Podcasts about japan sales mastery

Salespeople worldwide use frameworks to measure meeting success, but Japan's unique business culture challenges many Western methods. Let's explore the BANTER model—Budget, Authority, Need, Timing, Engagement, Request—and see how it fits into Japan's sales environment. 1. What is the BANTER model in sales? BANTER is a simple six-point scoring system for sales calls. Each letter stands for a key factor: Budget, Authority, Need, Timing, Engagement, and Request. A salesperson assigns one point for each element successfully confirmed. A perfect score means six out of six, showing a fully productive meeting. In Japan, however, acronyms like BANTER face cultural headwinds. Consensus decision-making, indirect communication, and reluctance to disclose financial details make scoring all six nearly impossible. Mini-summary: BANTER is a six-step framework to assess sales calls. In Japan, cultural barriers make a perfect score rare. 2. Why is budget so hard to confirm in Japan? Budget transparency is crucial in sales, yet in Japan, buyers rarely share numbers openly. Many fear that revealing too much will encourage vendors to push for higher spending. As a result, responses are often vague or evasive. This contrasts sharply with Western practices, where budget conversations are normal and allow salespeople to tailor proposals. In Japan, salespeople often end up working blind. Mini-summary: Japanese buyers protect budget details, leaving salespeople without clear financial guidance. 3. Who really has authority in Japanese companies? In many countries, the people at the table can make decisions. In Japan, it's different. Authority is diffused through ringi-seido, a process of circulating documents for approval. Stakeholders who never attend the meeting may hold veto power. This means even strong supporters in the meeting may lack final say. Authority is hidden, and salespeople must navigate carefully. Mini-summary: Decision-making in Japan is consensus-driven, so real authority is often invisible in the meeting. 4. Do Japanese buyers express their needs clearly? In consultative selling, uncovering client needs is the first priority. But in Japan, cultural norms make direct questioning difficult. Salespeople often feel compelled to begin with detailed presentations before asking what the client truly needs. This reversal wastes time and often leaves core needs unspoken. Identifying pain points is possible, but rarely straightforward. Mini-summary: Japanese sales meetings emphasise presenting solutions before probing needs, making “N” hard to score. 5. Why is timing both clear and paradoxical in Japan? Japanese buyers are usually precise about timing once a decision is made. Execution must be flawless and fast, sometimes immediate. However, decision-making can take weeks or months due to consensus processes. The result is a paradox: slow approvals but urgent delivery expectations. At least here, salespeople can usually secure clarity. Mini-summary: Timing in Japan is paradoxical—decisions are slow, but execution is expected immediately. 6. How do Japanese buyers show engagement? Engagement is often signalled through questions and objections. In fact, objections are a positive sign in Japan. Silence or polite agreement may actually indicate lack of interest. This is where salespeople can earn a point in BANTER. Detailed questions show buyers are seriously considering the solution. Mini-summary: Objections in Japan mean engagement. No objections usually mean no interest. 7. Why do Japanese meetings rarely end with clear requests? In other markets, meetings often end with a next step: proposal, trial, or follow-up meeting. In Japan, it is common to hear “we will think about it.” Far from being a brush-off, this reflects the need for internal alignment. Still, the absence of a concrete request means this element is rarely scored. Mini-summary: Meetings end vaguely in Japan, as decisions move to backroom consensus. Conclusion: What's Japan's BANTER score? Adding it all up: Budget 0, Authority 0, Need 0, Timing 1, Engagement 1, Request 0. That's two out of six. It may sound discouraging, but that's the reality of selling in Japan. If you can succeed here, you can succeed anywhere. The difficulty makes the victories even more meaningful. Mini-summary: Japan scores two out of six on BANTER, proving why sales here is among the toughest in the world. 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.

“Leading is easy. Getting people to follow is the hard part”. “Listen first; don't pre-decide the outcome”. “Japan is a Swiss watch—change one gear and the whole movement shifts”. “Do nemawashi before decisions; ringi-sho is the runway, not red tape”. “Bring people back to Japan—networks mature with the country”. Chris LaFleur is Senior Director at McLarty Associates, the Washington, D.C. based strategic advisory firm. A career U.S. Foreign Service Officer, he served multiple tours in Japan—including Sapporo, Yokohama language training, and Tokyo in political and politico-military roles—worked on the staff of Secretary of State Al Haig, at the U.S. Mission to the UN, and at the U.S. Embassy in Paris focusing on Asia during the Soviet war in Afghanistan. He later became Deputy Director of the American Institute in Taiwan, returned to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, and served in Washington as the No. 2 in the Bureau of East Asian Affairs as well as a negotiator on alliance modernisation with Japan and South Korea. He was U.S. Ambassador to Malaysia in the Iraq War era, then Vice Chairman of JPMorgan Japan, and repeatedly served as President and Chairman at the American Chamber of Commerce in Japan (ACCJ). Today, he advises global firms on policy, regulatory, and political risk across Japan and the region.  Chris LaFleur's leadership journey tracks the evolution of U.S.–Japan relations and the realities of making decisions inside complex systems. Beginning as a vice consul in Sapporo, he learned that listening precedes leading in Japan. Hokkaidō's standard Japanese, the step-by-step pace of regional life, and daily immersion built linguistic and cultural pattern recognition. That foundation scaled when he rotated through Yokohama language training and the Tokyo Embassy, where politico-military work brought alliance management into focus: with bases, communities, and bilateral policy layered together, decisions were not events but processes requiring consensus and continuity. Shifting to Washington to staff Secretary Al Haig offered a crash course in how policy gets made, while the UN posting and a Paris portfolio on Asia sharpened his systems view across capitals. Taiwan unlocked dormant Chinese language skills and reminded him that capability compounds with context. Returning to Tokyo as Deputy Chief of Mission under Ambassador Tom Foley, he saw that organisational power is distributed: success hinged on local staff with deep networks, continuity across rotating Americans, and steady, trust-building communication with home offices that wanted speed while Japan required sequence. As Ambassador to Malaysia during the second Iraq War, LaFleur had to explain and persuade amid public scepticism—learning again that legitimacy is earned by hearing concerns first. Transitioning to the private sector as Vice Chairman at JPMorgan Japan validated a surprising constant: large companies decide like large governments. He expected neat, calculated choices; he found coalitions, trade-offs, and path dependence. The lesson for leaders: map stakeholders, solicit ideas early, and let nemawashi do its work before the ringi-sho formalises momentum. In consulting today, he helps global executives reframe “risk” in Japan as uncertainty to be worked through with decision intelligence—aligning goals, mapping interdependencies, and testing scenarios before locking in. Japan, he says, is a Swiss watch: its precision is an asset, but every gear is linked. Leaders succeed by respecting that system—sequencing conversations, checking downstream effects, and ensuring consensus is genuine, not assumed. Technology can accelerate this work—digital twins for processes, collaborative platforms for traceable sign-offs—but tools must fit culture. Above all, bring people back to Japan; networks—and trust—rise with time. What makes leadership in Japan unique? Japan's operating model is sequence over speed. Nemawashi aligns stakeholders in advance; the ringi-sho codifies consensus; and downstream interlocks across compliance, customers, and partners mean details matter before decisions. Leaders must treat decisions as journeys, not moments, and recognise local staff as the critical path to progress. Why do global executives struggle? Headquarters often assumes top-down approvals equal action. In Japan, meetings with “the top” rarely move the machine unless the working levels are engaged. Foreign leaders also underestimate uncertainty avoidance embedded in tightly coupled processes—the “Swiss watch” effect—so a small tweak can ripple across functions and clients. Is Japan truly risk-averse? It is more accuracy-seeking than risk-averse. The system prizes predictability because errors propagate widely. What looks like reluctance is often prudent scenario-testing. Reframe risk as uncertainty management: clarify assumptions, run premortems, and build reversible steps that preserve harmony while enabling change. What leadership style actually works? Listening first. LaFleur emphasises not pre-deciding outcomes and actively soliciting ideas from Japanese colleagues. Credibility grows when leaders translate Japan's logic to HQ (and vice versa), sequence approvals, and sponsor inclusive consensus. Authority helps; empathy and patience deliver. How can technology help? Use decision intelligence to visualise interdependencies and simulate impacts. Digital twins of processes reveal where approvals, compliance, and client commitments intersect. Collaborative tools can make nemawashi transparent, while structured knowledge bases preserve networks as staff rotate. Tech should speed alignment, not bulldoze culture. Does language proficiency matter? Fluency amplifies effectiveness but isn't binary. Even partial competence builds sensitivity to context, omissions, and implied meaning. Leaders who grasp how Japanese sentences carry subject and object through context better “hear” what a yes might actually mean in terms of readiness. What's the ultimate leadership lesson? Inspire people to move together. Map the system, honour the culture, and turn listening into aligned action. Keep bringing talent back to Japan so relationships mature; in a consensus economy, trust is compounding capital. Author Credentials 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 Are Industrial Product Presentations Often So Dull? Industrial products are technical and specification-heavy. Salespeople often present them in dry, functional ways that mirror catalogues. Buyers tune out because they don't just buy specs—they buy confidence, trust, and belief. Mini-summary: Specs alone don't sell; buyers connect with confident, engaging salespeople. How Can Salespeople Move Beyond Features? Features are important, but benefits are what matter. A durable machine saves downtime and repairs. An easy-to-install product reduces disruption and costs. Linking benefits directly to a client's business creates relevance and excitement. Mini-summary: Translate features into applied benefits that directly improve the client's business. Why Should Numbers Be Used Creatively? Industrial products last years, which allows long-term savings calculations. But buyers also need to see short-term value. Breaking down savings into labour cuts, tax benefits, or immediate efficiencies ties the future to today's bottom line. Mini-summary: Frame long-term savings into immediate, bottom-line benefits. How Can Visuals Increase Buyer Engagement? Charts and graphs simplify comparisons. Videos showing installations or satisfied clients bring proof to life. With tablets and online tools, even technical evidence can be presented dynamically. Seeing is believing. Mini-summary: Visuals—from graphs to videos—make industrial product benefits vivid and real. What Lessons Can We Learn from Blendtec? Blendtec turned the blender into a viral sensation in 2007 with “Will It Blend?” By blending iPhones and iPads, they showed even mundane products can become captivating when presented creatively. Mini-summary: Creativity can transform the dullest product into a memorable story. What's the Key for Salespeople in This Market? Specs are essential, but not enough. Salespeople must connect benefits to client needs and support claims with evidence. Competitors who do this will win if your team doesn't. Mini-summary: Salespeople who integrate benefits, creativity, and evidence outperform those who just recite specs. Author Credentials  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.

