August 18, 2025 • 13 mins
In Japan’s executive world, your reputation speaks louder than your resume—and sometimes, it whispers behind closed doors.
🎙️In this episode of Executive Search in Japan, we expose the invisible forces that shape hiring decisions in Japan's elite job market. Forget the myth of a formal blacklist. In reality, it’s an underground web of recruiter whispers, private “do-not-hire” lists, and discreet conversations between trusted insiders. One misstep—ghosting an interview, exaggerating a resume, or clashing with hiring culture—can quietly sabotage your career prospects across an entire industry.
We explore:
- Why Japan’s strict privacy laws (APPI) fuel a culture of backchannel reputation sharing
- How foreign executives unknowingly trip cultural wires
- The kinds of behaviors that can trigger “invisible blacklisting”
- Why reference checks are not common in Japan
- Why being professionally polite, network-savvy, and self-aware is your best protection
This episode isn’t just about hiring—it’s about surviving the game of perception in one of the world’s most discreet job markets.
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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.
We're here to plunge into somecomplex topics and hopefully
give you the essential insightsfast.
Today, we're looking atsomething really fascinating in
the Japanese executive jobmarket.
These persistent rumors aboutblacklists.
A lot of professionals,especially if you're new to
Japan, you hear these whispers.
(00:22):
about some kind of formal,maybe even shared database of
candidates to avoid.
Sounds pretty serious, doesn'tit?
Tessa Sourceley (00:29):
It does, yeah.
And that idea, that popularnotion of, let's say, a formal
centralized list everyoneshares, that's actually, well,
it's largely a misconception.
Our sources are pretty clear onthis.
That kind of system, like a bigofficial blacklist, it just
doesn't really exist in thatway.
Chase Stratton (00:42):
Okay, so not a central list.
Yeah.
But the idea comes fromsomewhere, right?
What's the reality then?
Tessa Sourceley (00:46):
The reality is...
much more subtle, moreintricate, you could say.
It's really a system ofreputational intelligence.
And it seems to work throughtwo main ways.
First, you've got individualrecruitment firms or maybe even
specific hiring managers keepingtheir own private internal do
not hire notes.
Chase Stratton (01:04):
Okay, based on their own bad experiences,
maybe.
Tessa Sourceley (01:06):
Exactly, proprietary stuff.
But the second way, and this isfar more significant according
to our sources, it's what theycall the professional grapevine.
Chase Stratton (01:15):
The grapevine,
Tessa Sourceley (01:16):
right.
Yeah, a really powerful,informal, word-of-mouth network.
That's where the, let's say,critical insights often get
shared very quietly.
Chase Stratton (01:24):
Okay, so that's our mission for this deep dive
then.
Let's really try and understandhow this subtle system actually
works, why it's like this, andimportantly, what it means for
you if you're navigating the jobmarket in Japan.
So if this informal network isso strong, why isn't there a
more formal list?
I mean, what stops it from justbecoming Right.
Tessa Sourceley (01:45):
Well, that really boils down to Japan's
privacy laws.
They're incredibly strict.
You've got the Act on theProtection of Personal
Information, APPI.
That's a huge factor.
Chase Stratton (01:54):
Okay.
The legal side.
Tessa Sourceley (01:55):
Yes.
And beyond the law, there'salso this deep-seated cultural
thing, an aversion to publiccriticism or putting negative
stuff about people downformally.
It's just not really done.
Chase Stratton (02:06):
Interesting.
So the culture reinforces thelegal barriers.
Tessa Sourceley (02:09):
Exactly.
And what's really fascinatinghere, kind of a paradox, is how
these protections measures thelaws, the cultural norms, they
actually end up amplifying thepower of the informal networks.
Chase Stratton (02:22):
How so?
Tessa Sourceley (02:23):
Because you can't easily share negative
information formally orpublicly, it pushes all that
sensitive stuff into thesediscrete, almost underground
channels.
The grapevine becomes the mainplace that reputational risk
actually travels.
Chase Stratton (02:36):
Wow, okay, so it's not a list you can see, but
more like a shared, quietunderstanding or perception.
