptoo.
Lifelong learning.
Tessa Sourceley (10:29):
Yes, especially with Japan changing so rapidly.
Nina Michaels Kim stressed upskilling to future proof
careers.
And you saw it in the gueststhemselves, right?
Many had written books, donetraining, had coaches.
Chase Stratton (10:40):
They practice what they preach.
Tessa Sourceley (10:42):
Exactly.
They showed that personalcommitment to growth.
Chase Stratton (10:45):
So for you, that means spotting candidates who
demonstrate that curiosity, thatgrowth mindset, maybe through
career shifts, side projects.
Tessa Sourceley (10:53):
Yeah.
And highlighting thosequalities.
When clients complain abouttalent shortages, maybe suggest
hiring for potential and ininvesting in training, your role
shifts slightly.
Chase Stratton (11:01):
To more of a talent advisor, helping set up
the environment for success,like mentoring.
Tessa Sourceley (11:06):
Precisely, helping new hires thrive.
Chase Stratton (11:09):
So when you pull all that together, leadership,
talent development in Japan,what's the core message for you?
Tessa Sourceley (11:16):
It's clear, isn't it?
Leadership excellence there isprofoundly people-focused.
It's about being an avid talentdeveloper.
Chase Stratton (11:23):
Okay, let's shift gears a bit.
Recruiters can be agents ofchange, right?
Helping companies bring indiversity, adopt new ways of
working.
How did that play out in theconversations?
Tessa Sourceley (11:32):
Well, Japan's history with D&I, it's known for
lagging a bit.
Fewer women, fewer foreignnationals in senior roles
historically.
Yuta Hosumi, the D&Iconsultant, put it smartly.
Japan is at a pivotal point toaddress gender inequality.
Chase Stratton (11:48):
And it's not just a social issue anymore, is
it?
Tessa Sourceley (11:51):
No, it's a business imperative.
Aging population, talentshortages, inclusion is
critical.
Plus, Yuta emphasized It justmakes business sense.
Diverse teams, they're betterproblem solvers, relate to more
customers.
Chase Stratton (12:03):
So real, tangible benefits.
Yeah.
Innovation, performance.
Tessa Sourceley (12:07):
Exactly, which is a powerful argument you can
use with clients who might be abit hesitant about
non-traditional candidates.
It's not just nice, it's smartbusiness.
Chase Stratton (12:15):
Did Guest offer concrete steps, things companies
can actually do?
Tessa Sourceley (12:18):
Yes.
Yuda suggested simple things,gender-neutral language,
preferred pronouns, small thingswith big impact.
He gave that great example ofthe Tokyo hair salon.
Chase Stratton (12:27):
Oh yeah, stopping gender-based pricing.
Tessa Sourceley (12:29):
Right, charging by hair length instead.
A clear signal of inclusion forLGBTQ plus clients.
Simple, effective.
Chase Stratton (12:36):
And Catherine O'Connell talked about boards,
didn't she?
As one of the first foreignwomen on Japanese boards.
Tessa Sourceley (12:41):
She did.
Her advice for Japanesecompanies was clear.
Actively open pathways.
Set targets.
Mentor high potential women.
Break up the old boys networks.
Chase Stratton (12:52):
And for aspiring women leaders.
Tessa Sourceley (12:55):
Build readiness, governance training,
smaller advisory roles, networkstrategically.
Chase Stratton (13:01):
So for you, the takeaway is keep presenting
diverse slates.
Educate clients on thebenefits.
Tessa Sourceley (13:08):
And gently challenge that we need someone
who fits in.
idea.
Maybe someone different canbroaden their thinking.
Chase Stratton (13:14):
Good point.
What about the future of work?
Hybrid models must have comeup.
Tessa Sourceley (13:18):
Oh, yeah.
Rube Keister talked about thattug of war in Japan.
Hybrid is gaining ground, butkeeping people engaged remotely
is a challenge there.
Chase Stratton (13:26):
So clients are still figuring it out.
Tessa Sourceley (13:27):
Many are.
So for you, be ready to adviseon what the talent market
expects.
Tech and younger folks wantflexibility.
Traditional firms might stillpush for face time.
Chase Stratton (13:36):
But flexibility is likely here to stay.
Tessa Sourceley (13:38):
Seems that way.
Companies finding the rightbalance will have an edge.
