Podcasts about japan sales mastery

Why vision, mission, and values still matter in 2025—if leaders make them real Not long ago, talking about “vision” often invited sneers. Leaders who spoke about visions were mocked as spouting psychobabble. Part of the cynicism came from the poor quality of early vision statements—trite platitudes that could double as sleeping aids. But times have changed. In 2025, vision, mission, and values are essential leadership tools, yet most organisations still struggle to make them resonate with staff. Why were visions mocked in the past? In the 1980s and 1990s, many vision statements were badly written—either too vague, too long, or too clichéd. Employees saw them as irrelevant. Cynical cultures, like Australia's, dismissed them as hollow leadership exercises. Fast-forward to today, and vision has become mainstream. Companies in Japan, the US, and Europe frame it as a strategic anchor. But credibility remains the challenge: if employees can't recall the vision, they can't live it. Mini-Summary: Early visions failed because they were clichéd or irrelevant. Today they are vital, but only if staff remember and act on them. Do employees actually know their company's vision, mission, and values? Research and field experience suggest most don't. Trainers often test this by flipping framed statements on the wall and asking staff to recite them. Typically, no one remembers the vision or mission, and at best, a few values. In Japan, where employees pride themselves on discipline and detail, this gap is striking. It shows that leadership communication is failing. Employees can't live what they can't recall. Mini-Summary: Most employees cannot recite their organisation's vision, mission, or values—evidence that communication and ownership are missing. Why do so many statements fail to inspire? There are two extremes: bloated statements too long to recall, or cut-down slogans so short they become vapid clichés. Both kill engagement. Worse, leaders often draft them alone, without wordsmithing skills or input from employees. Even when teams co-create content, turnover means newcomers feel no ownership. In Japan, where lifetime employment has eroded, this turnover effect is magnified. Leaders must find mechanisms to refresh ownership constantly. Mini-Summary: Vision and value statements fail when they're too long, too short, or disconnected from employees—especially in high-turnover environments. What practices help embed vision into daily work? One proven method is daily repetition. Ritz-Carlton Hotels review their values at every shift worldwide, with even junior staff leading the discussion. Inspired by this, Dale Carnegie Tokyo holds a “Daily Dale” every morning, where team members take turns to lead the session and recites the vision, mission, and values and discuss one of 60 Dale Carnegie Human Relations Principles. This practice ensures even new hires quickly internalise the culture. Egalitarian leadership—having secretaries, not just presidents, lead—also deepens ownership. Mini-Summary: Embedding vision requires daily rituals, repetition, and egalitarian involvement, not just posters on walls. Should companies also create a “strategic vision”? Yes. Many visions describe identity—who we are and what we stand for—but not direction. During the pandemic, Dale Carnegie Tokyo added a “Strategic Vision” to articulate where the company was heading. In 2025, with Japan navigating digital transformation, demographic decline, and global competition, leaders need both: a cultural compass (vision, mission, values) and a directional map (strategic vision). Without both, organisations drift. Mini-Summary: Companies need two visions: a cultural compass for identity, and a strategic vision for direction—especially in turbulent times. How can leaders bring visions to life in 2025? Leaders must test whether employees know the vision, mission, and values. If they don't, leaders should redesign communication and embedding processes. Mechanisms like daily recitation, story-sharing, and recognition linked to values make culture tangible. The post-pandemic world has raised expectations: employees want meaningful work, and customers want values-driven partners. Leaders who treat vision statements as wallpaper risk being left behind. Mini-Summary: Leaders bring visions to life by testing recall, embedding practices into daily routines, and aligning recognition with values. Conclusion Vision, mission, and values were once dismissed as leadership fluff. Today, they are essential but often forgotten or poorly implemented. In 2025, leaders in Japan and globally must transform them into living tools—clear, repeatable, and tied to both culture and strategy. If your team can't recite your vision, mission, and values today, you don't have a culture—you have a poster. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why rehearsal, timing, and delivery shape your reputation as a professional speaker in Japan and beyond Why is timing so critical in business presentations? The single biggest mistake in presentations is poor time control. In Japan and globally, conference organisers run tight schedules. Going overtime is seen as disrespectful and unprofessional. Conversely, trying to squeeze too much content into too little time leaves the audience frustrated and overwhelmed. Leaders at firms like Toyota or Rakuten expect speakers to stay on time, not sprint through slides like “deranged people.” A presentation that runs forty minutes when you had an hour is forgivable; a talk that overruns its slot is not. Mini-Summary: Time discipline in presentations signals professionalism. Overrunning damages your personal brand and your company's credibility in Japan's business culture. What happens when speakers mismanage time? When a presenter announces, “I'll need to move quickly,” they reveal poor preparation. Audiences infer: if you can't plan a forty-minute talk into forty minutes, how can you manage a multimillion-dollar project? Reputation damage extends beyond the individual to the entire organisation. In competitive markets like Japan, the US, and Europe, this kind of slip erodes trust and can cost business opportunities. Mini-Summary: Rushed, overloaded talks erode trust. Stakeholders extrapolate poor time discipline to the presenter's overall competence. Why do rehearsals matter more than you think? Most leaders convince themselves they “don't have time” to rehearse. Yet rehearsal is where professionals discover misalignment between content and allocated time. In my experience delivering Dale Carnegie Tokyo Training programmes, presenters nearly always start with too much material, not too little. The solution is cutting ruthlessly before stepping on stage. Rehearsals let you refine, simplify, and focus on impact — rather than embarrass yourself with speed-reading slides in public. Mini-Summary: Rehearsals reveal excess material and allow refinement. Skipping practice causes rushed, incoherent delivery that undermines executive presence. How does rehearsal improve delivery, not just timing? Once timing is fixed, rehearsal shifts to performance. Business presentations are performances — polished but authentic, not theatrical. Leaders who read from a script signal insecurity and lack of mastery. Rehearsal allows executives to internalise their key points, so the audience sees confidence, not desperation. In Tokyo boardrooms and at global investor conferences alike, polished delivery builds gravitas and trust. Mini-Summary: Rehearsal ensures smooth delivery. Executives should appear confident and persuasive, not reliant on scripts. What role does video feedback play? In training rooms, we record participants so they can see what the audience sees. Video feedback is humbling but invaluable. You catch distracting habits, vocal weaknesses, or pacing errors you'd otherwise miss. Replaying live presentations helps refine delivery across markets. Whether speaking to Japanese stakeholders or Western boards, professionals who rehearse, review, and improve demonstrate credibility. Mini-Summary: Video feedback exposes blind spots. Reviewing performances builds stronger delivery across diverse business cultures. What is the ultimate standard of professionalism? True professionals prepare, rehearse, review, and deliver within time. They treat every presentation — whether to staff, shareholders, or industry peers — as a performance shaping their reputation. In Japan's high-context culture, small lapses in timing or preparation send big signals. Internationally, executives with strong presence are trusted to lead. Are you seen as a polished professional, or as someone who exposes flaws by failing to rehearse? Mini-Summary: Professionalism in presentations means mastering timing, rehearsing delivery, and safeguarding your reputation. Conclusion Getting the timing right is not about clocks — it is about credibility. Leaders who rehearse, respect the schedule, and refine delivery project authority in every market. Those who don't risk reputational damage far greater than the value of any single presentation slot. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).

Why leaders must nurture ideas if they want innovation to thrive in Japan People are more creative than they give themselves credit for, yet many work environments suppress rather than encourage innovation. Brainstorming sessions often produce nothing but wasted calendar space, or worse, good ideas that die on arrival because no one champions them. In Japan and globally, corporate graveyards are filled with unrealised concepts. Leaders must understand that creativity is not a one-off spark—it's a journey that requires cultivation, sponsorship, and careful timing. Why do so many good ideas die inside companies? Most ideas never make it past the brainstorming stage. Either nothing actionable emerges, or promising suggestions are quietly buried. Even in companies with innovation-friendly cultures, ideas face hurdles before they can be applied. Lack of sponsorship, risk aversion, and overloaded leadership pipelines kill innovation before it matures. In Japan, this is amplified by hierarchical decision-making. Ideas often stall before reaching senior management because middle managers, stretched thin and politically cautious, block their path. Without a system to shepherd ideas upward, they disappear. Mini-Summary: Good ideas often fail because they lack sponsorship, timing, or pathways upward—especially in Japan's hierarchical organisations. Where do creative ideas come from? Ideas start with individuals. Inspiration can come from anywhere—external networks, professional communities, or day-to-day frustrations. The broader an employee's networks, the higher the likelihood of fresh sparks. The problem is engagement. In Japan, only about 5–7% of employees rank as “highly engaged” in surveys. That means most staff aren't motivated to generate or push ideas. Without engagement, even the most creative sparks fizzle. Leaders must connect daily work to purpose so employees see why innovation matters. Mini-Summary: Creative ideas emerge from individuals with broad networks and high engagement—but in Japan, low engagement is a major innovation barrier. How can leaders cultivate employee ideas? Cultivation requires more than slogans about innovation. Leaders must make purpose explicit, encourage risk-taking, and reward those who step outside comfort zones. If junior staff can't articulate the company's “why,” their ideas will lack direction. In Japan, where conformity often trumps experimentation, leaders must show daily that trying new things is safe. Recognising effort, even when ideas fail, builds confidence. The way leaders treat innovators—successes and failures alike—sets the tone for the whole organisation. Mini-Summary: Leaders cultivate ideas by clarifying purpose, rewarding risk-taking, and encouraging experimentation—even in failure. Why do smart ideas need sponsors and champions? Ideas rarely succeed alone. They need collaborators to refine them and sponsors to promote them. Expecting to walk straight into a boardroom with a raw idea is unrealistic. Allies, mentors, and champions must first shepherd it through the system. In Japanese firms, where harmony is prized, ideas must often be “harmonised” at lower levels before reaching executives. Champions play a critical role in ensuring promising concepts aren't lost to politics or hierarchy. Mini-Summary: Ideas need allies and champions to survive the political journey inside companies, especially in hierarchical Japan. How does timing affect idea success? Even brilliant ideas fail if introduced at the wrong time. Microsoft famously launched its Tablet PC years before the iPad, and its SPOT Watch long before the Apple Watch. Both flopped, not because the ideas were bad, but because the market wasn't ready. In Japan, timing is especially crucial when companies face cost-cutting or conservative leadership cycles. Innovation requires resources—time, talent, and money—which are scarce during downturns. Leaders must align idea introduction with corporate readiness. Mini-Summary: Timing can make or break ideas—introduce them too early or in the wrong climate, and they will fail regardless of quality. What systems help ideas travel upward? Without an “express lane” for good ideas, most are trapped in corporate silos. Middle managers, often protective of their turf, can stall innovation. Creating formal pathways that allow vetted ideas to reach senior leaders quickly is essential. Some global companies use innovation labs or dedicated sponsorship committees to fast-track ideas. In Japan, establishing such systems prevents good ideas from being smothered by bureaucracy or politics. Leaders who create express lanes differentiate themselves and unlock competitive advantage. Mini-Summary: Formal “express lanes” help promising ideas bypass bureaucracy and reach top decision-makers, ensuring innovation isn't lost. Conclusion The creative idea journey within companies is long and fraught with obstacles. Ideas require engaged employees, cultivation, sponsorship, careful timing, and systems that allow them to travel upward. In Japan's conservative corporate culture, leaders must work even harder to ensure innovation isn't stifled by hierarchy or risk aversion. The true white-collar crime of leadership is failing to apply ideas that could have transformed the business. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why mastering client conversations in Japan defines long-term sales success When salespeople meet new clients, the first few minutes set the tone for everything that follows. This “transition zone” between pleasantries and serious discussion is where trust is either built—or broken. Let's explore how professionals in Japan and globally can own this crucial phase. Why is the sales transition zone so critical? The sales transition zone is the moment when the buyer and seller move from small talk into business. For the client, the first question is usually, “How much will this cost me?”. For the salesperson, the focus is on proving value beyond price. Unless this gap is bridged quickly, the conversation can collapse into a price war. In Japan, where relationship-building and long-term trust are prized, handling this transition with sensitivity is even more critical than in the US or Europe. Western executives may prefer blunt efficiency—“Let's get straight to business”—but Japanese buyers expect context, respect, and subtlety. Mini-Summary: The transition zone is where price-driven client expectations collide with value-focused sales strategy. Mastering it determines whether the meeting builds trust or breaks down. How should salespeople frame the meeting agenda? After greetings, professionals should set a clear agenda that shows respect for the client's time. For example: “I appreciate Suzuki-san introducing us. She felt there may be mutual benefit, so today I'd like to explore how our solutions may support your business. I also want to better understand your needs and see if there's a fit. Are there other items you'd like to cover?” This framing balances structure with flexibility. It prevents the client from feeling “sold to” while subtly keeping control of the meeting. Across industries—from pharmaceuticals to IT services—Japanese clients respond positively when they feel their input is requested early. Mini-Summary: Outlining a flexible agenda signals professionalism and respect, while keeping the salesperson in control of the meeting flow. How can unique selling propositions (USPs) be introduced naturally? Clients don't want a corporate brochure; they want proof of relevance. Introduce USPs in a conversational way: “We are global soft-skills training experts, here since 1963, specialising in sales training in Japan.” This single sentence embeds four powerful points: global scope, world best practice, 60 years of Japanese experience, and local market adaptation. Companies like Toyota, Rakuten, and Fujitsu look for vendors who demonstrate both international credibility and deep domestic roots. Mini-Summary: Well-crafted introductions should deliver layered USPs that combine global credibility, local experience, and proven relevance. How can salespeople prove credibility with results? Proof must be concrete, relevant, and measurable. For example: “Recently we trained a company in your industry. Salesperson confidence rose 40%, and revenues increased 18% within six months.” This approach works across sectors—manufacturing, finance, and consumer goods—because executives trust comparative results. But credibility evaporates if numbers are exaggerated. In Japan, where long-term relationships matter, any suspicion of dishonesty ends future business. Mini-Summary: Share specific, industry-relevant metrics to prove impact. Honesty is non-negotiable if you want repeat business in Japan. How do you smoothly shift to client questioning? Once credibility is established, invite permission to ask questions: “I don't know if we could achieve the same results for you, but may I ask a few questions to better understand your situation?” This low-pressure approach keeps the salesperson in control while respecting the client's space. It allows for uncovering challenges—talent gaps, process inefficiencies, competitive threats—without triggering defensiveness. Japanese executives particularly value humility paired with competence. Mini-Summary: The best transition uses respectful permission to shift into diagnostic questioning, creating trust and revealing real client needs. What if you discover you can't help the client? Not every prospect is a fit. Forcing a solution damages reputation. Instead, tell the client: “This may not be the right match.” This honesty preserves brand integrity. In Japan's tight-knit business networks, reputation compounds: one display of integrity can open doors elsewhere. Global comparisons support this: US firms often admire aggressiveness in sales, but in Japan, restraint builds credibility. Long-term success comes not from a single deal, but from a portfolio of reorders, referrals, and reputation. Mini-Summary: Walking away respectfully when there is no fit strengthens credibility and ensures long-term opportunities in Japan's relationship-driven market. Conclusion Owning the sales transition zone means balancing confidence with humility, structure with flexibility, and proof with empathy. Salespeople who master this moment avoid premature price talk, build credibility through structured storytelling, and earn the right to ask deeper questions. Ultimately, success is not about one transaction but about sustaining long-term partnerships in Japan's trust-based business culture. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Usually when we have an opportunity to make a presentation, we get busy thinking about what we will talk about.  The organisers may have set some rails by specifying the theme of the event or they may have asked us to speak on a particular topic.  We are busy and often we start with creating new slides and scanning previous presentations for slides we can recycle.  This is a poor strategy.  What do we bang on about to our staff – plan the event or the project before you get started on the nitty gritty details. However, we neglect our own sage advice when it comes to presenting. Part of the planning process should involve boiling the key message down to a nub that cleverly, succinctly and concisely summarises the whole point of the talk.  Before we go there though we would be wise to consult others for ideas.  It is a bit odd isn't it, because we are always recommending collaboration and crowd sourcing of ideas for projects.  How we seek those ideas though is a bit tricky. Bounding up to someone for your presentation and suddenly saying , “do you have any ideas for this talk I am going to give” may not work all that well.  Teamwork featuring excellent levels of collaboration is a concept, a sacred concept in most firms, but rather undefined.  What is the environment for collaboration?  Are people's ideas welcomed in your workplace?  Are we able to go outside the workplace and source broader networks for ideas?  Do we have trustworthy networks in the first place? I had to give a keynote speech to a relocation industry conference in Osaka.  I called my contacts working in that industry and asked them about their issues, headaches and challenges.  I have never worked in that industry and neither had anyone in my company, so I needed that broader network to help me.  The irony was that after all the work I had put into crafting that piece de resistance , Covid put the whole event to the sword. I never did give that talk. It would have been brilliant of course! Jokes aside, the idea of involving others is a good one, because we only know what we know.  “Two brains are better than one” is ancient wisdom, but how often do we avail ourselves of outside input.  I was getting my book “Japan Sales Mastery” translated and was struggling for the best title in Japanese.  My friend Tak Adachi and I were having lunch and I mentioned my problem.  He said why don't you just call it “Za Eigyo” or “The Sale”.  My son, later said to me why don't I drop the katakana for “Za” from the title and just use “The” from English, to become “The Eigyo”.  This was a smart idea because I am an Australian writing in Japanese about selling in Japan, so the title combines both languages, to differentiate the book as a how foreigner would look at the world of sales in Japan.  I would never have come up with those ideas on my own, so it demonstrated the value of collaboration. The problem is we all recognise this in theory and we should be applying it to our presentation preparations, but we turn the whole thing into a solitary affair.  We emerge from our cave, brandishing our slide deck and away we go.  Getting more input is a better road to take, but there are some caveats.  People we consult on the spot, will give us the very shallowest of ideas. We need to set this up, explain the theme and then fix a date a few days later, to allow them to digest the theme and work on some ideas.  We are looking for diversity of views here and are not going to make any snap judgments.  We should listen quietly – no interrupting, jumping in over the top of them or ending their sentences.  We then thank them and privately reject, modify or incorporate their ideas. If we ask them to give some feedback on our ideas, always frame the response.  We want them to tell us what they like about it first and then tell us how we could make it even better.  Confidence is a key aspect when presenting and that includes the preparation phase as well.  This whole effort doesn't have to take a lot of time, so we are not going to be caught in a time crunch and have to rush things, to be in time for the talk.  More ancient wisdom says we don't plan to fail, but we often fail to plan.  We can incorporate more ideas into the preparation phase, if we simply plan for it.  