Yeah, yeah.
Yeah, that's really nuanced.
Tessa Sourceley (02:44):
Yep.
Chase Stratton (02:44):
So if there's no actual physical list, what is
the real blacklist then forsomeone in the market How does
that work?
How does it feel?
Tessa Sourceley (02:51):
Yeah, the real risk isn't ending up on some
spreadsheet somewhere.
The real professional danger ishaving your reputation quietly
damaged, compromised within thatprofessional community through
word of mouth, that quietconsensus against someone.
That's what really functions asthe blacklist in Japan.
Chase Stratton (03:05):
And how does that information actually get
passed along?
Is it just gossip?
Tessa Sourceley (03:09):
It's more structured than just random
gossip, usually.
The mechanism relies heavily ondiscretion.
Negative info tends to getpassed along in informal, often
one-on-one conversations betweentrusted contacts.
Think about it.
For a recruiter, their networkis their main asset, right?
It's built on trust, sharedintelligence.
(03:32):
So being able to vouch forsomeone or maybe subtly raise a
red flag, that's part of areciprocal exchange.
Chase Stratton (03:39):
Based on trust within that
Tessa Sourceley (03:40):
network.
Precisely.
And it's almost always donevery discreetly, rarely, if
ever, written down formally.
Chase Stratton (03:46):
And you mentioned the cultural aspect
again.
Tessa Sourceley (03:48):
Yes.
It ties back to that tendencyto avoid speaking negatively
about others in public or formalsettings.
It's reinforced by a strongsense of personal privacy, but
also real legal consequences.
There are strict penalties fordefamation in Japan.
Chase Stratton (04:02):
So it's not just politeness.
There are teeth to it.
Tessa Sourceley (04:04):
Definitely.
And this has a reallyinteresting side effect because
the formal channels likestandard reference checks often
don't give you candid feedback?
Chase Stratton (04:12):
Because people are reluctant to say negative
things formally.
Tessa Sourceley (04:15):
Exactly.
So those formal checks can bepretty unreliable for getting
the real story, which means thattrusted, informal network, it
becomes basically the onlyreliable way for hiring managers
and recruiters to get genuineinsights.
Chase Stratton (04:27):
Creating a kind of exclusive information club.
Tessa Sourceley (04:30):
You could say that, an exclusive information
economy.
And if you're an outsider,someone not plugged into that
network, it's very, verydifficult to penetrate.
You're at a clear disadvantage.
Chase Stratton (04:40):
I see the dynamic.
It really hinges on thatinformal trust.
But what about the standard HRpractices?
Do formal reference checks justnot happen at all then?
Or do they serve some otherpurpose?
Tessa Sourceley (04:51):
Well, they're certainly not as common as, say,
in the US or parts of Europe,especially for new graduates.
They're quite rare.
And even when they are done,like we said, they often yield
pretty limited or franklyunhelpful information.
HR people often get back verygeneric, polite, noncommittal
responses because of thatcultural reluctance to
criticize.
Chase Stratton (05:11):
Right.
Makes sense.
Tessa Sourceley (05:12):
But it's not static.
Our sources do point to ashift.
Formal checks are becoming abit more common in certain
areas.
Chase Stratton (05:19):
Like where?
Tessa Sourceley (05:20):
Particularly among foreign companies
operating in Japan and moreoften for mid-career hires,
especially maybe in sectors liketech.
You see a sort of growingwesternization of hiring
practices in some specificniches.
Chase Stratton (05:33):
Interesting.
Tessa Sourceley (05:34):
And this is the crucial point.
The general ineffectiveness ofthese formal checks is actually
a direct reason why people relyso heavily on the informal
networks.
If HR can't get the reliableinfo formally, they'll
absolutely try to get it off therecord from someone they trust.
Chase Stratton (05:50):
So the weakness of one system strengthens the
other.
Tessa Sourceley (05:53):
Precisely.
Chase Stratton (05:54):
Okay, so if this blacklist is informal,
reputation-based, What kind ofactions actually trigger it?
How does someone end updamaging their reputation in
this network or or getting puton one of those internal do not
hire lists?
What are the big mistakes?