And this all loops back to theEVP, the employee value
proposition.
Chase Stratton (13:46):
Because candidates are reevaluating
priorities post-pandemic.
Tessa Sourceley (13:50):
Exactly.
Companies need to be crystalclear about what they offer.
Growth, purpose, balance,inclusion.
Chase Stratton (13:56):
So for you, it's about encouraging clients to
really sharpen and communicatethat EVP.
Make sure it resonates today.
Tessa Sourceley (14:02):
Definitely.
And remember, tech's impactbeyond just hiring, AI, digital
transformation, There's changingroles, skills needed.
Chase Stratton (14:11):
Like cybersecurity, data analytics.
Tessa Sourceley (14:13):
Yeah.
Chase Stratton (14:13):
Huge demand in Japan now.
Tessa Sourceley (14:15):
Right.
So a forward-thinking recruiterneeds to track those industry
trends, fintech, renewables,e-commerce, because that's where
future leadership needs willemerge.
Chase Stratton (14:24):
Which brings up a key question for you, doesn't
it?
How can you best championdiversity as a business
advantage and help clientsmodernize to meet these evolving
talent expectations?
Tessa Sourceley (14:34):
That's the challenge and the opportunity,
especially in a market likeJapan that's changing so Okay,
Chase Stratton (14:39):
finally, let's touch on something really
personal, but incrediblyimportant.
Wellness, executiveperformance, work-life balance.
How did that surface?
Tessa Sourceley (14:50):
It was a strong theme.
Helen Iwata, the coach andproductivity expert, was very
open about her own burnoutexperiences.
Chase Stratton (14:56):
Right.
And her philosophy was lesseffort, more impact.
Tessa Sourceley (15:00):
Yeah.
Smart prioritization, managingyour energy, not just being busy
for busy's sake, avoiding thosediminishing returns from
overwork.
Chase Stratton (15:07):
Breaking that mindset that busy equals
important.
Tessa Sourceley (15:10):
Exactly.
Focusing on high value stuff,setting boundaries.
She also talked aboutovercoming fears like public
speaking to unlockopportunities.
Chase Stratton (15:18):
So But for you, maybe there's a coaching
element, helping candidates andmaybe yourself work smarter.
Tessa Sourceley (15:23):
Absolutely.
And if someone's stepping intoa really intense role talking
about how they manage stress andtime, It's vital for their
long-term success.
Chase Stratton (15:31):
Menya Inga, the health coach, had a simple
framework, didn't he?
Tessa Sourceley (15:34):
He did.
His big four, food, fitness,sleep, and stress management.
Nail those.
You perform well.
Neglect one.
Performance falters.
Chase Stratton (15:43):
And he saw high achievers in Japan, often
sacrificing sleep and nutritionfirst.
Tessa Sourceley (15:48):
Yeah, lawyers, bankers, execs.
It happens a lot.
And that directly hitsconcentration, creativity,
decision-making.
Obvious, but often ignored.
Chase Stratton (15:59):
His advice was practical though.
Build sustainable habits.
Tessa Sourceley (16:02):
Totally.
Schedule exercise like ameeting.
Set a bedtime alarm.
Manage stress actively.
Mindfulness, hobbies,unplugging.
It's a resilient strategy.
Chase Stratton (16:12):
And his own story was powerful too.
Burnt out aspiring lawyer tofitness entrepreneur.
Tessa Sourceley (16:17):
Yeah, it really underlined that health isn't
optional.
It's an investment in yourcareer.
Chase Stratton (16:22):
Which matters for you listening too, right?
Yeah.
Recruitment is demanding.
Tessa Sourceley (16:25):
For sure.
Practice what you preach.
And as advisors, you'll havethese work-life conversations.
Chase Stratton (16:29):
So maybe encourage a wellness culture
with clients for betterperformance, better retention.
Tessa Sourceley (16:34):
Definitely.
Maybe even suggest coaching forleadership teams if burnout
seems high.
And if a star candidatehesitates because of personal
commitments.
Chase Stratton (16:42):
Help the client see the value in accommodating
them.
Remote work, reasonable hours.
Tessa Sourceley (16:47):
Right.
Diplomatically show howsupported employees are
productive employees.
It's a win-win.
Chase Stratton (16:52):
It's fascinating, isn't it?
How executive success isn'tjust skills and strategy
anymore.
Well-being is fundamental.
