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.