Tessa Sourceley (06:09):
Right.
The reasons seem to fall into afew main buckets.
You've got sort of behavioralissues and professional
misconduct.
Then there's simple lack ofcommunication, which is
surprisingly damaging.
And then some really uniquefactors around cultural fit or
even corporate affiliations.
Chase Stratton (06:23):
OK, let's break those down.
What kind of behaviors are wetalking about?
Tessa Sourceley (06:26):
Well, sometimes it's about how you communicate
things we might callCommunication misfires.
For example, an argumentativedemeanor.
Chase Stratton (06:34):
Argumentative?
Tessa Sourceley (06:35):
Yeah, not just disagreeing, but being overly
aggressive or confrontationalwith hiring managers about
contract terms, schedules,money.
pushing too hard in the wrongway.
Chase Stratton (06:46):
I can see that being tricky.
Tessa Sourceley (06:48):
It really is.
And this can be a particularpitfall for foreign candidates.
A direct communication stylethat might be normal elsewhere
could come across as arrogant orill-mannered is a term used in
a Japanese business setting.
Chase Stratton (07:03):
A cultural mismatch in communication style.
Tessa Sourceley (07:05):
Exactly.
And maybe even more criticalthan being too loud is being too
quiet.
Chase Stratton (07:09):
How so?
Tessa Sourceley (07:09):
Ghosting.
It sounds simple, but in thiscontext, it can be absolutely
fatal for your reputation.
Chase Stratton (07:14):
You mean Just disappearing?
Tessa Sourceley (07:17):
Yeah.
Failing to show up for ascheduled interview.
Or worse, not showing up onyour agreed start date.
Or even just suddenly cuttingoff all communication late in
the process, maybe even afteryou've got an offer.
Chase Stratton (07:27):
Wow.
People do that.
Tessa Sourceley (07:29):
Apparently, yes.
And the cultural dynamic hereis key.
The candidate might thinkthey're just, you know, politely
backing out by fading away.
But the recruiter, the hiringmanager, they see it as
incredibly unprofessional.
Deeply unreliable.
Chase Stratton (07:44):
Leaves them in a terrible position, I imagine.
Tessa Sourceley (07:45):
Absolutely.
It's a huge red flag and thatkind of story.
It spreads fast through thatinformal network.
Chase Stratton (07:51):
Okay.
So communication, both too muchconfrontation and too little
contact is key.
What else?
Tessa Sourceley (07:57):
Integrity issues are huge, obviously.
Overstating your achievements,your seniority, your skills on
your resume or in the interview.
That's a clear breach of trust.
Right.
Chase Stratton (08:06):
Basic honesty.
Tessa Sourceley (08:07):
Basic honesty.
Exactly.
And related to that is applyingfor roles you're clearly not
suited for.
Just spamming resumes for jobsway outside your experience
level.
It signals poor judgment, lackof professionalism that can also
get you flagged internally.
Chase Stratton (08:21):
OK, so reliability, communication
style, honesty, judgment.
These all make sense.
You mentioned affiliationsthough.
That sounds different.
This raises an importantquestion.
What about situations where acandidate's problematic status
isn't really about their owndirect behavior?
Could that happen?
Tessa Sourceley (08:41):
It absolutely can.
And this is where we get intothat unique factor, navigating
corporate and familyaffiliations.
It's a real risk, particularlyfor more senior managers.
Chase Stratton (08:50):
How does that work?
Tessa Sourceley (08:51):
Well, imagine someone worked very closely
with, say, a powerful familypatriarch in a big family-owned
conglomerate.
If they leave, they might beperceived as being too Meaning,
Chase Stratton (09:03):
what's the fear?
Tessa Sourceley (09:04):
Seriously, treason?
Wow.
Chase Stratton (09:26):
So your reputation could be damaged not
by what you did, but because ofthe politics or culture of your
previous company.
Tessa Sourceley (09:34):
Exactly.
It's a striking example of howyour status can be tied to your
former company's structure, itsculture, its sensitivities, not
just your own performance orconduct.
Chase Stratton (09:46):
That adds a whole other layer of complexity.