Tessa Sourceley (16:59):
Increasingly critical, especially now.
Chase Stratton (17:02):
So as we wrap up this deep dive, it's really
clear that executive recruitingin Japan, it's way more than
just filling jobs, isn't
Tessa Sourceley (17:10):
it?
Oh, absolutely.
It's about guiding leaders,guiding organizations, helping
them thrive in that uniqueecosystem.
Chase Stratton (17:16):
We've looked at refining hiring, understanding
those deep cultural nuances.
Tessa Sourceley (17:20):
How leadership itself is changing and how vital
wellness is.
Chase Stratton (17:24):
And for you listening, these insights are
hopefully a toolkit, maybe aninspiration.
Whether you try a new interviewtechnique, advise a client on
diversity, mentor a candidate,your role is huge.
Tessa Sourceley (17:34):
Yeah, you're not just matching skills to JDs,
you're bridging aspirations andopportunities.
Often you're bridging East andWest too.
Chase Stratton (17:41):
The overall message from Focus Corps seems
to be, Success comes fromconstant learning, being a
trusted advisor.
Japan's rewarding, sometimeschallenging.
Tessa Sourceley (17:50):
But while the landscape shifts AI,
demographics, global trends, thecore principles hold steady,
don't they?
Relationships, reputation,listening, empathy.
Chase Stratton (18:01):
And focusing on people as whole individuals.
Maybe more so there thananywhere else.
Tessa Sourceley (18:06):
I think so.
That focus on the person reallymatters.
Chase Stratton (18:09):
So considering all these facets we've
discussed, informal power, softskills, wellness, culture,
Here's a final thought for you.
What single insight from thisdeep dive will you intentionally
apply to your very nextprofessional interaction?
Tessa Sourceley (18:21):
And how do you think it might shift the
outcome?
Something to mull over?
Welcome to the Deep Dive.
Today, we're really cuttingthrough the noise.
We're offering somethingunique, a shortcut to
understanding executive talentand leadership in Japan.
Tessa Sourceley (00:09):
Yeah, we've basically distilled insights
from 77 episodes of the FocusCorps podcast.
Chase Stratton (00:15):
Exactly.
A real treasure trove.
Interviews with CEOs, HRleaders, coaches, all on the
ground in Japan.
And our mission here for youlistening is simple.
Whether you're planning acareer move, prepping for a big
meeting, or just, you know,curious.
Tessa Sourceley (00:32):
We want to give you actionable knowledge, stuff
you can use right away.
Chase Stratton (00:35):
We'll unpack hiring strategies, market
trends, leadership wisdom,recruitment tactics.
Tessa Sourceley (00:40):
And those crucial cultural nuances, the
things that can really trip youup or make you succeed.
Chase Stratton (00:45):
Yeah.
This isn't just a summary.
It's about giving you those ahamoments, surprising facts,
clear takeaways, no informationoverload.
Tessa Sourceley (00:53):
Hopefully just the good stuff.
Chase Stratton (00:54):
Okay, let's unpack this.
So let's maybe kick things offwith talent.
acquisition in Japan.
I mean, how do you find those Aplayers?
How do you build recruitmentprocesses that actually work
there?
Tessa Sourceley (01:05):
Well, one thing that came up again and again in
those Focus Corps talks was thepower of a structured approach,
strategic hiring, top gradingspecifically.
It's this pretty rigorousinterview method used by a lot
of top Global firms.
Chase Stratton (01:22):
Upgrading.
Right.
How does that work, basically?
Tessa Sourceley (01:25):
It's got five steps, essentially.
Getting hiring managersinvolved early, creating clear
scorecards for the role.
Chase Stratton (01:31):
Scorecards.
Okay.
Tessa Sourceley (01:32):
Efficient screening techniques, thorough
reference checks, and,crucially, asking the right
questions in the interviews.
Chase Stratton (01:39):
That sounds very methodical.
Almost.
Intense.
Tessa Sourceley (01:42):
It can be, yeah.
But the real payoff, theinsight for you, isn't just
efficiency.
It dramatically improves yourhiring success because it
filters out the B and C playersright at the start.
Chase Stratton (01:52):
Ah, I see.
So it saves a huge amount oftime and, well, money
downstream.
Tessa Sourceley (01:56):
Exactly.
It's proactive filtering.
