Strengthening Business Networks

In the West, trust often begins with capability: “Show me what you can do, and I’ll believe in you.” But in Japan, it starts with character: “Let me understand who you are, then I’ll trust what you do.” At monoya, we’ve felt this difference deeply. When we first started engaging with Japanese partners, we expected our portfolio and success stories to do the talking. They didn’t. Meetings were polite but reserved. Decisions moved slowly. Then we shifted gears—less pitching, more listening. We invested in relationships. We showed up consistently. We respected silence and patience. Over time, trust started to build—not because we talked about our work, but because we shared our values. One moment that stands out: a partner told us, “What mattered wasn’t your proposal—it was how you carried yourself.” That stuck with us. In Japan, trust isn’t built in the boardroom—it’s built in the in-between moments: over dinner, during shared silences, through consistent follow-ups. It’s relational, not transactional. For global teams entering Japan, remember: trust here is earned slowly, but it’s rock-solid once it’s there. Have you experienced this cultural shift in trust-building? I’d love to hear your thoughts. #Trust #JapanBusiness #CulturalInsights #monoya #CrossCulturalLeadership

One of the most underused strategies in business development is bringing people together around a theme. Think about it. Everyone is busy. Everyone gets invited to another reception or cocktail party. Most people say no because they know the value will be surface level. But when you create something intentional, something smaller and more thoughtful, people notice. They make time. A dinner for women GCs in private equity. A roundtable of next generation dealmakers. A conversation between founders and investors who have successfully scaled. These kinds of gatherings give people the chance to connect with peers who understand their challenges. They create space for conversations that don’t happen in a big room. And here’s the part many professionals miss — when you’re the one convening, you’re not just building your own network. You’re helping others expand theirs. You become known as someone who creates opportunities. That’s memorable. It makes people want to stay close to you and your organization because being connected to you means access to something bigger. But it doesn’t end with the event. The real business development happens in what you do afterward. ✔️ If two people hit it off, follow up and connect them directly. ✔️ Share a quick recap of themes from the evening to keep the conversation alive. ✔️ Create touchpoints — an article, a coffee, an invite to the next dinner. ✔️ Build continuity with a series so people look forward to the next one. ✔️ Share high level highlights on LinkedIn to reinforce your role as the connector. Bringing people together in the right way isn’t just about networking. It’s about creating community. And the professionals who do this well strengthen relationships, build influence and grow their business in ways that feel natural. Let me know when you think of this tip and if you will try it! #BusinessDevelopment #ClientDevelopment #Networking #LegalMarketing

Hiring in Japan? Let me save you some time. 🇯🇵 A few years ago I was asked to source a Tech and GTM Talent Partner in Japan. Simple enough brief on paper. What followed was one of the biggest learning curves of my global hiring career, and one I am genuinely grateful for because it shaped how I approach international hiring forever. Here is the truth no one tells you upfront. If you need someone fluent in Japanese and you don't speak the language yourself, you are already on the back foot. Screening, assessing language fluency, understanding nuance in communication style, reading between the lines of a CV formatted completely differently to what you are used to — none of that works the way you expect it to when you are hiring from the outside looking in. Japan is a market that demands respect, patience and local knowledge. Here's what I learned the hard way 👇 Language is everything. Japanese business culture is deeply rooted in precision and formality. If your job advert, outreach and process aren't localised, you will lose great candidates before you even start a conversation. Relationships take time. Passive candidate outreach the way we do it in EMEA or AMER simply doesn't land the same way. Trust is built slowly and with intention. Cold outreach without context or a warm introduction will often go nowhere. Job boards are not your friend here. LinkedIn penetration in Japan is lower than most global markets. Sourcing strategies need to shift. Local platforms, trusted recruiters on the ground and employee referral networks carry far more weight. CV culture is different. The traditional Japanese rirekisho format is structured, formal and contains information that would raise eyebrows on a Western CV. Understanding what you are reading and what it actually means takes local expertise. Retention and loyalty carry huge value. Frequent job moves that might read as ambition in other markets can be viewed differently in Japan. Understanding career motivations and cultural expectations around tenure matters enormously in how you position a role and assess a candidate. Get a local partner. Honestly, the single biggest lesson. Whether that is a trusted recruiter on the ground, a local TA contact or a bilingual hiring manager who can partner with you through the process — you cannot do this market justice without local insight. Has anyone else navigated hiring in Japan or another market that completely changed how you think about international talent acquisition? I would love to hear your experiences and share your ideas. 👇