Tessa Sourceley (09:48):
It does.
And, you know, other thingscould fit here, too, like maybe
being associated with a companythat had a major corruption
scandal in the past, even if youweren't directly involved.
involved, the associationitself can be a negative signal
in some circles.
Chase Stratton (10:01):
That's a really complex environment to navigate.
So let's bring this back topractical advice for our
listener.
If you're looking for a job inJapan or just trying to
understand this, what are thekey strategies?
How do you protect yourreputation?
Tessa Sourceley (10:13):
Okay.
Yeah.
Practical steps.
First and foremost, proactiveprofessional conduct is key.
You have to actively mitigatethat reputational risk, meaning
consciously avoid those specificproblem behaviors we talked
about.
Don't be overly argumentativein negotiations.
Absolutely do not ghost anyone.
Don't exaggerate on yourresume.
Professional demeanor,politeness, and especially
(10:36):
reliability, these are justparamount.
Non-negotiable, really.
Chase Stratton (10:40):
Okay, solid foundation.
What else?
Tessa Sourceley (10:42):
Second, strengthen your network.
We've talked so much about theinformal grapevine.
Well, you need to be part ofit, positively.
Chase Stratton (10:49):
How do you do that?
Tessa Sourceley (10:50):
Cultivate genuine, strong relationships
with trusted recruiters, withpeers in your industry.
Your personal and professionalreputation actively backed by a
strong, positive network.
That's honestly your bestshield against negative
whispers.
Chase Stratton (11:04):
Makes sense.
Build allies.
Tessa Sourceley (11:05):
Exactly.
Third, if you think there mightbe some negative information
floating around about you, maybefrom a past difficult
situation, leverage positivereferences.
Chase Stratton (11:15):
So counteract the negative.
Tessa Sourceley (11:16):
Right.
Provide and really highlightstrong, positive references from
other employers, colleagues,managers who can and will vouch
for your character, your skills,your reliability get them to
speak up for you.
Chase Stratton (11:29):
What if the damage is already done?
Say, a past departure thatreally was on bad terms.
Tessa Sourceley (11:34):
This might sound surprising, but it could
actually be beneficial toaddress it head on, even years
later.
How?
Reach out to the formeremployer.
Apologize, if appropriate.
Try to mend the relationship,or at least you've reflected on
it.
Taking accountability likethat, showing you understand the
impact you had, that can beseen as a very strong, positive,
professional signal in Japan.
(11:55):
It shows maturity.
Chase Stratton (11:56):
Interesting.
Taking ownership.
Even belatedly.
Tessa Sourceley (11:59):
Yes.
And one last point,specifically for foreign
professionals.
Navigate the visa process withextreme care.
This might seem purelyadministrative, but it links
back to reputation.
Chase Stratton (12:10):
Tell so.
Tessa Sourceley (12:11):
You absolutely must understand and follow the
rules, like notifyingimmigration authorities if you
change jobs, usually within 14days, or not staying unemployed
for more than three monthswithout showing you're actively
job searching.
Chase Stratton (12:23):
Because failing to do that.
Tessa Sourceley (12:25):
It can create visa problems, obviously.
But those problems are Or evenjust the appearance of not
handling your affairs properlycould be interpreted by a
potential employer as, again,unreliability.
Or maybe unprofessionalism.
It feeds back into thatperception network.
So dot your I's and cross yourT's on all the legal
requirements.
Chase Stratton (12:43):
Got it.
So professional conduct, buildyour network, use positive
references, maybe address pastissues, and handle the
admin-like visas meticulously.
Tessa Sourceley (12:52):
That's a pretty good summary, yeah.
Chase Stratton (12:53):
So reflecting on all this, the core insight
seems really clear.
The true blacklist in Japan, itisn't some formal file cabinet
somewhere.
It's much more about yourprofessional reputation managed
quietly, informally, withinthese tight-knit, trusted
networks, like an invisible handalmost, shaping career paths.
Tessa Sourceley (13:11):
It really is.
And it just underscores howcrucial it is to understand the
intricate cultural nuances inany professional environment,
especially in markets likeJapan, where information sharing
is so deeply influenced bysocial norms, by Indeed.