Chase Stratton (01:58):
So for you listening, it's maybe a chance
to look at your own assessmenttools.
See if elements of cop gradingcould make your clients'
processes, I don't know,tighter.
Tessa Sourceley (02:07):
Precisely.
Build a better filter.
And another huge theme wascandidate experience and
employer branding.
Chase Stratton (02:15):
Right.
Tyson Patino mentioned that,didn't he?
Startup advisor, former HR guy.
Tessa Sourceley (02:20):
Yeah, he stressed that a positive
interview experience isn't justfluff.
It actually tangibly boosts acompany's reputation, makes them
more attractive.
Chase Stratton (02:29):
So every touchpoint matters.
initial contacts, theinterview, the offer.
It all has to reflect that EVP,that employer value
proposition.
Tessa Sourceley (02:37):
Absolutely.
What makes your company a placepeople want to work and a good
interview process?
That can actually be a brandingtool itself.
Chase Stratton (02:44):
How so?
Tessa Sourceley (02:45):
It signals a high performance culture,
respect for the candidate'stime, that kind of thing.
Chase Stratton (02:49):
Makes sense.
And Tyson also said somethingabout widening the funnel,
didn't he?
Getting more applicants in.
Tessa Sourceley (02:54):
He did.
Basically, a bigger pipelineincreases your odds of finding
those stars.
Simple math, really.
Chase Stratton (03:00):
So the actionable and One side for you
there is maybe help clientsbuild those talent pipelines
proactively.
Tessa Sourceley (03:06):
Yeah, and make sure interviews are a real
two-way street.
You want candidates leavingimpressed even if they don't get
the job.
Chase Stratton (03:12):
Building on that idea of branding, some guests
really blurred the lines betweenrecruitment and marketing.
Naomi Jokase at LVMH Japan, forinstance.
Tessa Sourceley (03:20):
Right.
She talked about how criticalemployer brand and reputation
are, especially in luxury wherecandidates have loads of
options.
Chase Stratton (03:27):
Did she have practical tips?
Tessa Sourceley (03:28):
Yeah, like being mindful of public
perception.
And she preferred paperlessconversational interviews.
More human, warmer.
Chase Stratton (03:38):
Interesting.
Tessa Sourceley (03:38):
She also mentioned something quite
telling.
Her frustration withcandidates, especially women
returning to work, who undersellthemselves.
Chase Stratton (03:46):
Oh, wow.
That's significant.
Tessa Sourceley (03:47):
It really is.
Chase Stratton (03:48):
So for you, this points to helping applicants
see and crucially articulatetheir value.
Tessa Sourceley (03:54):
Definitely.
And it also shows why savvyrecruiters, the ones who can
tell a company's story and reachthose passive candidates,
they're gold dust in Japan,especially when talent is
scarce.
Chase Stratton (04:04):
Okay.
We can't talk hiring withouttouching on tech.
Yeah.
AI came up, I assume.
Tessa Sourceley (04:08):
Oh, yeah.
HR tech experts, Dr.
Greg Story, they noted AI isdefinitely changing recruitment
in Japan.
You've got AI sourcing,assessment platform But
Chase Stratton (04:18):
it's not a magic wand, is it?
That seemed to be theconsensus.
Tessa Sourceley (04:21):
Exactly.
That's the crucial nuance.
Guests warned it's not a silverbullet.
Technology should enhance thehuman touch in executive search,
not replace it.
Chase Stratton (04:31):
So what's the practical takeaway there?
How should you approach it?
Tessa Sourceley (04:34):
Use AI to work smarter.
For market data, admin tasks,sure.
But keep leveraging humaninsight, judgment,
relationships.
That's still key for the rightmatch.
Chase Stratton (04:46):
Especially in Japan.
Tessa Sourceley (04:47):
Especially in Japan.
It's still deeply relationshipdriven at its core.
Chase Stratton (04:51):
OK, so this blend of process and human
connection, how does that playout against Japan's unique
cultural backdrop.
That came up constantly,
Tessa Sourceley (05:02):
right?
Constantly.
Almost every conversationtouched on it.
Dr.
David Sweet, who's been thereover 25 years, had a great
insight.
Chase Stratton (05:07):
What was that?
Tessa Sourceley (05:08):
Titles don't always equal influence.
You might have a sectionmanager, seemingly quite junior,
who's actually a key consensusbuilder.
