A Letter for Teachers in Japan

Dear Teacher,

We hope the semester has been a good one so far. It’s hard to believe it’s over halfway finished.

We are writing to you today about a weekend workshop that may be useful to many teachers. The workshop is called “From Burnout to Brilliance.

The focus of this teacher workshop is on personal development, not only in the role of teacher, but also in the many other areas of our lives that affect us as teachers. The workshop takes place in mid-July, the time of year when grading looms, the students are lethargic, teachers are tired, and the temperatures are soaring. Prime burnout season.

Our workshop aims to help teachers to understand the causes of burnout, address the issues, and ultimately provide the tools and techniques that will help them to overcome burnout now and in the future.

To create a really relevant workshop, we have examined the research into burnout and more importantly we have interviewed teachers in Japan about what creates burnout in their career. Based on this and our other work in personal development, we have designed a series of useful activities for this workshop.

The workshop will help teachers to gain new perspectives on their work environment and other aspects of their lives, including their relationships with friends, family and workmates, their experience of living and working in a foreign country, their enjoyment, their finances, and, very importantly, their overall physical and mental health.

Over the course of two days, teachers will gain an in-depth understanding of their own personal triggers for burnout in and outside of the workplace, and learn how to address them in practical ways before burnout has a chance to set in.

If you or the teachers in your group believe that this is a workshop that will benefit you in your personal and professional lives, please join us on July 15th and 16th at Nanzan University for a weekend that may change the way you look at work forever.

If a group of 3 or more teachers from an institution would like to attend the workshop, a discount of 20% is available on the cost. In the past, some participants have used their research or teacher budget to cover the cost of the workshop, and we will work closely with you to provide any documentation you may need to complete your paperwork.

Attached is a flier that we hope you will distribute to any teachers you feel would benefit from this workshop, and do feel free to post it on bulletin boards, or distribute in the mailboxes of any teachers, full or part-time, at your school.

If you have any questions, please contact us with the form below and please have a closer look at the webpage:


Thanks for your time and interest, and we look forward to hearing from you and seeing you very soon.

All the best,

Sarah Mulvey and Brian Cullen

Standing in Spirit Training (SIS Training) and The J’Expat Network

Nagoya, Japan


I love going out to Gifu. It’s less than 30 minutes from Nagoya, but it feels like a different world out there. First, I went to an interesting Gifu JALT presentation by Phil McCasland. Phil talked about developing an entrepreneurial mindset through narrative and gave lots of interesting examples from his own classes as well as extracts from a government paper showing the official perspective.

As this article on the dearth of entrepreneurship in Japan concludes:

“Japanese often need to be persuaded that entrepreneurship is another possible path to success, and not just a path that entails risk and shame. Unfortunately, an overhaul of the social and educational structure in Japan might be needed before it can happen.”

In the book, GOAL, that I authored with Ben Backwell, we follow the same kind of thinking. We aimed to have students think more creatively and to show more initiative. There is no simple answer to counter the low level of entrepreneurship and independent thinking, but it is clear that something needs to change in Japan in order for the economy to get fresh energy from young people who have the courage and ability to start new businesses.

After the JALT presentation, I went out to play at a gig In KJs Yanagase, one of my favourite places to play.


What can managers do to promote trust in the workplace?

In a good article on the neural basis of trust, Paul J. Zak examines how managers (and everyone else) can help to foster trust in the people around them. People all around the world, regardless of culture or language, are naturally inclined towards trusting other humans. It makes sense that it would be an evolutionary trait because if you imagine a human society of 30,000 years ago, the other humans nearby were much more likely to help than any other creatures who were roaming around.

Over many years of research, first with rats and then with humans, Zak has shown that trust is connected to the chemical oxytocin.  The brain network that oxytocin activates is evolutionarily old and  the trust and sociality that oxytocin enables are deeply embedded in our nature.

But of course, anyone who has ever worked in a company or any other large organization knows that trust is not necessarily all that common. Poor communication within companies is a big drain on the potential growth of the company and this poor communication is usually a result of insufficient trust.

Having trust in the workplace is useful. In fact, Zak’s research reports that companies who are in the top quartile of trust ratings have a relative productivity boost of 50%. That is a lot of extra productivity, but how can managers create this trust. See the Harvard Business Review article for more benefits of trust in the workplace.

In Zak’s experiments, the researchers injected people with artificial oxytocin to increase trust levels. That is all very well in a laboratory but probably less practical in the average company where workers have rights and don’t necessarily want to be injected with a day’s worth of trust chemical when they clock in at 9am.

So, managers need to somehow create trust through everyday workplace behaviours, the way that it has been done for at least the last 30,000 years.

Recognize excellence

When something is good, let the person know. People like to be acknowledged. False praise is unsustainable and unbelievable in the long term, so choose the aspects of performance that are genuinely high quality.

Induce “challenge stress”

Give workers challenging but achievable tasks. Push people to their limits but not too far beyond! To me, this is reminiscent of the concept of Flow put forward by the psychologist, Mihály Csíkszentmihályi. Wikipedia offers the following definition of flow:

flow, also known as the zone, is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by complete absorption in what one does.

Give people discretion in how they do their work

Set a clear goal, but let people find their own ways to do that. People need to feel agency.

Enable job crafting

Job crafting essentially means trusting your employees deeply and allowing employees to develop and craft their own jobs over time. After all, an employee probably is the expert on whatever their job is, so presumably they know how it can be improved. Job crafting can be tricky and may definitely cause issues in traditional or hierarchical workplaces.

Share information broadly

It’s easy to share information now by putting it on the internal network. While being careful not to cause information overload, people become more trusting of the company when they are allowed access more information.

Intentionally build relationships

Of course, the task is important. At work, we want to get something done. But if we really want to get something done by a group of people, it is a whole lot easier and quicker to get it done when they are getting along well with each other. Managers should take the time to build relationships with employees and between employees.

Facilitate whole-person growth

The assembly line is still alive in some parts of the world, but most managers now recognize that Taylorism is not a perfect model (Taylor was the guy who created the theory and practical model of the conveyor belt assembly belt where every piece of work was measured and timed.) People are not just cogs in a machine. They need to be treated as whole people, and doing so creates trust.

Show vulnerability

Finally, show your own humanity by occasionally being vulnerable. You don’t need to cry and hug all your employees, but opening up just a little to them about your own doubts and worries can make them remember that no-one is perfect. More importantly, it leads to more trust.