During the month of July we will be enjoying some summer weather and taking a break from recording new episodes. To satiate your thirst we will be re-releasing the hottest episodes of the year, every week, for you to enjoy with a Mai Tai by the pool like David will be.Welcome back to the FocusCore podcast with host Dr. David Sweet. This week we are talking about leadership and business mastery with Dr. Greg Story, President of Dale Carnegie Tokyo Training Japan. Greg is an author of a suite of books focusing specifically on mastering various aspects of doing business in Japan. He also releases multiple podcasts weekly and is a certified master trainer in all of the major Dale Carnegie training courses. So join us for this enlightening conversation about leadership, communication and the unique dynamics of doing business in Japan.In this episode you will hear:How Greg started Dale Carnegie Tokyo Training JapanWhy on the job training is not working for Japanese companies anymoreAbout Greg's books teaching mastery in business and leadership in JapanThe importance of middle management in retaining quality talentHow technology like AI is changing recruitment in JapanParticipate in our 2026 Salary Survey here: 2026 Salary Survey Things mentioned in the episode:Dale Carnegie Tokyo WebsiteDr. Greg Story's author page on AmazonDr. Greg Story's podcast page on Apple PodcastsAbout Dr. Greg Story:A Ph.D. in Japanese organisational decision-making, and a 40 year veteran of Japan, he has broad experience, having been Country Head of four organisations in Japan.He launched a “start up” in Nagoya, and completed “turn-arounds” in both Osaka and Tokyo for Austrade.In 2001 he was promoted to Minister Commercial in the Australian Embassy and the Country Head for Austrade.In November 2003, Dr. Story joined Shinsei's Retail Bank, which interestingly was a special combination of “start-up” and “turn-around”. He had 550 staff in his Platinum Banking Division, responsible for two-thirds of the revenue of the Retail Bank, eventually becoming the Joint CEO of the Retail Bank.In July 2007, Dr. Story became the Country Head for the National Australia Bank in Japan.In October 2010, he became President of Dale Carnegie Tokyo Training Japan. He is a Master Trainer and an international award winning Sales Leader with Dale Carnegie. He is a thought leader and has written eight books: Japan Sales Mastery, Za Eigyo (The 営業), Japan Business Mastery, Japan Presentations Mastery, Anata mo Purezen Tatsujin (あなたもプレゼンの達人), Stop Wasting Money On Training, Toreningu de Okane Wo Muda Ni Suru No Wa Yamemashoo (トレニングでお金を無駄にするのわやめましょう) and Japan Leadership Mastery.He is an Adjunct Professor in the International Business Faculty of Griffith University. A 6th Dan in traditional Shitoryu Karate, he applies martial art philosophies and strategies to business issues.Connect with Dr. Greg Story:LinkedIn: https://www.linkedin.com/in/gregstory/Connect with David Sweet:LinkedIn: https://www.linkedin.com/in/drdavidsweet/ Twitter:

Previously Akiko was a Commentator for Fuji TV; Co-Founder of Women In Action; Partner, Strategy &; Division Head at Japan Post; Vice-President Calyon Securities; Associate McKinsey & Company; Vice-President and Associate, General Counsel J.P. Morgan. She graduated with a JD in Law from Tokyo University and has a Master Of Law from Columbia Law School “Culture is an accumulation of behaviors—what you say and do becomes the culture.” “If the ownership is there, it's really easy to engage with them.” “Listen more than you speak—especially in Japan, silence often hides valuable insight.” “You can't have a single leadership approach—it's person by person.” “Deliver, manage expectations, and be transparent—that's how you build trust.” Akiko's leadership approach is deeply rooted in clarity of direction, respect for individuality, and adaptive engagement. Her philosophy is shaped by diverse experiences in legal, consulting, and advisory roles, and it centres on fostering ownership within her teams. She emphasizes the importance of building a shared vision and selecting people whose strengths and motivations align with that direction. For her, engagement begins with recruiting the right individuals and then shaping an environment that supports their ownership of outcomes. Whether inheriting a team or building one from scratch, she focuses on identifying key issues, defining areas of impact, and matching people to those missions. She acknowledges that leadership today demands flexibility, as people differ in how they want to be led—some thrive with autonomy while others need close collaboration. Her leadership style is not one-size-fits-all; instead, it's adaptive and rooted in an appreciation of diversity—not only in personality but in professional backgrounds. Akiko credits the richness of ideas within her organization to this diversity, noting that innovation emerges from intentional dialogue across disciplines. However, she is clear that shared goals are the foundation for extracting those ideas meaningfully. Without common purpose, even diverse teams can become fragmented. Trust-building, in her view, requires consistent delivery, expectation management, and transparency. She strives to keep her promises, communicates constraints openly, and balances optimism with realism. She views culture as the accumulation of behaviour, underscoring the importance of consistent actions and clear communication in shaping a cohesive and connected team identity. Akiko also makes intentional efforts to keep her Japan-based office plugged into the global organization by fostering English-language meetings and inter-office collaboration. She believes that inclusion means not only being open to new ideas but actively drawing them out, especially in Japan where silence is often misread by Western leaders. Her advice for foreign leaders in Japan centres on listening more than speaking, respecting the local communication style, and recognizing that lack of feedback doesn't imply satisfaction. For aspiring female leaders, her message is one of encouragement—step forward, trust those who support you, and don't be deterred by fear. Her leadership is marked by resilience, clarity, and a deep commitment to enabling others to lead and succeed in their own right. Master the Art of Persuasion In today's business world, persuasion is essential. Yet most professionals lack this critical skill, watching their ideas go nowhere. What if you could command attention and have your recommendations consistently adopted? This game-changing ability isn't just for "natural communicators"—it's a skill you can master. There is a perfect solution for you- to LEARN MORE click here (https://bit.ly/3VhvR2B) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content, then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery".  He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”.   Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 40 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

  “If you want to impact people, first, you need to trust them—and then give them space.” “You forget about collective decision-making in Japan—you build consensus privately, one by one.” “The best execution comes from ideas people believe are their own.” “I listen first. Then I discuss. Then I decide. But always, I listen first.” “Leadership is not about being the hero—it's about helping the team become the heroes together.” Previously for Societe Generale, Bruno was Head of Risk on Capital Market Activities and ALM, Co-Head of Market Risk, Risk Assessor on Capital Market Activities; Head of Market Risk for Natixis, Head of Market Risk on Capital Market Activities ENGIE, Head of Market Risk On Credit Derivatives Credit Agricole CIB; Head of UK Market Risk for LCL. Bruno emphasizes that trust is the foundation of leadership—both giving it and earning it. He believes in creating space for team members to voice their ideas, as people are most committed when implementing their own suggestions. When he arrived in Japan, he made it a priority to listen first. Recognizing that he was new to the local context, he relied heavily on the insights of his team, who had decades of experience. His role, as he sees it, is to synthesize their ideas into a clear strategy, advocate for it at headquarters, and ensure it gets the green light. He highlights the cultural difference in decision-making between France and Japan. In France, decisions emerge through open challenge and brainstorming. In Japan, consensus must be built privately through one-on-one discussions before any meeting. He adopted this approach, understanding that Japanese professionals are less likely to speak up in group forums but are open and candid in private. These individual conversations are time-consuming but essential for building alignment and trust. Bruno also sees leadership as deeply tied to authenticity and leading by example. His background in risk management taught him that courage—especially the courage to stand up for what's right, even against pressure—is critical. His teams observe whether he is willing to defend their ideas and protect their interests. That credibility is what earns their loyalty. He's learned that new ideas are more likely to succeed when they come from the team, not top-down. Japanese staff often hesitate to share ideas if early feedback is lukewarm, so Bruno takes care to signal encouragement and patience, giving them time and space to think creatively. When they do, the results are powerful—his team's strategic proposal was not only approved by Paris but became the only strategic initiative for Japan in the region. Bruno's approach is to listen deeply, guide gently, champion ideas effectively, and push for change when it makes sense locally. He believes culture is not something to impose, but to live consistently. By modelling respect, patience, courage, and transparency, he creates an environment where trust grows and leadership becomes a shared endeavour. He calls this collective success—not about being the hero himself, but about helping the team become successful. Unlock Your Leadership Potential: Be the Leader Everyone Wants to Follow Are you tired of watching your team struggle while you figure out leadership through trial and error? Wish you could inspire genuine commitment and achieve remarkable results? You're not alone—and there's a better way. There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV) At Dale Carnegie Tokyo, we've helped thousands of professionals transform into confident, effective leaders who drive real results. Our proven methodology eliminates the guesswork and accelerates your leadership journey. To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery".  He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 40 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.      

Previously, Orjan was Director of Sales, Japan at iPoint Systems gmbh, Area Sales Manager Thule Group, Director of Sales & Marketing Asia-Pacific, BA Bags/President Thule Japan, Directeur des ventes VB Autobatteries S.A.S., Regional Sales Manager East & SEA Optima Batteries, Johnson Controls, Import and Export Coordinator Aichi Sangyo. He has a Masters Degree in east Asian studies from Stockholm University Orjan Pettersson's leadership journey in Japan is shaped by his deep understanding of the local culture, his ability to build trust, and his belief in the importance of personal connection. Having lived in Japan for over 27 years, Pettersson has navigated diverse roles, from working in a small Japanese company to leading major international businesses. His leadership philosophy centers around empathy, responsibility, and fostering a collaborative work environment. Pettersson highlights the significance of cultural adaptation, emphasizing that foreign leaders must learn how Japanese businesses operate, particularly in terms of hierarchy, loyalty, and long-term stability. He believes that understanding the unwritten rules of Japanese corporate culture—such as respect, obligation, and group harmony—is essential to gaining trust and credibility. One of his key leadership approaches is maintaining open communication with employees, valuing their expertise, and empowering them with greater responsibility. A major factor in Pettersson's leadership success is his commitment to authenticity and relationship-building. He fosters a work environment where employees feel personally invested in their roles, rather than merely following orders. By insisting on working in Japanese and immersing himself in the local business culture, he has gained the respect of his teams and counterparts. Pettersson also stresses the need for adaptability and resilience. From the Lehman shock to the 2011 earthquake and the COVID-19 pandemic, he has faced numerous challenges, but his ability to stay grounded, make decisive decisions, and support his employees through uncertain times has strengthened his leadership. His belief that leadership is about "innovation with empathy" reflects his approach to balancing strategic direction with human-centered management. Additionally, he recognizes the importance of fostering creativity within his teams. While Japanese employees may be hesitant to take risks, he encourages idea generation through open discussions and structured brainstorming sessions. His introduction of informal team-building activities, such as a weekly coffee break, has helped create a culture of trust and collaboration. For foreign leaders in Japan, Pettersson advises learning the language, engaging directly with employees and clients, and demonstrating an understanding of Japanese business values. He acknowledges that bridging the gap between headquarters' expectations and local realities is an ongoing challenge, requiring both cultural sensitivity and strategic negotiation. Ultimately, Pettersson's leadership style is defined by his ability to balance Western efficiency with Japanese business traditions, fostering an environment where both innovation and long-term stability can thrive.   How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery".  He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.  

The latest FocusCore Salary Guide is here: 2025 Salary Guide Welcome back to the FocusCore podcast with host Dr. David Sweet. This week we are talking about leadership and business mastery with Dr. Greg Story, President of Dale Carnegie Tokyo Training Japan. Greg is an author of a suite of books focusing specifically on mastering various aspects of doing business in Japan. He also releases multiple podcasts weekly and is a certified master trainer in all of the major Dale Carnegie training courses. So join us for this enlightening conversation about leadership, communication and the unique dynamics of doing business in Japan.In this episode you will hear:How Greg started Dale Carnegie Tokyo Training JapanWhy on the job training is not working for Japanese companies anymoreAbout Greg's books teaching mastery in business and leadership in JapanThe importance of middle management in retaining quality talentHow technology like AI is changing recruitment in JapanThings mentioned in the episode:Dale Carnegie Tokyo WebsiteDr. Greg Story's author page on AmazonDr. Greg Story's podcast page on Apple PodcastsAbout Dr. Greg Story:A Ph.D. in Japanese organisational decision-making, and a 40 year veteran of Japan, he has broad experience, having been Country Head of four organisations in Japan.He launched a “start up” in Nagoya, and completed “turn-arounds” in both Osaka and Tokyo for Austrade.In 2001 he was promoted to Minister Commercial in the Australian Embassy and the Country Head for Austrade.In November 2003, Dr. Story joined Shinsei's Retail Bank, which interestingly was a special combination of “start-up” and “turn-around”. He had 550 staff in his Platinum Banking Division, responsible for two-thirds of the revenue of the Retail Bank, eventually becoming the Joint CEO of the Retail Bank.In July 2007, Dr. Story became the Country Head for the National Australia Bank in Japan.In October 2010, he became President of Dale Carnegie Tokyo Training Japan. He is a Master Trainer and an international award winning Sales Leader with Dale Carnegie. He is a thought leader and has written eight books: Japan Sales Mastery, Za Eigyo (The 営業), Japan Business Mastery, Japan Presentations Mastery, Anata mo Purezen Tatsujin (あなたもプレゼンの達人), Stop Wasting Money On Training, Toreningu de Okane Wo Muda Ni Suru No Wa Yamemashoo (トレニングでお金を無駄にするのわやめましょう) and Japan Leadership Mastery.He is an Adjunct Professor in the International Business Faculty of Griffith University. A 6th Dan in traditional Shitoryu Karate, he applies martial art philosophies and strategies to business issues.Connect with Dr. Greg Story:LinkedIn: https://www.linkedin.com/in/gregstory/Connect with David Sweet:LinkedIn: https://www.linkedin.com/in/drdavidsweet/ Twitter: https://twitter.com/focuscorejp Facebook: :

Kokorogamae is one of those Japanese concepts which are a bit tricky to translate.  Kokoro by itself as a word has a wide variety of meanings – mind, spirit, mentality, idea, thought, heart, feeling, sincerity, intention, will, true meaning, etc.  It is a radical in the Japanese kanji ideographic script and so appears in a large number of compound words.  Kamae comes from the verb kamaeru meaning take a posture, assume an attitude, be ready for, etc.  In Japanese, when the two words are combined, there is a phonetic shift of the “k” in kamae to a “g” sound. I first heard these two Japanese words in my karate dojo back in 1971, but never as a compound word.  Every class we were given the command “kamae”, meaning to take our fighting stance. For anyone doing Japanese martial arts, this is a very familiar word. The Kokorogamae concept is closely linked to Japanese ideas around perfectionism and mindset.  You cannot produce a perfect output, if your mind is not properly aligned with the action.  A great calligraphy master will establish their Kokorogame before they wield the brush, the ikebana master will do the same before they place the flowers, as will the master of tea ceremony before they begin to whisk the tea.  They perfect their mindset, to produce the perfect output. In my first book Japan Sales Mastery, I wrote about Kokorogamae in the context of sales.  What was your true intention as a salesperson.  Was it to secure a big commission, bonus or promotion for yourself or was it to help the client to succeed in their business?  The mindset is totally different and the output can be a single sale or a lifetime partnership with the client.  If you are a salesperson, which is your intention? Leaders also have their Kokorogame.  Hanging on many walls, protected behind glass, tastefully framed, clearly written is the Kokorogame of the organisation.  In English, we call it the Vision, Mission, Values of the firm.  Someone or a group of people, thought about where do we want to take the organisation in a perfect world, in other words what is the Vision going forward?  What we do that is the Mission?  Why we do that are the Values.  This is the Kokorogamae at the macro level. The culture of the organisation is there to police the individual adherence to the corporate Kokorogamae.  The leader's key role is to bring clarity to the Why of what we are all doing.  But where does that concept of the Why spring from?  Simon Sinik has more or less, become the owner of the Why since his YouTube video went viral.  The Kokorogamae concept starts up one step before what Simon is talking about.  He concentrates on concentrating on the importance of establishing the Why, but how do you determine the Why of the Why? Where does that come from? This is where Kokorogamae is useful.  It makes us reflect on what we believe and why we believe it.  As the leader, is my true intention to build up the people in my team and help them become the absolute best that they can be?  Or, are they there to serve me, to propel my rise through the corporate ranks, with them arrayed like worker bee slaves to me, the Queen bee.  Just as in sales, these goals are not mutually exclusive.  A famous sales trainer Zig Ziglar said, “you can have everything you want, if you just help other people get what they want”.  Your Kokorogamae can create your own success wrapped up inside the success of your client.  As a leader, you can rise through the ranks on the back of the results created by a highly engaged team, who feel you have their back and are focused on their success. The key point is where is the focus of your thoughts about the people in the business?  How do you really see them, when we strip away all the psychobabble?  To get better clarity on that, we can use the handy Japanese concept of tatemae and honne, meaning the superficial reality and the actual reality.  Are you leading based on a tatemae version of what you are supposed to say and do or is the real you, the honne, the one your people see everyday?  What is your true intention?  What is your Kokorogamae as a leader regarding your team members and the organisation?   

Why Japanese buyers demand sharper differentiation in today's competitive market Many companies thought that surviving the global pandemic would reduce competition. Instead, by 2025 the business environment in Japan has become even more intense. Buyers have more choices, new competitors are entering the market, and digital transformation is raising expectations. Today, if your Unique Selling Propositions (USPs) are vague or outdated, you risk being treated as a replaceable commodity. Why are Unique Selling Propositions still so critical in 2025? In today's market, uncertainty is constant. Inflationary pressures, geopolitical instability, and shifting customer needs mean buyers are cautious about whom they partner with. In Japan, risk reduction remains paramount—executives will only commit if they feel reassured that your offering is safe and superior. A strong USP is no longer optional. It must demonstrate not only why you are different but also why you are the least risky choice in a volatile economy. Companies like Toyota or NTT still look for partners that can prove stability and reliability as much as innovation. Mini-Summary: In 2025, sharp USPs differentiate suppliers and reassure risk-averse Japanese buyers facing an unpredictable economy. Why do USPs need regular updating? The pandemic highlighted how fast buyer priorities can shift, but the same lesson continues today. Executives in 2025 are focused on digital integration, sustainable growth, and talent retention. If your USP still emphasises pre-2020 value points, you will sound irrelevant. For example, training firms that once sold “programmes” now must sell “employee engagement, resilience, and measurable performance outcomes.” The buyer's lens has shifted, and USPs must evolve to keep pace. Mini-Summary: USPs must be revisited frequently to stay aligned with fast-changing buyer priorities—today that means outcomes, not offerings. How should sales teams frame USPs from the buyer's perspective? The danger is always that we describe what we sell, rather than what the buyer values. In 2025, Japanese executives expect ROI, measurable outcomes, and global standards delivered locally. For Dale Carnegie, the shift is clear: we don't just sell “sales training.” We sell “higher per-head revenue, improved leadership bench strength, and stronger client retention.” Buyers want results they can report to boards and shareholders, not abstract promises. Mini-Summary: USPs framed around outcomes and ROI resonate with today's Japanese buyers, who demand measurable impact, not just services. What makes a strong USP in Japan's 2025 market? Several tested examples show how reframing traditional USPs creates sharper impact: Longevity: Instead of “in business since 1912,” highlight that “113 years of proven success reduces your risk.” Client base: “We train 90% of the Fortune 500” works better when reframed as “the world's largest firms have done their due diligence and continue to trust us.” Global presence: Replace “100 countries” with “we deliver seamlessly worldwide, in the local language and culture that ensures your teams succeed.” Trainer quality: Rather than “250 hours of certification,” stress that “only the most dedicated professionals survive an 18-month global certification process, guaranteeing world-class trainers.” Mini-Summary: Japanese USPs must emphasise precedent, trust, and global proof—reframed to reduce buyer risk and highlight safe outcomes. How do you know if your USPs are still relevant? The simplest test is buyer reaction. If a client says “so what?” you haven't nailed it. If they nod and lean in, you've struck a chord. By 2025, issues such as digital adoption, ESG commitments, and workforce resilience dominate board agendas in Japan. If your USPs don't speak to these themes, they may no longer land. Companies like Rakuten, Hitachi, and Fujitsu regularly update their value propositions to mirror client concerns. Your USPs need the same refresh cycle. Mini-Summary: The best test of a USP is buyer reaction. If it doesn't connect to today's challenges—digital, ESG, resilience—it needs revising. What role should leaders play in sharpening USPs? Leaders can't delegate USP development entirely to marketing. They must personally review and test whether the messaging truly answers buyer concerns. If USPs are seller-centric or outdated, leaders need to drive a reset. In Japan, where precedent and reassurance matter, the strongest USPs highlight proven track records, client references, and measurable results. Leaders who fail to sharpen differentiation risk being treated as interchangeable—and in today's crowded market, that's fatal. Mini-Summary: Leaders must ensure USPs emphasise outcomes, precedent, and proof—or risk being commoditised in Japan's 2025 market. Conclusion By 2025, competition has intensified rather than eased. Buyers in Japan are cautious, risk-averse, and increasingly demanding. Unique Selling Propositions must be crisp, regularly refreshed, and reframed around outcomes and risk reduction. Those who cling to outdated USPs risk irrelevance. Those who sharpen them will win trust, stand out in crowded markets, and secure long-term partnerships. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

