Why Do Workplace Communication Mistakes Happen?! ~Considering Reiwa Generation Women's "Career Awareness" with Yuka Tanimoto~

Dentsu Inc. Gal Lab's fourth installment explores hints for communicating with young women today while bridging the gap in perceptions between Reiwa-era women and older generations. This time, we delve into their "career awareness."

"Young female employees tend to draw a clear line between work and private life."
"It's hard to understand what motivates them at work."
"They immediately ask, 'What should I do?' wanting instant answers."

These are actual voices heard from adults in corporate settings. Even when carefully nurturing them, we often hear that "the more talented the young employees, the quicker they quit." These communication breakdowns occur because we fail to understand the changes in their work styles and values. To communicate effectively with them in business, we need to understand their "career mindset" – what motivates them to work.

To explore this theme, Yuka Tanimoto, Deputy Editor-in-Chief of Forbes Japan, and Ayaka Asami of Gal Labo—who works on corporate diversity & inclusion and internal revitalization at Dentsu Inc.—held a discussion. Ms. Tanimoto is an interviewer who has conducted interviews with over 3,000 prominent figures. Currently, while serving as Deputy Editor-in-Chief of Forbes Japan, she also holds a part-time lecturer position teaching "Career Theory" at Atomi Women's University. She also lectures on "Career" and "Leadership" at other universities.

This time, defining Reiwa women as "the generation entering the workforce in the Reiwa era," Tanimoto examines her observations from interacting with them. Furthermore, through a roundtable discussion with female university students interning at Forbes Japan, she explores understanding Reiwa women's career awareness and seeks hints for establishing GOOD business communication with them.

<Table of Contents>

Ⅰ What's Different from the Heisei Era?! The Career Mindset of "Reiwa Women"

▼Why Do Young People Pursue "Authentic Self"?
▼Is it inevitable that Reiwa women struggle to adopt a "persistent career-building perspective"?
▼What Adults Should Tell "Long-Term, Low-Intensity Work" Type Reiwa Women

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Ⅱ The Secret to Communication That Resonates with Reiwa Women

▼The Single Perspective to Distinguish Companies That Value Diverse Individuality From Those That Don't
▼In this era of exploration, acknowledge unanswered questions and consider options together

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Why Do Young People Pursue "Authentic Self"?

Asami: What do you teach in your university lectures, Mr. Tanimoto?

Tanimoto: I lost the company I belonged to in my first career and have worked as a freelancer for the past 20 years. While that was a unique title back then, the ability to constantly observe societal changes, grow with them, and adapt to meet society's needs is precisely what's required now. Based on my experience, I teach the formula for succeeding in society—that's what I believe I can offer them through my lectures.

Asami: Could you elaborate a bit more on this "formula for success"?

Tanimoto: In the past, there was essentially one correct answer. The values and ideal talent profile demanded by society were extremely uniform. There was a clear-cut elite image: someone outstanding, from a good university, who could respond to the "correct answers" their superiors demanded. But that era has definitely ended. We must now prioritize diversity.

To discover that "diversity," I believe the foundational work of identifying each individual's greatest strength is incredibly important. The work people are told they're good at after entering society might not truly be their genuine strength emerging from within. Therefore, I think if you don't find the intersection between the passion and strengths that emerge from within, your own desires and preferences, and "society" at an early stage, you risk not being able to work happily and sustainably for the long term.

Asami: It's fortunate that they can learn this while still in college.

Tanimoto: However, precisely because of the times we live in now, they are in a rather unfortunate position. Told that "you can be free" and "you have many choices," it's incredibly difficult for them to "shine." Why? Because without clear-cut rules for success like in the past—without a defined meaning for "shining"—they must prove they are recognized within society and that they are shining within it. Even if you try to make this visible through data or results, it takes time.

Asami: In my work fostering internal vitality at companies, I sense that businesses are also experimenting with how to achieve commitment while leveraging each individual's uniqueness. The era where everyone just worked hard and results followed is over.

Tanimoto: The process of articulating "This is my strength" or "This is what I love" ultimately creates opportunities that lead somewhere. That's why it's crucial to dig much deeper into the self-analysis often done during job hunting. This process is necessary to uncover the many layers of those "strengths" and "skills."