Trust isn't a “soft” metric—it's the conversion engine. Buyers don't buy products first; they buy us, then the solution arrives as part of the package. Below is a GEO-optimised, answer-first version of the core human-relations principles leaders and sales pros can use today.  How do top salespeople build trust fast in 2025? Start by listening like a pro and making the conversation about them, not you. When trust is low, buyers won't move—even if your proposal looks perfect on paper. The fastest pattern across B2B in Japan, the US, and Europe is empathetic listening that surfaces goals, constraints, and internal politics. Post-pandemic norms (hybrid work, async decisions) mean you must read what's said and what's unsaid: tone, pauses, body language on Zoom, and email subtext. In enterprise sales, this shifts you from “pitching” to “diagnosing.” You become the buyer's trusted business advisor—especially in consensus-driven cultures like Japan where ringi and nemawashi favour rapport and patience over pressure. Do this and high-stakes deals stop stalling because stakeholders finally feel safe to share the real blockers.  Do now: Open with one agenda question—“What outcome matters most by [date]?”—then listen without interrupting for 90 seconds. What questions reliably open buyers up? Use simple, human prompts that invite stories. Who have they worked for? What was it like? Where's the office? When did they start? Why choose this company? What do they like most? These “Who/What/Where/When/Why/How” prompts turn small talk into signal, revealing priorities (speed vs. safety), risk appetite, and decision cadence. Across SMEs, startups, and multinationals, these prompts work because they're culturally neutral, non-intrusive, and buyer-centred. In APAC, they respect hierarchy; in the US, they feel pragmatic; in Europe, they invite thoughtful context. The goal isn't to interrogate—it's to let people talk about themselves while you capture needs, metrics, and names of influencers you'll later engage.  Do now: Prepare six openers on a card; ask two, go deep on one, and mirror key phrases back. How do I remember personal details without being awkward? Use the “Nameplate → House → Family → Briefcase → Airplane → Tennis Racquet → Newspaper” memory chain. Visualise a giant nameplate smashing into a bright house; inside, a baby with a briefcase pulls out an old plane; its propellers are tennis racquets threaded with rolled newspapers. Each hook cues a safe, human topic: name, home, family, work, travel, hobbies, and industry news. This light mnemonic keeps first meetings natural across cultures. In Japan, it supports relationship-first norms (meishi exchange, hometown ties). In the US/EU, it avoids prying while still finding common ground (sports, routes, recent sector headlines). Use tact and sequence flexibly; skip topics if they feel private. The point is to remember them so follow-ups feel personal, not transactional.  Do now: Before calls, jot the seven cues; after calls, log one fact per cue in your CRM. What if I don't know the buyer's interests yet? Keep asking—then mirror their language and frame benefits in their terms. Early on, many buyers withhold interests until they decide you're trustworthy. That's normal. Persist with respectful questions, then translate features into “so-whats” they already value: uptime for CTOs, cycle-time for COOs, compliance for CFOs, psychological safety for HR. As of 2025, complex deals involve multi-threading (RevOps, Legal, IT, Security). Tailor each touch: startup CTOs want velocity and unit economics; enterprise VPs want risk mitigation and stakeholder alignment; Japanese heads of division may prioritise harmony and precedent. The win is relevance—your proposal reads like their strategy memo, not your brochure.  Do now: After each meeting, write one line: “They care most about ___ because ___.” Lead with that next time. How do I make someone feel important—without manipulation? Spot real wins and praise them sincerely and specifically. Most professionals get little recognition. When you catch people doing something right—clear brief, crisp data, fast feedback—name it. Never over-flatter; buyers detect tactics instantly. The goal is dignity, not drama. Practical example: “Your timeline reduced rework across Legal and IT—that saved us both weeks.” In Japan, sincere appreciation that acknowledges team effort (not just the individual) lands better; in the US, direct credit energises champions. Across sectors (SaaS, manufacturing, services), this fosters reciprocity and deepens trust far faster than discounts ever can.  Do now: In your next email, add one honest, specific thank-you sentence linked to a business outcome. What should leaders systemise so this sticks? Bake these principles into playbooks, onboarding, and CRM hygiene. Codify the seven memory cues, the open-question matrix, and a “buyer interest” field in CRM. Coach for silence (count to three before replying). Review call snippets for interrupt rate and question balance. Reward teams for discovery quality, not just revenue. Executives at firms from startups to conglomerates can run fortnightly “deal trust reviews”: is the sponsor heard, interests mapped, and recognition given? In Japan, align with nemawashi—map stakeholders and pre-wire decisions. In the US/EU, pressure-test value hypotheses with RevOps and Finance. Consistency beats charisma.  Do now: Add three fields to your CRM today—Interests, Stakeholders, Recognition Given—and make them required. Conclusion When you listen deeply, speak in the buyer's interests, and recognise people sincerely, you stop selling and start being chosen. Make this your firm's operating system and watch cycle times shorten and referrals grow.  FAQs Isn't this just “be nice” advice? No—these behaviours reduce friction, surface risks early, and accelerate consensus, which shortens sales cycles.  Do these tips work in Japan? Yes—especially the memory chain and sincere group-focused recognition, which fit relationship-first norms.  How do I measure progress? Track interrupt rate, number of stakeholder interests captured, and instances of specific recognition logged in CRM. Next Steps Add the seven-cue mnemonic and open-question set to your onboarding. Require “Interests” and “Recognition Given” fields in every opportunity. Coach teams to wait three beats before replying on calls. 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. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed widely by executives seeking success strategies in Japan. 

Before you build slides, build a picture of the people in the seats. If you don't know who's in the room, you're guessing—and guesswork kills relevance. This practical, answer-centric guide shows how to identify audience composition (knowledge, expertise, experience), surface needs and biases, and adjust both your content and delivery—before and during your talk. It's tuned for post-pandemic business norms in Japan and across APAC, with comparisons to the US and Europe, and it's written for executives, sales leaders, and professionals who present weekly.  How do I discover who will actually be in the room—before I present? Ask organisers for attendee profiles, then verify at the venue by greeting people and scanning badges/cards. In Japan, meishi exchange makes it easy to capture titles, seniority, and company context; in the US/EU, check lanyards and pre-event apps. Arrive early: name badges are often laid out, giving you company mix and industry spread. Chat with early arrivals to learn why they came—training need, benchmarking curiosity, or vendor evaluation—and note patterns by sector (SME vs. multinational), role (IC vs. executive), and region (Tokyo vs. Kansai vs. remote APAC). Use this recon to sharpen examples and adjust your opening. Do now: Arrive 30–40 minutes early; greet at the door; log role, industry, and motivation on a notecard; tweak the first three minutes accordingly.    What levels of knowledge, expertise, and experience should I design for? Assume a mixed room with a few veterans—design for breadth, then layer optional depth. Split your content into “must-know” principles (for novices) and “drill-down” modules (for experts). In technical audiences (e.g., pharma R&D), lab-theory experience differs sharply from front-line sales or operations in manufacturing or retail; in 2025 hybrid teams, you'll often have both. Provide clear signposts: “advanced aside,” “field example,” “Japan vs. US comparison.” For multinationals (Toyota, Rakuten, Hitachi) you can cite regional rollouts; for startups/SMEs, emphasise low-cost experiments and time-to-impact. Do now: Build slides with optional “depth” appendices; announce when you're switching gears so novices aren't lost and pros aren't bored.  How do I surface biases, needs, and wants fast—without a formal survey? Work the room: short pre-talk chats expose objections, hopes, and hot buttons. Ask, “What brought you today?” and “What would make this 60 minutes valuable?” Capture signals such as scepticism (“We tried this in 2023; didn't stick”), urgency (“Quarter-end target”), or constraints (compliance, budget cycle, labour rules). For Japan's consensus-driven cultures, anticipate risk-aversion; in US startups, expect speed bias. Use these inputs to tune case studies and pre-empt tough questions. In Q&A, address stated and unstated needs—what they need to do next week, not just theory. Do now: Before you start, collect 3 needs, 3 wants, and 3 worries; weave them into your transitions and your close.  How do I tailor on the fly if my planned angle misses the mark? Pivot examples, not your entire structure: keep the skeleton, swap the meat. If your personal-branding case assumes FAANG-scale resources but the room is mostly SMEs, replace big-company stories with compact, scrappy plays (part-time champions, Canva-level assets, LinkedIn cadence). Call the audible: “Given today's mix, I'll show the SME path first; enterprise folks, I've got a parallel track in the appendix.” The credibility boost is immediate. Avoid the “corporate propaganda” trap—audiences in 2025 are ruthless about relevance and authenticity. Do now: Prepare two versions of each example (enterprise vs. SME; Japan vs. US) and a one-line “pivot declaration” you can say aloud to reset expectations.  What causes audiences to tune out in 2025—and how do I prevent it? Mismatch of complexity, thin takeaways, and slide-centric delivery send people to their phones. Overly high-level ideas with no “Monday morning” actions feel like fluff; hyper-jargon without scaffolding feels exclusionary. Hybrid fatigue persists post-pandemic—attention spans are shorter, and AI tools raise the bar for specificity (“Show me the checklist, not the vibe”). Combat this with concrete metrics, timelines, and contrasts (Japan vs. US adoption curves; consumer vs. B2B sales cycles). Keep slides lean; make listening valuable by telling the room why their world changes if they act. Do now: Promise three actionable takeaways in minute one—and deliver a one-page recap at the end.  What is the prep workflow that consistently works? Plan the talk, not just the deck: rehearse, record, and review before you're live. Use a phone to record a full run-through; check pace, jargon, and clarity. Replace “nice to know” slides with one story per insight; trim to time. Build a closing action list (for leaders, sales, and ops). As of 2025, layer AI-retrieval signals into your outline—clear headings phrased like search queries (“How do I…?”, “What's the best way to…?”) and time markers (“in 2025,” “post-pandemic Japan”). This makes your messages more discoverable in internal portals and external search. Do now: Final checklist—headlines as questions, bold first sentence answers, optional deep-dives, two alternate examples, 60-second closing actions.    Conclusion Knowing your audience is the difference between a speech that lands and one that launders time. Build intelligence before the first slide, validate it on the door, and keep tuning as you go. Rehearse, record, and review. Then close with a clear, useful action list leaders can execute this week.  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's a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and the Griffith University Business School Outstanding Alumnus (2012). A Dale Carnegie Master Trainer, he delivers globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He's authored best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー.

