228 Miyoko Demay, Previous President Tiffany Japan

Previously Miyoko was Tiffany’s Vice-President Global Sales, International Operations, Vice-President Japan Division, Director - International Japan, Account Associate, Coordinator Ala Moana Store, Coordinator/Manager Global Trade Business.

 

Summary: Key Points on Leading in Japan

Miyoko Demey, former President of Tiffany Japan, shares valuable insights on leadership in Japan based on her thirty-year career with Tiffany, spanning the U.S. and Japan. Her experiences underscore the importance of curiosity, respect, communication, and adaptability when leading in a complex cultural environment.

1. The Importance of Curiosity and Respect

Miyoko highlights curiosity as a critical leadership trait. She emphasizes the need to listen actively, ask questions, and understand different perspectives, particularly when leading multicultural teams. Leaders cannot assume “standard” solutions apply. Respect for people, their work, and the local culture is key to building trust and creating an inclusive environment.

2. Building Trust

Trust is foundational for leadership in Japan. Miyoko explains that consistency is essential—leaders must follow through on promises and remain transparent. When mistakes occur, leaders should focus on learning and growth rather than blame. This approach helps employees feel safe to take risks, make decisions, and innovate.

3. Overcoming Siloed Thinking with a “One Team” Approach

Japanese organizations often exhibit a siloed mindset, where roles are narrowly defined, and collaboration can be limited. Miyoko tackled this by promoting a “one team, one goal” culture. She encouraged employees to see the bigger picture and understand their contributions to the collective success of the organization.

4. Leadership Challenges for Japanese Women

Miyoko acknowledges unique challenges faced by Japanese women in leadership roles, such as self-doubt and societal expectations. She advocates for mentorship programs and encourages women not to underestimate their potential. Sharing her own challenges and imperfections helped her team feel more confident about stepping up and taking risks.

5. Communication is Repetition and Adaptation

Effective communication in Japan requires consistent messaging, delivered in various formats, from town halls to one-on-one meetings. Miyoko points out that Japanese audiences often rely on subtle, unstated cues (ishin denshin), but assumptions can no longer be taken for granted. Leaders must clarify their expectations explicitly to avoid misunderstandings.

6. Understanding the Headquarter-Local Dynamics

Miyoko’s deep knowledge of Tiffany’s headquarters gave her credibility as a leader in Japan. She acted as an effective “culture interpreter,” bridging the gap between the U.S. head office and local operations. Her ability to explain local needs to headquarters—and vice versa—helped smooth operations and build trust with both sides.

7. Resilience Through Opportunity

Miyoko views challenges as opportunities for growth. For instance, during COVID-19, her ability to adapt to unexpected circumstances allowed her to manage Tiffany Japan effectively while maintaining work-life balance. This mindset of resilience and positivity is essential for leaders navigating crises.

8. Key Professional Traits: The Four C’s

Miyoko identifies her “Four C’s” for leadership:

• Curiosity: Always strive to learn and understand.
• Confidence: Built through hard work and preparation.
• Courage: Make decisions, take risks, and own the outcomes.
• Compassion/Connection: Build genuine relationships by listening and understanding others.

Miyoko’s leadership approach demonstrates the power of balancing respect for Japanese cultural nuances with global business priorities. For foreign leaders in Japan, she advises listening, respecting existing structures, and acting decisively while maintaining trust and communication.