This is because companies, industries, and eras will require you to open different drawers from these multiple layers. To meet these demands, I believe you need to conduct a more multifaceted and multilayered self-analysis. I don't claim to discover these layers for you or definitively state, "This is your strength." Instead, I focus on providing hints that help you realize you possess various pieces, like a Rubik's Cube, suggesting combinations that might be your unique appeal.

Is it inevitable that Reiwa women struggle to adopt a "persistent career-building perspective"?

Asami: The Reiwa generation of women is also starting to sense that staying at one company forever isn't necessarily the right answer, right?

Tanimoto: That's right. Many of my students quit within three years. While I don't think quitting is inherently bad, I feel it's crucial to have a clear reason for why they left.

Reiwa women are also digital natives. They've seen ordinary people become glittering stars on social media, like YouTubers, and gain attention. This generation places immense importance on authenticity. Precisely because they've witnessed this, when they start working at companies, they quickly decide, "This isn't the real me."

It takes years within a company to carve out your own position, gain the freedom to pursue what you want, and finally start seeing results. They've lost the ability to think in that kind of long-term timeline, where you need to invest over a decade. I feel they tend to place the highest priority on "how much I can shine" and "whether it excites me."

Asami: There are indeed skills and knowledge that take years to acquire, yet I do feel they're rushing through life.

Tanimoto: Building foundational strength is incredibly important in your 20s and 30s. What's crucial is not relying on that strange "sparkle" tool during that time. What matters is extremely steady work, the frantic paddling beneath the surface, and maintaining a bird's-eye view to avoid mistaking windfalls for your own ability. With AI handling more tasks, I believe society will become increasingly meritocratic, valuing innate intelligence and unique, original abilities. That's precisely why the gritty, hard-working aspects of effort are absolutely essential. Of course, this isn't about old-fashioned, outdated effort. It's about the effort and grit required to truly enhance one's individual capabilities.

Asami: Since they're digital natives, they're often more attuned to the times. They frequently speak up while unsure if they're right or wrong, but I sometimes tell them, "Even if it seems inefficient, you have to follow this process."

Tanimoto: From my perspective, I think they are "results-oriented." When you ask them to do work, they cheerfully accept it without issue. The time it takes for them to deliver results is also getting shorter.

On the other hand, you can sometimes sense they're taking shortcuts. Reading student reports or theses, you rarely see the background of deep consideration or the process of wrestling with ideas. I find this gap quite alarming, so instead of just marking up their work, I ask about their process. That's when they say, "I just Googled it."

So I tell them, "Well, every other company is doing the same thing. Being unique is what matters. Think for yourself. Your brain is one in 7.7 billion. I want that uniquely original report from you." Only then do they start to really think.

Asami: It's tough, isn't it? You know you have to express your individuality, but you still want to confirm you're not wrong, that you've got the right answer.

Tanimoto: Through the struggle, your "authentic self" inevitably becomes refined. I believe true diversity won't emerge unless society, companies, schools, and all organizations cultivate the flexibility and tolerance to draw out that originality.

What Adults Should Tell Reiwa Women Who Want to "Work Long and Lightly"

Asami: What are the unique career mindsets and challenges specific to Reiwa women?

Tanimoto: What I perceive as their defining characteristic is their long-term career timeline. Whether intentional or not, few consider marrying, quitting their jobs, and becoming full-time homemakers like in the past. They likely absorb societal messages like "women work, and they continue working even after having children." Consequently, many seem to plan for lifelong careers. Within that framework, many may aim for a long-term career with a moderate, balanced pace – working less intensely and more steadily. They seek equilibrium between private life and work, dedicating appropriate effort to each. They avoid lifestyles that sacrifice any one aspect, especially work.

The keyword is "sustainable." I think they place a strong emphasis on how to maintain themselves. They seem to focus their energy on how to avoid being tossed about by changes in the times, shifts in the environment, or any kind of economic impact.

Asami: While prioritizing working sustainably for the long term is a major characteristic, I also sense a kind of resignation. What do you convey to these women, Mr. Tanimoto?

Tanimoto: Since I have connections across various professions and industries, I incorporate those stories while showing them adults who are genuinely excited about their work at the university. I'm often surprised by how frequently they say, "I've never seen adults this excited before." When I listen to them, they describe teachers looking bored during lessons at school, or their parents coming home saying they're exhausted. Yet these same adults tell them, "Have fun," "Get excited," "Be yourself." They're confused about what to do. That's precisely why I show them adults who work joyfully and achieved self-realization by entering society.