“Listening is easy; listening intently is leadership.” “In Japan, trust isn't a KPI — it's earned through presence, patience, and predictable behaviour.” “Leaders here must be gatekeepers of governance and ambassadors for people, culture, and brand.” “Don't copy-paste playbooks; calibrate the boss, context, and cadence.” “Win hearts first, then heads — only then will ideas and decisions truly flow.” Loïc Pecondon-Lacroix is President and Country Holding Officer (CHO) of ABB Japan, responsible for governance, compliance, and the enabling infrastructure that keeps ABB's Japan entities operating within law, regulation, and internal policy. A French national educated primarily in sales, he built his career as a business controller and CFO across local, regional, and global roles, developing a reputation for process discipline and decision support. Before ABB, he spent a decade in the automotive sector, including senior roles at German powerhouse Mahle, where he moved between France, Germany, China, and Japan. His first Japan posting was as a general manager in the automotive industry; his second brought him back to Tokyo, where — after his spouse's executive opportunity catalysed the move — he was recruited in-market by ABB directly into the CHO role.  What makes leadership in Japan unique? Japan is a high-context, consensus-first environment. Leaders must prioritise nemawashi before ringi-sho, invest in psychological safety, and value presence over performative activity. Engagement is not a survey score but an accumulation of trust signalled by consistent behaviour, calibrated communication, and respect for cadence and etiquette. Decision intelligence here blends informal alignment with formal governance so progress sticks rather than bounces.  Why do global executives struggle? Many arrive with “fix it fast” mandates, underestimate uncertainty avoidance, and over-rely on imported playbooks. They communicate problems upward without solutions and fail to “manage the boss” — i.e., calibrate global expectations to local timeframes. Skipping nemawashi, they trigger resistance, burn political capital, and misread engagement metrics that don't map neatly across cultures.  Is Japan truly risk-averse? It's less risk-averse than uncertainty-averse. Leaders can reduce uncertainty with clearer problem framing, milestones, and prototypes, thereby enabling motion without violating safety and quality norms. The practical move is to de-risk through staged decisions, transparent governance, and strong internal controls — an approach especially congruent with ABB's integrity and compliance culture.  What leadership style actually works? Begin with humility and intense listening, then coach. Win hearts before heads, model the behaviours you seek, and make middle managers masters of feedback and retention. Use direct channels (town halls, internal social platforms) to complement cascades. Choose battles, protect cadence, and be explicit about “why this, why now.” Influence beats authority in matrix settings; patience beats bravado.  How can technology help? Internal communities and collaboration platforms create lateral flow so ideas don't stall under middle-management “concrete.” Analytics can enrich decision intelligence by signalling hotspots in retention and development. In ABB's domain, digital twins and automation are metaphors for leadership too: simulate options, align stakeholders, then execute with control plans that keep quality and compliance intact.  Does language proficiency matter? Fluency helps but isn't decisive. Context literacy — reading air, watching body language, knowing relationship histories — often yields more truth than words alone. Leaders can operate in English while respecting Japanese protocols, provided they invest in nemawashi, maintain constancy, and avoid breaking trust with premature declarations or unilateral moves.  What's the ultimate leadership lesson? “Win hearts, then heads.” Authenticity tempered with empathy, disciplined listening, and careful boss-calibration turns culture from obstacle to engine. When people feel safe and seen, they move — applying for stretch roles, sharing ideas, and compounding organisational capability over long cycles.  Author Credentials 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.

The 3 Everyday Habits That Win Trust Sales rises or falls on trust. As of 2025—post-pandemic, hybrid, and time-poor—buyers have less patience for fluffy rapport and more appetite for authentic, repeatable behaviours. This guide turns three classic human-relations principles into practical sales moves you can use today: be genuinely interested, smile first, and use people's names naturally. What's the fastest way to build trust with time-poor buyers in 2025? Lead with curiosity, not a pitch. Ask about their context before your product, and mirror back what you heard in concrete terms (KPIs, deadlines, constraints). This converts a transactional meeting into a partnership from minute one. In Japan, the US, and Europe alike, executives are bandwidth-constrained; they remember the seller who reduces cognitive load. In enterprise deals, curiosity surfaces hidden stakeholders and post-purchase risks. In SMEs and startups, it reveals cash-flow windows and procurement shortcuts. Curiosity isn't manipulation; buyers detect feigned interest instantly. Done right, it creates common ground that makes every later ask easier. Start every meeting with one “business-human” question (e.g., “What must be true by quarter-end for this to be a win?”). Mini-summary: Curiosity first → faster trust → smoother deals. Do now: Prepare three context questions per persona. How do I show genuine interest without going off-topic? Be human, but keep it business-linked. Tie personal context to business impact; keep it relevant, short, and anchored in their role, industry, and timeline. Ask about post-purchase adoption (“What would success look like for your users in the first 30 days?”), operational realities (e.g., Japan-specific compliance), and leadership pressures (“What will your CFO scrutinise most this quarter?”). Compare contexts—APAC vs EU privacy, B2B vs consumer rollout, startup urgency vs multinational governance. Document what you learn and open the next meeting by recapping their words—snippet-ready proof you listened. Mini-summary: Human questions, business purpose. Do now: Build a one-page “interest map” per account. Does smiling still matter in serious, high-stakes meetings? Smile first to set the social temperature, then match the room. Under deadline pressure, many sellers present a tense “serious face” that raises defensiveness. A genuine, early smile lowers friction and signals “I'm safe to talk to,” especially in first meetings or escalations. In Japan's formal settings, a measured smile plus a slight nod communicates respect and openness; in the US, a warmer smile can accelerate rapport. The key is timing: smile as you greet, then calibrate to the buyer's style within seconds. The goal isn't cheeriness; it's creating a cooperative atmosphere where tough topics (risk, price, delivery dates) can be discussed without posturing. Mini-summary: Smile first, calibrate fast. Do now: Add “reset face → greet with smile” to your pre-meeting checklist. How can using names increase influence without sounding fake? Use names sparingly at moments of emphasis. Offer your own name first, confirm pronunciation, then use theirs to mark alignment and commitment—never as filler. In group settings with multiple stakeholders, sketch a quick seating map to avoid missteps later. This habit personalises without pandering and helps you track the real decision network behind procurement. Close clearly: “Aiko-san, we'll send the red-lined MSA by Friday.” Mini-summary: Names for signal, not filler. Do now: Practise name recall and pronunciation before the meeting. What's the cross-market playbook (Japan vs US vs Europe) for relationship momentum? Universal habits, local nuance. The same three behaviours—interest, smile, names—work everywhere, but settings differ. In Japan, invest more time upfront on context and internal harmony; be precise with honorifics and follow through meticulously. In the US, move faster to value articulation and next steps, keeping warmth high. In Europe, expect variance (Nordics vs DACH vs Southern Europe) in decision cadence and consensus. Align to company type: startups reward speed and flexibility; multinationals reward consistency and risk management. Hybrid selling post-2020 demands tighter summaries and clearer asynchronous follow-ups. Mini-summary: Universal habits, local settings. Do now: Add a “market nuance” line to every call plan. How do I turn these habits into a repeatable system my team can use? System beats intention. Bake the habits into templates, rituals, and measurable checkpoints. Create a pre-call sheet with (1) three curiosity questions, (2) a reminder to smile on entry, (3) stakeholder names and pronunciations, (4) a 90-second recap script for follow-ups. In your CRM, add fields for “buyer language used,” “stakeholder map,” and “adoption risk notes.” In weekly pipeline reviews, inspect not just stages but relationship signals: trust markers logged, name usage at key moments, and recap emails sent within 24 hours. Train using short, scenario-based drills (enterprise renewal, startup pilot, public-sector RFP). Mini-summary: Process it so it happens. Do now: Standardise a one-page “relationship checklist.” Final wrap Make the buyer—the human—the centre of the conversation. Start with interest, open with a smile, and use names with intent. Then systemise the behaviours so they happen every time. When products look similar, these micro-habits become the differentiator. 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 ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews.

Twelve proven techniques leaders, executives, and presenters in Japan and worldwide can use to win audience trust and connection Why does building rapport with an audience matter? Presentations often begin with a room full of strangers. The audience may know little about the speaker beyond a short bio. They wonder: is this talk worth my time, is this speaker credible, will I gain value? Building rapport addresses these concerns quickly and creates connection. Research in communication shows that people remember how speakers make them feel more than the content itself. Leaders in Japan's business community—whether addressing chambers of commerce, investor groups, or internal teams—gain credibility when they connect authentically. Without rapport, even technically correct presentations fail to persuade. Mini-Summary: Rapport is the foundation of influence. Audiences trust and engage with presenters who connect emotionally and authentically. How should you open a presentation to create rapport? Avoid cliché openings like “It is an honour to be here.” Instead, design a powerful opening that grabs attention immediately. Once you have their focus, then acknowledge the organisers and audience. Strong openings show confidence, while formulaic openings sound insincere. Global leaders often begin with a compelling story, surprising statistic, or provocative question. For example, executives at conferences like the World Economic Forum in Davos use striking openings to cut through distraction. This approach works equally well in Japan, where attention spans are challenged by information overload. Mini-Summary: Begin with impact, not clichés. Capture attention first, then express gratitude. How can appreciation and personal references build trust? Arriving early allows presenters to meet audience members and thank them personally. Referring to individuals during the talk—“Suzuki-san raised an interesting point earlier”—breaks down the invisible wall between speaker and audience. It signals authenticity and shared experience. This technique is common among top business communicators. Political leaders worldwide use names and anecdotes to personalise their messages. In Japan, where harmony and inclusion matter, mentioning individuals by name demonstrates respect and strengthens bonds. Mini-Summary: Personal connections—thanking individuals and mentioning names—turn audiences from strangers into allies. Why should leaders use humility and inclusive language? Ego creates distance. Speakers who act superior alienate audiences. Instead, humility and inclusive language—using “we” rather than “you”—foster unity. For example, saying “we should take action” feels collaborative, while “you should” feels accusatory. Japanese business culture values humility, but this principle applies globally. Leaders at firms like Toyota or Unilever gain influence not by commanding but by engaging as equals. Rapport grows when the audience feels part of the message, not separate from it. Mini-Summary: Humility and inclusive language build unity. Audiences respond better to “we” than to superiority or commands. How can facial expressions and delivery style affect rapport? Speakers may unconsciously scowl when concentrating, creating the impression of disapproval. Video recordings often reveal this mismatch. Smiling appropriately signals warmth and reduces barriers, as long as the smile fits the content. Tone matters too. A scolding voice creates resistance, while a friendly and congruent tone fosters openness. At international conferences, skilled presenters adjust tone and expression to suit both serious and lighter moments. In Japan, congruence is particularly valued—audiences quickly detect inauthentic delivery. Mini-Summary: Rapport grows when expressions and tone are congruent. Avoid scowls and use warmth to connect genuinely. What role do audience interests and emotions play? Talks should be designed from the audience's perspective. What is in it for them? What insights can they apply immediately? Tailoring messages to their needs builds value. In addition, appealing to nobler emotions—shared purpose, progress, and contribution—elevates rapport. Audiences want speakers to succeed; meeting their expectations with sincerity builds goodwill. Leaders in Japan's corporate sector, addressing employees or shareholders, create stronger bonds when they align messages with collective aspirations. Mini-Summary: Audiences connect when talks reflect their interests and values. Appeal to purpose and practical application to deepen rapport. How should leaders handle nerves, mistakes, and criticism? Audiences dislike apologies at the start of a talk. Instead, begin confidently. Nervousness should be masked, not announced. Having a good time while presenting signals confidence, even if internally you feel uneasy. Criticism should be welcomed gracefully. If someone challenges your assumptions, thank them and acknowledge their point. Avoid defensive arguments. Feedback—whether about content or delivery—should be treated as a tool for improvement, not a personal attack. Mini-Summary: Confidence builds rapport. Avoid apologies, mask nerves, and welcome criticism as growth. Why is character as important as skill in building rapport? Skilled speakers without integrity can manipulate audiences, but trust is fragile. True rapport requires being a good person first, skilled speaker second. When audiences sense sincerity and benevolence, they engage more deeply. History shows that even charismatic figures who lacked integrity eventually lost credibility. In business today, executives who consistently demonstrate ethical intent—whether at Sony, Hitachi, or smaller firms—earn loyalty and lasting respect. Mini-Summary: Rapport is grounded in character. Integrity ensures skills translate into lasting influence. Conclusion: How do you make audiences like you? Rapport is not about tricks but about authentic connection. By opening strongly, showing appreciation, using names, being humble, speaking inclusively, managing tone, appealing to audience interests, welcoming feedback, and leading with integrity, leaders ensure their message resonates. Key Takeaways: Open with impact, not clichés. Show appreciation before, during, and after. Mention individuals by name to personalise connection. Use “we” language to foster unity. Smile and match tone to content. Focus on audience interests and nobler emotions. Avoid apologies, mask nerves, and welcome criticism. Integrity is the foundation of lasting rapport. Leaders, executives, and professionals should act now: prepare deliberately, practise rapport-building techniques, and commit to authenticity. Audiences don't just remember content—they remember how you made them feel. 