Q6. After working at the Ministry in Tokyo and then at the Permanent Delegation of Japan to the OECD in Paris, you were assigned to the Embassy of Japan in Mexico in 2002. What would you say is the biggest difference between working at the Ministry and working at an embassy?

At the Ministry’s headquarters, our responsibilities include supporting senior government officials such as the Prime Minister and Foreign Minister, managing the internal operations of the Ministry, and responding to the Diet (parliament). We’re also involved in setting negotiation strategies and designing overall policy frameworks.

In contrast, working at an embassy means operating on the front lines in the field.
In the political domain, we gather and analyze information about the local political and economic situation and report it back to the Ministry. These reports form the basis for negotiation strategies and policy planning. Supporting Japanese businesses operating locally is also a key responsibility. When issues arise, we work to help resolve them through various forms of support.
On the cultural side, promoting Japan and ensuring accurate understanding of the country is another important mission. Every time I’ve lived abroad, I’ve been reminded that while people often think they know Japan, there is still so much they don’t actually know. Each time I returned to Japan, I made a point to learn more—taking lessons in tea ceremony and flower arrangement, and even studying sake to deepen my understanding of Japanese culture.

Q7. While speaking with various Spanish speakers at IESE, we became acutely aware of the vast presence of the “Spanish-speaking cultural sphere,” something we had never really considered in Japan. Have you felt the same, Ms. Shikata? Also, could you share your perspective on the potential of the Spanish-speaking world?

I completely agree. The shared language gives the Spanish-speaking world tremendous potential.

Even in the business world, being able to speak Spanish is a significant advantage. It also facilitates communication in more casual contexts, such as shared hobbies like football. Due to historical factors, Western values are well-rooted in Latin America, which creates an environment that Japanese businesspeople may find relatively easy to understand and navigate.

Q8.　 When did you first take on a managerial role? Could you share what you became more conscious of in that position, and what your ideal image of leadership is？

I assumed my first managerial role when I served as Director for Cultural Diplomacy Strategy in the Public Diplomacy Strategy Division of the Minister’s Secretariat.

There are three main principles I keep in mind.

First, fairness. This is incredibly difficult—what feels fair to me may not be perceived as fair by others.

Second, ensuring quick decision-making and not keeping matters to myself for too long. Of course, important decisions require careful thought, but even then, I try not to dwell on them alone and instead engage in discussions with those around me.

Third, processing approvals swiftly and reliably. If approvals are delayed, the staff member in charge might feel that their work is not valued, which can demotivate them. So even when I’m busy, I make a conscious effort not to postpone approvals.

As for my ideal leader, I would say someone who is broadly educated and has a rich reservoir of knowledge. For example, when working with British officers, they often build trust not by jumping straight into serious topics, but through small talk and jokes that may seem unrelated at first. Yet through those conversations, I could sense the depth of their intellectual and cultural sophistication.

Q9. As Consul General, you also bear the important responsibility of being the “face” of Japan in Barcelona. Is there anything in particular you keep in mind in this role?

As same as I mentioned earlier, I place great importance on being “fair.” This applies equally to both Japanese and Spanish people.
Also, I try to maintain a friendly demeanor and smile as much as possible. I don’t want people to think, “The Japanese Consul General is unapproachable” or “Japanese people are stiff and boring”.

Opening remarks and kagami-biraki ceremony (ceremonial opening of a sake cask) at the 30th Manga Barcelona Opening Ceremony (December 2024)

Q10. Please share a message for the younger generation who aspire to work on the international stage in the future.

Just wanting to work abroad is already a minority viewpoint these days, and I think that alone is wonderful.
That’s why I hope you never give up on that desire and keep working hard. Some people succeed quickly, others take more time, but the most important thing is to never give up. The next important thing is to stay optimistic.
Third, seize opportunities. You need to always stay alert so that when an opportunity comes, you can grab it firmly.
Fourth, value building trust. To have opportunities come your way, it’s important to cultivate relationships carefully on a daily basis.

We also conducted interview with Ms. Shikata on topics such as “Her journey as a female diplomat” and “Balancing career and parenting,” which are compiled in a separate article (on note). Please feel free to check out here.

Interviewer: Mei, Class of 2025