Interview: Overcoming unconscious biases

MBA holder Mayu Isoi joined Robert Walters Japan in 2012 after working in foreign-owned brokerages and in other companies. As an associate director, she manages support for permanent placements and career changes in the fields of legal affairs, compliance and risk, and human resources. She oversees five teams from diverse backgrounds in terms of gender, age and nationality.

Even with experience working overseas as a minority, Isoi faced anxieties stemming from unconscious preconceived notions regarding herself as a young woman before finding her current management style. She describes her unique leadership style as one that focuses on providing support for others and shares how a mentoring programme boosted her confidence.

What were the initial challenges you faced when you were promoted to management?

When I first became a manager, I was still trying to grasp what leadership means, and I searched tirelessly for answers. Looking back, I think that I had allowed myself to succumb to preconceived notions that others may have about younger women. When dealing with older or male members of my staff, I was fearful of being perceived as overly emotional because I am a woman, or of coming across as overly self-important despite my age. There was a time when I let these fears hinder me from taking the reins of leadership.

What motivated you to face those challenges and take the initiative to overcome those fears?

I used the mentoring programme as an opportunity to proactively seek feedback from my staff and others around me. The honest comments I received helped me realise that the unconscious biases that I had harboured about myself being a younger woman were just unfounded assumptions. In reality, no one around me thought of me in that way. This made me rethink the importance of communication, and inspired me to become a leader who can advise others without being bound by stereotypes of gender or age. Our company is dedicated to providing training and mentoring programmes to help employees shape their careers. This led me to realise that it wasn't necessary to show my staff the path directly and lead them to success. Leading others is not the sole role of a manager.

You mentioned that the mentoring programme was a great opportunity for you. How did it help you?

One of my bosses who is an expert in diversity management suggested the mentoring programme to me. I chose an older man—someone with a completely different background from mine—to be my mentor. In the mentoring programme, you can seek advice about concerns you have at work or about your career prospects. In my case, I asked my mentor to set aside time during lunch or after working hours to discuss what it really means to be a manager. These exchanges helped change my perspective on gender and age. 

Tell us more about the style of leadership that you have developed.

Over an extensive period, I came to develop a management style of providing support for others. First, I put my words into practice and strive to be a good example. Next, I maintain an environment that makes it easier for each team member to achieve results. I lend an ear and a hand to eager staff whose efforts are not going as hoped, and keep out of the way of those who are successfully producing results. This approach has worked out well, with several members of my team boasting excellent track records.

What is important to you as a female leader?

I always strive to maintain a professional environment where everything is fair. For example, if a female employee is promoted, I don't want her to think that this was simply part of a scheme for promoting women in the workplace. It is also important to provide support to women, ensuring that they are not discouraged from displaying excellence due to assumptions about womanhood. I am always conscious about providing everyone equal and fair opportunities, regardless of age, gender or nationality.