I meet a lot of CEOs in Japan.  I am always out there networking and looking for clients.  If they cannot become a client, then I try to encourage them to be a guest on my podcast Japan's Top Business Interviews.  I get two groups in particular who will refuse the offer – women and Scandinavians.  They say that women are more reticent about putting themselves forward than men and my own unscientific survey would seem to bear that out.  If a man only has 60% of the qualifications for a job, he will raise his hand whereas a woman will only do so, if she has 90%.  This is what I guess is happening with my invitation to come on the podcast and talk about one topic - leading in Japan.  The women are lacking in confidence to talk about the subject, because they are not feeling they are perfect enough. The Scandinavians I know here tell me that their culture is to not push yourself forward and to stay in the background.  Their podcast guest refusal rate stands out, so I guess this is what is happening with their thinking.  So far, 213 leaders have managed to spend an hour with me talking about leading in Japan for the weekly podcast, so I am finding enough of those in agreement.  It isn't as if I cannot get guests, because no one wants to join me on video and audio to talk about leadership. I think both groups reflect a misunderstanding of what their leader role is in Japan.  The leader here is the face of the business and particularly in this social media age, we need to be masters of this new universe.  I get it.  Taking your photo or even worse – video – is not something we all welcome.  We are very self-conscious about how lacking we are in terms of being photogenic or how awkward we look on video and when we hear our own voice, we shudder.  In life, I have found I am particularly unable to be photogenic, so I totally sympathise.  You know when you take that group shot and when you get it back you look for yourself – it is always a disappointment for me. In this modern world of work, however, we are all in a life and death struggle to attract a declining demographic of young people and mid-careers hires to join us.  We must be competitive, and that means we need to be getting some clear messages out into the world about who we are and what are our values. We need to be good communicators and also add our image to go with the words.  If we can speak the words on video and audio even better. I have been told by numerous guests on my podcast that they found that they were successful in attracting new staff who had checked them and seen the video interview.  I can believe that, because the nature of the interview is very authentic and no one so far has succeeded in pushing forth a fake version of themselves to fool the masses.  I don't say much during the interview and just let the guests talk. Occasionally, I will dig down on a point to go a bit deeper, but the bulk of the time is theirs.  People watching the interview get a very clear picture of the boss and then can decide if this is the type of place where they want to work. Clients also check us out and they are making decisions about us too in terms of do they want to have a relationship with our company.  They want to know who we are and what we stand for.  This is an important chance for the CEO to become active and provide the content the buyers are looking for.  They want to know who the boss is and what they are like. Hiding in the background is not a clever option.  It is much better to work on mastering the medium.  Looking straight down the barrel of the camera lens is not that easy and for many people, it is a formidable obstacle.  Video is difficult to come across naturally, I find.  Using teleprompters is not easy either and getting the right rhythm is a challenge for me. I always have trouble with photo shoots because I manage to look like a dork more often than not.  I was watching something on TikTok where a male model was demonstrating how to move and stand, to get the right shot and I realised I have no ability to do that. Fortunately, Tia Haygood, who is my local photographer here, manages to make me look presentable enough to squeak by. What I have found is that the more you do it, the better you become, and refusing to participate is a guarantee that you will never master the medium.  The CEO shouldn't be hiding. Instead, they should be pushing their message forward at every opportunity.  So find Tia if you are in Tokyo and work on your official portrait shots to use on social media and on your website.  Get a videographer like Rionne McAvoy, who I use from Japan Media Services, involved to help you with creating quality videos.  I have been using Tia and Rionne for years and I trust their work, which is why I am mentioning them if you are looking for help locally here in Japan. The point is the leader has to lead from the front and be the face of the business.  We need to break down any potential barriers to getting staff or clients.  Get the photos, the video, the audio, go on podcasts, do the interviews – do every possible thing you can to control the image you are projecting.  If you can't speak confidently or coherently, then come and do some training with us and we will fix that for you.  There are no excuses anymore because there are plenty of people around to help. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery".  He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.      

Elements Of Outstanding Customer Service In Japan (Part One) Customer service in Japan is pretty good by comparison with most other countries.  To me, it is polite yet impersonal.  The status gap between those serving and those being served is quite rigid.  In my own country of Australia, those serving are quite happy to have a conversation with the customer. They don't see themselves as inferior in status and treat customers as equals.  In Japan, there is no such equality.  The language and the culture both reinforce the buyer as God, and those serving are mere mortals there to do God's bidding. Let's look at some elements of excellent customer service over a three-part series. The sad aspect here is that what I am going to describe is totally obvious and will garner a “so what” reaction.  I urge you to go beyond that initial first blush and use this as a measuring rod to calibrate how your organisation deals with customer service problems and check if you are operating at the right level of service or not.    1.    Totally professional This is fairly obvious, but that professionalism comes from a combination of attitude, experience and training.  Even if you don't have much experience, if your attitude is that you want to provide the highest level of service, then good things will flow from that starting point and we gain experience over time.  If properly trained, then the whole process gets sped up. 2.    Knowledge Surprisingly, a lot of people in the service sector have very little knowledge of the inventory, systems, ethos and values.  When you ask a clarifying question, their face fills with panic and they have to go seek the answer from someone else.  This is a failure of leadership.  If they were properly invested in, then they would know the answer without having to run off and find the answer. 3.    Highly personalised service  Manualised or formulistic service is the norm in Japan.  Companies try to reduce all complexity down to one way of doing things and for the majority of clients, that will be fine.  To lift above the great unwashed competitors, we need to be able to provide a more personalised service. I was reminded of this recently when I brought a pocket square online from Massimo Pirrone in Antwerp. The item arrived in a nice box and additionally, he included a short note and a very nice pen as well.  It felt very personalised and I became an instant fan. 4.    Take Ownership Japan is very good when order and harmony prevail.  Chaos, the unexpected disasters – not so much. The nature of customer service is that there is always going to be a high frequency of the unexpected occurring.  The key is how we react to the changing situation.  When things go wrong, customers want the issue solved and solved instantly.  They expect the person they are interacting with to make it happen, regardless of the degree of difficulty.  Japan has a nasty edge to it when customers exploit their expectations too far and start bullying staff, because the customer is God. If the person serving the customer takes ownership of the problem, they will keep pursuing the solution until resolution.  That is the mentality the supervision and training need to reinforce. 5.    Anticipatory Omotenashi is the high point of Japanese service and a big element is the person serving the customer to anticipate what the customer needs before they voice that request.  On a hot day, being served some iced water as you enter the business is a nice touch, completed without you have to place an order. This is an attitude of service that drives behaviour.  With the right leadership, this can be taught. 6.    Proactive This is similar to anticipatory, in the sense that we are not adopting a passive stance. We try to arrange things well before the need arises by being well prepared.  We are always looking for faster and better ways of doing things.  We are making suggestions for the client, for their best interests, rather than expecting them to have complete knowledge of what we can do for them.  They will never know our business to the depths that we do and so we have to be thinking ahead and bringing up possibilities which wouldn't necessarily occur to them. We will keep going with our list of things to think about in terms of the service we currently supply and how we supply it in parts Two and Three. Do you need to sell more?  Is your sales manager stressing you about making your monthly sales quota? Do it yourself trial and error wastes time and resources. There is a perfect solution for you- to LEARN MORE click here (https://bit.ly/43kQpsN ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery".  He has also written "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めましょう) and his brand new book is “Japan Leadership Mastery”. Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.      

There is a debate about whether Japan is any different from anywhere else when it comes to leading the team.  Intellectually, I can appreciate there are many similarities because people are people, but I always feel there are important differences.  One of the biggest differences is how people are trained to become leaders in Japan.  I should really clarify that statement and say how they are not trained to become leaders. The main methodology for creating leaders in Japan is through On The Job Training (OJT). I can see there is a crisp logic to the idea of OJT back in the day, however it is now a flawed system in the modern world of Japan.  In the West, leadership training is a given, because the value is recognised and so the investment is made to better educate the leadership cohorts through each generation. The first problem with Japan OJT is it presumes your boss knows about leading.  There is very little formal leadership training going on in Japan.  I don't believe it just about investing the money.  There is no great tradition here for corporate leadership training.  Before we dive into this subject, I believe we should clarify what is a leader in Japan and what is a manager and what is different.  Japan, in my observation, is full of managers, and there are few leaders. A manager runs the machine on budget, on quality, and on time. The leader does all of that and two very important additional tasks.  The leader persuades the team that the direction they are advocating is the correct one and, secondly, they build up the capabilities of their staff through one-on-one coaching.  By the way, barking out orders like a mad pirate captain doesn't qualify as coaching. OJT probably made a lot of sense up until about fifty years ago, when it started to be disrupted by technology.  By the 1980s, desktop computing became common in Japan and gradually the boss lost his (and they were mainly men) typist and had to start doing his own typing on the computer.  The advent of email in the mid-1990s was the real death blow to the boss's time management.  Now the boss had become super busy and time availability for coaching staff became much diminished. What this means is that we have had been through multiple generations of staff mainly educated through OJT and who have been short-changed on the leadership modelling by their “manager” boss.  Each corporate generation passes on how to be a manager to the next generation and unless there is some intervention through formal leadership training, there is no real progress.  Of course, there will always be exceptions who prove the rule and some managers who make it out of that gravitational pull of OJT and become real leaders.  This is the lightning strike theory of leadership development and isn't a great proposition to ensure that the firm's leadership bench is stacked with professionals. The key plank in leadership is no longer task experience.  The old model was the boss had done all the tasks of their subordinates and knew their jobs inside out.  Today, there is much more speciality and technology is making sure it isn't experience alone which will carry the day for the boss.  Many companies in Japan are moving away from the old model of age and stage and instead promoting people based on ability.  Just rotating through various jobs in the machine won't be enough anymore. Leaders have to become expert communicators and masters of environment building, such that individuals can motivate themselves.  How many leaders receive any training to assist their communication and people skills?  Very, very few and everyone else had to work it all out through trial and error. That hit and miss approach is very expensive. The younger staff want different things to their parents and the modern boss in Japan has to adjust.  The bishibishi or super strict model of leadership is now cast out on to the rubbish tip of leadership history in Japan.  Bosses still using this model will see their younger staff departing in droves.  Already 30% are leaving after three to four years of employ and that number will only get worse as we run out of people to hire and the younger generation all become free agents. The younger generation wants a psychologically safe environment and a lot of personal encouragement by the boss. One of the greatest elements to gaining engagement from staff is that they feel the boss cares about them.  The way they know that is through the boss's communication skills.  If you believe that given people are getting paid, they should be engaged, then there is bound to be a lack of the needed communication of “I care about you” going on. If you don't have well-developed communication skills, then being the boss is only going to get harder and harder.  How much communication training do bosses get?  Very little and they certainly don't get much value through OJT, because their own bosses were crap communicators, as were their bosses, and back we go through the generations. Japan needs to raise its white-collar worker productivity and investing in boss leadership and communication training makes a lot of sense.  OJT is a dead duck and won't work as the vehicle to get the needed progress on the leadership front.  We need a change in thinking about leadership here in Japan to take us forward. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

Prior to her Japan posting Simone was VP Marketing International Business Unit in Indianapolis, VP and General Manager Germany, Austria and Switzerland, Chief Marketing Officer Japan, Managing Director Austria, International Marketing Leader Cardiology Indianapolis, National Sales Director Germany, Austria and Switzerland, New Product Planning Manager Germany, Head of corporate Communications.  Prior to Eli Lilly with Fresenius Kabi she was Head of Area Management Japan, Head of Corporate Communications, Group Product Manager Anaesthesia, and an International trainee. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.  

Here is a handy success equation which is easy to remember: our mindset plus our skill set, will equal our results.  This is very straightforward and unremarkable, but we get so embroiled in our day to day world, we forget to helicopter above the melee and observe the lay of the land.  A great mindset coupled with lacklustre skills, won't get us very far.  A poor mindset with great skills won't do it either, so we need both. What is our mindset composed of?  How we think is critical.  Are we operating with a positive mindset?  If we are deep in depression about the circumstances of the business, we are stuck in a hole from which it can be hard to emerge.  We are what we think, so control over what we think becomes so important. That also means being strict about what we put into our minds.  Stay away for fluff, endless scrolling on social media and negativity.  Find the useful, positive and valuable and make that the diet for our mind. Our opinions influence how we see the world.  Where do these opinions come from?  They are usually the product of our access to quality, correct information.  There is a tricky balance here because a lot of the news we need to consume is laced with negativity and that can pollute our positive attitude.  So we need to curate the information we take in, to help us make informed decisions, based on correct data. Our beliefs are similarly formed from data, personal experience and what we hear from people we trust.  Our degree of success can be impacted by our self-belief. It can be a drag on our progress if we are limiting how we see our potential. We believe we are operating logically, except we often make decisions based on emotion rather than logic. Being in control of our emotion is a fundamental first step to getting ourselves into a position to be successful. Wild mood swings make us a difficult person to work with or get close to.  A short temper can have us explode in haste and repent at leisure, after we have created havoc all around us. We are all drowning is a sea of information today as the internet propels constant updates and new content at us.  When I was at University we went to the stacks in the library to find the few books available there and if someone else had that textbook you needed you dipped out. Microfiche was the big innovation to access information in a non-paper format. For the younger generation out there, microfiche was an ancient method of taking microphotographs of physical pages and putting it on to film you could scroll through, using a special microfiche reader. I noticed with my son's education, his problem is the constant assault of data and the difficulty of working out which information was valuable amongst the flotsam and jetsam battering his attention everyday. Getting insight becomes the game of success because we don't lack for content anymore. Once we have the mindset correct then we have to take action.  This is often easier said than done. We are so busy and translating insight into outcomes is not a given in this constant rabid struggle against the demands on our time. Behaviour determines outcomes and the formation of good habits is the key here. If we form the right habits then we take the right actions and we form the right default behaviour which adds to our success. The way we communicate flows from these habits and behaviours and we should be seeking inclusivity.  Business is too complex for relying on the hero worker who can do it all by themselves – that ship has sailed.  We need to be persuasive and able to garner collaboration in the workplace today.  There is so much technology available today and it spews out endless choices.  How do we get others to follow our ideas and adopt our suggestions? Our degree of cooperation from others is a compilation of our interactivity.  If we have good people skills then we can interact with other in a constructive and positive way which adds to our success. Often technical people struggle in this area because their education hasn't focused on the human interaction dimension.  Communication and people skills are new sets of complexities they need to master otherwise they will always be soldiers and never become generals. Our mindsets and skill sets combine to offer us opportunities to influence others and to direct the way forward. That is what it means to lead.  If we are busily working in our business, we may neglect to work on ourselves, so that we can work on the business.  It always good to step back and regroup around the fundamentals and refocus on where we need to put our energy and passion. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.  

I recently launched a new project called Fare Bella Figura – Make a Good Impression.  Every day I take a photograph of what I am wearing and then I go into detail about why I am wearing it and put it up on social media.  To my astonishment, these posts get very high impressions and a strong following.  It is ironic for me. I have written over 3000 articles on hard core subjects like sales, leadership and presentations, but these don't get the same level of engagement. Like this article, I craft it for my audience and work hard on the content and yet articles about my suit choices get a lot more traction.  What I take away from this is people are interested in how we present ourselves in business. The thesis of Fare Bella Figura is that first impressions are so important.  In sales, people judge us hard based on how we look, before we even have a chance to open our mouths.  If we don't get that initial visual interaction correct, then we can be playing catchup to correct an unhelpful first take on us.  “Clothes maketh the man” is an old idea and is related to this first impressions equation.  The other thesis of Fare Bella Figura is that I dress for the meetings I am going to have that day, rather than some random selection of what is back from the dry cleaners. We are going to make an impression with the buyer one way or another, so I want to be in control of that impression as much as is humanly possible.  I believe there is a direct link between how we present ourselves and the degree of credibility we can instil in the client.  If we make a mess of the fabric and colour combinations, we are screaming “unsophisticated”.  I do not recommend for men to ask their wives for advice.  Study this “dress for success” topic for yourself and become the master of your own universe. If we are turning up with ancient stains on our tie, or our suit, it is interpreted as sloppy and there is now a strong doubt about our quality consciousness. If our shoes are scuffed or not displaying a high shine finish, it says we are lazy, not detail oriented and unreliable.  The term “down at heel” means “poor” and it comes from the fact that the back of the heel of the shoe has worn down and has not been repaired.  Either we are too poor and obviously not a success in the sales profession to be able to repair it, or too indifferent and either way, it is a bad sign for the buyer. If we are wearing a brown or tan belt with black shoes or vice versa, it says “hick” and someone who lacks common sense.  The exact matching tie and pocket square colour combination is another faux pas these days.  Would we want to accept these types of salesperson as our “trusted advisor”?  I doubt it.  I certainly wouldn't take their advice on anything if they can't even dress themselves correctly. Suits too large or too small are another bad indicator.  They have either lost a lot of weight, but haven't bothered to get their suit taken in, or they are getting chubbier and haven't had the suit taken out, because they won't spend the money.  It isn't that expensive to alter an existing suit, and the difference is total. If the suit trousers are too long or too short, it looks off – go and get them altered or replace them. Style and fashion are difficult to navigate.  Suit jacket lapels get skinnier, ties get wider and then get narrower, trousers get slimmer and then get fuller, socks get discarded when wearing shoes – all sorts of temporary fashion trends take over the dictates of what is appropriate.  Suits can last more than one fashion trend and you have to debate with yourself whether that wide lapel is still going to present the right image with the client when everyone else is wearing a narrower lapel these days.  I struggle with this.  I have a favourite double breasted Versace suit from years ago and because the style is dated; I don't get to wear it much or at all and that seems a waste.  However, if I am dressing for my client, then the answer is simple – leave it in the wardrobe for a day in the future when that trend makes a comeback. My mantra when I leave the house every day is to check my look in the mirror and ask myself, “do I look like one of the most professional people in my industry?”.  If I don't, then I go and make a few changes, until I am satisfied I can pass that test.  Here is a caveat. For a lot of men in Europe, they will be wearing a jacket and trouser combination, rather than a suit and the American trend is to much more casual clothing.  In certain industries, like IT, you will hardly see anyone wearing a suit.  Now I sell in Tokyo and everyone here wears a suit.  I remember I was so surprised when met the President of a gas stand and he was wearing a suit, so men's suits are predominant here. Therefore, I dress for this business environment and you should do the same for your reality. There is a correlation between the quality of our clothing and our personal financial success.  Buyers judge us based on what they see.  If we look cheap and nasty, they won't want to trust us with their business because we don't look successful.  On the other hand, if we are overdressed, it can have a negative consequence.  It can make them feel inferior, so the balance is important.  If we roll up in our expensive Brioni or Kiton suits and Rolex watches, and they are just a salaryman tasked with purchasing goods and services for the company, they can feel inferior and experience some discomfort.  We look a bit too sharp to them and they don't want to get cut.  As I say, getting the balance right is the key. We will make an impression on the buyer based on what we wear, so we need to determine what that impression will be. We don't leave it to luck or chance. We make sure it is the right choice – the one that leads to the deal getting done. Do you need to sell more?  Is your sales manager stressing you about making your monthly sales quota? Do it yourself trial and error wastes time and resources. There is a perfect solution for you- to LEARN MORE click here (https://bit.ly/43kQpsN ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

Where is the line between referencing our experiences and insights and just talking about ourselves?  I attended a talk recently where the speaker had a perspective to share with the audience, to add value to their careers and businesses.  What surprised me was how much of the talk was cantered on the speaker rather than the audience.  I was thinking about this later and wondered what the better balance would be?  When we go on about ourselves, we are getting further away from points of relevance for the listeners.  We have to remember that people are unapologetically 100% focused on themselves and their own interests and don't care all that much about our story. As the speaker, the closer we can align what we are saying to the listener's interests, the greater the acceptance of what we are saying and the bigger the impact we will have as the presenter.  That is fine in theory, but we can't just make a series of pompous statements about how things should be and not back them up with evidence.  Often that evidence is coming from our own experiences and that can be the most convincing variety.  Unveiling a lot of sexy data during the talk is interesting, but a mud and blood rendition of what happened to us in the trenches, is always more gripping and compelling. This speaker, in my mind, strayed across the line and was wallowing in too much self-indulgence about what they had been doing. How do we balance our story with the audience's need for alignment with their benefit?  What the speaker could have done was better draw out how to transfer their learnings into concrete examples, where the listeners could apply them to their own circumstances.  Instead of just saying this is what I did, and this is how it worked for me, they could have gone a bit deeper on the application for others who are not them.  When the example is too idiosyncratic, the agency for others becomes diminished or diluted. We could say, “I did this and got this result.  Now here are three ways you could take this same idea and apply it to your situation”.  We have now crossed over to the audience's application of the knowledge. By giving more than one opportunity, we are more likely to hit on what the majority of audience members are looking for.   Importantly, by prior analysis of who is showing up the talk, we can anticipate common needs and circumstances. This allows us to get closer to the mark of listener reality when we explain our examples. A simple rule of thumb should be 20% of what happened to us and 80% of the time on explaining why this will work for our audience.  Our speaker, in this case, reversed those percentages and spent the majority of the time talking about what happened to them. The problem with this is we in the audience are not them and we have to parse out what we can apply from their story.  It is much better of the speaker saves us that drama and they tell us what we can apply.  We draw out the key points we want to make for the audience, align our war stories with the points and then add a significant section in the talk on explaining why doing this is a great idea and specifically why it is a great idea bolstered with concrete cases and options.  This is an unbeatable combination.  We demonstrate in words that because we did it, they can, too.  We draw out how it will work for the audience and convince them that it has a broader application than just working for us alone.  We have to marshal the benefits of taking our advice, and the more concretely we can do that, the better. Our speaker convinced us that it worked for them, but failed to make the case that it would work for us.  They hinted at it, but statements are cheap and we sceptical folk want more evidence.  We are all risk averse, so we want chapter and verse and solid provable details. When constructing the talk, keep that 20%-80% dichotomy in mind.  Certainly use ourselves as proof, but don't rely on it exclusively.  If we can talk about others doing marvellous things with our advice, that is the icing on the cake.  We love to hear case studies and then draw our own conclusions on how much we can take from the example and apply it in our world. That idea is something we need to be constantly hammering away at too.  Keep telling them to think how they can adapt it, and apply it for themselves.  In this way, we can keep switching the focus back to the audience away from us and we will get the balance right.   Would the people who know you or meet you describe you as persuasive? Do you think you are persuasive enough? Persuasion power is the most important, but the most commonly lacking skill in the business world. Do it yourself trial and error wastes time and resources. It is time to change things up and get that key skill.  There is a perfect solution for you- to LEARN MORE click here (https://bit.ly/3VhvR2B ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content, then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.      