The hard truth about ambition and reaching the pinnacle of your career? Access always matters more than equality. Every boardroom, term sheet, and partnership runs on a single invisible currency: influence. Algorithms may rank the noise, but it’s still human trust that seals or sinks the deal. Here's what still matters: → Who you know → How you make them feel → How much they trust you Learning to cultivate influence has protected my sanity—and my career—more than any pitch deck tweak ever could. I've lost count of the times bias tried to write my story for me—whether it was my gender, my faith, my skin color, or my socioeconomic background. Outrage felt righteous, but useless. So I started playing a longer game: → 𝗠𝗮𝗽 𝘁𝗵𝗲 𝗽𝗼𝘄𝗲𝗿 𝗰𝗵𝗮𝗶𝗻. Before any meeting, I identify not just the decision-maker but the quiet consiglières who shape their view. → 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝗯𝗲𝗳𝗼𝗿𝗲 𝘆𝗼𝘂 𝗮𝗻𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗲 𝗮 𝗻𝗲𝗲𝗱. Cultivating genuine curiosity in someone else is both fun and helps things like a warm intro land 5× better. → "𝗞𝗲𝗲𝗽 𝘆𝗼𝘂𝗿 𝗮𝗿𝗺𝘀 𝗹𝗼𝗻𝗴" There's an Urdu phrase about this—the folks whose influence is vast because they know how to be in many rooms. Social capital compounds when you're the bridge across different networks. Doors that once felt like Mission Impossible now open with a single knock, letting people see me on my own terms; some call that contrived, but it’s simply strategic—by building the conditions I need, I sidestep conflict and show up as who I am, not who others assume I should be. Takeaway: Influence isn't a dirty word. Think of it as compound interest on credibility and authenticity.

“A brilliant VP offended a Japanese client without realizing it.” The meeting room in Tokyo was a masterpiece of minimalism—soft tatami mats, the faint scent of green tea, walls so silent you could hear the gentle hum of the air conditioner. The Vice President, sharp suit, confident smile, walked in ready to impress. His presentation was flawless, numbers airtight, strategy compelling. But then came the smallest of gestures—the moment that shifted everything. He pulled out his business card… and handed it to the Japanese client with one hand. The client froze. His lips curved into a polite smile, but his eyes flickered. He accepted the card quickly, almost stiffly. A silence, subtle but heavy, filled the room. The VP thought nothing of it. But what he didn’t know was this: in Japanese culture, a business card isn’t just paper. It’s an extension of the person. Offering it casually, with one hand, is seen as careless—even disrespectful. By the end of the meeting, the energy had shifted. The strategy was strong, but the connection was fractured. Later, over coffee, the VP turned to me and said quietly: “I don’t get it. The meeting started well… why did it feel like I lost them halfway?” That was his vulnerability—brilliance in business, but blind spots in culture. So, I stepped in. I trained him and his leadership team on cross-cultural etiquette—the invisible codes that make or break global deals. • In Japan: exchange business cards with both hands, take a moment to read the card, and treat it with respect. • In the Middle East: never use your left hand for greetings. • In Europe: being two minutes late might be forgiven in Paris, but never in Zurich. These aren’t trivial details. They are currencies of respect. The next time he met the client, he bowed slightly, held the business card with both hands, and said: “It’s an honor to work with you.” The client’s smile was different this time—warm, genuine, approving. The deal, once slipping away, was back on track. 🌟 Lesson: In a global world, etiquette is not optional—it’s currency. You can have the best strategy, the sharpest numbers, the brightest slides—but if you don’t understand the human and cultural nuances, you’ll lose the room before you know it. Great leaders don’t just speak the language of business. They speak the language of respect. #CrossCulturalCommunication #ExecutivePresence #SoftSkills #GlobalLeadership #Fortune500 #CulturalIntelligence #Boardroom #BusinessEtiquette #LeadershipDevelopment #Respect

