Interviewer: Rose | Interviewee: Kimiya Shibazaki
In this inaugural issue of G exploring ‘Culture as a Catalyst,’ we examine how organisational culture shapes not just companies but the individuals within them. I sat down with Kimiya Shibazaki, who has navigated the complex waters of cross-cultural leadership for over a decade, building a Japanese recruitment firm in Singapore’s multicultural environment. Our conversation revealed how transparent communication, teamwork, and cultural understanding contributed to GJC’s success.
The foundation of GJC culture
Reflecting on your decade-plus leading GJC in Singapore's dynamic environment, what's the most significant shift you've observed in understanding what makes a workplace culture thrive? And how has GJC proactively adapted to that shift?
When I arrived in 2013, GJC already had a strong foundation, a culture built on dedication to service and a close-knit team. We met every candidate, accompanied them on their first day, and prioritised personal connection. The most significant change I’ve observed, which GJC has embraced, is moving from an internal focus on culture to a focus on external cultural awareness.
At the outset, our teamwork aimed at internal support and building a positive atmosphere. While that remains crucial, we’ve learned that a thriving culture must also be deeply attuned to the market and our clients’ evolving needs. It’s not enough to be good within our walls; we must adapt continuously to the external landscape.
This has led to a shift towards more specialised technical collaboration. It’s not just about being helpful. It’s about sharing sourcing strategies, market intelligence, and insights with clients and each other. We’ve moved from a culture of ‘caring’ to one of ‘caring and competing.’
This isn’t cutthroat; it pushes us to improve and deliver great value. Transparency is still key. Now, it focuses on sharing market insights and competitive strategies. This helps everyone stay ahead.
We’ve also cultivated an environment where we don’t criticise mistakes, what’s done is done but instead focus on what’s next. This forward-looking transparency has been fundamental to our growth.
‘We need to recognise that our assumptions might be unique to us. We shouldn't assume others understand things the same way we do, regardless of background, culture, nationality, or even gender.’
Can you elaborate on how this "don’t criticise mistakes" culture works? How do you ensure accountability without placing blame?
Navigating this process requires careful management. Rather than assigning blame for the error, we focus on minimising external repercussions.
Next, we would initiate a learning session internally, this is not an investigation. It’s important to remember that this is a facilitated dialogue, not an interrogation. It should stay objective. We acknowledge the errors that have taken place. The focus is on learning from these mistakes to prevent their recurrence. We share these errors to learn together and ensure they don’t happen again. It is a shared duty to identify solutions and implement preventive measures if necessary. It also creates a space for people to admit to and learn from mistakes.
Would your approach differ if you were introducing GJC's brand culture to new employees from different cultural backgrounds?
Not significantly.
Our hiring process thoroughly explains our culture and operational style up front. We choose candidates who share our values, no matter their nationality.
This way, we ensure a strong fit from the start. The key is not to assume cultural fit based on nationality, we look for individuals who resonate with our organisational culture. Our team members come from different backgrounds but share similar views on our core values. This helps keep our culture consistent as we grow.
During my decade at GJC, I've seen a vibrant evolution in our brand culture. Yet, it transcends mere cultural boundaries. This unique culture is a key reason I continue to thrive here. What do you think drives employees to build long careers at GJC?
The recruitment industry can indeed have a high turnover. At GJC, we’ve noticed that people stay when they feel they make a meaningful contribution. We stress our impact – the positive effect we have on candidates and clients. This resonates with our team, no matter where they come from.
This sense of purpose fosters a strong sense of belonging. We support each other, celebrate wins, and learn from setbacks. This refers to our learning and collective growth approach. We encourage teamwork across departments, which creates a very supportive and inclusive atmosphere.
The emphasis on genuine personal growth is crucial. It’s not only about climbing the corporate ladder. It’s also about being a better recruiter, leader, and person. We put a lot of resources into building technical skills and soft skills. These include communication, empathy, and problem-solving. We urge our team to own their growth. We also give them resources and mentorship to reach their goals. Many employees tell us they feel like a more confident and capable person now than when they started. That’s the true measure of retention.
Insights into leadership and talent development
At GJC, many individuals quickly move into mid-level management roles. What key advice do you have for these new leaders? They need to translate GJC's cultural values into daily actions for their teams.
My core advice, and the crucial skill, is adaptive communication. It’s about far more than just being ‘transparent’; it’s about tailoring your communication to each individual and situation while consistently reinforcing GJC’s core values.