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). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Why authentic leadership is vital in 2025, when AI is everywhere Back in 2021, the big conversation was about chatbots and holograms. Today, in 2025, AI has gone far beyond that. Tools like ChatGPT, Perplexity, Gemini, and countless others are now part of daily life—at home and at work. They generate reports, answer questions, and even simulate empathy in conversation. For many, they feel like a companion. But there is a dark side. We now read disturbing stories of unstable people encouraged by AI interactions to harm themselves or take their own lives. This isn't science fiction. It's here, and it's dangerous. AI doesn't feel, but it can appear to. And when people trick themselves into believing a machine cares, the consequences can be tragic. In this new context, the role of the boss has never been more important. Leaders must become the human alternative to AI—providing authentic empathy, guidance, and care that machines simply cannot. Why do people prefer AI conversations today? The attraction is convenience. AI never gets tired, never loses patience, and always has an answer. For someone who feels isolated, anxious, or unseen, AI can feel like a safe space. In Japan, where loneliness is a social crisis, this is particularly dangerous. Employees may begin to confide more in machines than in their managers. If leaders neglect people-care, their staff may default to AI for guidance and validation. That's not just bad for morale—it's risky for mental health. Mini-Summary: People turn to AI because it feels safe, patient, and always available. Leaders who don't engage risk leaving staff vulnerable to dangerous dependence on machines. How did the pandemic pave the way for this? Covid-19 accelerated remote work and digital reliance. People learned to depend on screens for human connection. By the time AI matured, the habit of seeking digital substitutes was already ingrained. Now, instead of waiting for a manager to reply to a message, an employee can ask AI and get an instant response. The problem is that AI provides efficiency, not empathy. It can mimic listening but cannot care. Mini-Summary: Remote work normalised digital substitutes for connection. AI has filled the gap with speed—but not with real empathy. What are the risks of letting AI fill the emotional void? The most alarming risk is manipulation. AI systems can mirror human emotions, but they cannot judge when someone is in crisis. We've already seen tragic cases where vulnerable people, treated to AI's false empathy, were nudged toward self-harm. In the workplace, the danger is disengagement. Employees who feel unsupported may retreat into AI interactions, becoming emotionally disconnected from their leaders and teams. Over time, this undermines loyalty, performance, and culture. Mini-Summary: AI cannot distinguish between casual talk and crisis. Employees who rely on it emotionally may drift away from their leaders and teams—or worse, suffer harm. Why is the boss's role more important than ever? Because only humans can care. A boss who asks a team member, “Are you okay?” and listens deeply is offering something AI never can: authentic empathy. In Japan, where harmony and belonging are powerful motivators, the boss's role as a human anchor is critical. Leaders must check in intentionally, not leave staff to find comfort in algorithms. Mini-Summary: The boss's role is to provide real empathy and belonging—things AI can mimic but never deliver. What should leaders do in 2025? Schedule human time. Block out time for conversations with staff, no matter how busy. Ask better questions. Go beyond “How's work?” to “How are you coping?” and “What support do you need?” Listen actively. Don't interrupt, dismiss, or rush. Coach direct reports to do the same. Human connection must cascade through every level of leadership. Without these steps, staff may choose AI as their “listener.” Leaders must compete by being more present, empathetic, and human. Mini-Summary: Leaders must outcompete AI by offering deeper listening, better questions, and genuine care. Conclusion AI is now woven into daily life in Japan and worldwide. It offers efficiency, speed, and simulation of empathy—but not the real thing. For vulnerable people, the illusion of care can be deadly. For employees, it can quietly erode engagement and loyalty. That's why the boss's role is more vital than ever. Leaders must be the human alternative to AI—showing real concern, listening with empathy, and anchoring their people in authentic human connection. In 2025, it's not optional. It's the only way to keep teams safe, motivated, and loyal in the age of AI. 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 trust, empathy, and human relations remain the foundation of sales success in Japan Hunting for new clients is hard work. Farming existing relationships is easier, more sustainable, and far more profitable. Yet not all buyers are easy to deal with. We often wish they would change to make our jobs smoother, but in reality, we can't change them—we can only change ourselves. That principle, at the core of Dale Carnegie's How to Win Friends and Influence People, remains as true in 2025 as it was in 1936. By shifting our mindset and behaviour, we can strengthen buyer relationships and secure long-term loyalty. Why must salespeople change first, not the buyer? Expecting buyers to change their habits or behaviours sets us up for frustration. Buyers act in ways that make sense to them, even if inconvenient for us. The only real lever we have is our own behaviour. Even a small shift—like adjusting our approach by “three degrees”—can change the buyer's counter-reaction. In Japan, where harmony and long-term trust are prized, this principle is especially powerful. A salesperson who shows flexibility and empathy stands out in contrast to competitors who push rigidly for their own preferences. Mini-Summary: Salespeople cannot force buyers to change; by adjusting their own behaviour, they influence the relationship and build trust. What role do Dale Carnegie's Human Relations Principles play in buyer relationships? Carnegie's Human Relations Principles are timeless tools for building cooperation. Three are particularly relevant for sales: Don't criticise, condemn, or complain. Criticism rarely changes behaviour—it provokes defensiveness. Give honest, sincere appreciation. Genuine recognition strengthens bonds and motivates reciprocity. Arouse in the other person an eager want. Frame solutions around what the buyer personally values. These principles apply across industries, from manufacturing to finance. Japanese buyers, in particular, value respectful, non-confrontational communication that acknowledges their contributions. Mini-Summary: Carnegie's Human Relations Principles—no criticism, sincere appreciation, and aligning with buyer wants—remain timeless tools for sales. Why does criticism damage buyer relationships? When salespeople criticise clients, they expect reasoned acceptance. Instead, they trigger defensiveness. Buyers justify their decisions, harden their positions, and often sour the relationship. Consider situations common in Japan: extended payment terms, last-minute order changes, or requests for multiple quotes as compliance. Criticising these behaviours damages trust. Instead, salespeople must work constructively within the constraints, showing professionalism while seeking long-term influence. Mini-Summary: Criticism never wins buyers—it hardens resistance. Professionalism and patience maintain the relationship, even under pressure. How does sincere appreciation change buyer behaviour? Most professionals receive little genuine recognition. Buyers, like colleagues, are often starved of appreciation. Yet false flattery is quickly detected, especially in Japan where sincerity is scrutinised. The key is to find something specific and genuine. For example: “Suzuki-san, thank you for sending the information so promptly—it helped me meet my deadline.” This kind of concrete, truthful appreciation motivates buyers to cooperate more readily in future. Mini-Summary: Specific, honest appreciation builds cooperation and strengthens relationships—especially in Japan, where false flattery backfires. Why must salespeople align with buyer wants, not their own? Buyers spend most of their time focused on their own priorities, not the salesperson's. To gain cooperation, salespeople must align their proposals with what the buyer values personally, not just professionally. In Japan, this often means recognising not only company goals but also individual motivations—career advancement, personal reputation, or peace of mind. Framing solutions to satisfy these deeper wants increases buyer engagement and willingness to act. Mini-Summary: Sales success comes from aligning with buyer priorities—both corporate and personal—rather than pushing seller needs. How can salespeople apply these principles consistently? Building strong buyer relationships requires discipline. Salespeople should: Avoid negative talk about buyer policies. Express timely, specific appreciation for buyer cooperation. Frame every proposal around the buyer's personal and organisational goals. Companies like Toyota and Hitachi succeed because their sales teams apply these principles systematically, not occasionally. Sales leaders must coach and reinforce this mindset, ensuring every client interaction strengthens trust. Mini-Summary: Consistency in applying human relations principles transforms sales teams from product pushers into trusted partners. Conclusion In 2025, with competition fiercer than ever, building strong buyer relationships remains the bedrock of sales success. We cannot expect clients to change for our convenience. Instead, by applying Dale Carnegie's timeless principles—avoiding criticism, giving sincere appreciation, and aligning with buyer wants—we shift the relationship dynamic in our favour. Buyers in Japan reward this behaviour with trust, loyalty, and repeat 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 presentation basics matters for executives, managers, and professionals in Japan and globally Why do so many business leaders struggle with presentations? Most businesspeople enter leadership roles without structured presentation training. We focus on tasks, projects, and results, not on persuasion. As careers progress, responsibilities expand from reporting on progress to addressing divisions, shareholders, media, or industry groups. Yet many professionals simply imitate their bosses—who themselves lacked training. The result? The blind leading the blind. Companies rarely mandate presentation training for rising leaders, leaving individuals to “figure it out.” In Japan's corporate culture, where communication is vital for trust-building, this oversight stalls leadership effectiveness. Without fundamentals, even talented executives lose influence when speaking. Mini-Summary: Presentation skills are rarely taught formally. Leaders must proactively learn fundamentals or risk being overshadowed by trained communicators. What's the first step to mastering presentation fundamentals? Know your material so well that you feel you own it. Credibility comes from expertise and preparation. This means reading, researching, and gaining experience in the subject area. Being over-prepared allows you to answer questions confidently in Q&A sessions and demonstrate depth. Globally, executives at consulting firms like McKinsey or EY spend countless hours preparing beyond their presentation content. In Japan, depth is particularly valued—audiences expect presenters to demonstrate mastery and anticipate questions. Nothing shatters credibility faster than being exposed as unprepared. Mini-Summary: True confidence comes from mastery. Over-prepare so you can answer questions and project authority. Why does passion matter more than perfect delivery? Audiences remember enthusiasm more than details. Think back to school: some teachers delivered lectures robotically, while others radiated passion. The same applies in business. Presenters who show energy, conviction, and genuine excitement are remembered long after their slides are forgotten. In sales, passion equals persuasion. The same principle applies in leadership. Leaders at companies like Rakuten or Sony differentiate themselves by showing commitment to their