Chase Stratton (05:14):
While a higher-ranking exec might be
more of a figurehead.
Tessa Sourceley (05:18):
Sometimes, yeah.
It happens.
Chase Stratton (05:20):
That's absolutely critical to
understand.
So what's the implication foryou or for leaders you place?
Tessa Sourceley (05:25):
You have to invest time mapping out the real
stakeholders.
Understand the informalnetworks, the seniority system,
that consensus style.
Chase Stratton (05:33):
And Mawashi, right?
Laying the groundwork.
Tessa Sourceley (05:35):
Exactly.
Successful execs figure out whoto build relationships with
very early.
It stops Japan feeling like thetoo hard basket.
Chase Stratton (05:43):
And adapting your mindset is key too, I
gathered.
Sam Barker warned against justcopy pasting business models.
Tessa Sourceley (05:49):
Yeah, he really did.
hammered that point.
Japan isn't just another APACmarket.
Unique consumer behavior,regulations, the pace of
building relationships.
It's different.
Chase Stratton (05:59):
Language skills and cultural literacy are
non-negotiable then.
Tessa Sourceley (06:02):
Hugely important.
And understanding the mindset.
Long-term thinking, riskaversion, that drive for
perfection.
It helps find the right fit.
Localization is key.
Products, management style,everything.
Chase Stratton (06:13):
So for you, it's about finding talent with both
the hard skills and thatcultural agility.
Bridging global and local.
Tessa Sourceley (06:20):
Precisely.
And the demographics arechanging things, too.
Hisato Wakesumi from FocusCorps pointed out something
interesting.
Chase Stratton (06:26):
Which was?
Tessa Sourceley (06:27):
Most C-suite execs in Japan, they're in their
50s or 60s.
Quite different from many otherplaces.
Chase Stratton (06:33):
Right.
Younger leaders elsewhere.
What are the implications ofthat?
Tessa Sourceley (06:37):
Well, younger Japanese leaders might face a
long wait for the cop jobs.
Companies might be slower tochange.
You might get very seasonedleaders who aren't maybe super
fluent digitally.
Chase Stratton (06:48):
Or younger execs struggling against age
seniority norms.
Tessa Sourceley (06:52):
That too.
But there's a flip side.
A
Chase Stratton (06:54):
silver lining.
Tessa Sourceley (06:55):
Yeah.
Global pressures, retirements.
Japanese firms are graduallyopening up to younger, more
diverse leaders.
Chase Stratton (07:02):
So there's an opportunity there for you.
To present candidates clientsmight not have considered
before.
Tessa Sourceley (07:07):
Absolutely.
To facilitate that evolution.
Chase Stratton (07:10):
And what about busting stereotypes?
Jonathan Kant mentioned thenomakai, the after-work drinks.
Tessa Sourceley (07:15):
Right.
He said they're not asmandatory as people think,
especially with youngergenerations wanting more
work-life balance.
Things are changing.
Chase Stratton (07:22):
That's a subtle but important shift.
What about leadership styleitself?
Tessa Sourceley (07:27):
Empathy.
Listening.
came up again and again, apurely top-down directive style.
It often doesn't work well.
You need to be able to, youknow, read the air.
Kuki wo yomu.
Chase Stratton (07:37):
Crucial skill.
Tessa Sourceley (07:38):
Essential.
So the advice for any candidategoing into a Japanese firm is
lead with empathy.
Adapt your style.
Chase Stratton (07:46):
And for you, building trust might take a bit
more listening, morerelationship focus than in other
markets.
Tessa Sourceley (07:51):
Definitely.
It often requires that extrainvestment.
The bigger picture here is thatcultural fluency.
It's a massive competitiveadvantage in exec search for
Japan.
Understanding why an advisormight have more clout than a VP
or why decisions take time butstick.
It's vital.
Chase Stratton (08:08):
Okay.
So finding the talent andnavigating the culture.
Tessa Sourceley (08:10):
Yeah.
Chase Stratton (08:11):
What about developing that talent once
they're in place?
What insights came out aboutgrowing people for success?
Tessa Sourceley (08:16):
A lot, actually.
William Neely Jr., the L&Dexpert, really stressed that
company values have to come fromthe top.
Leaders have to live them.
Chase Stratton (08:24):
Not just a mission statement on the wall.
Tessa Sourceley (08:26):
Exactly.