To succeed in our own business, we need three critical skills:  the ability to master our time, to clone ourselves and to be persuasive. Time: Poor time control leads to inefficiency, wasted efforts, stress and missed opportunities.  Entrepreneurs are geniuses at trying to do too much. This means they are run ragged with time demands and no good solutions. This has to be turned around and time gotten under firm control. Follow this mantra:  “I can't do everything on this list everyday but I can do the most important thing”.  Each day decide the number one priority for your business and complete that, then start number two, and so on. Delegation: Being so busy is a result of not having trusted people around us to whom we can delegate.  We must get leverage through our team.  But we don't.  We cannot find the time to develop them, so we are stuck like a rat on the treadmill.  Getting a better grip on your time will create space to spend on training your key people.  Don't fluff the delegation process, because you are clueless on how to do it.  Don't just dump stuff on people, expecting them to magically get it and somehow be able to come back with excellent work.  Stop dreaming, it won't happen.  Have a meeting with the delegatee, where you explain the task in terms of how this is designed to help them grow and succeed in the business.  Talk in terms of their interests not yours.  Inspire: Investors, potential new staff, valuable existing staff, clients, all need your persuasive ability to impress and keep them happy.  If you are an unclear, unimpressive speaker, it is hard to get people to believe in you and follow you.  You can be a tyrant, but let me know how that is working out for you?  Honey does better than vinegar, when it comes to communicating with people.  You will never work it out on your own.  Get the necessary speaking training and stop kidding yourself.  Master time, grow the leverage throughout your team and learn how to inspire people.  Get on to it. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? Do it yourself trial and error wastes time and resources.There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.  

Public speaking spots are a great way to get attention for ourselves and what we sell.  This is mass prospecting on steroids.  The key notion here is we are selling ourselves rather than our solution in detail.  This is an important delineation.  We want to outline the issue and tell the audience what can be done, but we hold back on the “how” piece.  This is a bit tricky, because the attendees are looking for the how bit, so that they can apply it to fix their issues by themselves.  We don't want that because we don't get paid.  We are here to fix their problem, not for them to DIY (Do It Yourself) their way to a solution. All selling is public speaking and presentations skills.  However, very few salespeople are trained as speakers or presenters.  This is incongruous, isn't it?  We need to be able to present to the one person in front of us or to hundreds of prospects all gathered together at an event. First of all, we are selling our personal brand and then by extension the solution we are representing.  That is the correct order and just jumping to the solution won't work.  Buyers buy us first and then what we sell.  We all know we can't do good business with a bad guy or gal and our talk is a due diligence process to see if we can be trusted. The dumb way to sell from stage is to provide all of the content up front and then come in at the end with the shiny sales pitch.  There is a discernable break in the flow and the audience braces themselves for the pitch.  This isn't the way to do it.  We need to be interspersing our pitch throughout the talk, so there is no discernable shifting of gears by the speaker.  This way, there is nothing to brace against or push back on. The way to do this is to determine what are the key problems and fears confronting the audience.  We have the fix for these and can be a trusted partner for them.  Once we have determined what are the key problems, we construct our talk to address all the most high priority needs in the time allotted. The talk is broken up into specific chapters, rotating around the key issues.  We need to create hooks, which will grab the attention of the listeners. In each chapter, we outline the downside of not doing anything about fixing the problem we have raised.  We also talk about what needs to be done to fix it, but we don't reveal how to fix it.  To get the point to register with the buyers, we pose rhetorical questions about what will happen if they don't take action to deal with it.  We are painting a dismal picture for them of the future ramifications of leaving the mess as it is. The fact that we understand the problem in detail tells the audience we are an expert in this area.  If we have some visible proof of our expertise, all the better.  We might point them to our books, blogs, podcasts or our video shows.  Today, all of these things are much easier to pull off than ten years ago.  For example, Amazon prints my books one at a time if I request it and so no garage is full of unsold books, which used to be the reality for most authors. Today, creating blogs and pushing them out through social media gives us credibility at almost no cost.  The same with podcasts and videos.  There might be some small cost to recording the shows and hosting podcasts on a platform like I use with LibSyn, but really the cost is marginal.  YouTube hosts my videos and it is free.  Our mobile phones provide amazing quality for recording video and video editing software is not prohibitively expensive. Editing things yourself is possible in a way it wasn't before. This means we can project our expertise beyond the physical limits of the stage.  Let me give you a case study. Please go to LinkedIn and find my page.  You will see I am posting all the time on three subjects – leadership, sales and presentations.  If you scroll down through the feed, you will just see over three thousand posts.  My prospective buyers don't need to read them all, but they can see there is a substantial collection of my expertise there. They can read what I publish and check it for themselves, whether it is good enough or not. This substantially bolsters my personal brand.  It also allows the buyers to follow up after the talk, to check me out further before they buy what I am selling.  For risk averse buyers, this is very important. By incorporating the key hooks into the talk itself, using well-crafted questions to create fear that they may have trouble if they don't fix a problem we have flagged, we eliminate any resistance against what we are selling.  When there is an obvious transition from sharing information to now selling, there is a large barrier created between the speaker and the audience.  They are thinking, “I love to buy, but I hate being sold. Now I am getting the hard sell by this speaker”. Doing it the way I have outlined, we never have any barrier, because we have been working the crowd all the way through the talk.  If our questions hit the mark, they will want to know the “how” from us, after we have sold them the “why” and the “what”. We are aiming to create two concerns: 1. We haven't considered that possibility and 2.  We have not prepared for that possibility.  If we are successful in doing this, then we will get sales. We have caused them to self-discover their own needs without us forcing it down their throats. This is ideal in sales. Would the people who know you or meet you describe you as persuasive? Do you think you are persuasive enough? Persuasion power is the most important, but the most commonly lacking skill in the business world. Do it yourself trial and error wastes time and resources. It is time to change things up and get that key skill.  There is a perfect solution for you- to LEARN MORE click here (https://bit.ly/3VhvR2B ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content, then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com Bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

Prior to starting the Swiss Prime Brands company in Japan, Luca was an Assistant Manager at Masuda Infinity Japan, a Junior Associate at Goldwyn Partners Group AG, a Consultant at Het Buitenhuis. Be honest – are you a great leader or are you a mediocre leader? How can you become a leader people actually want to follow? How can you be the leader whose team gets results? There is a perfect solution for you- To LEARN MORE click here (https://bit.ly/43sQHxV ) To get your free guide “How To Stop Wasting Money On Training” click here ( https://bit.ly/4agbvLj ) To get your free “Goal Setting Blueprint 2.0” click here (https://bit.ly/43o5FVK) If you enjoy our content then head over to www.dale-carnegie.co.jp and check out our Japanese and English seminars, workshops, course information and schedules and our whitepapers, guidebooks, training videos, podcasts, blogs. About The Author Dr. Greg Story, President Dale Carnegie Tokyo Training Contact me at greg.story@dalecarnegie.com The bestselling author of “Japan Sales Mastery” (the Japanese translation is "The Eigyo" (The営業), “Japan Business Mastery” and "Japan Presentations Mastery" and his new books "How To Stop Wasting Money On Training" and the translation "Toreningu De Okane Wo Muda Ni Suru No Wa Yamemashoo" (トレーニングでお金を無駄にするのは止めま Dr. Greg Story is an international keynote speaker, an executive coach, and a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. He leads the Dale Carnegie Franchise in Tokyo which traces its roots straight back to the very establishment of Dale Carnegie in Japan in 1963 by Mr. Frank Mochizuki. He publishes daily blogs on LinkedIn, Facebook and Twitter Has 6 weekly podcasts: 1.     Mondays -  The Leadership Japan Series, 2.    Tuesdays – The Presentations Japan Series Every second Tuesday - ビジネス達人の教え 3.    Wednesdays - The Sales Japan Series 4.    Thursdays – The Leadership Japan Series Also every second Thursday - ビジネスプロポッドキャスト 5.    Fridays - The Japan Business Mastery Show 6.    Saturdays – Japan's Top Business Interviews Has 3 weekly TV shows on YouTube: 1.     Mondays - The Cutting Edge Japan Business Show Also every Second Thursday - ビジネスプロTV 2.    Fridays – Japan Business Mastery 3.    Saturdays – Japan Top Business Interviews In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making, become a 39 year veteran of Japan and run his own company in Tokyo. Since 1971, he has been a disciple of traditional Shitoryu Karate (糸東流) and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

Navigation is critical in presenting.  This is how we keep the audience with us and keep reinforcing our key messages.  Years ago, I attended a speech by a serious VIP.  He had jetted in from the US to visit Japan and made time to give the Chamber of Commerce members the benefits of his insights.  It was a seriously meandering and confusing talk.  I was left befuddled and bemused. Later, speaking with others, I found I wasn't the only one struggling to understand where he was going with his messaging. What was the impression he left with me – negative, unimpressed, insulted.  He did serious damage to his personal and professional brands that day.  Here we are years later I and I am still recalling that catastrophe. Recently, I was asked to provide a review of a new book and because I am always time poor, I thought listening to the audio version would give me more flexibility to work my way through it.  I have narrated my own book on “Japan Sales Mastery”, so I know how tough that recording process is. Interestingly, apart from being reminded how exhausting doing the narration was, I was noting the importance of navigation in that medium.  I was trying to scan the subject matter to be able to cobble together a review which captured the breadth of the topic and the point of view being offered.  This meant I had to stabilise a lot of information in my mind and draw on that to pull the threads together. Actually, I found it hard to do and had to listen to the audio a second time to get the overview I needed. So much for saving time! You only have voice on the audio and that is very similar to our presentations.  Of course, we can add visual stimulation through the slide deck and that mechanism also adds great navigation possibilities to keep the listeners with us.  Nevertheless, I was thinking about those occasions where you don't or can't use slides and what were the learnings about navigation, when all you have to work with is voice. This is where signposts come in.  As trainers, we are taught to set up the phases of the training.  For example, if we are going to go into small groups to discuss a point, we don't just say, “break into three groups”.  We will say, “In a moment, we are going to break into three groups to discuss XYZ”.  The reason for this is we need navigation for the participants during the class. They need to mentally prepare themselves for the pivot from what they have been doing to what is coming in the next phase. Our presentations are like that too.  We will have certain topics in the speech providing the points we want to make and the evidence to support our position.  Generally, in a forty-minute speech, we will have a limited number of “chapters” for our speech.  We have our overarching key point we want to make and then we back that up with sub-points arranged as chapters and then surround those sub-points with proof.  There are a series of pivots, from one chapter to the next, throughout the talk. We need to make sure we are guiding our audience to come with us, rather than making a pivot and losing them on the turn. We might bridge from one topic to the next if the theme is related, or we may need to make a sharp turn to a new topic.  Either way, we need to announce it to the audience.  For example, “we have been talking about the economic ramifications of this change in regulation.  Let me now talk about the HR dimensions of these proposed changes”.  The regulatory changes are the common issue and we are slightly elongating the topic to cover another different but related angle, so the transition is easy for our listeners to follow.  If we are making a major pivot, then we need to set that up.  For example, “we have been talking about the economic ramifications of this change in regulation.  Let me switch gears and talk about a new topic, which we will all have to deal with in the next six months”.  In this way, the audience understands that regulatory issues as a topic is completed and now we are moving to an entirely new subject.  When we warn them that this switch is coming, they mentally adjust their concentration to deal with the new direction. If we don't do this, we are changing topics and listeners are left to their own devices to understand if these two topics are related or different and what is the connection between them, if there is a connection. You can see how easily we can confuse the crowd when we pivot subjects.  So, let's leave some breadcrumbs so the listeners can stay with us, as we move around the topic and make our main points during the talk.   If we do this, they will be with us at the end, rather than lost and reaching for their mobile phones to find something infinitely more interesting than us.  We can't have that now, can we!  

The release of 5G or fifth generation mobile networks was launched in Japan in March 2020. Our old phones ran on a 4G standard and 5G faster is significantly faster than 4G.  So what does that mean for salespeople across all industries? The capacity to upload heavier files, to be sent at lightening speed, grabs your attention.  What are some of the heaviest files at the moment?  Video!  YouTube is already the second largest search engine after Google.  It is true too.  I have noticed myself that I prefer going straight to YouTube to find out how to do something, rather than wading through all the links and ads on Google.  The union of content marketing with blinding connection speeds, means the search function for YouTube will overtake Google in the next few years.  AI will probably overtake everything for search in the future.  Nevertheless, are you prepared to be found by buyers as the star of your own video? Now this is not to say that the importance of audio is going away.  Podcasts are also a key way of getting value by turning up in front of buyers.  That is why I am releasing six ever week.  People are multitasking these days like they have been possessed by demons. They want to listen to audio, while they are at the gym or walking the dog.  Don't miss the implications of audio access to our information from all of these devices like Amazon's Alexa, Apple's Siri, Google Home, etc.  We will be tapping into information through audio, to a greater extent than now, but today I want to feature more on video and 5G and what it means for us in sales.  Producing video content and uploading that to YouTube will become a more important aspect of “know, like and trust”.  Video gives a very strong impression about us.  How we look?  How we sound?  Are we trustworthy? How we relate to the audience? Are we authentic? As some of my friends have unkindly remarked, “Greg, you have a good head for radio”, meaning I am not very photogenic.  True. Consequently, we may be shy to video ourselves, thinking that we are not handsome or beautiful enough, or smooth enough in front of the camera, or attractive enough on tape when a microphone is involved. Forget all of that.  This will be the age of discovery by buyers, before they ever meet us.  This is how they will be searching for experts to bring solutions for the problems they face.  They will be able to “try us before they buy us” by watching our video, to see if we have the goods or not.  What if we are not attractive enough for video, won't that work against us?  Well, I wish I was more handsome, but there is not much I can do about that.  My parent's DNA contribution has spoken.  I have to go with what I have got and so do you.  I am releasing three video shows every week. I don't have a great sounding voice either, because it sounds husky, from all that shouting or kiai I did, in my 53 years of karate training. Can't do too much about that either.  One of our Dale Carnegie trainers in America is DJ Thatcher, who has a voice you would die for.  Very deep and melodic.  I can't become DJ Thatcher, but I can control what comes out of my own mouth. So despite how we look and how we sound, are we providing actual value?  Our videos have to show we know something special about our subject and that we can be useful to the buyer.  Don't think you have to hold the “best bits” back either and keep them secret.  You have to go the other way and provide strong expert authority in this environment and do it for free.  Put your best stuff out there. You might sorry, “won't my buyers become sated on my free video offerings and not need more from me?”.  I don't think this is a concern.  When they need more than what they can get from a video, you are the one they will select over everyone else you are competing with.  By the way, if a video can fix their issue that simply, then there probably wasn't a substantial engagement involved anyway. Won't my competitors steal all my best ideas?  The old style control function of buyers by suppliers, through exclusive, high value, proprietary knowledge, still exists, but only just these days.  Almost everything is out there today.  I remember in karate training, that the Sensei had the secret knowledge of the kata and we could only learn it from him. It was a control mechanism to keep us in line.  Today, you can learn the most amazing kata via YouTube. That secrets era has passed and there are not many secrets left anymore.  You have to jump in because everyone else is.  There is a safety factor though. They can copy you, but they can't be you.  I could order a big truck right now and send all of our training manuals to my competitors, but it wouldn't help them.  They don't know how to deliver it the way we do, so all they get is an empty shell.  This is the same with your competitors.  They can't replicate who you are, your company culture, your approach to clients, quality, reliability, plus all the human interaction pieces which are the sum of all that you are, down at your firm.    As an example, I recently did the recordings for the audio version of my book Japan Sales Mastery.  Anyone could have read the text, but no one would emphasised key words the way I did.  This is because I wrote it, I know what I want to say and how I want to say it.  We cannot be copied.  Get busy and get your stuff out there in the public domain. So let's start working on video of you for your newsletters, video email messages, website, YouTube channel and then push it out through social media so that it can be easily found.  These days you have so many choices.  You can do it through various live broadcast functions as well. You just pick up your phone and away you go.   Although, as I found live broadcasting is like walking on the high wire between two skyscrapers, with a strong wind blowing and no safety net for beginners.  If you screw it up in the first forays, like I did (!), you are very visible to lots and lots of folks.  Oops.  I am your typical male who never reads the manual.  I found out later there is a function you can select where only you can see the video, which is probably a good precaution when you are starting.  Hey, I should have done that! You can go for weekly YouTube TV shows like I have, with The Cutting Edge Japan Business Show or The Japan Business Mastery Show.  High quality camera, lighting soft boxes, serious audio recording technology, a set, editing suite, green screen, etc.  Or you can shoot something on the move with a mobile phone, or a tablet, as the camera quality is so good today.  Just add an external microphone, stand close to the camera and away you go.  It can be edited later, so you can correct any problems.  I have a number of videos on our Japan Dale Carnegie TV channel on YouTube which were shot on my iPad with an external mic.  Very low cost and time effective for the quality.  The audio is key though, so I suggest you make an effort to get that to be the best you can arrange. What about appearing in front of the camera?  My recommendation is to do our High Impact Presentations Training course. I don't say this because it is Dale Carnegie, I say it because it is such an awesome course. This will give you the supreme confidence and skills to master the lens.  That is what I did and you can check out the results in my videos!  I reckon if I can do it with how I look and how I sound, you can do it and probably do it much better.  You will now see AI technology rolling over the top of you or you can start surfing down the face of the wave.  The technology is here now and time waits for no salesperson.   Action Steps 1.  Read up on the technical innovations underway and what it will mean for you 2.  Understand the power of the YouTube search function with buyers 3.  Get over your inhibitions about being video and voice recorded, no one cares, as long as you are bringing value 4.  Be prepared to share your best stuff for free, because your competition will be doing that 5.  Start, review, improve, continue, master