Approval travels on paper, not during the meeting.   In Japan, decisions often take shape outside the meeting room. They move thoughtfully through a process called ringi (稟議). At its core, ringi means proposals circulate through the organization, gathering input and approval along the way. Far from being just paperwork, it’s a system of alignment. By the time a proposal reaches the meeting, everyone is already on the same page. Coming from a background where debates and decisions were made in the meeting itself, I expected lengthy discussions and back-and-forth. Instead, the meeting was calm, focused, and conclusive. The questions had already been addressed during the circulation process, and the final conversation was about confirmation and shared ownership. What seemed unusual at first quickly revealed itself as a strength; decisions carried the weight of collective support. Learning this reshaped how I collaborate with Japanese organizations. Instead of pushing for immediate answers, I invest time upfront sharing drafts, having one-on-one conversations, and listening carefully to concerns. The process builds trust, encourages thoughtful feedback, and ensures that when decisions are made, they are implemented effectively. The outcome is not just approvals, but stronger, more resilient relationships. The lesson? Some systems value patience over speed, and that patience pays off. By respecting the process, we not only move projects forward but also build the trust that makes future collaboration smoother and more rewarding. What’s the most unusual approval process you’ve experienced? #CrossCulturalLeadership #JapaneseBusiness #DecisionMaking #TrustBuilding #GlobalBusiness

✈️ Work travel may look glamorous, but the reality? 5 AM flights. Back-to-back meetings. Days that blur between conference rooms and hotel lobbies. I’ve been to dozens of cities where I saw little more than the airport shuttle route. For years, I measured work travel by what I accomplished: presentations delivered, deals closed, boxes checked. I was missing the point entirely. Here’s what changed everything: 🤝 The magic is in the human connection. That moment when someone you’ve only known through email becomes a real person across the table. The spark that comes from working through a challenge together. The trust that builds when you’re face-to-face, whether in a boardroom or over coffee. You can’t replicate this through a screen. 🎯 Presence pays dividends. Don’t just attend. Engage. Take the extra coffee meeting. Walk the conference floor twice. Ask the question everyone else is thinking but won’t voice. Your physical presence is your competitive advantage. 🌍 Make Space for the Moment. Step outside before dinner. Find that local coffee shop. Take the scenic route back, even if it’s just five extra blocks. You’re somewhere new—honor that and get to experience the locale. Sometimes you just need to remember you’re a person, not just a professional. The relationships I value most—and the insights that shaped my career—came from being fully present. Whether in a formal presentation or an impromptu conversation, they came from showing up authentically, staying curious, and remembering that every business interaction is fundamentally human. 💬 Your move: What’s one thing you do to make work travel count? #WorkTravel #Leadership #BusinessStrategy

96% 𝐨𝐟 𝐉𝐚𝐩𝐚𝐧𝐞𝐬𝐞 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐡𝐚𝐯𝐞 𝐧𝐞𝐯𝐞𝐫 𝐭𝐨𝐮𝐜𝐡𝐞𝐝 𝐋𝐢𝐧𝐤𝐞𝐝𝐈𝐧. I spent 20 years in Japan. Eleven in Kobe. Permanent residency. Fluent Japanese. And throughout, not one Japanese business contact ever started the ball rolling and talking shop via LinkedIn. Not once. They were networking constantly. Just on platforms most Western professionals have never heard of. LINE: 97 million monthly users. Facebook: the actual LinkedIn of Japan, used by 80% of enterprises for B2B. (LinkedIn Japan's own careers page is on Facebook. That tells you everything.) Eight by Sansan株式会社: a business card app with 3.7 million users that notifies you when contacts change jobs. X/Twitter: 67 million users, 75% anonymous, where you'll find unfiltered employee sentiment and competitive intelligence not found elsewhere. Then there's Wantedly Inc., which bans salary mentions in job posts. Note.com, where CEOs publish their real strategic thinking. And Shachou Meikan, a CEO interview platform covering 2,800+ companies that almost nobody outside Japan knows about. (𝐒𝐞𝐞 𝐒𝐡𝐚𝐜𝐡𝐨𝐮 𝐌𝐞𝐢𝐤𝐚𝐧 𝐩𝐨𝐬𝐭 𝐡𝐞𝐫𝐞: https://lnkd.in/e4bwBwgn) I've mapped this entire parallel ecosystem in the article below. Every platform, how to register, how to extract intelligence, and a four-week action plan if you've got a Japanese meeting on the calendar. Trade show in Tokyo next month? Distributor meeting in two weeks? Read this before you do anything else. (Derisking the Japanese would be proud of!) When you walk in knowing the CEO's philosophy from Shachou Meikan, having scanned their card into Eight, with LINE ready on your phone and their note.com articles already translated - that's the above-and-beyond preparation that earns deep respect in Japanese business culture. Friends, please share this labour of love. I'm proud of it. (esp. if struggling with Japan online outreach/LinkedIn and networking in general.) Connections and comments welcome! Rich (still full of fire at weekend) #Japan #JapanBusiness #Networking #TheHumanAPI