He talked about pitfalls toavoid and also how even
companies with tight budgets candevelop staff.
Internal mentoring,cross-training, creative
solutions.
Chase Stratton (08:37):
So So for you listening, the takeaway is look
for leaders with that coach-likementality, people committed to
team growth.
Yes.
Tessa Sourceley (08:44):
And probe their experience.
Ask how they've actually growntalent and instilled values.
Those things really land wellin Japan.
Chase Stratton (08:51):
Dr.
Gregg's story had a prettystrong take on development too,
didn't he?
About OJT.
Tessa Sourceley (08:56):
He did.
On-the-job training by osmosis,as he put it.
He argued it just doesn't cutit anymore in modern Japan,
doesn't build the leadership andinnovation skills needed now.
Chase Stratton (09:07):
What's the alternative he championed?
Tessa Sourceley (09:08):
Structured development, formal training,
deliberate coaching, adaptingglobal best practices for Japan.
And he really highlightedmiddle management.
How so?
Said they're often the decidingfactor in whether top talent
stays or goes.
Absolutely crucial.
Chase Stratton (09:21):
Wow.
That's a big one.
So investing in developing goodmiddle managers isn't just nice
to have, it's critical forretention.
Tessa Sourceley (09:29):
Hugely impactful.
So for your strategy, maybegive those mid-level roles as
much thought as the C-suiteones.
Chase Stratton (09:35):
And what about skills?
Is there a focus on softskills?
Tessa Sourceley (09:38):
Massive focus.
It's global, but really holdstrue in Japan.
Nina Michaels-Kim from the IMA,she talked about finance pros
needing the art of storytelling.
Chase Stratton (09:47):
Storytelling in finance.
Tessa Sourceley (09:48):
Yeah.
Translating data into strategicinsight.
She argued soft skills are justas vital as hard skills for
future finance leaders.
Chase Stratton (09:56):
Yes, Adewaki Zumi saw that too.
Tessa Sourceley (09:58):
Mm-hmm.
Communication, adaptability,empathy.
Top firms value these more andmore, sometimes even over pure
technical skill.
Top execs themselves, theyoften credit success to
listening, relationships,humility, coupled with bold
execution, of course.
Chase Stratton (10:14):
So the implication for you when
assessing candidates is reallydig into those softer
competencies.
Tessa Sourceley (10:19):
Absolutely.
And maybe encourage clients tolook beyond traditional
backgrounds if someone showsthat learning agility and those
people skills.
Chase Stratton (10:25):
Makes sense.
And continuous learning came uptoo.
Lifelong learning.
Tessa Sourceley (10:29):
Yes, especially with Japan changing so rapidly.
Nina Michaels Kim stressed upskilling to future proof
careers.
And you saw it in the gueststhemselves, right?
Many had written books, donetraining, had coaches.
Chase Stratton (10:40):
They practice what they preach.
Tessa Sourceley (10:42):
Exactly.
They showed that personalcommitment to growth.
Chase Stratton (10:45):
So for you, that means spotting candidates who
demonstrate that curiosity, thatgrowth mindset, maybe through
career shifts, side projects.
Tessa Sourceley (10:53):
Yeah.
And highlighting thosequalities.
When clients complain abouttalent shortages, maybe suggest
hiring for potential and ininvesting in training, your role
shifts slightly.
Chase Stratton (11:01):
To more of a talent advisor, helping set up
the environment for success,like mentoring.
Tessa Sourceley (11:06):
Precisely, helping new hires thrive.
Chase Stratton (11:09):
So when you pull all that together, leadership,
talent development in Japan,what's the core message for you?
Tessa Sourceley (11:16):
It's clear, isn't it?
Leadership excellence there isprofoundly people-focused.
It's about being an avid talentdeveloper.
Chase Stratton (11:23):
Okay, let's shift gears a bit.
Recruiters can be agents ofchange, right?
Helping companies bring indiversity, adopt new ways of
working.
How did that play out in theconversations?
Tessa Sourceley (11:32):
Well, Japan's history with D&I, it's known for
lagging a bit.
Fewer women, fewer foreignnationals in senior roles
historically.
Yuta Hosumi, the D&Iconsultant, put it smartly.
Japan is at a pivotal point toaddress gender inequality.
Chase Stratton (11:48):
And it's not just a social issue anymore, is
it?