Discover the art of mastering public speaking, enhancing your presentation skills, and unraveling the secrets to impactful storytelling. Join Dr. Greg Story, the esteemed president of Dale Carnegie Japan and bestselling author of "Japan Sales Mastery" and "Japan Business Mastery," as he shares invaluable insights into successful sales techniques, post-COVID sales process shifts, and a myriad of topics explored in his books.In this engaging conversation, we delve into the question of whether Greg's six podcasts might be considered "too much content." He regales us with true-life experiences that beautifully complement his business tips, insights, and advice, drawing from his rich background as a 6th-degree black belt in Karate with 38 years of experience in Japan. The episode unfolds as a captivating discussion on how actions and choices can profoundly impact one's life and career. Other topics covered are:The significance of public speaking skills in advancing your careerTips to ease nerves before a public presentationStrategies to "bullet-proof" yourself against challenging audience questionsGreg's simplified four elements of a successful presentationThe rationale behind his decision to "niche-down" with six podcasts instead of oneGreg's biggest "pet-peeve" when listening to other presentersIn-depth exploration of the contents and background of his bestselling booksThe transformative influence of Karate on Greg's life, perspective, and careerThe profound meaning behind his favorite untranslatable Japanese word, "Zanshin."Greg Story: https://www.linkedin.com/in/gregstory/Dale Carnegie Japan: https://www.dalecarnegie.com/ja/locations/japanJapan Dale Carnegie TV: https://www.youtube.comJapan Adventures via Camper Van = Dream Drive: https://www.dreamdrive.lifeMore Now and Zen Japan Episodes HERE 

If you meet any salesperson who doesn't ask you questions before explaining their widget run!  This person is not a professional in sales, so don't bother talking with them because you should only deal with professionals in any business and sales is no exception.   Salespeople in their forties, who have been selling their whole careers are professional salespeople.  They are not Johnny Come Latelys who found themselves washed up on the shore of the sales profession or people who wandered through the wrong door and found themselves in a sales job.  They have been in the game for decades and have acquired vast experience.  Or so you would assume, but Japan always has a surprise or two up its sleeve.   My wife contacted a very large multinational insurance company here to buy some cancer insurance.  The company reps were coming around on the weekend to get me to sign the dotted line for my component of the policy.  Why they needed to send two people was a bit of a mystery to me, but this is common in Japan.  Being a sales guy myself, I am always nice to fellow salespeople and treat them well.  The policy was wrapped up and the documents duly signed and completed when they bridged into a cross sell.   We had now moved away from their insurance range of products to an annuity product.  It wasn't announced as such, but I quickly realised what it was because we used to sell these when I was at the Shinsei retail bank.  Actually they are a good idea for Japan because the Government pension scheme will collapse in the future when there are not enough young people paying in, to support the retirees taking the money out.    Being a “best selling author” of Japan Sales Mastery you can imagine my interest in seeing how these seasoned Japanese insurance sales guys were going to conduct the sales process with me.  The brochure was immediately produced and we were walked through the details.  Dollar cost averaging got a lot of attention and there were graphs and tables to support the idea.  There was even a quiz with three amounts to choose from representing how much we thought the dollar cost averaging investment approach would produce, based around a fluctuating graph of investment fund performance.   I chose the largest return amount and was immediately congratulated as being only the second person he had even met who got the answer correct.  Terrific!  However, while sitting there, I was beginning to wonder when these two characters would start quizzing me on my investment and financial goals, the structure of the family unit, current allocations, etc.  Nope, not a question about any of that.  Just a long pitch on this product and the return parameters we could expect at the end of ten years.  Actually, Japan has a such a low interest rate environment, the number proffered at the end of ten years was a peanut.   I took hold of the brochure at the end of the pitch and started reading through it.  They said their company was the fund manager, but what I found was it was a fund of fund structure. That is fine, nothing wrong with that, but what was the composition of these various funds they had selected.  Not a word about that.  I also found the bit about the fees, that the funds charged, including the tail.  I asked about these fees and it was instantly obvious neither of them had ever looked at that section of the brochure.  How could that be?  You would think the buyer would have more than a passing interest in how much the initial costs was and what were the ramifications for the ongoing fees and therefore they would be ready for that type of question.   These are professionals in sales who don't know their own product and don't ask any questions.  Actually, I would not qualify them as “professional” at all despite the many years they have been in sales.  How can you expect to sell a sophisticated annuity product to a client, if you have no idea what their timelines are for retirement, what is the nature of their inheritance tax planning regime, their goals for investing, where they are currently tied up?    This is Japan.  Salespeople are often woefully under trained here.  This multinational may have a sales force here and assume that their “professional” salespeople in their forties, who have been in sales all their careers, have a clue.  They would be wrong in this case and you have to ask why they don't know that?  This raises the question of the quality of the leadership of this firm, especially the sales managers.    What about the quality of your own sales managers and salespeople?  Are there some assumptions being made that the salespeople have twenty years of experience, when it may be they have one year of experience duplicated twenty times?  It pays to check just what quality of a sales team you have, rather than imagining everything is alright.  How can you tell?  Some simple role playing will revel all very quickly.  If your salespeople are thrusting the product brochure in front of the buyer, before asking key questions, then begin to worry.   If they don't understand the detail of pricing of their product range, then begin to worry.  You might check into what your sales managers are doing with themselves too, while you are at it.

Listen to Dr. Greg Story's interview with William Farmer, Managing Director of Dale Carnegie Australia on “Business: The Art of Winning Podcast!” In the interview, Dr. Story shares valuable insight on leading in Japan, surviving COVID-19 as a training company, building lifelong partnerships with clients, and developing one's personal and professional brand.   Dr. Story shares his three guiding values as a leader. First is to have “kokorogamae” – meaning true intention. Having the “kokorogamae” to build lifetime partnerships, build a good reputation, and achieving success is an important starting point. Secondly, being reliable and accountable is key in a conservative, risk-averse business environment like Japan. Thirdly, building helpful relationships and seeking support through mentors and resources like podcasts is crucial in continuous growth and success.   In addition to being President of Dale Carnegie Training Tokyo and a Dale Carnegie Master Trainer, Dr. Story has written several Amazon #1 Bestsellers books: “Japan Sales Mastery”, “Japan Business Mastery” and “Japan Presentations Mastery” and most recently “Za Eigyo” on how to sell in Japan.   All of Dr. Story's books and online content are true accounts of his experience doing business and leading in Japan which he hopes will help Japanese people and those working in Japan to improve their professional sales, presentation, and leadership skills.   Dr. Story advises other business professionals to design their personal and professional brand carefully and consistently. He explains that by doing so, “when people find you in business, they find the best you that you want to put forward, and they will ascertain whether they want to do business with you.”

Dr. Greg Story, President of Dale Carnegie Training Tokyo Japan and master trainer in sales, presentations and leadership provides further insight into his extensive career in sales in Part Two of his interview with Andrew Hankinson.   “I love the fact that sales makes the wheels of commerce turn. Without sales, there's no business…it's such an important role” explains Dr. Story. Yet he points out many companies do not invest in their sales team. Realizing a need for training, in 1939 Dale Carnegie pioneered a series of public sales training courses with Percy Whiting. Dr. Story himself struggled starting as a salesperson at 16 years old selling Britannica encyclopedia door to door and reciting a 25-minute pitch. He claims: “it was only later when I got the training that I realized I could do this because before that I had no confidence.”   Dr. Story has released over 250 episodes of sales-focused podcasts titled The Japan Sales Series and has published two books, Japan Sales Mastery and Japan Business Mastery, in addition to 5 more podcast series. The Japan Sales Mastery breaks down the sales techniques taught in the Dale Carnegie sales training programs and how they can be used in the Japanese business culture. In Japan, Dr. Story claims, one needs to get permission to ask questions to understand client needs in order to persuasively sell a suitable product or service. In reality, he has seen many salespeople waste valuable client-facing time by creating a one-way presentation. The Japan Business Mastery provides an overview of the Japanese business landscape for senior-level leaders who are planning to work in Japan yet do not know about the unique business culture. Dr. Story's new book, Japan Presentations Mastery will be coming out soon in 2022.   Networking is also a key event for salespeople, but Dr. Story has seen many people in Japan not maximizing on the business opportunities networking provides. He explains it is vital to talk to as many people in such events as one never knows who can turn into a potential client. When attending networking events with his team, Dr. Story is usually the one to walk up to other attendees, handing out his business card. Afterwards, he introduces his staff and encourage them to connect. As the President of Dale Carnegie Training Tokyo, Dr. Story also uses the opportunity to gain access to other executives which his staff do not have.   Dr. Story notes connecting with decision-makers and clients in the post-COVID world will become more and more complex. Doing cold calls, getting referrals, networking and even meeting existing clients will become more difficult in the virtual environment. Dr. Story asks, “the problem though, is how do you engage the buyer in that limited environment?” He suggests using small talk before going into the main topic in order to have a human connection, even through online meetings. He adds: “And that's why that trust is so critical. Your capacity to understand the client's needs being very precise, about expectations management, about follow-up, about keeping in touch. These things are critical. Japan in a sense it's very demanding, but if you know what is demanded, then you can supply that demand.”   When telling a story, Dr. Story advises to use the CIR formula – context, insight, and relevance. He says: “you start with the background and then pull out an insight from that and why that would help us as a relevancy…you can disagree with my conclusion, but you can't disagree with my context because my context will come from my experience. It's based on my reality…If I tell my story well, enough, you are leaping ahead of me. As you hear the background, as you hear the context, your brain is going well, we should do X. And when I get to the point where I say, we should do X…you already got there ahead of me.”   Dr. Story's favourite Japanese word is zanshin残心 – zan means to “remain” and shin means “spirit” or “presence.” He further explains: “when you strike your opponent, you are 100% concentrated even after the blow. That alertness of spirit, that is zanshin…so that spirit of karate remained with me my whole life. The zanshin of karate training took a very shy young man who had nothing going for him…the spirit to fight and to challenge…it's like a reverberation of your spirit that goes beyond the striking of the bell. So when I'm gone, I'm in another place, I hope I have left something on this planet that will be good and help people reverberate beyond my life.”

Dr. Greg Story, President of Dale Carnegie Training Tokyo Japan, sits down with Andrew Hankinson, Senior Managing Director at ZWILLING J.A. HENCKELS Japan Ltd. and podcast host of Now and Zen to talk about his valuable insight in leading in Japan, with a focus on presentations in Part One. Part two will focus on sales.   Dr. Greg Story has been working in Japan for 36 years in various leadership roles. He has written two books, Japan Sales Mastery and Japan Business Mastery, hosts six different podcasts, and is a master trainer in soft skills development including sales, presentation, and leadership.   Dr. Story calls himself a perpetual student with a constant thirst for learning. As someone that struggled during his early years to get his career started, Dr. Story finds joy in helping people maximize their professional careers.   Dr. Story explains that public speaking skills are essential if you want to have influence on people – from leading projects, making financial decisions, or even deciding what to eat for lunch. Dr. Story admits, he himself had been fearful of public speaking and avoided it until his early thirties. But nobody is born a natural public speaker and the skill can be developed through training. The High Impact Presentation course delivered by Dale Carnegie Training takes two days for people to dramatically improve their presentation skills. Dr. Story explains that with two instructors and massive coaching in an incredibly safe, critique-free environment, this is made possible   Dr. Story claims nerves due to public speaking can also be controlled through techniques like deep breathing and burning off energy. He recommends having the first few minutes of the presentation well-organized with a strong beginning. He adds to never apologize and keep one's composure and audiences will not notice any minor blunders. When facing a hostile audience during Q&A sessions, Dr. Story recommends paraphrasing the question before answering it. He also advises to take a few seconds before answering the question and make eye contact with individuals in the crowd for six seconds each. In this way, the focus is not on the individual asking the question but the entire audience.   Being clear, concise, and valued are some of the top qualities people want to achieve in the High Impact Presentation course. In order to have a clear key message in presentations, Dr. Story asks people “if we could write the punchline of your talk on a rice grain, what would we say?.” Once the main point is determined, he advises to work backwards to design the context, background, evidence, and opening of the speech. Dr. Story highlights the importance of having a strong opening and enthusiasm to get the audience engaged and excited.   Even when attending other people's talks, Dr. Story recommends being prepared to talk and ask questions to the speaker to be ready to speak on the spot.   Next week we will continue to Part Two of Dr. Story's interview in the Leadership Japan Series!

At the center of everything we do is the customer relationship.  Additionally, like planets revolving around the sun, there are five stages of the sales cycle revolving around the customer relationship, which we must pass through in order to make the sale.  In a way, this is our roadmap for when we are talking to the buyer.  If we want to make a sale and get the re-order, we must control the sales conversation with the buyer, not the other way around. When we are talking to the buyer we are never stuck, because we know where we are in the cycle and what needs to come next. Let's take a walk through the galaxy and visit each of these stages of the sales cycle.   This is all about forming a positive first impression. Remember the client doesn't know us yet.  We may have met them at an event, through a referral, via a website lead or through a cold call. We need our credibility statement beautifully refined to explain who we are and why we can do a great job of serving the buyer. We need to ask some qualifying questions at this point to really understand if we can in fact serve the buyer or not.    We need a plan for the conversation, so we have prepared an agenda statement. We invite the buyer to add any items they think necessary to get the right buy in, to progress the meeting using this agenda.   They don't know us and this is an important point. We need to find out what they do know about us from their research or what they have heard in the market. Definitely we need to immediately correct any misperceptions or wrong information.   We are here to help them solve their problems, but like a medical doctor we need to understand the situation completely, before we start prescribing any solutions.  To do this we need to ask as series of questions.   What is their current situation?   Where do they want to be in the next few years?   What things do they need to change to get where they want to be?   If this is a successful project helping them with their solutions, what will it mean for them personally?   After hearing them out we need to tell them if we can in fact help them or not. If we can't then we need to get moving and find someone we can help.  If we can help them, we give a quick summary of what we heard.  Then we add our declaration that we do in fact have the right solutions for their issues.   We take what they have told us and we build the solution.  Next, we have to take them through the solution, so that they know exactly how we can help them, how it works, what is involved, etc.  At this point we are confirming that our understanding of their issues is correct.  We need to provide the detail, the facts, features etc.    Importantly we need to provide the benefits of the features we are describing – tell them how to apply this in their business.  We also must provide evidence of where this has worked before – we need to provide proof of what we are saying.  Finally we should check for understanding or any concerns at this point, by using a trial close to test the waters.   Now if we haven't been clear enough in our solution explanation, questions will arise.  If we haven't been persuasive enough, then concerns will arise.  We may even get strong pushback against our solution.  We need to know how to professionally handle any objections.   We have outlined the solution and dealt with any concerns, so now it is time to ask for the order. Before doing that, we need to paint a word picture that can conjure up in their mind scenes of success using our solution. We use one of our many techniques for softly asking for the order.    Once we get agreement, then we have to flesh out the details of how the solution will be delivered.  We need to maintain contact with the client to make sure all is well after we have delivered the solution and see if they need any other help.  A very happy client is perfectly poised to refer us to others who could also make valuable use of our solution.   The five steps in the sales cycle are our roadmap and all we need to do is work our way through them.  Probably steps three to five will be at the second meeting.  Do you have a road map?  Do you have your credibility statement, agenda statement, qualifying questions?  Do you have the right strategy for dealing with objections and for gently asking for the order?  If you don't, then “Japan Sales Mastery” will become a Sales Bible for you in Japan.      

Usually when we have an opportunity to make a presentation, we get busy thinking about what we will talk about.  The organisers may have set some rails by specifying the theme of the event or they may have asked us to speak on a particular topic.  We are busy and often we start with creating new slides and scanning previous presentations for slides we can recycle.  This is a poor strategy.  What do we bang on about to our staff – plan the event or the project before you get started on the nitty gritty details. However, we neglect our own sage advice when it comes to presenting.   Part of the planning process should involve boiling the key message down to a nub that cleverly, succinctly and concisely summarises the whole point of the talk.  Before we go there though we would be wise to consult others for ideas.  It is a bit odd isn't it, because we are always recommending collaboration and crowd sourcing of ideas for projects.  How we seek those ideas though is a bit tricky.   Bounding up to someone for your presentation and suddenly saying , “do you have any ideas for this talk I am going to give” may not work all that well.  Teamwork featuring excellent levels of collaboration is a concept, a sacred concept in most firms, but rather undefined.  What is the environment for collaboration?  Are people's ideas welcomed in your workplace?  Are we able to go outside the workplace and source broader networks for ideas?  Do we have trustworthy networks in the first place?   I had to give a keynote speech to a relocation industry conference in Osaka.  I called my contacts working in that industry and asked them about their issues, headaches and challenges.  I have never worked in that industry and neither had anyone in my company, so I needed that broader network to help me.  The irony was that after all the work I had put into crafting that piece de resistance , Covid put the whole event to the sword. I never did give that talk. It would have been brilliant of course!   Jokes aside, the idea of involving others is a good one, because we only know what we know.  “Two brains are better than one” is ancient wisdom, but how often do we avail ourselves of outside input.  I was getting my book “Japan Sales Mastery” translated and was struggling for the best title in Japanese.  My friend Tak Adachi and I were having lunch and I mentioned my problem.  He said why don't you just call it “Za Eigyo” or “The Sale”.  My son, later said to me why don't I drop the katakana for “Za” from the title and just use “The” from English, to become “The Eigyo”.    This was a smart idea because I am an Australian writing in Japanese about selling in Japan, so the title combines both languages, to differentiate the book as a how foreigner would look at the world of sales in Japan.  I would never have come up with those ideas on my own, so it demonstrated the value of collaboration.   The problem is we all recognise this in theory and we should be applying it to our presentation preparations, but we turn the whole thing into a solitary affair.  We emerge from our cave, brandishing our slide deck and away we go.  Getting more input is a better road to take, but there are some caveats.  People we consult on the spot, will give us the very shallowest of ideas. We need to set this up, explain the theme and then fix a date a few days later, to allow them to digest the theme and work on some ideas.  We are looking for diversity of views here and are not going to make any snap judgments.  We should listen quietly – no interrupting, jumping in over the top of them or ending their sentences.  We then thank them and privately reject, modify or incorporate their ideas.   If we ask them to give some feedback on our ideas, always frame the response.  We want them to tell us what they like about it first and then tell us how we could make it even better.  Confidence is a key aspect when presenting and that includes the preparation phase as well.  This whole effort doesn't have to take a lot of time, so we are not going to be caught in a time crunch and have to rush things, to be in time for the talk.  More ancient wisdom says we don't plan to fail, but we often fail to plan.  We can incorporate more ideas into the preparation phase, if we simply plan for it.