Your title won't save you. Your relationships will. Most leaders invest in the wrong form of capital. Research on relationship capital reveals a truth many miss: Decisions in organisations are rarely made by formal authorities alone. They flow through networks of trust and influence. Let me explain. Last month, a brilliant client presented a flawless strategy to her leadership team. Data-backed. Clear ROI. Perfectly aligned to company goals. It was rejected. Meanwhile, her colleague presented a less developed idea that sailed through approval. The difference? Not quality. Relationship capital. Every time you: ↳ Delivered bad news honestly ↳ Credited someone else's idea ↳ Admitted what you didn't know ↳ Showed up for a colleague in crisis You weren't just "being nice." You were building the only currency that matters when you need influence: relationship capital. Decades of research, from Rob Cross, Ronald Burt, and McKinsey, confirms what many leaders overlook: Decisions don’t follow titles. They follow trust. The problem? Most leaders: 1. Chase authority rather than influence 2. Track deliverables more than connections 3. Optimise for transactions, rather than trust Your greatest leverage doesn't come from your title. It comes from the network of people willing to support you when you have no formal power to make them do so. These are the 4 steps my highest-performing clients use to build relationship capital: 1. Map the real influence network ↳ Identify the trusted voices in every department ↳ Note who gets consulted before decisions "officially" happen ↳ Watch who speaks last in meetings (often the true authority) 2. Invest before you need returns ↳ Build relationships during calm periods, not just crises ↳ Schedule relationship-building time as non-negotiable ↳ Aim for 3 "deposit-only" conversations weekly (no asking, just giving) 3. Master the three relationship currencies ↳ Resource currency: What you can tangibly provide ↳ Information currency: Insights others don't have access to ↳ Support currency: How you amplify others' priorities 4. Build bridges ↳ Connect with people across different departments ↳ Become known as someone who translates between silos ↳ Create value through coordination, not just contribution The most valuable skill isn't technical expertise or even strategic thinking. The most underrated leadership skill is building trust with people who don’t report to you. Your title might get you in the room. Your relationships determine what happens next. If nobody trusts you, your strategy is just a document. ➕ Follow Florence Divet ☀️ for more leadership insights ♻️ Repost to help leaders build invisible and true influence 📩 Want my “influence map” template? https://lnkd.in/edSYenMf

"Not again." My main contact at one of our biggest Japanese clients just changed. For the 3rd time in 5 years. Same company. Same project. Different person sitting across from me. And me? Building that relationship from scratch. Again. I've been working on a project with a major Japanese chemical company for 5 years. My main counterpart has changed 3 times. Not job-hopping. Not quitting. Just rotating. The purchase manager? Sent back to headquarters. The product manager? Sent to strategy. The guy I finally built trust with? Sent overseas. Large Japanese companies do this constantly: Every 2-3 years, managers go to subsidiaries, R&D people to marketing, finance to operations. I used to think: "This is insane. How does anything get done?" Then I saw my daughter go through grade school in Japan. Every year, the same pattern: New teacher. New class. Zero drama. That's when I realized: Japanese students change classes every year from age 6. They take on new roles within their classes. Even teachers and principals rotate schools every 3-5 years. By the time young Japanese reach the workforce, they've practiced "personnel change" dozens of times. So how do you deal with these changes? The 引き継ぎ書 (hikitsugi-sho). The handover document. -When contact #2 rotated out, his replacement got a 40-page document: -Project history and context -Every meeting (with notes) -Outstanding issues -Who to contact for what Then a few weeks of overlap. We met together. By the time he left, the new person knew our project better than some on my team. So when do these changes happen? → March/April: New fiscal year, major rotations → July: Post-shareholder meeting reshuffles → October: Mid-year adjustments What you can do about it → Visit or keep in touch frequently throughout the year → Meet successor WITH predecessor → Build relationships with the TEAM, not one person → Track where people rotate to — they're still part of your network The reality: That purchase manager at headquarters? He could now be your sponsor at corporate level. That product manager in strategy? She might influence policies for new business development. The guy overseas? Your connection in Southeast Asia. Rotations are a fact of corporate life in Japan. Learn to work with them, and you'll turn what looks like disruption into an expanding network inside their organization. What’s your experience? 👇