Tessa Sourceley (11:51):
No, it's a business imperative.
Aging population, talentshortages, inclusion is
critical.
Plus, Yuta emphasized It justmakes business sense.
Diverse teams, they're betterproblem solvers, relate to more
customers.
Chase Stratton (12:03):
So real, tangible benefits.
Yeah.
Innovation, performance.
Tessa Sourceley (12:07):
Exactly, which is a powerful argument you can
use with clients who might be abit hesitant about
non-traditional candidates.
It's not just nice, it's smartbusiness.
Chase Stratton (12:15):
Did Guest offer concrete steps, things companies
can actually do?
Tessa Sourceley (12:18):
Yes.
Yuda suggested simple things,gender-neutral language,
preferred pronouns, small thingswith big impact.
He gave that great example ofthe Tokyo hair salon.
Chase Stratton (12:27):
Oh yeah, stopping gender-based pricing.
Tessa Sourceley (12:29):
Right, charging by hair length instead.
A clear signal of inclusion forLGBTQ plus clients.
Simple, effective.
Chase Stratton (12:36):
And Catherine O'Connell talked about boards,
didn't she?
As one of the first foreignwomen on Japanese boards.
Tessa Sourceley (12:41):
She did.
Her advice for Japanesecompanies was clear.
Actively open pathways.
Set targets.
Mentor high potential women.
Break up the old boys networks.
Chase Stratton (12:52):
And for aspiring women leaders.
Tessa Sourceley (12:55):
Build readiness, governance training,
smaller advisory roles, networkstrategically.
Chase Stratton (13:01):
So for you, the takeaway is keep presenting
diverse slates.
Educate clients on thebenefits.
Tessa Sourceley (13:08):
And gently challenge that we need someone
who fits in.
idea.
Maybe someone different canbroaden their thinking.
Chase Stratton (13:14):
Good point.
What about the future of work?
Hybrid models must have comeup.
Tessa Sourceley (13:18):
Oh, yeah.
Rube Keister talked about thattug of war in Japan.
Hybrid is gaining ground, butkeeping people engaged remotely
is a challenge there.
Chase Stratton (13:26):
So clients are still figuring it out.
Tessa Sourceley (13:27):
Many are.
So for you, be ready to adviseon what the talent market
expects.
Tech and younger folks wantflexibility.
Traditional firms might stillpush for face time.
Chase Stratton (13:36):
But flexibility is likely here to stay.
Tessa Sourceley (13:38):
Seems that way.
Companies finding the rightbalance will have an edge.
And this all loops back to theEVP, the employee value
proposition.
Chase Stratton (13:46):
Because candidates are reevaluating
priorities post-pandemic.
Tessa Sourceley (13:50):
Exactly.
Companies need to be crystalclear about what they offer.
Growth, purpose, balance,inclusion.
Chase Stratton (13:56):
So for you, it's about encouraging clients to
really sharpen and communicatethat EVP.
Make sure it resonates today.
Tessa Sourceley (14:02):
Definitely.
And remember, tech's impactbeyond just hiring, AI, digital
transformation, There's changingroles, skills needed.
Chase Stratton (14:11):
Like cybersecurity, data analytics.
Tessa Sourceley (14:13):
Yeah.
Chase Stratton (14:13):
Huge demand in Japan now.
Tessa Sourceley (14:15):
Right.
So a forward-thinking recruiterneeds to track those industry
trends, fintech, renewables,e-commerce, because that's where
future leadership needs willemerge.
Chase Stratton (14:24):
Which brings up a key question for you, doesn't
it?
How can you best championdiversity as a business
advantage and help clientsmodernize to meet these evolving
talent expectations?
Tessa Sourceley (14:34):
That's the challenge and the opportunity,
especially in a market likeJapan that's changing so Okay,
Chase Stratton (14:39):
finally, let's touch on something really
personal, but incrediblyimportant.
Wellness, executiveperformance, work-life balance.
How did that surface?
Tessa Sourceley (14:50):
It was a strong theme.
Helen Iwata, the coach andproductivity expert, was very
open about her own burnoutexperiences.
Chase Stratton (14:56):
Right.
And her philosophy was lesseffort, more impact.
Tessa Sourceley (15:00):
Yeah.
Smart prioritization, managingyour energy, not just being busy
for busy's sake, avoiding thosediminishing returns from
overwork.
