Use first name immediately (Asia)
Call a Japanese CEO "Yamada-san" after three meetings; call an American CEO "John" after the first coffee.
Meaning
Target direction : Use title + surname until explicit invitation from superior to be on familiar terms.
Interpreted meaning : Call someone by their first name at the first meeting (American model of equality).
Geography of misunderstanding
Offensive
- japan
- south-korea
- china-continental
- taiwan
Neutral
- usa
- canada
1. The gesture and its expected meaning
In East Asia (Japan, Korea, China, Taiwan), the use of first names is strictly reserved for family or child intimacy. In a professional context, we use: - Japan: Title + Surname (鈴木さん Suzuki-san, 部長さん buchō-san) - never the first name alone. - Korea: Title + Name (김 부장 Kim buchang = Manager Kim) - never the first name. - China/Taiwan: Title + Name (李總裁 Lǐ Zǒngcái = President Li) - never the first name in formal setting. Meyer (2014, chap. "Leading") classifies this under the Hierarchy/Equality axis: hierarchical cultures (Japan, Korea, China) maintain linguistic distance even after years of collaboration. Egalitarian cultures (USA, Scandinavia) help each other by first name from the second meeting.
2. Where things go wrong: the geography of misunderstanding
Typical shock: American manager arrives in Tokyo, at first meeting says "Call me John". Japanese mentally note lack of respect or insecurity. Conversely, Japanese who say "Call me Yamada-san" are perceived by Americans as distant, uninclusive, even hostile. After 2 years of working together, Japanese still expects to be called by title + name; American finds this icy and interprets it as a lack of personal relationship.
3. Historical background
Asian rigidity in naming reflects a Confucian structure of hierarchical respect (孝 xiao, 敬 jing). Confucius taught that social order depended on formal respect for rank. The Japanese naming system (敬語 keigo, honorific language) encodes these relationships. Hall (1976, Beyond Culture) analyzes high-context cultures as maintaining linguistic distance to preserve social harmony. Hofstede (2001) classifies East Asia very high in Power Distance** (大きなPower Distance) - hence the importance of title and formality. Meyer (2014) shows that Asia remains 90% hierarchical even 50 years after globalization, while the West has progressed towards egalitarianism (USA, Scandinavia = very low in Power Distance).
4 Famous documented incidents
Toyota-GM joint venture (NUMMI), 1980s-1990s : American GM managers were surprised to have to call Toyota managers by title + name, even after years of working together. When an American manager insisted on a first name, the Japanese found it impertinent and distanced themselves further. The tension lasted until GM understood that it was cultural, not personal. Samsung executive departure (2015): a Western manager appointed in Seoul continued to call the CEO by his first name in executive meetings. Korean colleagues interpreted this as a serious lack of respect. The manager had to publicly apologize and comply with standards (사장님 Sajangnim = Mr. CEO). Alibaba international expansion (2010s): Jack Ma and his lieutenants found Western tutelage "easy but superficial". Chinese executives adapt to the international first name, but prefer to maintain a formal hierarchy in Chinese intra-group meetings.
5. Practical recommendations
To do: - Call by Title + Name until explicitly invited by the Asian. - Listen to how your Asian colleagues present themselves; imitate their style. - If you're the manager: Give permission to use first name ("You can call me Marc") - it's not automatic. - Publicly validate the hierarchy: "Mrs. Kim, your experience in this area is invaluable." - Don't take it as rejection if Asiatique continues to use your title after 2 years. Don't: - Don't force people to be on a first-name basis. - Don't interpret maintaining your title as personal distance. - Don't equate formal hierarchy with a lack of warmth. - Don't correct an Asian who calls you by title - it's respect.
Practical recommendations
To do
- Appeler par Titre + Nom jusqu'à invitation explicite de l'Asiatique.
- Écouter comment collègues asiatiques se présentent ; imiter leur style.
- {'Si vous êtes manager': "donnez permission d'utiliser prénom (pas automatique)."}
- Valoriser publiquement la hiérarchie (« Madame Kim, votre expertise... »).
- Ne pas prendre pour rejet si Asiatique garde titre après 2 ans.
Avoid
- Ne pas forcer tutoiement ou usage du prénom.
- Ne pas interpréter titre comme distance personnelle.
- Ne pas assimiler hiérarchie formelle à manque de chaleur relationnelle.
- Ne pas corriger un Asiatique qui vous appelle par titre.
Neutral alternatives
- {'In a very formal context (executive meeting)': 'always use title + name, even after agreement.'}
- {'In informal settings (happy hour)': "ask "Are you comfortable if I use your first name?"}
- {'Adapt to the generation': "young Asian managers (25-35) are more open to first names than older people."}
Sources
- Beyond Culture
- Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations
- The Culture Map