message. Even if the topic is routine, finding areas that spark your interest—and projecting enthusiasm—makes a lasting impact. Mini-Summary: Passion makes you memorable. Even mundane topics benefit from energy and excitement, setting leaders apart. How do you project value and significance in your message? If presenters don't sound convinced, the audience never will be. Communication is not just information transfer—it is influence. Presenters must demonstrate that their ideas matter, that the audience's time is well spent, and that the content has real impact. In Japan's hierarchical companies, employees often present because they're told to, not because they believe in the message. That indifference shows, and audiences disengage. Instead, leaders should adopt a sales mindset: presenting is selling ideas. When we project conviction, we signal authority, trustworthiness, and leadership potential. Mini-Summary: Presentations must sell ideas. Confidence and conviction transfer belief to the audience and build influence. What happens if you avoid developing presentation skills? Executives can succeed in business without presentation mastery—but they will always be eclipsed by those who can influence from the stage or boardroom. Communication is a leadership multiplier. Leaders with strong fundamentals inspire, differentiate themselves, and create stronger personal brands. The pandemic and hybrid work environment made effective communication even more critical. Companies now demand leaders who can engage in-person, online, and across borders. Without these skills, careers stagnate. With them, leaders accelerate growth, recognition, and trust. Mini-Summary: Leaders without presentation skills may rise, but they're eclipsed by those who communicate with impact. Fundamentals drive career advancement. How can you start improving today? Start with three fundamentals: know your content deeply, deliver with passion, and project value in every message. Rehearse frequently, seek coaching, and study great communicators. Firms like Dale Carnegie Tokyo Training provide frameworks that help leaders avoid wasted years of trial and error. Take ownership of your growth. Don't wait for companies to sponsor training. Invest in yourself. The payoff is measurable in career advancement, reputation, and influence. Mini-Summary: Begin with mastery, passion, and value. Add practice and training to accelerate confidence and impact. Conclusion: Why fundamentals define leadership presence Presentations are not an optional skill—they are a leadership necessity. Companies may neglect training, but leaders who take initiative gain a decisive advantage. Audiences don't remember every detail, but they remember passion, conviction, and clarity. Key Takeaways: Companies rarely teach presentation skills—leaders must self-develop. Mastery of content builds credibility and confidence. Passion makes presenters memorable and persuasive. Presentations sell ideas—conviction transfers belief to the audience. Fundamentals separate good managers from great leaders. Executives and professionals should act now: commit to mastering fundamentals, rehearse deliberately, and seek coaching. Influence is the hallmark of leadership, and presentation skills are its foundation. 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). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

  Timeless luxury thrives on trust, not transactions. In Japan, “walk the talk” converts respect into results. Prepare for 90, execute the final 10 flawlessly. Curiosity first; conclusions later. Empathy is the shortcut to nemawashi.   Born in Geneva, Switzerland — the same city where Piaget began — Alexis Perroton started his career at TAG Heuer. At 24, he accepted a “Japan or nothing” posting and arrived without language skills or prior affinity for the country. The culture shock was immediate, but he refused to quit, immersed himself in the language, and built fluency as he learned retail from the shop floor. After four years, he moved to Richemont's Finance Planning & Analysis team supporting watch maisons and later Cartier, partnering closely with marketing on product performance dashboards. That collaboration paved the way to a leadership shift: he became Head of Jewellery for Cartier Japan during a pivotal rebuilding phase marked by new management, optimism, and local creative freedom. To broaden his scope and network, Perroton relocated to Cartier's head office in Geneva, working with the executive committee and coordinating commercial activities across Asia at the height of China's expansion. He subsequently led marketing and communications across 12 diverse markets in Southeast Asia from Singapore, then moved to Hong Kong in 2015 to oversee Hong Kong & Macau — the largest subsidiary at the time — through a demanding, resource-rich growth period. Recruited to Piaget by a former Cartier colleague tasked with revitalising the maison, Perroton returned to Japan eight years ago to lead Piaget Japan. Since then, he and his team have delivered strong results across triumphs and setbacks, emphasising client relationships, boutique excellence, and disciplined execution. Across roles in Switzerland, Japan, Singapore, Hong Kong, and back to Japan, his career reflects 18 cumulative years in Japan, a deep commitment to on-the-floor leadership, and the conviction that respect, transparency, and consistency (“walk the talk”) generate trust and performance. Alexis Perroton's leadership philosophy is forged from the boutique floor up. He insists luxury is about emotion and human connection, and that leaders must be visible, useful, and humble where the relationship actually forms: in-store. Early in Japan, unable to speak or read the language, he nearly left. Instead, he doubled down, learned Japanese, and used that experience to shape a style that blends Swiss discipline with Japanese trust-building. Over time he moved through finance, marketing, and general management across Asia, all while honing empathy and executional rigour. Perroton learned that Japanese engagement cannot be read through global dashboards alone. Survey scores trend conservative, but comments are nuanced and often positive; a “5/10” may signify a customer's desire to keep a brand exclusive rather than dissatisfaction. He rejects international league tables that flatten culture, preferring to mine qualitative feedback and then close the loop visibly so staff see action, not surveys for surveys' sake. This is classic nemawashi: patiently build consensus and psychological safety before decisions are formalised (ringi-sho), and communicate the “why,” the frame, and the plan. He is equally clear-eyed on empowerment. Large brainstorming sessions seldom unlock the quiet voices; one-to-one breakfasts and small-group conversations do. He schedules weekly “what I did/what I'm doing” forums so every voice exercises agency. Then he provides structure — owners, milestones, expectations — so ideas survive the off-site and turn into operational work. He understands Japan's “prepare 90, execute 10” rhythm and harnesses it: meticulous rehearsal (including speeches scripted phonetically in romaji) ensures flawless client experiences. On technology, he is pragmatic. Luxury e-commerce remains smaller in Japan; clients value brick-and-mortar intimacy, trusted advice, and post-purchase care. Technology supports, but cannot replace, that theatre. Decision intelligence for leaders here means translating data into empathetic action: role-plays at morning chokurei, field coaching, and feedback cadences that respect uncertainty avoidance while still inviting challenge. Language proficiency matters because it collapses distance. Speaking directly with clients at dinners and events, or packing event crates with staff after hours, signals “same boat” solidarity that no town hall can replicate. It also short-circuits the “expat for three years and gone” scepticism. Resilience, for Perroton, comes from perspective: sleep resets the day; reframe the negative until a constructive path appears. In a market where wealth skews older and relationships are compounding assets, his approach fuses empathy, preparation, and presence — the quiet mechanics of trust that make luxury feel effortless. What makes leadership in Japan unique? Leaders succeed by investing disproportionate energy in trust and preparation. Nemawashi precedes decisions; ringi-sho codifies them; consensus safeguards execution. Staff and clients value “walk the talk” — the leader who shows up at events on weekends, role-plays in morning huddles, and can serve a client in Japanese. Preparation (90) before execution (10) yields the “flawless” client moment. Why do global executives struggle? They over-index on global benchmarks and underweight context. Japanese engagement and NPS scales are conservative; comments carry the gold. Translation nuance matters. Without patient listening, one-to-one conversations, and follow-through, ideas die in the gap between off-site enthusiasm and Monday reality. Is Japan truly risk-averse? Japan is uncertainty-averse more than risk-averse. Teams will pursue bold goals once leaders reduce ambiguity: clarify intent, sequence, owners, and safeguards. Meticulous rehearsal de-risks the last 10 percent. Leaders who frame decisions with transparent dashboards and narratives convert caution into commitment. What leadership style actually works? Respect, transparency, and consistency. Be reachable, empathetic, and specific. Set frames (who/what/when), then empower execution. Build psychological safety in small groups; invite challenge privately if needed. Model shared labour — from packing crates to greeting clients — to accelerate trust and speed up nemawashi. How can technology help? Use technology to enhance, not replace, human theatre. Digital twins of service journeys and decision intelligence dashboards can surface bottlenecks, skill gaps, and best practices. But luxury clients in Japan still choose boutiques for trust, tactility, and tailored advice. Tech should augment coaching (e.g., role-play libraries, analytics), not automate empathy. Does language proficiency matter? Yes — it compresses distance and signals respect. Direct Japanese conversations enable richer feedback loops with staff and clients, reduce reliance on filters, and quicken consensus. Even partial fluency, used consistently, advances trust faster than polished slides. What's the ultimate leadership lesson? Curiosity before conclusions. Listen wide, close the loop visibly, and “walk the talk.” In Japan, leaders who pair empathy with structure turn consensus from a delay into a multiplier, sustaining performance through crises and growth cycles alike. Timecoded Summary [00:00] Geneva to Ginza: Perroton recounts growing up in Switzerland, joining TAG Heuer, and taking a “Japan or nothing” assignment at 24. Early months are brutally hard — no language, cultural isolation — but he refuses to quit, learns Japanese, and discovers the client-facing heartbeat of luxury. [05:20] From FP&A to jewellery: At Richemont he partners with marketing on analytics, then becomes Head of Jewellery for Cartier Japan during a renewal period with new management and local freedom. The move proves that cross-functional fluency (finance + marketing) accelerates leadership range. [12:45] Head office vantage: In Geneva, he coordinates Asian markets as China scales rapidly, building an ex-co network and regional perspective. The exposure to different uncertainty profiles and market maturities seeds his later playbook on framing and consensus. [18:30] Southeast Asia tour: From Singapore, he oversees 12 heterogeneous markets — mature (Singapore), emergent (Vietnam), culturally complex (Indonesia), Anglo-Saxon (Australia). A small, tight team learns to tailor playbooks without losing brand coherence. [23:40] Hong Kong & Macau (2015): He leads the largest subsidiary pre-COVID, where resourcing and pressure are equally high. He calibrates “prepare 90, execute 10” at scale, learning that big markets demand both autonomy and disciplined alignment. [28:10] Piaget Japan: Recruited amid a brand rebuild, he returns to Japan. Eight years deliver wins and setbacks, but the throughline is presence: weekends at events, dinners with clients, and coaching on the floor. He schedules boutique time, blocks calendars, and adapts to two time zones daily. [34:15] Engagement optics: He critiques comparing Japan's NPS/engagement to other countries. Scores are conservative; comments reveal loyalty and exclusivity impulses. The fix: translation nuance, qualitative mining, action plans, and visible follow-through — nemawashi in practice. [40:00] Empowerment engine: Weekly “feedback” meetings make speaking up routine. Small breakfasts surface quieter voices. He supplies frames (owners, timelines) so ideas outlive off-sites. Role-play during chokurei institutionalises learning despite dispersed retail schedules. [45:35] Digital vs. human: E-commerce is smaller in Japan's luxury; clients prioritise tactile experiences and trusted advisors. Technology should serve decision intelligence and coaching, not attempt to automate empathy. [49:50] Resilience & habits: He writes everything down, rehearses speeches in romaji, takes thinking breaks, and resets daily — reframing negatives until a constructive path emerges. The ultimate lesson: curiosity, empathy, structure, and “walk the talk.” Author Credentials 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 foreign “hammers” fail and what leaders must do differently in 2025 For decades, foreign companies entering Japan have repeated the same mistake: dispatching a “change agent” from HQ to shake things up. The scenario often ends in disaster. Relationships are broken, trust collapses, and revenues fall. In 2025, the lesson is clear—Japan doesn't need hammers. It needs builders who listen, localise, and lead with respect. Why do foreign change agents so often fail in Japan? Most fail because they arrive as “hammers,” assuming Japanese organisations are nails to be pounded. They issue orders, demand compliance, and move quickly to replace “uncooperative” staff. Within months, good people leave, clients are alienated, and HQ is asking why nothing has improved. In Japan's relationship-driven culture, trust and precedent matter more than speed. What works in the US or Europe—shock therapy and rapid restructuring—backfires badly in Tokyo. Mini-Summary: Change agents fail because they impose foreign models on Japan, destroying