Kokorogamae is one of those Japanese concepts which are a bit tricky to translate.  Kokoro by itself as a word has a wide variety of meanings – mind, spirit, mentality, idea, thought, heart, feeling, sincerity, intention, will, true meaning, etc.  It is a radical in the Japanese kanji ideographic script and so appears in a large number of compound words.  Kamae comes from the verb kamaeru meaning take a posture, assume an attitude, be ready for, etc.  In Japanese, when the two words are combined, there is a phonetic shift of the “k” in kamae to a “g” sound. I first heard these two Japanese words in my karate dojo back in 1971, but never as a compound word.  Every class we were given the command “kamae”, meaning to take our fighting stance. For anyone doing Japanese martial arts, this is a very familiar word. The Kokorogamae concept is closely linked to Japanese ideas around perfectionism and mindset.  You cannot produce a perfect output, if your mind is not properly aligned with the action.  A great calligraphy master will establish their Kokorogame before they wield the brush, the ikebana master will do the same before they place the flowers, as will the master of tea ceremony before they begin to whisk the tea.  They perfect their mindset, to produce the perfect output. In my first book Japan Sales Mastery, I wrote about Kokorogamae in the context of sales.  What was your true intention as a salesperson.  Was it to secure a big commission, bonus or promotion for yourself or was it to help the client to succeed in their business?  The mindset is totally different and the output can be a single sale or a lifetime partnership with the client.  If you are a salesperson, which is your intention? Leaders also have their Kokorogame.  Hanging on many walls, protected behind glass, tastefully framed, clearly written is the Kokorogame of the organisation.  In English, we call it the Vision, Mission, Values of the firm.  Someone or a group of people, thought about where do we want to take the organisation in a perfect world, in other words what is the Vision going forward?  What we do that is the Mission?  Why we do that are the Values.  This is the Kokorogamae at the macro level. The culture of the organisation is there to police the individual adherence to the corporate Kokorogamae.  The leader's key role is to bring clarity to the Why of what we are all doing.  But where does that concept of the Why spring from?  Simon Sinik has more or less, become the owner of the Why since his YouTube video went viral.  The Kokorogamae concept starts up one step before what Simon is talking about.  He concentrates on concentrating on the importance of establishing the Why, but how do you determine the Why of the Why? Where does that come from? This is where Kokorogamae is useful.  It makes us reflect on what we believe and why we believe it.  As the leader, is my true intention to build up the people in my team and help them become the absolute best that they can be?  Or, are they there to serve me, to propel my rise through the corporate ranks, with them arrayed like worker bee slaves to me, the Queen bee.  Just as in sales, these goals are not mutually exclusive.  A famous sales trainer Zig Ziglar said, “you can have everything you want, if you just help other people get what they want”.  Your Kokorogamae can create your own success wrapped up inside the success of your client.  As a leader, you can rise through the ranks on the back of the results created by a highly engaged team, who feel you have their back and are focused on their success. The key point is where is the focus of your thoughts about the people in the business?  How do you really see them, when we strip away all the psychobabble?  To get better clarity on that, we can use the handy Japanese concept of tatemae and honne, meaning the superficial reality and the actual reality.  Are you leading based on a tatemae version of what you are supposed to say and do or is the real you, the honne, the one your people see everyday?  What is your true intention?  What is your Kokorogamae as a leader regarding your team members and the organisation? 

One More Critical Key For Both Online And In-Person Presenting Success   Previously I talked about the importance of eye contact when presenting, whether online or in the venue with the audience.  Another major element is how presenters use their voice when in front of their audience, be they sojourned in tiny boxes on screen or live in the room, standing right in front of us.  You would think this was the easiest thing in the world.  We talk to our friends, family and colleagues, so what is the big deal about talking when we are presenting?  Good question and yet so many erstwhile presenters make a mess of it.   The online world is full of traps for presenters.  The audio quality of every system I have used so far has been dodgy.  This means that our voice is not easily heard and what we are saying is not always being comprehended.  Some presenters just use the built-in microphone in their computers, rather than using a more specialised, sophiticated headset and microphone combination.  This adds to the underlying issue with the various already flawed broadcast platforms.  The lesson here is use a good quality headset and microphone combo.   In the live audience situation, we have those individuals who flee from the microphone, those who manhandle it, rendering it ineffective and those who know what they are doing.  Leaning over to speak into a rostrum mounted microphone stand should only be allowed for those with lustrous and ample hair.  Bald spot spotting is never a pleasant pastime.  Actually even those with amply hirsute proportions, are forced to look down when they address the audience, when using a low microphone stand.  Get there early and ask for a better microphone stand or a pin microphone. Lavalier microphones have the added benefit of freeing you from penal servitude, locked away behind the rostrum.  You can move across the stage and engage members of the audience seated to the extreme left and right as well as those in the middle.   When holding a hand microphone, hold it by the handle and speak across the mesh.  A common error is holding the microphone too low.  Amazingly, I see people holding it at waste height and then expecting the equipment to pick up their sound waves.  Please do not wrap your paws around the top, in a savage attempt to strangle the implement.  I can never understand why some people cover the microphone top with their palm and then expect it to broadcast their contribution.  By the way, if you are nervous and the microphone is now frantically wiggling in your palm, just pull your hand to your upper chest, hold it there and speak across the mesh.  If you are really nervous, use both hands.   Apart from the tech issues there are the human own goals being scored with alarming frequency and consistency.  The most common is the lack of understanding of that most wonderful instrument – our own voice and what it can do.  When we are online, the microphone technology in headsets is very good, so we don't have to yell to be heard.  Before you start your online presentation and before the participants are allowed into the virtual room, do a microphone check, for the right speaking level you will need throughout you talk.  We normally do this in a room, before the audience arrives. Online presentations need this sound check too. Remember for online, we need to be able to speak with more energy than normal, without becoming deafening.   When we are speaking with friends, we don't need to project our voice very much because even with social distancing we are usually physically close to them and if we did, they would ask us to stop shouting at them.  On stage, in front of an audience, we need to up our energy levels.  When we push out our ki or our intrinsic energy, we connect with the audience physiologically.  I have been practicing traditional Japanese karate for 50 years now.  When I speak in public, without even thinking about it, I am directing a lot of ki to my audience.  The audience literally feels the power of my conviction, in what I am saying and what I am recommending to them.  This ki projection allows you to reach every member of the audience, no matter how far away they are seated.  It also creates a type of powerful magnetic field that turns their mobile phones into kryptonite and keeps them attracted to what you are saying.   Online and in-person, the absolute message mangler is the monotone delivery.  I hereby expose these nefarious presenters as card carrying members of the Guild of Public Speaking Flat Heads.  This is not an organisation you want to join.  They assault us with their flat delivery, flat energy and flat commitment.    In Japan, this means immediate and automatic audience slumber permission has been granted.  It has a hypnotic effect on many Japanese, similar to the gentle swaying of the trains. Off they go to the Nipponese equivalent of the land of Nod.  The cure for banishment to purgatory by monotone voicing is variety.  There are three elements: tonal, strength and speed.  European languages have that rise and fall tonal variety, whereas the Japanese language is spoken in a flat manner.  Regardless of linguistic chauvinism regarding tone, all languages can access the acceleration and deacceleration of speaking speed. We can speed it up and slow -it - down.  We can also vary the strength output, to go from a roar, to a conspiratorial stage whisper.   I opted to personally narrate my own two books “Japan Sales Mastery” and “Japan Business Mastery”, despite the excruciating stamina involved, dragged out over many painful hours.  There was only one reason for this insanity.  I know which words I want to emphasis in my sentences, whereas a professional narrator won't have a clue.  Whether we are speaking to people in the virtual world or those sitting in front of us, we must keep in mind that not every word in a sentence is created equally.  Some are there for more emphasis, to help us sell our message.  We have to either hit those words harder or softer for effect, to be an effective speaker.    Virtual or in-person, our voice carries the day.  Presenting is a world of its own and we need to rise to the occasion to match its requirements.  Variety is the key, so focus on that and your audience will be with you from the start until the finish.  In this Age of Distraction, that is a big achievement.    

Yasuaki Mori Ex-CEO Of Infineon Technologies Japan: EPISODE #1 Japan's Top Business Interviews Yasuaki Mori is a European, Asia and North American technology growth executive in the disruptive mobility, automotive, IIoT and cyber security markets.  He has grown businesses from $200 to $700M and scaled organization from 100 to 200+ people, developed go-to market strategies and rebuilt, converted, strengthened organizations in sales, marketing, channel, system/application engineering, product quality, HR, finance. marcom, logistics and government affairs. He is a multi-lingual & multi-cultural executive (French, Japanese, English) with professional networks in Europe, US and Asia. Summary Points  Joint venture sales are tough because both parties are in the same market with a focus on synergies but occasionally you end up in a competitive situation. When the joint venture parties are from different cultures, e.g. Japanese and German, you need trust and understanding, however both are exercised differently in the different countries. For example, in Japan, harmony is exercised through Honne (real truth) and Tatemae (façade), but in Germany it is exercised by people giving their true opinion, so it can be tough for employees and clients to deal with. We used to have meetings where only the leadership spoke. After the earthquake and tsunami in Northern Japan several years ago, we held daily meetings in order to keep operations moving, and as things calmed down, we cut the meetings down to once a week and then once a month. However, when we tried to cut the meetings out altogether, the employees asked for it to be kept on as a standard part of our procedures. It become a town hall meeting where people, not just the leadership contributed. Unofficial communication in Japan is superb and it would be good to be able to tap into that to make it more corporate and help shake off the communication silos. Middle management is what tends to the blockage point, not because they wanted to block things, but because we as senior management were not paying enough attention to what feedback they were giving about our discussions about strategy etc.  What a strategy means for senior management has a totally different meaning for the lower ranks and middle management needs to be engaged and coached on how to spread the message. Push out as much information as possible unless it is strictly confidential, since unless you tell people what and why things are happening in understandable terms, it is never effective. Japanese employees traditionally ask their bosses for instructions, but I think its better to know what your value is in the company, and where you are adding value to the whole chain of the company, then you should know what you need to do – then you don`t need to ask your boss about what you should do. And by adding value to yourself, you are making yourself more valuable to the external market. Japan still works from a top-down method whereas foreign companies work in a matrix. Executives are expensive with limited time frames like 3-4 years, and because they have to get used to Japan at the beginning and settle their families, and then towards the end of their term, they need to look for a job back home, they are really only effective for 1-2 years so that is one of the problems you face by sending a novice to Japan. A good element of Japan is limited corporate greed in comparison to other countries.  Honesty is a key strength in Japan that is a good foundation to help build a business on. Although I`m not sure how it equates to taking more risk for innovation.  Big data and good data analytics can relieve many efficiency and quality problems but there is limited understanding in traditional management style Japanese companies of how to use AI because it is not just about technology, its about organizational change. Japan is very weak in terms of making deliberate organizational change to suit the technology.  There is a reluctance to go digital because the Gemba (factory floor) is so strong, but people are getting older and there are fewer and fewer workers so digitization needs to happen. But this needs fast decisions and these are not a strength of traditional corporate Japanese cultures. Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com If you enjoy these articles, then head over to www.enjapan.dalecarnegie.com and check out our whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules. About The Author Dr. Greg Story Your Corporate Coaching And Training Guy President, Dale Carnegie Training Japan Author of “Japan Sales Mastery”, the Amazon #1 Bestseller on selling in Japan and the first book on the subject in the last thirty years.   He is also the author of the new book “Japan Business Mastery” aimed at business people who are new to Japan and want to know more about how things work here. In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year plus veteran of Japan. A committed lifelong learner, he publishes articles in the American, British and European Chamber journals, and daily releases his videos and podcasts.   For podcasts and videos:  Mondays THE Cutting Edge Japan Business Show podcast & THE Cutting Edge Japan Business Show video Tuesday THE Leadership Japan Series Wednesday THE Sales Japan series Thursday THE Presentations Japan Series"   Friday THE Japan Business Mastery Show & THE Japan Business Mastery Show video.   Saturday Japan's Top Business Interviews Show podcast and Japan's Top Business Interviews Show video He is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer. Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business. #DCTakeCommand

Unprofessional Professional Salespeople   Salespeople in their forties, who have been selling their whole careers are professional salespeople.  They are not Johnny Come Latelys who found themselves washed up on the shore of the sales profession or people who wandered through the wrong door and found themselves in a sales job.  They have been in the game for decades and have acquired vast experience.  Or so you would assume but Japan always has a surprise or two up its sleeve.   My wife contacted a very large multi national insurance company here to buy some cancer insurance.  The company rep was coming around on the weekend to get me to sign the dotted line for my component of the policy.  Being a sales guy myself, I am always nice to fellow salespeople and treat them well.  The policy was wrapped up and the documents duly signed and completed when they bridged into a cross sell.   We had now moved away from their insurance range of products to an annuity product.  It wasn't announced as such but I quickly realised what it was because we used to sell these when I was at the Shinsei retail bank.  Actually they are a good idea for Japan because the Government pension scheme will collapse in the future when there are not enough young people paying in, to support the retirees taking the money out.    Being a best selling author of Japan Sales Mastery you can imagine my interest in seeing how these seasoned Japanese insurance sales guys were going to conduct the sales process with me.  The brochure was immediately produced and we were walked through the details.  Dollar cost averaging got a lot of attention and there were graphs and tables to support the idea.  There was even a quiz with three amounts to choose from representing how much we thought the dollar cost averaging investment approach would produce based around a fluctuating graph of investment fund performance.   I chose the largest return amount and was immediately congratulated as being only the second person he had even met who got the answer correct.  Terrific!  However, while sitting there, I was beginning to wonder when these two characters would start quizzing me on my investment and financial goals, the structure of the family unit, current allocations etc.  Nope, not a question about any of that.  Just a long pitch on this product and the returns parameters we could expect at the end of ten years.  Actually, Japan has a such a low interest environment, the number proffered at the end of ten years was a peanut.   I took hold of the brochure at the end of the pitch and started reading through it.  They said their company was the fund manager, but what I found was it was a fund of fund structure. That is fine, nothing wrong with that, but what was the composition of these various funds they had selected.  Not a word about that.  I also found the bit about the fees, that the funds charged, including the tail.  I asked about these fees and it was instantly obvious neither of them had ever looked at that section of the brochure.  How could that be?   These are professionals in sales who don't know their own product and don't ask any questions.  I would not qualify them as “professional” despite the many years they have been in sales.  How can you expect to sell a sophisticated annuity product to a client, if you have no idea what their timelines are for retirement, what is the nature of their inheritance tax planning regime, their goals for investing?    This is Japan.  Salespeople here are woefully under trained.  You may have a sales force here and assume that “professional” salespeople in their forties, who have been in sales all their careers have a clue.  You would be wrong.    

Leading An Intentional Sales Professional Life In 2020   The targets for the year are already set or will be set shortly, no matter when your financial year begins.  These numbers are irrelevant.  What is more important is what you are going to do to improve yourself this year to make hitting those targets more certain and easier to do.  We tend to roll one year into the next without any interventions to recalibrate what we are doing and why we are doing it.  Habits are good and bad and bad habits are the enemy of progress.  Let's ditch those in 2020.  Here are some things to work on for the new year coming up.   Decide you will become a professional.Sales is the refuge of failures from other jobs.  They lose their current job and because companies are always in need of more salespeople, they find themselves in a sales job.  Naturally they get no training, so the job is horrible.  Was this you?  Before you know it, you have fallen into a victim mentality and it can be hard to break free from the chains of low esteem and low self confidence.    Study about sales and communication.  If you can't read, then listen to audio or watch videos – there is so much free content marketing pieces available out there today it is unbelievable.  Get yourself on a sales training course and even if you have to borrow money to go on that course, do it, because the investment will repay you a hundred fold and more.  Naturally I recommend a Dale Carnegie sales course for you, but at least get training.  The difference is night and day and so is the money flow which comes back to you as a result.   Get your “kokorogame” right.I wrote about this in my book Japan Sales Mastery and we can translate the term from Japanese to mean “true intention”.  In the martial arts we meditate before commencing hostilities, in flower arranging the master strips the flower stems, in shodo the calligraphy expert rubs the ink stone to produce the ink.  These are all done with the same aim, to get our mind in the right frame for the activity we are about to undertake.  Sales is the same.  Why are we selling? Is it to make ourselves money or make the client money?  That is a fundamental question. The answer sets off a chain reaction of further decisions and actions, which totally define whether we are professionals or transients in the world of selling.   Decide to control the sale conversation.In Japan, in 99% of cases, the buyer controls the sales conversation and this is just ridiculous.  The salesperson's job is to help the buyer make the best decision to advance their business.  Why do we leave it to the client to self-service?  No!    This only happens when the salesperson is inadequate and untrained.  Instead we need to ask questions of the buyer to find our A. do we have what they need and B. if we do have it, then present the solution in a way that the client thinks, “fantastic – this is just what we need”.   In Japan we will be dragged into the mud and the blood of giving our pitch by the buyer unless we get their permission to ask them questions.  Japanese salespeople are pitchpeople not salespeople.  How on earth do you know what the client needs unless you ask them questions first?  Well you don't, but in this culture the buyer is God and God demands the pitch, unless the salesperson intervenes and redirects the conversation.  Once you have permission to ask questions, life gets good and you will get sales.  Pitching is a very tenuous way of striking it lucky and happen to chance upon what the buyer wants.  This is basically the stupid way of doing things, so don't do it.   There are many things to work on in selling in 2020, but if you can only concentrate on these three things then you will become a much more professional and skilful salesperson.  Attitude and skill are the basic building blocks on top of which we pour on the product knowledge. 

Start  In today's show we are looking at how fragile our leader brand is when we don't know how to present properly and what we can do about it. Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show".  I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number six  and we are talking about Six Ways To Accentuate Your Authentic Leader Voice       Before we get going, a quick word from our sponsor…. Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. Six Ways To Accentuate Your Authentic Leader Voice Why are so few business leaders good communicators, given all the education they have received, starting at varsity and then later, through their workplace organisations? Leaders are often told they need to be “authentic”.  That means to some, that it is fine to be dull, obtuse, monotone and forgettable.  While dramatic oratorical flourishes are not required, congruency is a must.  For leaders this means matching the way we communicate with the content of our message.    Here are six things to pay attention to, in order to differentiate our leader voice:   Don't speak using a monotone delivery. Our audience start to look for other points of stimulation, such as how we are dressed, our body language, our voice quality – almost everything except the actual key message content.   Leaders need to match their vocal variation and facial expression to the message being delivered. Congruency means emphasising key words or phrases, through either adding or subtracting voice projection. Whispering is as powerful as yelling, as long as the message content is aligned with the delivery mechanism.  Dialing up and down the energy and speed when speaking, creates the necessary vocal variation.   Business leaders are often notable for maintaining the same facial expression throughout their talk.  Good, striking, even exceptional news is greeted with the same fixed expression as announcing disaster, doom and gloom.   Voice speed can be an indicator of confidence or terror. Most of us, when nervous, tend to speed up and our ideas can rapidly begin to overtake each other. Pausing is needed to allow the audience to process and digest what they have just heard.    We can also speak using our eyes. The front, middle, back, the sides – the leader makes eye contact to engage with people in all parts of the room. Eye contact means actual engagement – looking an audience member in the eye and speaking to them for around 6 seconds. Less than that makes for a rather fleeting, perfunctory type of engagement.  Locking on to their gaze for too much longer starts to burn into their retina and becomes uncomfortable.    With our hands we either overemploy them, so that everything gets the same unbroken level of emphasis or we don't deploy them at all. Gestures are powerful to emphasise the key points we want our audience to remember. As a general rule, 15 seconds for each gesture allows it to have impact. After that point, the strength subsides and the gesture just becomes annoying.   You are the brand and what you say and how you say it matters. We judge the entire organization on you, so how leaders perform in public matters. Be congruent, authentic, be you, but be the best possible you.   Remember: always be congruent between our content and our delivery; use vocal tone, facial expression, power and speed to vary the delivery; keep our eyes fixed on our audience the whole time engaging them one by one; work the whole room and not just one side and understand you are the brand Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode seven we are talking about The Seven Deadly Sins Killing Your Team's Motivation Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show  

Start  In today's show we are looking at how to be differentiated from our rivals and be the consumate professional when we first meet the client. Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show".  I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number five  and we are talking about  Use These Three Sales Amplifiers In The First Thirty Seconds      Before we get going, a quick word from our sponsor….   Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. Use These Three Powerful Sales Amplifiers In The First Thirty Seconds   Building rapport in the first meeting with a prospective client is a critical make or break for establishing likeability or trust.  The first three to thirty seconds is vital, so what do we need to do?    Here are three things we need to get right:   Pay attention to our dress and our posture! Looking sharp and stand straight – this communicates confidence. Walk in standing straight and tall, stop and then bow or shake hands depending on the circumstances. If there is a handshake involved then, drop the dead fish (weak strength) grasp or the double hander (gripping the forearm with the other hand). The latter, is the classic insincere politician double hand grip. Some Japanese businesspeople I have met, have become overly Westernised, in that they apply a bone crusher grip when shaking hands. Don't do that.   When you first see the client, make eye contact. Don't burn a hole in the recipient's head, but hold eye contact at the start for around 6 seconds and SMILE. This conveys consideration, reliability, confidence – all attributes we are looking for in our business partners. We combine this with the greeting, the usual pleasantries spoken with supreme confidence, “Thank you for seeing me”, “Thank you for your time today”.  Now, what comes next is very important.    We segue into establishing rapport through initial light conversation. Try and differentiate yourself with something that is not anticipatory or standard. Be careful about complimenting a prominent feature of the lobby, office or the meeting room. Say something unexpected, intelligent and memorable.  For example, “Have you found your brand equity with your client's has improved since moving here?”.  This get's the focus off you the salesperson and on to the client and their business.   Having a good stock of conversation starters should be basic for every salesperson.  It might mean imparting some startling statistic that they may not have heard.  For example, “I read recently that the number of young people aged 15-24 has halved over the last 20 years, are you concerned about future talent retention as demand exceeds supply?”.  We might educate the client with some industry information they may not be aware of, but which would be deemed valuable.  We face a lot of competition for the mindspace of our prospective clients. To counteract that possible external pre-occupation and to get them back in the room with you, use a question – it works every time.   Remember: Refine an image through dress, posture and eye contact that projects confidence; stock your opening comments such that they are really well differentiated from all of your competitors, who have swanned in ahead of you; provide useful business references to introduce something new to the client that gets the attention off you and on to the client's business Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode six we are talking about Six Ways To Accentuate Your Authentic Leader Voice Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show   