Chase Stratton (13:27):
It's a fascinating interplay.
And maybe as you, our listener,reflect on this, here's a final
thought to chew on.
How might this kind ofexclusive information economy
driven by these unique culturalhabits and legal rules, how
might it shape talent mobility,maybe in unexpected ways?
Not just in Japan, but perhapsin other unique, culturally
distinct markets around theworld.
(13:47):
Something to think about untilour next deep dive.
Welcome to the Deep Dive.
We're here to plunge into somecomplex topics and hopefully
give you the essential insightsfast.
Today, we're looking atsomething really fascinating in
the Japanese executive jobmarket.
These persistent rumors aboutblacklists.
A lot of professionals,especially if you're new to
Japan, you hear these whispers.
(00:22):
about some kind of formal,maybe even shared database of
candidates to avoid.
Sounds pretty serious, doesn'tit?
Tessa Sourceley (00:29):
It does, yeah.
And that idea, that popularnotion of, let's say, a formal
centralized list everyoneshares, that's actually, well,
it's largely a misconception.
Our sources are pretty clear onthis.
That kind of system, like a bigofficial blacklist, it just
doesn't really exist in thatway.
Chase Stratton (00:42):
Okay, so not a central list.
Yeah.
But the idea comes fromsomewhere, right?
What's the reality then?
Tessa Sourceley (00:46):
The reality is...
much more subtle, moreintricate, you could say.
It's really a system ofreputational intelligence.
And it seems to work throughtwo main ways.
First, you've got individualrecruitment firms or maybe even
specific hiring managers keepingtheir own private internal do
not hire notes.
Chase Stratton (01:04):
Okay, based on their own bad experiences,
maybe.
Tessa Sourceley (01:06):
Exactly, proprietary stuff.
But the second way, and this isfar more significant according
to our sources, it's what theycall the professional grapevine.
Chase Stratton (01:15):
The grapevine,
Tessa Sourceley (01:16):
right.
Yeah, a really powerful,informal, word-of-mouth network.
That's where the, let's say,critical insights often get
shared very quietly.
Chase Stratton (01:24):
Okay, so that's our mission for this deep dive
then.
Let's really try and understandhow this subtle system actually
works, why it's like this, andimportantly, what it means for
you if you're navigating the jobmarket in Japan.
So if this informal network isso strong, why isn't there a
more formal list?
I mean, what stops it from justbecoming Right.
Tessa Sourceley (01:45):
Well, that really boils down to Japan's
privacy laws.
They're incredibly strict.
You've got the Act on theProtection of Personal
Information, APPI.
That's a huge factor.
Chase Stratton (01:54):
Okay.
The legal side.
Tessa Sourceley (01:55):
Yes.
And beyond the law, there'salso this deep-seated cultural
thing, an aversion to publiccriticism or putting negative
stuff about people downformally.
It's just not really done.
Chase Stratton (02:06):
Interesting.
So the culture reinforces thelegal barriers.
Tessa Sourceley (02:09):
Exactly.
And what's really fascinatinghere, kind of a paradox, is how
these protections measures thelaws, the cultural norms, they
actually end up amplifying thepower of the informal networks.
Chase Stratton (02:22):
How so?
Tessa Sourceley (02:23):
Because you can't easily share negative
information formally orpublicly, it pushes all that
sensitive stuff into thesediscrete, almost underground
channels.
The grapevine becomes the mainplace that reputational risk
actually travels.
Chase Stratton (02:36):
Wow, okay, so it's not a list you can see, but
more like a shared, quietunderstanding or perception.
Yeah, yeah.
Yeah, that's really nuanced.
Tessa Sourceley (02:44):
Yep.
Chase Stratton (02:44):
So if there's no actual physical list, what is
the real blacklist then forsomeone in the market How does
that work?
How does it feel?
Tessa Sourceley (02:51):
Yeah, the real risk isn't ending up on some
spreadsheet somewhere.
The real professional danger ishaving your reputation quietly
damaged, compromised within thatprofessional community through
word of mouth, that quietconsensus against someone.