relationships and trust in the process. What makes Japan's business environment unique? Japan's corporate culture is deeply relationship-based. Employees and clients alike expect stability, respect for hierarchy, and long-term partnership. Leaders who ignore these norms are seen as reckless and disrespectful. Imagine if a Japanese executive were sent to New York or Sydney with no English, no knowledge of local clients, and an eagerness to sack your colleagues. How would staff react? That's how many Japanese employees feel when foreign hammers arrive. Mini-Summary: Japan values stability, respect, and trust. Ignoring cultural context guarantees resistance to foreign-led change. How does poor localisation damage performance? Foreign leaders often fail because they don't understand Japanese customers, laws, or working styles. Policies designed for HQ markets rarely fit Japan. When imposed, they drive away clients and demoralise employees. Losing even a handful of senior staff can devastate sales because relationships with clients are personal and long-standing. Unlike in Silicon Valley or London, relationships in Japan cannot be quickly replaced. Mini-Summary: Poor localisation alienates both staff and customers. Once key relationships are broken in Japan, they are almost impossible to rebuild quickly. What should leaders do differently before landing in Japan? Preparation is everything. Leaders should study Japanese language, culture, and business practices before stepping on the plane. They must also build “air cover” at HQ—support for localisation and patience with results. Quick wins help: small, visible improvements that build credibility. Equally important is identifying influencers inside the Japanese office to champion necessary changes. Instead of dictating, leaders must co-create solutions with the local team. For a comprehensive roadmap, leaders should read Japan Business Mastery and Japan Leadership Mastery, which remain the most up-to-date guides on how to succeed in Japan's unique and complex business environment. Mini-Summary: Leaders should prepare deeply, secure HQ support, and pursue small wins with local influencers. Japan Business Mastery and Japan Leadership Mastery are the definitive playbooks for succeeding in Japan. Why is listening more powerful than ordering in Japan? Successful leaders in Japan listen first. They try to understand why processes exist before changing them. What seems inefficient to outsiders may serve a hidden purpose, such as preserving harmony with partners or complying with local regulations. Listening builds credibility and signals respect. Staff become more open to change when they feel heard. By contrast, ordering without listening provokes silent resistance, where employees nod in meetings but fail to execute later. Mini-Summary: Listening creates buy-in and reveals hidden logic. Ordering without listening triggers silent resistance in Japan. How can foreign leaders build rather than wreck in Japan? The answer is to be a builder, not a wrecker. Builders respect relationships, cultivate influencers, and adapt global practices to local realities. They hasten slowly, introducing sustainable changes without blowing up trust. Executives at firms like Microsoft Japan and Coca-Cola Japan have shown that localisation, patience, and humility create long-term growth. Change agents may deliver in other markets, but in Japan, only builders succeed. Mini-Summary: Builders succeed by respecting trust, localising global models, and moving at Japan's pace. Conclusion The “change agent” model is a repeat failure in Japan. In 2025, foreign companies must abandon the hammer approach and embrace a builder mindset—listening, localising, and cultivating trust. Japan's market is rich, stable, and full of opportunity, but only for leaders who respect its unique culture. For executives who want a practical roadmap, Japan Business Mastery and Japan Leadership Mastery remain the most relevant and up-to-date books on how to win in this demanding environment. 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.

 Nine proven strategies executives and professionals in Japan and worldwide can use to master public speaking and influence with confidence Why do business professionals need presentation guidelines? Most of us stumble into public speaking without training. We focus on doing our jobs, not plotting a public speaking career path. Yet as careers advance, presentations to colleagues, clients, or stakeholders become unavoidable. Executives at firms like Hitachi, SoftBank, or Mitsubishi know that persuasive communication directly affects career progress and credibility. Without guidelines, many professionals waste decades avoiding public speaking. The good news? It's never too late to learn. By following proven principles, anyone can become a confident communicator capable of inspiring audiences and strengthening personal brands. Mini-Summary: Public speaking is not optional in business careers. Guidelines accelerate confidence and credibility, ensuring leaders don't miss opportunities. Should you use notes during a presentation? Yes, brief notes are acceptable. Smart presenters use them as navigation aids, either on the podium or discreetly placed behind the audience. Audiences don't penalise speakers for glancing at notes—they care about clarity and delivery. The real mistake is trying to memorise everything, which creates unnecessary stress. Professionals at companies like Goldman Sachs or Deloitte often carry structured notes to ensure flow without losing authenticity. The key is to avoid reading word-for-word and instead speak naturally to main points. Mini-Summary: Notes provide direction and reduce stress. Reading word-for-word damages authenticity, but reference notes enhance confidence. Why is reading or memorising speeches ineffective? Reading entire speeches is disengaging. Audiences quickly tune out when delivery sounds like a monotone recitation. Memorising 30 minutes of text is equally flawed—it strains memory and removes spontaneity. Modern leaders need flexibility, not rigid scripts. Instead, professionals should memorise key ideas, not sentences. Political leaders and CEOs alike rely on talking points, not full manuscripts, to stay natural and adaptable. In Japan, executives trained in Dale Carnegie programs learn to communicate with presence, not performance. Mini-Summary: Reading or memorising word-for-word suffocates engagement. Focus on key points to remain natural, flexible, and credible. How can evidence strengthen your presentation? Audiences are sceptical of sweeping statements. Without proof, leaders risk credibility damage. Evidence—statistics, expert testimony, and case studies—adds authority. A claim like “our industry is growing” has little weight unless supported with 2025 market research or benchmarks from firms like PwC or Bain & Company. In Japan's cautious corporate culture, data-backed arguments are particularly vital. Numbers, trends, and customer case studies reinforce trust, especially during Q&A sessions where credibility is tested. Mini-Summary: Evidence turns opinion into authority. Leaders should support claims with facts, statistics, and expert sources to maintain credibility. Why is rehearsal so important? Practice transforms delivery. Presenting to trusted colleagues provides feedback and confidence. But avoid asking vague questions like “What do you think?” Instead, request specifics: “What was strong?” and “How can it improve?” This reframes feedback into constructive insight. At global firms, leaders often rehearse in front of teams or communication coaches before critical investor calls or town halls. Japanese executives, known for precision, benefit greatly from structured rehearsal before presenting to boards or government stakeholders. Mini-Summary: Rehearsal reduces anxiety and strengthens delivery. Ask targeted questions to turn feedback into actionable improvement. Do you always need visual aids? Not necessarily. Slides are valuable only if they add clarity. Overloaded decks weaken impact, but visuals with people, trends, or key figures make content memorable. A simple chart highlighting one data point can be more persuasive than 20 dense slides. Visuals also act as navigation, allowing presenters to recall main points naturally. At firms like Apple or Tesla, minimalist visuals emphasise storytelling over clutter—an approach business leaders worldwide can adopt. Mini-Summary: Visual aids should clarify, not confuse. Use them sparingly to highlight key ideas and support storytelling. How should professionals control nerves before speaking? Nervous energy—“butterflies”—is natural. The solution is physical and mental preparation. Deep, slow breathing lowers heart rate and calms the body. Some professionals walk briskly backstage to burn excess energy, while others use pep talks to raise intensity. Finding a personal ritual is key. Research in workplace psychology shows that controlled breathing and physical grounding improve focus. Japanese executives presenting at high-stakes shareholder meetings often use discreet breathing exercises before stepping on stage. Mini-Summary: Anxiety is natural. Breathing, movement, and mental preparation channel nerves into productive energy. Why should you never imitate other speakers? Authenticity wins. Copying others produces inauthentic delivery and limits growth. Instead, leaders should develop their own voice through practice and feedback. Life is too short to be a poor copy of someone else. Famous communicators like Steve Jobs or Sheryl Sandberg became iconic not by imitation but by honing unique, authentic styles. The same is true in Japan: executives respected for leadership presence stand out because they are genuine. Mini-Summary: Don't copy others. Develop a natural, authentic style that reflects your personality and strengths. Conclusion: How do guidelines transform your presentation career? Public speaking is not an optional skill—it defines leadership impact. By applying nine guidelines—using notes, avoiding reading, focusing on key points, backing claims with evidence, knowing more than you say, rehearsing, using visuals wisely, controlling nerves, and being authentic—professionals protect and elevate their personal brands. Key Takeaways: Notes guide, but don't read word-for-word. Memorise ideas, not sentences. Use evidence to back claims and build authority. Rehearse with feedback for confidence. Visuals should enhance, not clutter. Control nerves with breathing and energy rituals. Authenticity beats imitation every time. Leaders at all levels should take action now: seek training, rehearse deliberately, and present with authenticity. Don't waste years avoiding public speaking. The sooner you embrace it, the faster your leadership brand grows. 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). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

“Anything that stretches you and makes you grow is never easy.” “In general, to gain trust, the three things that work are humility, curiosity, and authenticity.” “In Japan, you have to move from busy to productive, and from productive to impactful.” “As a leader, you must trust others to be your voice, your interpreter, and your proofreader.” “First and foremost, put your hand up—there's too much hesitation and self-censoring.” Dr. Laura Bonamici is the Global Head of Marketing at Fujitsu, based in Tokyo, Japan. Her career has spanned multiple industries and geographies, from consumer goods and luxury fashion to technology, each stage demanding adaptability and reinvention. Previously she was a Communications Specialist, Embedded PR; Commodity Operations Program Manager, Goldman Sachs; Investment Banking Division, Goldman Sachs; Corporate Marketing Assistant, Drake International-Learning Technologies.  She has a Ph.D. from Royal Holloway University of London; and B.A from Universita degli Studi di Firenze. She has built her reputation on her ability to lead transformation across cultures, guiding teams through periods of uncertainty and change. In Japan, she has been tasked directly by Fujitsu's CEO with spearheading marketing transformation, a mandate that challenges her to balance global speed with the local consensus-driven style of decision-making. Fluent in several languages and deeply committed to cultural immersion, Laura has become known for blending precision with creativity, humility with authority, and long-term commitment with immediate impact. She champions diversity, particularly encouraging women to take leadership roles and pursue international assignments, believing that exposure to different cultures is essential for confidence and perspective. Today, she continues to refine her leadership approach in Japan's uniquely complex business environment, guided by authenticity, curiosity, and respect for cultural nuance. Leadership, for Dr. Laura Bonamici, is a process of constant growth, challenge, and adaptation. As Global Head of Marketing at Fujitsu, she has learned that leadership in Japan is unlike anywhere else in the world: demanding patience, cultural sensitivity, and an unwavering commitment to authenticity. Upon her arrival in Tokyo, she was tasked by the CEO with driving transformation. Yet, she quickly discovered that while international markets often prize speed and disruption, Japan's consensus-driven decision-making process values nemawashi (informal groundwork), ringi-sho (formal approval circulation), and a deliberate pace. Rather than imposing a foreign model, Laura chose to respect the cultural norms while still pushing for meaningful change. This balancing act has required resilience and an appreciation that transformation cannot be rushed. Trust lies at the heart of her leadership. As a non-Japanese executive, she is acutely aware of perceptions that foreigners may not stay long. To counter this, she invests time in one-on-one interactions, symbolic gestures like delivering speeches in Japanese, and consistent demonstrations of long-term commitment. These actions, while small, become essential trust-building measures that gradually shift perceptions. Laura's leadership style is built on humility, curiosity, and authenticity. She believes in asking questions, even in a culture where questioning may be uncomfortable, framing them in ways that show genuine interest rather than criticism. She uses tools such as workshops, Post-it brainstorming, and agile methodologies to encourage open participation and psychological