There’s no single ‘right’ way to lead, and I encourage new managers to experiment with different approaches. Start with an authentic style, but be prepared to adjust based on feedback and results. The key is to view leadership not as a fixed set of behaviours but as a dynamic process of learning and adaptation.
However, this experimentation must be coupled with incredibly clear and consistent communication. Before implementing any changes, explain your reasoning to your team. Don’t just say, ‘We’re doing this now.’ Explain why this approach will be beneficial, what challenges you anticipate, and how it aligns with GJC’s overall goals. Invite your members to voice any concerns that they have early on.
Leadership can be isolating, particularly during tough times. That’s why I always encourage seeking support. I tell every new manager, ‘Welcome to the management team; you are not alone.’
Lean on your peers, share your struggles, and learn from their experiences. We have a strong network of leaders at GJC, and collective wisdom is invaluable. In the end, adaptive communication helps all members stay on the same path towards a common goal.
Many leaders struggle with gathering honest feedback. What methods work best for building psychological safety and promoting honest communication? How do you think culture plays a part?
Obtaining truly honest feedback poses significant challenges. Leaders must understand that it is almost impossible to get completely unfiltered answers. But, building strong relationships can narrow the gap. Remote work and flexible arrangements have made things tougher. Still, we’re in the people business, so relationships matter.
Relationships are fundamental. The COVID pandemic and flexible work have made things tougher. Still, in the people business, building relationships is key. Simple actions like having lunch or coffee together, going for dinner, or creating other informal interactions make a difference. Leaders must initiate these communications and demonstrate genuine care for team members.
Organisations can create formal feedback systems but need strong connections and trust between managers and their teams to work well. My recommendation to ‘go on the ground’ is here. Shared experiences or similar experiences naturally kick off communication and build trust. Rather than facing issues from different perspectives, you’re looking in the same direction together. It allows them to face challenges from a shared viewpoint.
Singapore’s Environment Through a Multicultural Lens
Operating a Japanese recruitment firm in multicultural Singapore presents layered challenges. Could you share an example of a cultural misunderstanding you've encountered?
The most dangerous thing in a mixed-culture environment is assumption. We all make unconscious assumptions based on our backgrounds. We need to recognise that our assumptions might be unique to us. We shouldn’t assume others understand things the same way we do, regardless of background, culture, nationality, or even gender. Even after 10 years in Singapore, I still encounter situations similar to those I faced a decade ago. I constantly remind myself: “Don’t assume.” Pay close attention to others’ reactions, and when in doubt, explain and engage in constructive communication.
Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?
Absolutely. Our diverse nationalities, cultures, and thinking styles bring new ideas and highlight strengths and challenges. When we share all positive and negative perspectives, we gain a more complete understanding.
A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.
Insights into cultural and organisational success
As we explore "Culture as a Catalyst," what's one final thought you'd like readers to take away regarding the power of culture in driving organisational success?
My advice is this: Define, articulate, and live your cultural advantage. Regardless of origin or industry, every organisation has a unique cultural strength, a ‘secret sauce’ that sets it apart. Don’t be defined by perceived limitations or industry stereotypes. Instead, identify what makes your culture uniquely valuable to employees and then relentlessly amplify that.
For many Japanese companies, myself included, this might be our emphasis on long-term growth over short-term gains, our commitment to meticulous craftsmanship and quality, or our deeply ingrained sense of collective responsibility and continuous improvement applied to processes and people. These are powerful attractors, particularly in a world increasingly craving purpose and stability. But this isn’t just about Japanese companies. It’s about any company understanding its cultural DNA.
So, don’t just write your values on a wall; demonstrate them in every hiring decision, performance review, and client interaction. Make your cultural advantage so clear and tangible that it becomes a magnet for the right talent, the people who resonate with your values and will thrive in your environment. That’s how culture becomes a true catalyst for success.
‘Define, articulate, and live your cultural advantage.’
Is GJC's multicultural perspective an advantage rather than a disadvantage for innovation and performance?
Absolutely. Our diverse nationalities, cultures, and thinking styles bring new ideas and highlight strengths and challenges. When we share all positive and negative perspectives, we gain a more complete understanding.
A situation that one person might view as serious and negative, another might see as an opportunity for change. Diverse perspectives can unlock unexpected possibilities.