That's what really functions asthe blacklist in Japan.
Chase Stratton (03:05):
And how does that information actually get
passed along?
Is it just gossip?
Tessa Sourceley (03:09):
It's more structured than just random
gossip, usually.
The mechanism relies heavily ondiscretion.
Negative info tends to getpassed along in informal, often
one-on-one conversations betweentrusted contacts.
Think about it.
For a recruiter, their networkis their main asset, right?
It's built on trust, sharedintelligence.
(03:32):
So being able to vouch forsomeone or maybe subtly raise a
red flag, that's part of areciprocal exchange.
Chase Stratton (03:39):
Based on trust within that
Tessa Sourceley (03:40):
network.
Precisely.
And it's almost always donevery discreetly, rarely, if
ever, written down formally.
Chase Stratton (03:46):
And you mentioned the cultural aspect
again.
Tessa Sourceley (03:48):
Yes.
It ties back to that tendencyto avoid speaking negatively
about others in public or formalsettings.
It's reinforced by a strongsense of personal privacy, but
also real legal consequences.
There are strict penalties fordefamation in Japan.
Chase Stratton (04:02):
So it's not just politeness.
There are teeth to it.
Tessa Sourceley (04:04):
Definitely.
And this has a reallyinteresting side effect because
the formal channels likestandard reference checks often
don't give you candid feedback?
Chase Stratton (04:12):
Because people are reluctant to say negative
things formally.
Tessa Sourceley (04:15):
Exactly.
So those formal checks can bepretty unreliable for getting
the real story, which means thattrusted, informal network, it
becomes basically the onlyreliable way for hiring managers
and recruiters to get genuineinsights.
Chase Stratton (04:27):
Creating a kind of exclusive information club.
Tessa Sourceley (04:30):
You could say that, an exclusive information
economy.
And if you're an outsider,someone not plugged into that
network, it's very, verydifficult to penetrate.
You're at a clear disadvantage.
Chase Stratton (04:40):
I see the dynamic.
It really hinges on thatinformal trust.
But what about the standard HRpractices?
Do formal reference checks justnot happen at all then?
Or do they serve some otherpurpose?
Tessa Sourceley (04:51):
Well, they're certainly not as common as, say,
in the US or parts of Europe,especially for new graduates.
They're quite rare.
And even when they are done,like we said, they often yield
pretty limited or franklyunhelpful information.
HR people often get back verygeneric, polite, noncommittal
responses because of thatcultural reluctance to
criticize.
Chase Stratton (05:11):
Right.
Makes sense.
Tessa Sourceley (05:12):
But it's not static.
Our sources do point to ashift.
Formal checks are becoming abit more common in certain
areas.
Chase Stratton (05:19):
Like where?
Tessa Sourceley (05:20):
Particularly among foreign companies
operating in Japan and moreoften for mid-career hires,
especially maybe in sectors liketech.
You see a sort of growingwesternization of hiring
practices in some specificniches.
Chase Stratton (05:33):
Interesting.
Tessa Sourceley (05:34):
And this is the crucial point.
The general ineffectiveness ofthese formal checks is actually
a direct reason why people relyso heavily on the informal
networks.
If HR can't get the reliableinfo formally, they'll
absolutely try to get it off therecord from someone they trust.
Chase Stratton (05:50):
So the weakness of one system strengthens the
other.
Tessa Sourceley (05:53):
Precisely.
Chase Stratton (05:54):
Okay, so if this blacklist is informal,
reputation-based, What kind ofactions actually trigger it?
How does someone end updamaging their reputation in
this network or or getting puton one of those internal do not
hire lists?
What are the big mistakes?
Tessa Sourceley (06:09):
Right.
The reasons seem to fall into afew main buckets.
You've got sort of behavioralissues and professional
misconduct.
Then there's simple lack ofcommunication, which is
surprisingly damaging.
And then some really uniquefactors around cultural fit or
even corporate affiliations.
Chase Stratton (06:23):
OK, let's break those down.
What kind of behaviors are wetalking about?
Tessa Sourceley (06:26):
Well, sometimes it's about how you communicate
things we might callCommunication misfires.