Episode #105 Success Formula for Leading Project Teams Take One   Leading projects can be tricky.  Often the enthusiasm for the detail overrides the brain and the team are leaping into the minutia of the details without planning the project from a holistic viewpoint.  The other penchants of the misguided are looking for cool tech solutions when the biggest issues are always people issues.  Having a tracking tool is good except when the people involved don't have sufficient accountability to either use it.  Today we will dig deep into what we need to do to be a successful team leader for any projects.   Welcome back to this weekly edition every Monday of "THE Cutting Edge Japan Business Show" I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and my new book Japan Business Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market.   Before we get into this week's topic, here is what caught my attention lately. Japan has the lowest ratio of people of working age to those aged sixty five or over according to a UN report.  Japan has only one point eight people aged twenty five to sixty four, for each person aged sixty five or older. By comparison the ratio in Australia and New Zealand was three point three and three in Europe and North America.  In other news, cash settles eighty percent of the transaction sin japan, with the rest done by credit cards, mobile payments and prepaid swipe cards.  That is the second highest cash usage in the world after Germany. According to Nomura research Institute cashless payments increase per customer sales by one point six percent.  Finally, according to the Research Institute of Japan Finance Corporation the average age of people who started a business in two thousand and eighteen was forty three years of age.  The proportion of people older than fifty rose to twenty six percent.  The research also showed that sixty eight percent of those starting a business were able to do so with less than ten million yen or ninety three thousand dollars. This is episode number #105    and we are talking about  Success Formula for Leading Project teams     Soredewa ikimasho, so let's get going. Projects are too common.  Because of this we take them for granted, seeing them as part of everyday work, but we don't approach them properly.  We usually gather the team together and then dive straight into the details of the project, without really applying a professional approach.  We certainly don't apply as much planning expertise to the task as we should, as we wade straight into the mechanics of the execution.  Why is that?   Poor leadership and lack of skills make for dangerous dance partners, as the team launches forth rocking and rolling with no strategy and little expertise.   Often, there is no existing documented planning process in place.  This can be rather ironic because often the projects are repeated or very similar projects are undertaken.  Templates and structure are missing so everyone just wings it, making it up as they go along, re-inventing the wheel.   The goals of the project are often vague.  This is a lack of direction from the top leadership to those tasked with doing the work.  The project leader has to push back and manage upwards, seeking clear reasons for the WHY of the project and then make sure everyone involved in the team understands the WHY.   Project scope creep is like a cancer that can kill the project, denying it success.  The project begins with vague boundaries around what is to be done.  In quick order, either external parties or the team themselves, become like Emus and are attracted by bright shiny objects.  Very quickly the additional tasks multiply but the time frame and the resources committed to the project do not change.  This never ends well.   The implementation strategy regarding roles, budgets, timelines and follow-up is weak or non-existent.  Well, when you are having fun and winging it, you are super busy getting on with the actual work, so no strategy needed.  Later things go wrong because timelines were not clear nor properly planned.  The resources do not turn up at the required timing or the sequencing of the work is found to be skewwhiff, so there are delays you cannot easily cover or resolve.   You quickly find that people, rather than logistics, are the trickiest part of project leadership.  You may not have been able to match the project team resource with the skill sets required and you have to make do with what you have.  There may be incompatible working styles in the team and you are now chief psychologist, in addition to team project leader, spending a lot of time and energy dealing with staff or division conflicts. Welcome back The start of the project may be exciting, but over time other tasks start to impede on this project and compete for your people's time.  Their motivation starts to slide.  You have to rally them constantly to be enthusiastic and committed to the successful completion of the project.  This is when you discover your communication and persuasion skills are rubbish and you are getting nowhere with them.  This becomes magnified when there are critical issues of internal and external cooperation required.  People not completing their tasks on time unleashes issues around trust and reliability.  Their excuses are never in short supply, but this is not especially helpful, because your boss won't be accepting any from you, as project leader.    Because you have never been trained on how to delegate properly, you either don't do it at all or you give it a shot, it fails and you wind up doing most of the work.  This would be fine if you had nothing else to do and could devote your time to just this one project.  Strangely enough the organization has bigger plans for you and they involve a whole slather of other work to be done as well.   The answer is fairly simple.  Train people properly on how to lead projects.  Projects are always going to occur and we should have our own organisation's way of doing them.  This would be developed through long periods of hands on experience and constantly updated to reflect best practice discoveries made along the journey.    There are seven project evolution steps we should follow: define scope; devise plan; implement; monitor/modify/keep checking; get closure/evaluate and finally celebrate.  For each of these steps we need a trained project head, highly skilled in leading people, rather someone we who is ace on creating macros in spreadsheets! THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Fridays, I release my other TV show The Japan Business Mastery Show on YouTube.   In episode #106 Don't tell Me, Show me we are talking about. Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!  

Start  In today's show we are looking at the importance of the boss care factor about staff, the power of the WHY and where pride in the organisation plays a role in getting our people engaged.   INTRO  Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show".  I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number  4 and we are talking about Four Vital Ways To Get Your People More Engaged       Before we get going, a quick word from our sponsor…. Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. Four Vital Ways To Get Your People More Engaged There is a lot to do and once you get to a certain scale you realise you can't do it all by yourself.  This is when you need your staff.  That is fine, but they didn't start the business or if it is an established business, they are not the boss on much better money.  How do you get your people to actually really care about the business?   There are four things to focus on.  This research was completed globally , including in Japan and it showed the same results.    Look carefully at your relationship with your direct reports. This is the biggest factor and this is where you may be the source of the disengagement. The simple rule is this: how would you like to treated by the boss?  Okay, in this case, you are the boss, but are you reserving one rule for yourself and how you wanted to be treated and a having a different set of rules for your team?  Do you know what is going in their lives?  Do you understand their motivations, goals, aims, values?  If you don't, then get busy and find out.   Do the people at the bottom believe that the people at the top are taking the organisation in the right direction?Often the WHY of what we are doing is not communicated well enough.  The senior execs know what it is, because they created it.  They just do a poor job of informing everyone down the line about it.  You might think, “Hey, I told then the Vision, Mission and Values, so it is done and dusted”.  It is not done, because you have to keep telling them and telling them, all the time and forever.  Leaders learn this the hard way.  You cannot tell them once and expect they get it.  Note to self: keep telling them.   Are people proud to work in the organisation.If you work for Toyota then it is probably pretty easy to feel pride, because you are Godzilla dominating everyone.  If you don't have gargantuan bulk, a massive brand or world domination going for you, then you have to think about getting pride going in the troops.  Punch above your weight, be the speedboat not the oil tanker, monster a niche – find a way to emphasise your mission, differentiation or special juice.   The spark, trigger, nitro to light up engagement is the boss making sure the people know the boss cares about them and really values what they do.Sounds tremendously simple, except we find ourselves constantly barking out orders like a mad pirate captain.  Really communicating that the work people are doing is highly valued gets their motivation, confidence and engagement going.  But are you doing it?  If you aren't, then look for ways to communicate that they and their work are highly valued around here and do it in a genuine way.   So the four things to get engagement are ONE. work on your relationship with your direct reports, TWO. explain the WHY, THREE focus on your company's super power and FOUR tell people they and their work is highly valued by you. Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode 5  we are talking about Use These Three Powerful Sales Amplifiers In The First Thirty Seconds Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show  

Episode #104 Hard Sell Hell Take One I feel sorry for the “phone dogs” having to cold call clients to sell them stuff and at the same time I hate them.  They are paid to call clients to arrange for one of the sale's team to roll in and close the sale. I am all in favour of cold calling but I detest idiocy.  The phone dogs are given sales scripts cobbled together by idiot bosses and the end result is you feel your intelligence is being insulted by this brutal process.  There are so may better ways to cold call clients it is embarrassing, so why do they persists doing it the stupid way?  Let's look at a more intelligent approach.   Welcome back to this weekly edition every Monday of "THE Cutting Edge Japan Business Show" I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and my new book Japan Business Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market.   Before we get into this week's topic, here is what caught my attention lately. We all grew up thinking teachers had a pretty good life.  Work is over by 3.00pm and they get months off from work during the summer holidays.  How good is that!  Well of course not in Japan.  Junior high school teachers here worked the longest hours on average of all the forty eight OECD countries.  They are putting in fifty six hours per week on average compared to the thirty eight point three hours average by the participants in the Teaching and Learning International Survey.  Primary school teachers in japan worked fifty four point four hours per week on average. In other news, a government survey has found that fifty three point two percent of youths and young adults in japan do not want to study abroad.  This is interesting because as the Japanese consumer population declines, because of the aging society, Japanese companies must add operations based outside of Japan.  These companies will desperately need more internationally minded and highly skilled speakers of English to compete internationally.  Where will the come from if the young don't want to leave Japan?  Finally, there is a major wealth disparity in Japan.  According to a Ministry of Internal Affairs and Communications survey, households whose head is sixty years or older, have about twenty four million yen or two hundred and twenty thousand dollars in savings on average.  About eighteen percent of this age group had forty million yen or three hundred and seventy thousand dollars or more in savings.  Twenty two percent however only had five million yen or forty six thousand dollars.  Households headed by someone twenty nine years or younger had on average only two point five million yen or twenty three thousand dollars in savings and debts of four point nine million yen or forty five thousand dollars. For those between the ages of forty and forty nine the average savings were ten point two million yen or ninety five thousand dollars and had debts of ten point six million yen or one hundred thousand dollars. This is episode number 104   and we are talking about  Hard Sell Hell     Soredewa ikimasho, so let's get going. “We are going to be in your area next week, would you be available on Tuesday or Thursday?”. “Really? Which part of my area will you be in?”. “Are you available on Tuesday or Thursday?”. “Wait a minute, you just said you would be in my area, so which part of my area will you be in?”  “Akasaka”. “Really that's interesting. Akasaka is a big place, which part of Akasaka?”. “Are you available on Tuesday or Thursday?”.   This was an outbound investment sales call.  The object was to sell me on investing my hard earned cash in their company's investment product.   By the way, this conversation carried on far beyond what I have extracted here and became even more ridiculous, if that is actually possible.  The essence was that I didn't believe that what they were saying was true.  They started with a suggestion that they would be in my area and could just drop by.  They say this to appear indirect and less “hard sell”.   However, when you push back on the validity of what they are saying, out comes the blatant hard sell - their constant annoying refrain of “Tuesday or Thursday?”.  Why would they be doing this, when it is so obviously ridiculous?  The answer is lack of sales skills and proper training.     There is a set script in place and I departed from the sacred text by challenging what they were saying. I did not believe that they will happen to be in my area and therefore that they could just drop by.  It sounded unlikely to me, so I pushed back on their basic assertion.  If they wanted to see me, why not just say, “we would love to visit you, would Tuesday suit or how about Thursday?”.  Instead they started with a lie or at best, a dubious assertion, that has close to zero credibility.   Now this sales call is for an investment offer, where you cannot see, taste, hear, touch or smell the product and you won't know if it is any good for years.  The trust factor on this type of sale is huge, yet they start the proceedings with an obvious lie.   How could they have done it more professionally?  They don't know me and have found my address and phone number somewhere, so are trying to begin a relationship.  When you are starting a relationship you need to immediately put the other person at ease and try to build some rapport.   “Hello Dr. Story, we have not met or spoken before, but my name is Taro and I am with xyz company. We exist to serve the interests of highly discerning clients like yourself.  Do you have a few moments to speak?   Thank you.   We offer information, insight and help busy executives like yourself to better manager their wealth.  Our clients often tell us they are so busy helping everyone else that they tend to sacrifice devoting enough time to their own personal wealth management.  Is this the type of experience you have ever had?   We may or may not have something that suits your situation, but the beauty of spending a short meeting with our experts is that they can at least outline some of the most successful portfolio structures that have been working for executives similar to yourself.  Are you in a position today to be able to consider investing in products which you might find attractive?”. Find out more when we come back from the break   Welcome back This example passage does a number of things.  It flatters me that I am discerning, checks that I have time to talk, tells me they are in the wealth advisory business.  They also pick a problem that busy executives do have and that is that often we are not managing our own wealth sufficiently well.     By asking me if I have had that experience, this opens up a sufficiently broad timeframe range to receive a positive “yes” response. By saying they may or may not have what I need, comes across as balanced, consultative and not hard sell.  Referring to the best practice examples, tells me they are only going to talk about things that are relevant and working well already.     Checking whether I have capacity to take action will save us all a lot of time.  Wealthy people don't leave their money sitting around in cash.  They are leveraging it, investing it, working it.  Often, as a result they don't have any capacity to invest, because they are already locked into other investments.  The wealth management firm is looking for people who have not committed all of their wealth because they have recently cashed out of something, come into sources of cash or have a high degree of liquidity to enable them to move cash around between investments.   Instead, all we had here was a hard sell for a Tuesday or Thursday alternative of choice, built off a lie about the fact they would be in my area next week.  There is no congruency between what they are selling and how they are selling it.  The young woman I was talking to was calling me from a Philippines sales boiler room and was a "phone dog", her job being to call large numbers of people like me on a list and go through the script.  I departed from the script and she was lost.   We are all in the trust business and so what we say can't be tricky, smarmy or duplicitous.  We are here to serve clients and tricking them into seeing us isn't a winning formula.  The point of the conversation was to get an appointment, no matter what.  Wrong objective!     The point of the conversation should have to been to build trust and invoke interest. They need to weed out non-clients like me, so that they are only speaking with qualified buyers. I wasn't one, but she had no idea of knowing that because the script wasn't intelligent.  Now you would hope that your financial advisor would be intelligent, yet what they were doing was clear proof to me how unintelligent they were.   In this modern age, boiler room induced hard sell doesn't work.  The client's interest has to be paramount.  Salespeople who don't get this basic point are not going to be around very long.  Re-design the sales approach and put the client's success at the center and then you will meet clients and make sales.  THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Fridays, I release my other TV show The Japan Business Mastery Show on YouTube.   In episode #105  we are talking about Success Formula For Leading project teams. Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!      

Start  In today's show we are looking at how to plan to be clear in your talk, knowing the viewpoint of your listeners and getting the delivery right.  Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show".  I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number 3  and we are talking about Four Easy Ways To Become More Clear When You Present      Before we get going, a quick word from our sponsor…. Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. Four Easy Ways To Become More Clear When You Present   The most common request from people attending our presentation skill classes is to become a clearer speaker.  Here are four areas to concentrate on.   Decide what is the purpose of our talk? Is it to Entertain people, so they leave feeling warm and fuzzy about us and our organization? Is it to Convince them or to Impress them that our organization is reliable and trustworthy?  Is it to Persuade or Inspire them to take some action that we are recommending?  Is it to just Inform them of some recent data or information that is relevant to their industry?  We need to be crystal clear about what we are trying to do with our talk, before we even worry about the design, production and delivery.   Thoroughly investigate beforehand just who will we be talking to? What is the generational mix, the age demographic, the male/female split? Are they experts, amateurs, dilettantes, critics, supporters, potential clients, etc.?  We need to pitch our talk at the right level for the audience – no dumbing down to the exceedingly well informed, insulting them at every turn.  We don't want to be an acronym heaven dweller or a specialist jargon snob, baffling the punters completely.  We need to gauge our listener's level of comprehension and make sure we are talking to them at their level of expertise.   Rehearse our talk before we give it. Sounds straight forward doesn't it, except that hardly anyone does this! If we prepare the talk in writing, we may find the cadence is different when we say the words out loud, compared to when we read it on a page. We also may find we have misjudged the time completely and be too long or too short.  We need to start singling out key words we want to hit harder than others for emphasis.  Speaking in a boring monotone is one of the most common errors of non-professional, non-competent speakers.   Get the mechanics of delivery right. When the message content is not congruent with the way you deliver the message, we get distracted by how you are dressed, by your body language, by the tone of your voice. Also, get you face involved! If it is good news, then smile; if you suggest doubt, have a quizzical expression on your face; if the information is surprising, have an expression of wonder; if it is bad news look unhappy or concerned. A wooden face, totally devoid of expression is a tremendous waste, when we have so much potential to add power to our words with our facial expression. Engage your audience by using eye contact and keep each person's gaze for around 6 seconds to make the eye contact meaningful, without it becoming intrusive. A well placed pause is a brilliant way to get the audience focused on what we have just said.  Often when we are nervous we speed up and start running the ideas together.  This makes it hard for the audience to digest the key points, because the points are rapidly overwhelming and replacing each other. Throw in some gestures to add power to the words, but don't maintain the same gesture for longer than 15 seconds.   To be clearer we need to decide what is the purpose of our talk, thoroughly investigate beforehand just who will we be talking to, rehearse our talk before we give it and get the mechanics of delivery right.   Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode 4 we are talking about Four Vital Ways To Get Your People More Engaged   Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show  