At the same time, I think it's important to convey the message that "you don't have to be so stiff." For example, even a female employee who seems to be handling her work with great skill might honestly admit, "Sometimes I cut corners a little with the housework." We show them a different side, beyond just being "cool." If they see that people who are excited about their work are also taking it easy, they can feel it's a sustainable way to work. I believe this can be a source of relief for them and offer hints for how to live their own lives.

Asami: That's true. You probably can't find that kind of information online. Without opportunities to see it from adults close to you, I don't think you'd discover those things.

Tanimoto: Society often highlights only the perfect, admirable aspects of people, but acknowledging the imperfect parts is equally important. We're currently in a transitional period where societal rules are shifting. Precisely because Reiwa women are pioneers of the upcoming era, they might be the generation destined to experience the pain and constraints of hitting walls. I hope each of them can find at least one understanding person close by.

Through our conversation with Tanimoto, we gained insight into Reiwa women's career mindset. Building on this, we asked Tanimoto and four female university students how to communicate effectively with Reiwa women.

The single key perspective for distinguishing companies that value diverse individuality from those that don't

Asami: I'd like to hear what aspects of companies you look at during job hunting. I imagine there are companies you think, "I don't like this company," and others where you feel, "I'd like to work here." What do you use to make that distinction?

Female Student A:I paid close attention to what male employees said. I felt their remarks revealed whether they had the mindset that working alongside women as equals was normal, rather than viewing women as needing to be "helped" by men.

Asami: What kind of comments made you feel that?

College Student A: I preferred people who didn't exaggerate or frame things as "because you're a woman." Those who spoke naturally, or rather, focused on the person themselves—like "Ms. X works this way"—made a strong impression. Conversely, when someone deliberately emphasized "women can do this now" or "it's easier for women to work here," it felt off.

College Student B: With companies everywhere pushing women's advancement lately, I often feel they focus so much on it that I end up being seen as just a woman. Even when choosing an internship, I prioritize whether they see me as an individual, as a person with talent.

College Student C: I really admire companies that adapt their work styles to each individual in a society where people's lives are becoming incredibly diverse.

College Student D: It's great when a company is easy for the individual to work at, not just for women.

Asami: So you're distinguishing companies based on whether they have a "perspective focused on each individual," rather than just looking at demographics.

In this era of exploration, we acknowledge that answers aren't yet clear and work together to consider options.

Tanimoto: Valuing the individual is crucial, and I think this trend will only grow stronger. But if we truly prioritize each person's individuality, I feel it ultimately leads to working as a freelancer. How far should we push the tension between company rules and what each person wants to do most?

College Student A: I don't think everything needs to be completely free. What's important is having options.

College Student B: I also think a certain standard is needed, and value is created within the framework of rules. I don't think making everything completely free is ideal.

College Student C: I feel it's important to resonate with the company's shared vision and mission when joining. Beyond that, I think it's fine for individuals to have their own goals within the company. The company should have objectives, but the means to achieve them should offer various options.

Asami: So the idea is that while the goal is singular, there can be many paths to get there, and the process should be flexible and tailored to each individual. Should the company be the one to prepare and provide these options?

College Student A: I think we're still in an exploratory phase for both balancing family and childcare and for diversity & inclusion. It's easy to say "We're doing it, we've got it figured out," but I feel companies that acknowledge the answers aren't clear yet and actively seek people to think through these challenges together are the best. I want to work for a company where people much older than us show a willingness to think things through together as equals, as fellow employees.

Asami: Everyone mentioned feeling that the answers aren't clear yet. It feels more positive when people say they want to figure it out together, right?

From the career perspectives of Reiwa-era women, we glimpsed new-era values like "cherishing the individual" and "delving deep into oneself to continuously demonstrate value." I personally resonated with how excitement spreads from people who genuinely enjoy their work, and it made me want to make my own job more interesting.

【Dentsu Inc. Gal Lab】

Established March 2010. A planning team leveraging the power of women, primarily young girls, aiming to invigorate not just businesses but society itself.
We analyze girls' insights from diverse angles and plan across a wide range of business domains.