For example, an argumentativedemeanor.
Chase Stratton (06:34):
Argumentative?
Tessa Sourceley (06:35):
Yeah, not just disagreeing, but being overly
aggressive or confrontationalwith hiring managers about
contract terms, schedules,money.
pushing too hard in the wrongway.
Chase Stratton (06:46):
I can see that being tricky.
Tessa Sourceley (06:48):
It really is.
And this can be a particularpitfall for foreign candidates.
A direct communication stylethat might be normal elsewhere
could come across as arrogant orill-mannered is a term used in
a Japanese business setting.
Chase Stratton (07:03):
A cultural mismatch in communication style.
Tessa Sourceley (07:05):
Exactly.
And maybe even more criticalthan being too loud is being too
quiet.
Chase Stratton (07:09):
How so?
Tessa Sourceley (07:09):
Ghosting.
It sounds simple, but in thiscontext, it can be absolutely
fatal for your reputation.
Chase Stratton (07:14):
You mean Just disappearing?
Tessa Sourceley (07:17):
Yeah.
Failing to show up for ascheduled interview.
Or worse, not showing up onyour agreed start date.
Or even just suddenly cuttingoff all communication late in
the process, maybe even afteryou've got an offer.
Chase Stratton (07:27):
Wow.
People do that.
Tessa Sourceley (07:29):
Apparently, yes.
And the cultural dynamic hereis key.
The candidate might thinkthey're just, you know, politely
backing out by fading away.
But the recruiter, the hiringmanager, they see it as
incredibly unprofessional.
Deeply unreliable.
Chase Stratton (07:44):
Leaves them in a terrible position, I imagine.
Tessa Sourceley (07:45):
Absolutely.
It's a huge red flag and thatkind of story.
It spreads fast through thatinformal network.
Chase Stratton (07:51):
Okay.
So communication, both too muchconfrontation and too little
contact is key.
What else?
Tessa Sourceley (07:57):
Integrity issues are huge, obviously.
Overstating your achievements,your seniority, your skills on
your resume or in the interview.
That's a clear breach of trust.
Right.
Chase Stratton (08:06):
Basic honesty.
Tessa Sourceley (08:07):
Basic honesty.
Exactly.
And related to that is applyingfor roles you're clearly not
suited for.
Just spamming resumes for jobsway outside your experience
level.
It signals poor judgment, lackof professionalism that can also
get you flagged internally.
Chase Stratton (08:21):
OK, so reliability, communication
style, honesty, judgment.
These all make sense.
You mentioned affiliationsthough.
That sounds different.
This raises an importantquestion.
What about situations where acandidate's problematic status
isn't really about their owndirect behavior?
Could that happen?
Tessa Sourceley (08:41):
It absolutely can.
And this is where we get intothat unique factor, navigating
corporate and familyaffiliations.
It's a real risk, particularlyfor more senior managers.
Chase Stratton (08:50):
How does that work?
Tessa Sourceley (08:51):
Well, imagine someone worked very closely
with, say, a powerful familypatriarch in a big family-owned
conglomerate.
If they leave, they might beperceived as being too Meaning,
Chase Stratton (09:03):
what's the fear?
Tessa Sourceley (09:04):
Seriously, treason?
Wow.
Chase Stratton (09:26):
So your reputation could be damaged not
by what you did, but because ofthe politics or culture of your
previous company.
Tessa Sourceley (09:34):
Exactly.
It's a striking example of howyour status can be tied to your
former company's structure, itsculture, its sensitivities, not
just your own performance orconduct.
Chase Stratton (09:46):
That adds a whole other layer of complexity.
Tessa Sourceley (09:48):
It does.
And, you know, other thingscould fit here, too, like maybe
being associated with a companythat had a major corruption
scandal in the past, even if youweren't directly involved.
involved, the associationitself can be a negative signal
in some circles.
Chase Stratton (10:01):
That's a really complex environment to navigate.
So let's bring this back topractical advice for our
listener.
If you're looking for a job inJapan or just trying to
understand this, what are thekey strategies?
How do you protect yourreputation?
