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People development theme (2): Promotion of Diversity, Equity & Inclusion / Development of female leaders

Objectives and targets

Promotion of Diversity, Equity & Inclusion / Development of female leaders

A corporate culture that accommodates and encourages diverse leadership styles is essential for developing female leaders. Value & Vision believes that "development of female leaders" and "promotion of Diversity, Equity & Inclusion" are inseparable and should be treated as a set of integral components. We connect these two components and address both female leaders (candidates) and managers simultaneously to change their mindsets and behavior.


Female managers (and candidates) and their bosses / Executives and middle managers / Other employees

Theme (2)

"Development of female leaders" x "Promotion of Diversity, Equity & Inclusion"

Approaches to "Promotion of Diversity, Equity & Inclusion / Development of female leaders"


Diversity consists of a variety of elements, both visible and invisible. In Value & Vision's programs, we start with the general advantages and disadvantages of Diversity, Equity & Inclusion, not jumping to "women" at the beginning, but touching on other DEI elements such as nationality and age.

"Development of female leaders" is a subset of "Development of global leaders (executives through the next generation)" under the title of "People development theme (1)". The only difference is that the former is for women while the latter is for both men and women. Therefore, the approaches and program examples in "Development of global leaders (executives through the next generation)" also applies to "Development of female leaders."

There are two reasons why "women only" sessions are necessary and meaningful:

Female participants can concentrate on overcoming woman-specific challenges rather than gender-neutral challenges

Women can share their real feelings with the rest of their group in a safe environment with no gender bias and experience a deeper level of learning without distraction

We take the following basic stance when we work on "Promotion of Diversity, Equity & Inclusion / Development of female leaders."

(When we say that we take View ② below, we do not mean that we condone unwarranted discrimination against women. We mean that we are against the tacit pressure for "uniformity" that is placed on women in the name of "fairness.")

Our basic stance

View ①
View ②
Assumed values    
Actions taken based on these values    
Effect on the organization    
  • Short-term increase in the number of women

  • Short-term positive evaluation from outside as a "woman-friendly company"

  • Mid-term wear and tear on female employees

  • Demotivation of male employees

Do not discriminate between men and women
= No difference
= Pursue fairness

Differentiate between men and women
= Different
= Pursue business case

Bring minorities and women closer to the male majority

  • Match in numbers

  • Tacit pressure on women to "conform"

Approach each from both sides, leveraging each other's strengths

  • Increase in the number of capable women and improved retention

  • Sustained positive evaluation from the outside as "a company where women have active roles"

  • Corporate culture encourages both men and women to do their best

  • Enhanced performance in sales and profits

Value & Vision's

Please scroll horizontally.

Our approach

Perspectives on leveraging differences: reinforce organizational capabilities by combining the strengths of men and women

We ask the question: "How can you leverage the combined strengths of men and women to reinforce your organization?" Assuming that there are physiological differences between men and women, as recent scientific research has shown, we, together with our participants, consider how we can best use these differences in decision making and problem solving.

As a Japanese proverb states: "Those who first suggest it should be the first to do it." We, a man and woman team, work together by utilizing our different strengths and experiences

Kondo, with managerial experience as a woman, and Tokuda, with managerial experience as a man, work together and execute sessions as a unit. We address a variety of issues that our participants present to us, with multiple perspectives such as "women's vs. men's," "workplace vs. management."

Real-life examples of diversity

Value & Vision's professionals have rich experience in collaborating with people of varied backgrounds, including nationality, ethnicity, and job classification, and we have experienced wonderful moments as well as hardships. We tell you our real-life "war stories," not dry theories.

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