Chase Stratton (15:07):
Breaking that mindset that busy equals
important.
Tessa Sourceley (15:10):
Exactly.
Focusing on high value stuff,setting boundaries.
She also talked aboutovercoming fears like public
speaking to unlockopportunities.
Chase Stratton (15:18):
So But for you, maybe there's a coaching
element, helping candidates andmaybe yourself work smarter.
Tessa Sourceley (15:23):
Absolutely.
And if someone's stepping intoa really intense role talking
about how they manage stress andtime, It's vital for their
long-term success.
Chase Stratton (15:31):
Menya Inga, the health coach, had a simple
framework, didn't he?
Tessa Sourceley (15:34):
He did.
His big four, food, fitness,sleep, and stress management.
Nail those.
You perform well.
Neglect one.
Performance falters.
Chase Stratton (15:43):
And he saw high achievers in Japan, often
sacrificing sleep and nutritionfirst.
Tessa Sourceley (15:48):
Yeah, lawyers, bankers, execs.
It happens a lot.
And that directly hitsconcentration, creativity,
decision-making.
Obvious, but often ignored.
Chase Stratton (15:59):
His advice was practical though.
Build sustainable habits.
Tessa Sourceley (16:02):
Totally.
Schedule exercise like ameeting.
Set a bedtime alarm.
Manage stress actively.
Mindfulness, hobbies,unplugging.
It's a resilient strategy.
Chase Stratton (16:12):
And his own story was powerful too.
Burnt out aspiring lawyer tofitness entrepreneur.
Tessa Sourceley (16:17):
Yeah, it really underlined that health isn't
optional.
It's an investment in yourcareer.
Chase Stratton (16:22):
Which matters for you listening too, right?
Yeah.
Recruitment is demanding.
Tessa Sourceley (16:25):
For sure.
Practice what you preach.
And as advisors, you'll havethese work-life conversations.
Chase Stratton (16:29):
So maybe encourage a wellness culture
with clients for betterperformance, better retention.
Tessa Sourceley (16:34):
Definitely.
Maybe even suggest coaching forleadership teams if burnout
seems high.
And if a star candidatehesitates because of personal
commitments.
Chase Stratton (16:42):
Help the client see the value in accommodating
them.
Remote work, reasonable hours.
Tessa Sourceley (16:47):
Right.
Diplomatically show howsupported employees are
productive employees.
It's a win-win.
Chase Stratton (16:52):
It's fascinating, isn't it?
How executive success isn'tjust skills and strategy
anymore.
Well-being is fundamental.
Tessa Sourceley (16:59):
Increasingly critical, especially now.
Chase Stratton (17:02):
So as we wrap up this deep dive, it's really
clear that executive recruitingin Japan, it's way more than
just filling jobs, isn't
Tessa Sourceley (17:10):
it?
Oh, absolutely.
It's about guiding leaders,guiding organizations, helping
them thrive in that uniqueecosystem.
Chase Stratton (17:16):
We've looked at refining hiring, understanding
those deep cultural nuances.
Tessa Sourceley (17:20):
How leadership itself is changing and how vital
wellness is.
Chase Stratton (17:24):
And for you listening, these insights are
hopefully a toolkit, maybe aninspiration.
Whether you try a new interviewtechnique, advise a client on
diversity, mentor a candidate,your role is huge.
Tessa Sourceley (17:34):
Yeah, you're not just matching skills to JDs,
you're bridging aspirations andopportunities.
Often you're bridging East andWest too.
Chase Stratton (17:41):
The overall message from Focus Corps seems
to be, Success comes fromconstant learning, being a
trusted advisor.
Japan's rewarding, sometimeschallenging.
Tessa Sourceley (17:50):
But while the landscape shifts AI,
demographics, global trends, thecore principles hold steady,
don't they?
Relationships, reputation,listening, empathy.
Chase Stratton (18:01):
And focusing on people as whole individuals.
Maybe more so there thananywhere else.
Tessa Sourceley (18:06):
I think so.
That focus on the person reallymatters.
Chase Stratton (18:09):
So considering all these facets we've
discussed, informal power, softskills, wellness, culture,
Here's a final thought for you.
What single insight from thisdeep dive will you intentionally
apply to your very nextprofessional interaction?
Tessa Sourceley (18:21):
And how do you think it might shift the
outcome?
Something to mull over?
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