Tessa Sourceley (10:13):
Okay.
Yeah.
Practical steps.
First and foremost, proactiveprofessional conduct is key.
You have to actively mitigatethat reputational risk, meaning
consciously avoid those specificproblem behaviors we talked
about.
Don't be overly argumentativein negotiations.
Absolutely do not ghost anyone.
Don't exaggerate on yourresume.
Professional demeanor,politeness, and especially
(10:36):
reliability, these are justparamount.
Non-negotiable, really.
Chase Stratton (10:40):
Okay, solid foundation.
What else?
Tessa Sourceley (10:42):
Second, strengthen your network.
We've talked so much about theinformal grapevine.
Well, you need to be part ofit, positively.
Chase Stratton (10:49):
How do you do that?
Tessa Sourceley (10:50):
Cultivate genuine, strong relationships
with trusted recruiters, withpeers in your industry.
Your personal and professionalreputation actively backed by a
strong, positive network.
That's honestly your bestshield against negative
whispers.
Chase Stratton (11:04):
Makes sense.
Build allies.
Tessa Sourceley (11:05):
Exactly.
Third, if you think there mightbe some negative information
floating around about you, maybefrom a past difficult
situation, leverage positivereferences.
Chase Stratton (11:15):
So counteract the negative.
Tessa Sourceley (11:16):
Right.
Provide and really highlightstrong, positive references from
other employers, colleagues,managers who can and will vouch
for your character, your skills,your reliability get them to
speak up for you.
Chase Stratton (11:29):
What if the damage is already done?
Say, a past departure thatreally was on bad terms.
Tessa Sourceley (11:34):
This might sound surprising, but it could
actually be beneficial toaddress it head on, even years
later.
How?
Reach out to the formeremployer.
Apologize, if appropriate.
Try to mend the relationship,or at least you've reflected on
it.
Taking accountability likethat, showing you understand the
impact you had, that can beseen as a very strong, positive,
professional signal in Japan.
(11:55):
It shows maturity.
Chase Stratton (11:56):
Interesting.
Taking ownership.
Even belatedly.
Tessa Sourceley (11:59):
Yes.
And one last point,specifically for foreign
professionals.
Navigate the visa process withextreme care.
This might seem purelyadministrative, but it links
back to reputation.
Chase Stratton (12:10):
Tell so.
Tessa Sourceley (12:11):
You absolutely must understand and follow the
rules, like notifyingimmigration authorities if you
change jobs, usually within 14days, or not staying unemployed
for more than three monthswithout showing you're actively
job searching.
Chase Stratton (12:23):
Because failing to do that.
Tessa Sourceley (12:25):
It can create visa problems, obviously.
But those problems are Or evenjust the appearance of not
handling your affairs properlycould be interpreted by a
potential employer as, again,unreliability.
Or maybe unprofessionalism.
It feeds back into thatperception network.
So dot your I's and cross yourT's on all the legal
requirements.
Chase Stratton (12:43):
Got it.
So professional conduct, buildyour network, use positive
references, maybe address pastissues, and handle the
admin-like visas meticulously.
Tessa Sourceley (12:52):
That's a pretty good summary, yeah.
Chase Stratton (12:53):
So reflecting on all this, the core insight
seems really clear.
The true blacklist in Japan, itisn't some formal file cabinet
somewhere.
It's much more about yourprofessional reputation managed
quietly, informally, withinthese tight-knit, trusted
networks, like an invisible handalmost, shaping career paths.
Tessa Sourceley (13:11):
It really is.
And it just underscores howcrucial it is to understand the
intricate cultural nuances inany professional environment,
especially in markets likeJapan, where information sharing
is so deeply influenced bysocial norms, by Indeed.
Chase Stratton (13:27):
It's a fascinating interplay.
And maybe as you, our listener,reflect on this, here's a final
thought to chew on.
How might this kind ofexclusive information economy
driven by these unique culturalhabits and legal rules, how
might it shape talent mobility,maybe in unexpected ways?
Not just in Japan, but perhapsin other unique, culturally
distinct markets around theworld.
(13:47):
Something to think about untilour next deep dive.
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