Episode #103 The Danger Zone When Presenting   In the history of the world, it has never been harder to be a presenter.  The Age of Distraction has guaranteed that everyone will mentally escape from us, without a bye your leave and with no compunction.  Assuming you have done a good job planning the opening to grab attention, have you also planned for the middle stanza of your talk?  This is where people can get bored and distracted.  They will leave you.  We need to plan the brackets of the main body of our talk or we may find ourselves talking to ourselves, as everyone is furtively looking at their phones under the desks.  Welcome back to this weekly edition every Monday of "THE Cutting Edge Japan Business Show" I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and my new book Japan Business Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market.   Before we get into this week's topic, here is what caught my attention lately. According to Toyota their Japan Taxi vehicle was launched not for profit but to contribute to the creation of a rich society by supporting the movement of many people with taxis.  It can carry wheel chair users, luggage-laden travelers and foreign visitors of all sizes.  It has a sliding door on the left side which make it very easy to enter and exit from. The object is to replace one third of Tokyo's thirty thousand taxis before the Olympic games start. Government subsidies are giving taxi companies incentives to buy the vehicle.  They consume half the fuel of older vehicles and the anti-collision sensors have reduced accidents by ten percent.  In other news, the Financial Services Agency the FSA is calling on financial institutions to crate financial products that focus on longevity  risk. This is running out of money before running out of life risk.  The FSA warns thought hat there is a need for services that preserve asset for when people cognitive functions deteriorate.  Finally, with the rise of research into autonomous driving issues have arisen.  In a level three situation the car is self driving but the human driver must take over in an emergency.  How does the car know this is the time to release the autonomous driving mode?  It won't do that until it is sure the driver is ready to take over.  Sumitomo Riko in Nagoya have developed the Smart Rubber sensor, made of anti-vibration electrically conductive rubber material which can determine which part of the steering wheel the driver is holding, by detecting a change in pressure.  Currently computers have a hard time determining whether pressure applied to the rubber on the steering wheel was from the driver or something else.  The new sensor will improve the accuracy of those detections. This is episode number #103  and we are talking about The Danger Zone When Presenting      Soredewa ikimasho, so let's get going. We have worked hard to get our opening right.  We know that first impressions really count and we have planned the start.  We contacted the organisers well before the talk to get a sense of who has signed up for the talk and what their main interests are. We got to the venue early and checked on all the logistics.  We don't need to thump the microphone and ask if they can hear us don the back because we have already tested it.  We don't need to fuss around with our laptop because we are ready to go or if there is a laptop change over, we do that first before we even start saying one word.    That first word is a chosen word, not some accidental offering.  We have been speaking with some of the early arrivals to get a sense of why they are attending and to know their name. we reference their name as we start to connect with the audience and remove the barriers between speaker and the gathered masses.   We are also fully primed for the end, with both our first summation and our final close.  We know we need two closes, one for the immediate end of the talk and another one for after the Q&A.  We have prepared both.  We know how to properly handle questions – repeating, if not hostile or paraphrasing if a veiled or direct attack upon us.  In this way, we can make sure everyone heard the question and that any invective in a question has been properly neutered.   What about the middle bit of the speech?  How we do we keep attention from start to finish when we have an entire audience fully tooled up with their escape vehicles firmly clasped in their hands.  Their mobile devices will release them from the mortal toil of listening to us and they can be swept afar to more interesting and pleasant climes.   The next time, you are at a presentation look around after the first 10 minutes and see what the audience are doing.  Many will be surreptitiously scrolling through their Facebook or Line feed or whatever, multi-tasking, rather than giving the speaker their full attention.  How do not become that speaker who has lost the opportunity to get their key message across to the audience?   Every five minutes we need to switch the pace.  We need to be presenting something that grabs the attention of the masses.  We need an example, a story, demonstration, audience involvement, etc.  This shouldn't be left to random chance.  This needs D-Day level planning, so that you know what slide you will show at what point, what story you will relate.  Your voice is such a phenomenal tool yet so many neuter it by turning it into a monotone that is guaranteed to become an insomnia cure.  Find out more when we come back from the break   Welcome back We need to use pace – fast and slow, strength – loud and soft, vocal intonation – up and down.  Japanese native speakers have a disadvantage on the up an down front because Japanese is  monotone delivery language.  No problem , just work on the pace and strength variables and you will gain enough variety in the delivery to keep your audience's attention.   Story telling is so powerful and so under used.  There is huge demand for reality television, which are like home movies into the lives of celebrities.  This is basic storytelling, often at a very mundane level.  Nevertheless, these programmes draw an audience because we are fascinated by the personal lives of others.  So tell your disasters, your fails, your hard won lessons, your triumphs.  Come up with pithy quotes that are referencing well known legends like JFK or Churchill etc.    The key here is the planning and then the practice.  What is written down sounds a bit clumsy sometimes when we say it out loud.  This is where rehearsal comes in.  Go through the presentation and work on the cadence of the delivery.  Make sure that every 5 minutes you are switching gears and giving your audience something to do, like raise their hand (don't overdo this, it is annoying) or ponder, or laugh at, or to nod knowingly.  We cannot let our audience escape and lose the benefit of hearing our valuable message to the idiocies of whatever is trending on social media.  It is our job to make sure that doesn't happen and the way to do that is to plan thoroughly on the basis, they will be gone in a nanosecond if we falter. THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Fridays, I release my other TV show The Japan Business Mastery Show on YouTube. In episode #104  we are talking about Hard Sell Hell. Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!  

Start  In today's show we are looking at how to prepare to deal with the gatekeepers who will try to block you, the right approach during the call and the importance of having a massive hook to grab attention.   Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show".  I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number 2   and we are talking about The Top Three Most Critical Things You Must Do When Cold Calling       Before we get going, a quick word from our sponsor…. Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. The Top Three Most Critical Things You Must Do When Cold Calling   Cold calling is dead!  No cold calling is not dead!  Lots of debate and advice on this subject and many a fortune funded as a result no doubt.  For Japan it is not dead but it is diabolically hard.  We need to select ideal prospects who are not presently clients.  We need to list companies up who are look-a-likes for current clients or fit into our sweet spot.  We have what they need, they just don't know it yet.  It is our duty to help them solve their problems with our help.   Step 1.  Expect resistance, barriers, fear, timidity, non-cooperation from the young lady who has been designated to answer the phone.  Her job is to get rid of you and she doesn't want to get balled out by her boss by letting you slip through the protective wall.  You know this, so you must design a killer opening to woo her to let you speak to her boss.   Step 2.  Introduce your name and company, very, very slowly and tremendously clearly.  It doesn't matter what language you are speaking. All that katakana is a total brain whiteout for her.  “This is Greg Story, from Dale Carnegie Training Japan”.  She was freaking out from the get go that it was a foreigner calling and all she can think about is that she can't speak English well and then you hit her with all those unfamiliar strange sounding names.   Step 3.  Slowly explain what you do and include a massive hook in there to get interest.  “We are global experts in corporate soft skills training.  We recently worked with XYZ company, your competitor, to increase their revenues by finding new clients.  It was a great success and they have seen a 35% jump in new business sales already.  Maybe we could do the same for you, I am not sure.    Please transfer me through to your Sales Director, so that he can make a judgment about whether this is something your company would like to know more about or whether you are okay for your rival to grab greater market share?  If you are not getting the new business, then that will have a big impact on your business survival. I know your Sales Director won't want to see that happen, so please let me discuss this with him.    If you don't allow me to speak with him, then my next call will be to another one of your competitors and so the problem will just get worse won't it.  We don't want that do we?  Please put me through to him”.   Yes it is a bit hard core for Japan you might be thinking, but in cold calling here you need dynamite to blow up that defensive wall. If they won't put you through,  call you back or answer your email, then keep approaching their competitors and one of them will want to hear what you have to say.   So the three steps are: One, mentally brace for getting the bum's rush. Two, introduce your name and company name very slowly and clearly.  Three, explain why you can help them and put a big hook in there to get them to bite. Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode three we are talking about Four Easy Ways To Become More Clear When You Present   Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show   

How To Persuade Followers Take One Welcome back to this weekly edition every Monday of "THE Cutting Edge Japan Business Show"     I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and my new book Japan Business Mastery. We are bringing the show to you from our High Performance Center in Akasaka in Minato-ku, the business center of Tokyo. Why the Cutting Edge?  In this show, we are looking at the critical areas for success in business in Japan.  We want to help advance everyone's thinking so that we be at the forefront, the Cutting Edge, of how to flourish here in this market.   Before we get into this week's topic, here is what caught my attention lately. Here is some bad news for pollen allergy sufferers in Japan. The National Federation of Health Insurance Societies the Kenporen have proposed that prescription drugs to treat hay fever containing the same content as their nonprescription counterparts should be excluded form public medical insurance coverage. Hay fever patients who pay only ten to thirty percent of the costs of these drugs would need to fund the full cost from their own pockets.  The savings would 560million dollars a year for public health costs. Nationally one in four people suffer from these allergies and in a big city like Tokyo the number is probably closer to half.  In other news, the Government is going to increase subsidies for companies whose employees take paternity leave.  The rate of staff taking the leave is only about six percent and far from the government's goal of thirteen percent by twenty twenty.  Japan ranked forty first in a UNICEF report on paternity leave based on legal entitlements.  The reasons cited for why more men don't take the leave were companies being short handed and a corporate culture that makes it hard for employees to request paternity leave.  Finally, financial institutions are starting to implement measures to address issues related to the dementia amongst their aging customer base. Elderly people hold sixty percent of individual assets totally some sixteen trillion dollars.  The number of aging dementia sufferers is projected to grow to seven point three million by twenty twenty five.  The share of assets held by dementia sufferers is expected to top ten percent by twenty thirty. Banks are training their staff on how to support customers with dementia.  They are also requiring that customers suspected of having dementia be accompanied by their family members when they visit the bank. This is episode number #102  and we are talking about How To Persuade Followers     Soredewa ikimasho, so let's get going. The tried and true leadership model of “do what I say or else” is a personal favourite of people who actually can't lead.  This is the military model, which works when the bullets fly and your death is a requirement to achieve the broader objective.  This is a ridiculous model for business and yet it lingers on.  Death is not imminent but following idiots probably does shorten our lives.  Higher degrees, certification, specialisations, longevity, technical knowledge  etc., are all relied on for authority, to convince others that we should be in charge. But should we be in charge?   Leaders and managers have different roles.  Managers are there to manage the processes of the organization, to make sure what needs to be done is completed, in a timely fashion and correctly.  Leaders do all of that too, but they have an additional role and that is to develop people.  This is where the “my way or the highway” breaks down.    We respect knowledge and ability more than we respect position power, degrees or degrees of self-aggrandisement.  The thing we respect most though is how much interest the boss has in helping me to grow in my career.  How much sympathy and understanding has the boss for my personal situation at home, because of my aging parents requiring care or my marriage is hitting a rocky patch, or my kid is having problems, etc.   In the old days, there was a clear separation between the individual's work life and private situation and the boss would never go there, as it was considered intrusive and none of their business.  Times have changed and society seems more complex today.  We want people to bring their whole selves to work.  The need for staff input of ideas and creativity is greater than it has ever been in human history.  Technological advances have plugged the entire advanced world into a 24/7 cycle of work.   Persuading people of the “why” is leading today, not just pointing out the “what” or the “how”.  Apart from professional salespeople who move up into management, there are probably few leaders who are any good at persuading anyone of anything.  They are usually poor presenters, especially the technically oriented types.    They are working off the old paradigm of “I am smarter than you, that is why I am the leader and so do what I say”.  If we want our organisations to be powered by just the brains and experience of these few leaders that is fine.  If we want to bring the entire power of our teams to the battle front line with our competitors, it is not sufficient.  Find out more when we come back from the break Welcome back We need as many engaged brains as possible assembled and working on the problems facing us.  The spark of creativity is not solely located in the leader's brain.  The youngest, newest employee may have keen insights and openness to new possibilities that the leaders who have moved far from the frontline cannot even recognise any more.  Depending on the market, they may also be closer to the customer than their much older bosses.   The point is how to persuade our staff to think, to be creative, motivated, to come up with better ideas than our rivals.  The issue is how to get them to engaged completely rather than simply working at a mediocre rate, collecting their pay and then switching on their brains as they hit the building exit.   The technical person who as leader gets a rush of blood to the head and starts telling the why will sometimes assume that having told the team the why, they are good to go.  I wish it was that easy. One of the surprising things about leadership is that you have to keep telling your people the same things over and over again and you cannot assume they ever fully get it.    In our office, we start the day by getting everyone together and going through the Vision, Mission, Values, and on daily rotation, one of Dale Carnegie's principles.  Why do we do this everyday?  Connecting the team to the WHY we are doing this work is the single most important job of the leader.  Each person takes turn leading the session, so it is not reliant on my being there.  The alternative, which you no doubt have seen, is to frame all of this stuff and hang it up on a wall so everyone can remain oblivions to it.  Not much of an alternative really is it.  Better to make it real and remind everyone everyday about the WHY.   So we need to make time available to explain the why to people, keep repeating it and to find ways to tap into the full power of the brains populating our organisation.  Here is a new challenge for bosses. Drop the “I know everything, now do this” approach and take on the “what do you think” alternative instead.   This is a radical switch for many leaders, but an absolutely important one.  Asking questions will yield so many more dividends than telling everyone what to do and how to do it. If you can make the switch you will have more success, because you are able to out think the opposition.  Even if they copy you, they will always be one step behind.  They also miss out on the motivational aspect of team members seeing their ideas come to fruition.  This builds teamwork and higher levels of engagement.  Your rivals will have a very hard time trying to copy that, because you have created an ecosystem of success that is distinctly your own. THE Cutting Edge Japan Business Show is here to help you succeed in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues, become a regular. Thank you for watching this episode and remember to hit the subscribe button. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Fridays, I release my other TV show The Japan Business Mastery Show on YouTube.   In episode #103  we are talking about The Danger Zone When Presenting. Find out more about that next week. So Yoroshiku Onegai Itashimasu please join me for the next episode of the Cutting Edge Japan Business Show We are here to help you and we have only one direction in mind for you and your business and that is UP!!!  

 Welcome to this first episode of the Japan Business Mastery Show. If you enjoy podcasts as well, there is an accompanying podcast episode released every Friday.  This show is designed for busy people who just want the diamonds. In today's show, as leaders, we are doing a reality check on our assumptions about what our staff really want. Welcome back to this weekly edition every Friday of "THE Japan Business Mastery Show" I am your host Dr. Greg Story, Your Corporate Coaching and Training Guy, President of Dale Carnegie Training Japan and best selling author of Japan Sales Mastery and Japan Business Mastery. We are bringing the show to you from our studio in the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.   This is episode number one  and we are talking about Five Deadly And Dastardly Leader Misperceptions       Before we get going, a quick word from our sponsor…. Welcome back, Okay, now its time for the show, Soredewa ikimasho, so let's get going. Five Deadly And Dastardly Leader Misperceptions Becoming a leader is usually because we were superior to our colleagues.  Maybe we had better technical knowledge, more experience, were better organized, worked harder than the others.  The problem is that for a hammer everything looks like a nail and we are the same.  We imagine everyone else is similarly motivated like us.  “If you just do what I did you will be fine” is what we tell them.  Not true!    Here are five of the most common misconceptions leaders have about their team members   Everybody is the same. We believe that there is a commonality of purpose within our team.  They are basically looking for similar outcomes.  We can treat them and interact with them the same way.  The reality is we will have people in different stages of their life and career.  They have different educational backgrounds, grew up in different locations, have different families and think quite differently from one another and from us.     Everybody wants the same thing out of work We are highly motivated and that is part of the reason they made us the boss.  We love challenges, to be creative, to push the envelope.  We love the thrill of the hunt for business, the cut and thrust of negotiating with buyers.  Probably none of these things excite someone who works n the back office.  Some people see a job as a job and their real passion is the hobby or their family or friends.  Work is just a means to an end.  They do their work and then want to go home and forget about it.   Everybody wants to be promoted You worked super hard because you had tremendous ambition.  You now synthesise your desires with those working for you.  You imagine they want to be promoted too, just like you.  They are not that interested.  They are happy with what they are doing.  They have found their groove, where they can control the stress and the wear and tear. They don't want to upset the apple cart.   Everybody wants to be a manager You had ideas, desires and aspirations to be the boss.  You wanted to be in charge, to do things your way.  All great, but the people working for you may be constructed in an entirely different manner.  They see what a miserable time you are having as a manager.  Constant pressure from above for results, the long hours, the unrelenting pace.  Maybe they don't want that for themselves.   Everyone wants to live up to “your expectations” You're the boss, so you have your standards of how things should work.  You are logical and considered, so it is natural that others would agree with how you want to run the world.  Well maybe not.  They may disagree with the way you run things.   They may have their own opinion on standards and these differ from yours.   We fool ourselves into seeing everything around us through our own prism.  We extend that viewpoint to our team and believe they are in sync with us when they are not.  When you look at your team members remember : people are different; they don't want the same things out of work. They don't all want to be promoted, not everyone wants to be a manager and they have different standards from you.  Thank you for watching this episode and remember to hit the subscribe button. THE Japan Business Mastery Show is here to help you navigate your way around business in Japan.  Subscribe on YouTube, share it with your family, friends and colleagues.  Hit the little bell for automatic new episode notifications. Our website details are on screen now, enjapan.dalecarnegie.com, it is awesome value, so check it out. Please leave me some feedback on YouTube, I would love to know how this show helped and what other topics you are interested in for me to cover.  Remember I am here as a free resource to help you, so just tell me how I can help you best. You might also enjoy my other weekly shows.  For podcasts, Mondays for the Cutting Edge Japan Business show podcast version, Tuesday for The Presentations Japan Series, Wednesdays for The Sales Japan Series, Thursdays for The Leadership Japan Series, and Fridays for The Japan Business Mastery Show, wherever you get your podcasts.  Also on Mondays, I release my other TV show The Cutting Edge Japan Business Show on YouTube.   In episode two we are talking about The Top Three Most Critical Things You Must Do When Cold Calling Onegai Itashimasu please join me for the next exciting episode of the Japan Business Mastery Show    

Our guest this week is Hal Elrod, author of The Miracle Morning. Hal has not one incredible story but TWO. At age 20 his car was hit head-on by a drunk driver at 70 miles per hour, his heart stopped beating for 6 minutes, he broke 11 bones and woke up after being in a coma for 6 days to be told by his doctors that he would probably never walk again. Well, not only did Hal walk, he ran a 52-mile ultra-marathon and went on to became a hall of fame business achiever, international keynote speaker, author, and grateful husband & father—all before he turned 30. Then, in November of 2016, Hal nearly died again—his kidneys, lungs, and heart were failing, and he was diagnosed with a rare, and very aggressive form of leukemia. After enduring the most difficult year of his life, battling cancer, Hal is now cancer-free and furthering his mission as the host of the Achieve Your Goals podcast, creator of the Best Year Ever [Blueprint] LIVE event, and Executive Producer of The Miracle Morning MOVIE—a documentary featuring Lewis Howes, Robert Kiyosaki, Robin Sharma, Mel Robbins, James Altucher, Dr. John Gray, Laila Ali, Pat Flynn, John Lee Dumas, Marci Schimoff, Joe Polish, and more. This episode is brought to you by "Japan Sales Mastery" the newest book by renowned international business expert Dr. Greg Story. If you need help with your international sales in Japan, this is a MUST read. Dr. Story heads Dale Carnegie Japan and hosts his own podcast "Sales Japan Series”   On today's show...  11:44 - How Hal Elroid kept his spirits high even after the accident 16:40 - What is Hal Elrod's 5 - Minute Rule? 27:17 - What disconnects people from living up to their full potential 29:50 -  What are the Six Practices Of The Miracle Morning?  Are YOU a Sell-or-Die-Hard?

Our guest this week is a certified Sell or Die regular, Jeb Blount, author of a new book, Objections: The Ultimate Guide for Mastering the Art and Science of Getting Past No.  This episode is brought to you by "Japan Sales Mastery" the newest book by renowned international business expert Dr. Greg Story. If you need help with your international sales in Japan, this is a MUST read. Dr. Story heads Dale Carnegie Japan and hosts his own podcast "Sales Japan Series” We're starting a Sell or Die Book Club and you can join! Our first book is Stop Selling and Start Leading. Here's what to do: Buy the book using promocode SSSLP for 20% off! Join us on our Facebook Live group book discussion on May 10th! Subscribe to the Sell or Die Podcast! It only takes 7.5 seconds

Our guest this week is Jacob Baadsgaard, founder of Disruptive Advertising. He's here today to talk to us about how to be disruptive with your marketing and what he learned transitioning from founder who sells everything to running a team of sales people. The lessons he learned and the culture he's established will help you become an amazing sales leader.  This episode is brought to you by "Japan Sales Mastery" the newest book by renowned international business expert Dr. Greg Story. If you need help with your international sales in Japan, this is a MUST read. Dr. Story heads Dale Carnegie Japan and hosts his own podcast "Sales Japan Series” We're starting a Sell or Die Book Club and you can join! Our first book is Stop Selling and Start Leading. Here's what to do:  1. Buy the book using promocode SSSLP for 20% off! 2. Join us on our Facebook Live group book discussion on May 10th! Subscribe to the Sell or Die Podcast! It only takes 7.5 seconds

Have you ever had trouble selling to someone that made WAY more money than you? Ever hesitated before revealing price. This episode will help you tremendously. Our guest this week is Richard C. Wilson, CEO of the Family Office Club.  Richard C. Wilson helps $100M+ net worth families create and manage their single family offices and currently manages 14 clients including mandates with three billionaire families and as the CEO of a $500M+ single family office and Head of Direct Investments for another with $200M+ in assets. Richard literally wrote the book on the family office industry, The Single Family Office: Creating, Operating, and Managing the Investments of a Single Family Office and a recently released book called How to Start a Family Office: Blueprints for Setting Up Your Single Family Office. This episode is brought to you by "Japan Sales Mastery" the newest book by renowned international business expert Dr. Greg Story. If you need help with your international sales in Japan, this is a MUST read. Dr. Story heads Dale Carnegie Japan and hosts his own podcast "Sales Japan Series." Subscribe to the Sell or Die Podcast! It only takes 7.5 seconds