safety. For her, leadership is not about imposing a style but about weaving together the best aspects of Japanese precision, international innovation, and Fujitsu's own corporate culture. She also emphasises the need to move from being “busy” to truly “impactful.” By deliberately carving out time in her calendar for reflection and creativity, she models the behaviours she wants her team to adopt. This philosophy resonates strongly in Japan, where overwork is common but does not always translate to high impact. For women, she acknowledges both the barriers and the opportunities in Japan. She urges female leaders to “put their hand up” rather than self-censor, and advocates for international assignments to build resilience and global perspective. With Fujitsu's goal of 30% female leadership, she sees systemic change as gradual but achievable through consistent encouragement and role modelling. Ultimately, Laura likens leadership to salt: essential when used wisely, overwhelming when misapplied. Her approach, grounded in authenticity and cultural respect, is a reminder that leadership is both an art and a discipline, particularly in the nuanced environment of Japan. What makes leadership in Japan unique? Leadership in Japan is shaped by consensus-driven decision-making and cultural expectations of humility and harmony. Unlike markets that prioritise speed, Japan values nemawashi and ringi-sho, where alignment is painstakingly built. For Laura, leadership here requires balancing international urgency with local patience. Why do global executives struggle? Executives often arrive expecting to implement rapid change, only to find progress feels slow. They underestimate the importance of trust and long-term commitment. As Laura highlights, without demonstrating persistence and cultural respect, leaders may be dismissed as transient. Is Japan truly risk-averse? Rather than being risk-averse, Laura believes Japan exhibits high uncertainty avoidance. Transformation is not rejected but must be managed through careful consensus-building. She frames this as a shift from rushing decisions to ensuring impact, which aligns with decision intelligence principles. What leadership style actually works? Authenticity, humility, and curiosity are key. Asking questions, even when uncomfortable, models openness and encourages dialogue. Laura avoids imposing a singular “foreign” leadership style, instead blending the strengths of Japanese precision, international innovation, and Fujitsu's own values. How can technology help? Laura leverages agile methodologies, workshops, and digital collaboration tools to break down silos and create psychological safety. She believes technology, such as digital twins and agile design frameworks, enables experimentation without fear, helping bridge the gap between speed and consensus. Does language proficiency matter? Yes, both symbolically and practically. Delivering speeches in Japanese signals respect and commitment. It also reduces the reliance on interpreters, though Laura emphasises trusting interpreters and proofreaders as extensions of leadership. What's the ultimate leadership lesson? Leadership, like salt, must be applied with balance. Too much control overwhelms; too little leaves teams directionless. Laura's ultimate lesson is that leadership is about fostering trust, modelling authenticity, and creating the conditions for impact rather than imposing authority. [00:00] Dr. Laura Bonamici introduces her leadership philosophy, stressing that anything that stretches and challenges you is never easy. She frames leadership as a balance of authenticity and cultural adaptation. [05:20] Discusses her arrival in Japan and mandate from Fujitsu's CEO to drive transformation. She quickly identifies the challenge of aligning international speed with Japan's consensus culture, rooted in nemawashi and ringi-sho. [12:45] Highlights the importance of trust-building as a foreign leader. Shares strategies such as one-on-one meetings, learning Japanese, and consistent presence to counter perceptions of transience. [18:30] Outlines her leadership pillars of humility, curiosity, and authenticity. Explains how asking questions, though culturally uncomfortable, demonstrates genuine interest and encourages dialogue. [25:10] Describes practical tools like workshops, Post-it brainstorming, and agile practices to foster innovation and psychological safety within teams. [32:00] Emphasises the shift from being busy to impactful. She blocks time for reflection and creativity, modelling productive behaviours in contrast to Japan's culture of overwork. [39:15] Addresses the challenges and opportunities for women leaders in Japan. Urges women to put their hand up, avoid self-censoring, and take overseas assignments to build resilience. [45:00] Concludes with her metaphor of leadership as salt — essential in balance, destructive in excess — encapsulating her philosophy of authenticity, cultural sensitivity, and patience. Host Credentials 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.

Balancing strength and flexibility in leadership in 2025 Leaders are often told to “never surrender” and “winners don't quit.” At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when? Why are leaders expected to be both tough and flexible? Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms. In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen (continuous improvement). Leaders must embody both, choosing when to persist and when to pivot. Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen (improvement) highlight this dual demand. Why do most people avoid leadership roles? Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, “Leading is easy. It's getting people to follow you that's hard.” Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism. In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress. Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare. Why is delegation so difficult for leaders? Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge. Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others. Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team. How should leaders balance authority with openness? Many leaders mouth platitudes about “servant leadership” or “management by walking around.” In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input. In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority. Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty. Can conceding actually make leaders stronger? Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don't know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches. In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn't mean surrendering; it means being smart enough to choose the best path. Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don't know everything. How can leaders develop flexibility without losing authority? The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives. Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today's unpredictable business environment. By selecting the best ideas—whether theirs or others'—leaders strengthen both their authority and their team's performance. Mini-Summary: Flexibility doesn't erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams. Conclusion Leadership is not about rigidly holding the line or constantly conceding. It's about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times. 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.

How a structured roadmap transforms sales performance in Japan At the centre of every sale is the customer relationship. Surrounding that relationship are the stages of the sales cycle, which act like planets revolving around the sun. Without a structured cycle, salespeople risk being led by the buyer instead of guiding the process themselves. With it, they always know where they are and what comes next. Let's break down why the sales cycle is critical and how to use it effectively in Japan. What is the sales cycle and why does it matter? The sales cycle is a five-stage roadmap that moves from first contact through to closing and after-sales follow-up. Each stage—credibility, questioning, solution, objections, and close—ensures that salespeople remain in control of the process. In Japan, where buyers are cautious and expect professionalism, having a clear cycle prevents missteps. It reassures clients that the salesperson is competent and methodical. Just as Toyota uses structured processes for manufacturing excellence, salespeople need a reliable process to achieve consistent results. Mini-Summary: The sales cycle provides a roadmap that keeps salespeople in control, especially in Japan where clients expect structure and professionalism. How should salespeople make a strong first impression? The first step is credibility. Buyers often meet salespeople through referrals, events, or cold calls, and they form impressions quickly. A refined credibility statement is essential: it should clearly communicate who you are, your expertise, and why you are reliable. At this stage, qualifying questions are also critical. They help determine whether the prospect is a genuine fit for your solution. Without qualification, time and resources are wasted. In Japan's relationship-driven market, credibility and early alignment build the trust needed to advance the conversation. Mini-Summary: A polished credibility statement and targeted qualification questions establish trust and ensure you're talking to the right buyer. Why is questioning compared to a doctor's diagnosis? Just like doctors, salespeople must diagnose before prescribing. Asking questions reveals the buyer's current situation, future goals, barriers to success, and personal motivations. These insights uncover not only organisational needs but also the executive's personal stakes in the outcome. In Japan, where buyers may not volunteer information freely, structured questioning is vital. It demonstrates that the salesperson genuinely wants to understand before offering solutions. This approach aligns with consultative selling methods used by multinational firms, which outperform competitors relying on generic pitches. Mini-Summary: Diagnostic questioning uncovers both company needs and personal stakes, showing buyers you are serious about solving their problems. How do you present solutions effectively in Japan? Once needs are clear, the salesperson must outline the solution with detail and proof. This involves explaining features, translating them into benefits, and providing evidence of success in similar contexts. For example, showing how Fujitsu or Rakuten solved a comparable problem makes the solution credible. Importantly, salespeople should use trial closes to test understanding and identify concerns before the final ask. In Japan, this gentle approach respects hierarchy and allows buyers to raise issues without losing face. Mini-Summary: Effective solution presentations combine features, benefits, and proof, reinforced by trial closes to surface and resolve concerns early. How should objections be handled? If objections arise, it signals that either clarity or persuasion was lacking. The professional response is to address concerns respectfully, provide further evidence, and reframe value. In Japan, objections are often indirect, so listening carefully is essential. Global best practice suggests preparing objection-handling strategies in advance. Whether in consumer goods or B2B tech, salespeople who anticipate resistance show competence. Japanese clients in particular value patience and persistence in overcoming doubts. Mini-Summary: Objections reveal gaps in clarity or persuasion; handling them calmly and respectfully strengthens trust in Japan's relationship-driven culture. How do you close the sale and secure loyalty? Closing should not be abrupt. Instead, salespeople can “paint a word picture” of success, helping the buyer imagine the benefits of the solution in action. Then, a soft closing technique invites agreement. After closing, follow-up is critical. Maintaining contact ensures satisfaction, resolves issues, and opens the door for referrals. In Japan, where reputation spreads through networks, happy clients become powerful advocates. The sales cycle does not end with the sale—it ends with loyalty. Mini-Summary: Successful closing combines gentle persuasion with strong follow-up, turning satisfied clients into long-term advocates and referral sources. Conclusion The sales cycle—credibility, questioning, solution, objections, and closing—is the roadmap that guides salespeople through every conversation. Without it, sales interactions risk becoming chaotic or buyer-led. In Japan, where professionalism, trust, and long-term relationships are paramount, mastering the cycle is non-negotiable. Salespeople who use it consistently not only close more deals but also create loyal clients who sustain their business for years to come. 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 enthusiasm is the decisive factor in leadership, persuasion, and presentation success in Japan and globally Why is enthusiasm essential in business presentations? Enthusiasm is the engine of persuasion. In leadership, sales, and communication, passion signals conviction and credibility. Without energy, even well-researched data or strategic recommendations fall flat. Executives at companies like Toyota or Rakuten expect presenters to not only deliver facts but to inject life into them. A lack of enthusiasm is not neutral—it actively drains attention. In Japan's post-pandemic corporate environment, where remote meetings and hybrid presentations are common, leaders who fail to project energy risk being forgotten. Conversely, those who speak with passion become memorable influencers. Mini-Summary: Enthusiasm transforms presentations from lifeless reports into persuasive communication. Without it, leaders risk losing trust and engagement. Can you be too enthusiastic about numbers and data? Yes, and that's where balance is key. In internal meetings—revenue updates, quarterly reporting, or client statistics—overt enthusiasm for raw numbers can feel inauthentic. But data doesn't persuade on its own. Context, storytelling, and contrast bring numbers to life. Instead of showing an unreadable spreadsheet, effective communicators use visuals, animation, and narratives. For example, a single key revenue figure, enlarged on screen with a compelling story, leaves more impact than a crowded Excel chart. Global consulting firms like McKinsey & Company and Accenture regularly use this principle to frame insights for clients. Mini-Summary: Numbers without stories are dead. Leaders must animate data with context and narrative to persuade effectively. What happens when leaders speak without energy? Low-energy speakers drain motivation. Watching former Japanese Prime Minister Yoshihide Suga's press conferences illustrated how the absence of passion can make communication painful. His monotone delivery of critical COVID-19 emergency updates left audiences disengaged. In corporate life, the same dynamic applies. Leaders who fail to bring enthusiasm become “energy thieves,” leaving their teams uninspired. Conversely, when presenters share passion, energy transfers to the audience—lifting morale, confidence, and trust. Mini-Summary: Low energy kills influence. Leaders either inspire with enthusiasm or exhaust audiences with monotony. How can business leaders find enthusiasm in mundane topics? Not every subject excites naturally, but every presentation contains an angle that matters to the audience. Skilled communicators search for that thread—whether it's how trends affect profitability, customer loyalty, or employee well-being. Dale Carnegie Training in Tokyo teaches leaders to reframe even humdrum updates into stories of impact. Enthusiasm doesn't mean shouting; it means showing genuine conviction. Executives can highlight stakes, contrasts, or future implications to capture interest. Even logistics updates, when framed as customer-impact stories, can resonate. Mini-Summary: Find the human or business impact inside routine topics, and speak with conviction to make them engaging. How can presenters inject energy into their delivery? Energy is built, not born. Leaders must train, rehearse, and refine delivery. Techniques include varying pace, emphasising key junctures, and pausing strategically for impact. In Japan's competitive corporate training market, firms invest in executive coaching to help managers avoid monotony and build presence. Simple techniques—raising intensity during turning points, using stories, and changing tone—keep audiences alert. Professional speakers worldwide use rehearsal as their competitive edge. Mini-Summary: Enthusiasm requires skill and rehearsal. Leaders must train delivery techniques to project energy consistently. What's the risk of neglecting enthusiasm in business communication? The consequences are reputational. Every presentation is a personal branding moment. Leaders who consistently project enthusiasm are remembered as energisers. Those who don't, like Suga, risk being remembered as uninspiring and quickly forgotten. In Japan's relationship-driven business culture, credibility and energy directly affect trust. Companies invest heavily in sales and leadership training because they know reputations are made—or broken—every time someone speaks. Mini-Summary: Leaders who fail to project enthusiasm damage both personal and corporate brands. Energy is not optional—it's strategic. Conclusion: Why enthusiasm defines your legacy as a communicator Every presentation is an opportunity to shape how people perceive you. Audiences remember how you made them feel more than what you said. If you want to influence decisions, inspire teams, and strengthen your leadership brand, enthusiasm is non-negotiable. Key Takeaways: Enthusiasm transforms presentations into persuasive experiences. Numbers need stories and context to have meaning. Low energy drains audiences; high energy uplifts them. Even mundane topics can be reframed with conviction. Energy skills require training and rehearsal. Reputation and leadership legacy depend on enthusiasm. Executives, managers, and sales leaders should act now: rehearse presentations, seek coaching, and commit to bringing visible passion to every communication moment. 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). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

  “Japan's strength in rule-based processes has become its weakness in today's information age.” “In Japan, leadership succeeds when data removes uncertainty and consensus replaces command.” “Risk is not avoided in Japan; uncertainty is — and data is the antidote.” “To lead here, map out every cause and effect until the team sees clarity in the decision.” “Leaders thrive by respecting tradition first, then carefully opening the door to innovation.” Evan Burkosky is the Founder and CEO of Kimaru, a Tokyo-based decision intelligence startup helping supply chain leaders use AI-powered digital twins for faster, smarter decisions. Previously he was Sales Director at Meltwater Japan, Country Manager Japan for Dynamic Yield, CEO of Tourism Builder, Consultant at J. Walter Thompson Worldwide, Business Development Manager at e-Agency Japan, and CEO and founder of Konnichiwa-Japan. His career arc reflects the adaptability required to succeed as a foreign leader in Japan. Arriving more than two decades ago with the intention of building a seafood import venture, he instead navigated into marketing, technology, and eventually decision intelligence. His journey highlights both the challenges and the opportunities of leadership in a country where consensus, process, and tradition dominate corporate life. Evan Burkosky's journey in Japan reflects adaptability, persistence, and the ability to lead in one of the world's most intricate corporate cultures. He arrived with entrepreneurial ambitions in seafood imports, then pivoted into consulting, marketing, and digital transformation before co-founding Kimaru, a Tokyo decision-intelligence startup that uses AI-powered digital twins to model choices for supply-chain leaders. The platform maps cause and effect, runs permutations, and recommends the best course — a data-driven approach that mirrors Japan's approvals ritual, the ringi-sho, but at machine speed. Burkosky argues that Japan's post-war management strengths — codified rules, painstaking manuals, and consensus routines — now slow responsiveness. What worked on factory floors in the industrial era hinders agility in the information age. Leaders must honour those norms while introducing flexible, analytical decision-making that accelerates progress without eroding trust. He frames nemawashi, the informal alignment process, and ringi-sho as unavoidable realities, but insists they can be supported, not replaced, by decision intelligence. The core obstacle in Japan is often mislabelled as risk aversion. In fact, the real issue is uncertainty avoidance: once teams can see the variables and likely outcomes, they will embrace bold choices. Data removes ambiguity; probability calms fear. Burkosky's leadership method is to construct decisions like equations — define assumptions, model scenarios, quantify trade-offs — until stakeholders feel clarity and consent to move. Trust, however, cannot be commanded. Western “shoot-from-the-hip” decisiveness tends to trigger resistance. In Japan, credibility grows when leaders explain why a proposal fits the rules-based system, show the data, and respect the process. That mix of transparency, patience, and cultural translation builds executive presence and employee engagement. Language fluency is another multiplier. By opening meetings in Japanese and persisting long enough to establish competence, Burkosky found prospects opened up. He has sold millions of dollars' worth of software entirely in Japanese, signalling commitment and cultural respect that unlock deeper relationships. Ultimately, Burkosky defines leadership as being “the example that people willingly choose to follow.” In Japan, that means balancing safety and tradition with methodical innovation; using data to reduce uncertainty; and aligning stakeholders through nemawashi rather than bypassing them. Done well, this approach preserves harmony while restoring speed — and turns Japan's famed process discipline into a competitive advantage for the digital era.   What makes leadership in Japan unique? Japan's corporate system prizes rules, manuals, and consensus — legacies of manufacturing excellence that ensured quality but now slow adaptation. Leaders who respect these foundations while introducing analytical speed fare best. Why do global executives struggle? Top-down authority often fails because stakeholders expect thorough, evidence-rich explanations. Executives must make the logic visible — mapping assumptions, scenarios, and ROI — so that decisions feel safe within the existing framework. Is Japan truly risk-averse? Burkosky reframes the issue as uncertainty avoidance: when data clarifies outcomes, teams are willing to act decisively. Leaders who quantify probabilities transform “risky” ideas into acceptable bets. What leadership style actually works? Replace “shoot-from-the-hip” heroics with patient, mathematical storytelling. Explain how the strategy fits the rules-based culture; run the numbers; and secure alignment through nemawashi and ringi-sho. How can technology help? Decision intelligence and digital twins of decisions let organisations test permutations quickly and surface recommended actions — a sped-up ringi-sho that supports consensus with evidence. Does language proficiency matter? Yes. Opening in Japanese and holding the floor builds credibility; Burkosky has closed multi-million-dollar deals entirely in Japanese, deepening trust and rapport. What's the ultimate leadership lesson? “Be the example others choose to follow.” In Japan, that means reducing uncertainty with data, aligning people through process, and pacing change with respect. Timecoded Summary [00:00] Evan Burkosky traces his path from Canada's West Coast fishing life to Japan, then into consulting, marketing, and data-driven transformation work that led to co-founding Kimaru in Tokyo. [05:20] He explains Kimaru's purpose: model decisions, create digital twins of choices, run permutations, and recommend actions — effectively a sped-up ringi-sho that equips managers with evidence for alignment. [12:45] Burkosky describes Japan's rules-based culture as a strength turned constraint in the information age, arguing that leaders must respect consensus processes while introducing data-accelerated decision-making. [20:10] He reframes “risk aversion” as uncertainty avoidance and shows how probability, modelling, and clear logic unlock bolder choices once ambiguity is reduced. [28:30] Practical playbook: explain strategy mathematically, align stakeholders through nemawashi and ringi-sho, and avoid Western “shoot-from-the-hip” leadership that triggers resistance. [36:00] Language matters: by starting in Japanese and maintaining it through the opening minutes, he signals competence and respect — a habit linked to multi-million-dollar wins. [42:15] He closes with a definition of leadership as example-setting that others willingly follow, achieved in Japan by balancing safety and tradition with methodical innovation. Author Credentials 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 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. Greg also produces six weekly podcasts and three weekly YouTube shows on Japanese business and leadership.

Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they “know,” while leaders rely more on what they “sense” and “feel.” This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who “know,” but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to “know” it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A “my way or the highway” mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from “knowing” to “sensing”? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers. Listening actively to signals from teams and markets. Using knowledge as a foundation but not the driver. Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative sensing. The challenge for executives today is clear: are you still managing by knowing, or are you leading by sensing? 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 trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. 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 Western sales revolutions haven't reshaped Japanese selling practices Sales gurus often argue that “sales has changed.” They introduce new frameworks—SPIN Selling, Consultative Selling, Challenger Selling—that dominate Western business schools and corporate training. But in Japan, sales methods look surprisingly similar to how they did decades ago. Why hasn't Japan embraced these waves of change? Let's break it down. Why has Japan resisted Western sales revolutions? Japan's business culture is defined by consensus decision-making. Unlike in the US, where one buyer may have authority to sign a deal, Japanese firms typically rely on group approval. Aggressive closing techniques—“100 ways to overcome objections”—don't resonate in a context where no single buyer holds final power. When a salesperson meets a Japanese executive, even the president, decisions are often delegated downward for due diligence. The result? What looks like a top-level entry point becomes just the beginning of a long bottom-up approval process. Mini-Summary: Western-style “hard closes” fail in Japan because decisions are made through collective consensus, not individual authority. Who really decides in Japanese sales negotiations? Salespeople often assume they're negotiating with the decision-maker. In Japan, that's rarely the case. The person in front of you is usually an influencer, not the final authority. They gather information and share it with unseen stakeholders—division heads, section chiefs, back-office teams—who never meet the salesperson directly. This creates the sensation of “fighting invisible ninjas.” You prepare to persuade one buyer, but in reality, you must equip your contact to persuade a network of hidden decision-makers. Mini-Summary: In Japan, sales success depends on influencing unseen stakeholders through the buyer's internal champion. How do Japanese buyers expect salespeople to behave? Unlike Western buyers who are open to consultative approaches, Japanese buyers often expect a pitch. When salespeople arrive, they are typically asked to explain features and price. This isn't necessarily because they don't value needs analysis, but because decades of feature-focused selling have conditioned buyers to expect the “pitch-first” style. Even in 2021, many Japanese sales meetings begin with a features dump, not diagnostic questions. As one veteran trainer notes, Dale Carnegie's 1939 sales model of asking questions before proposing solutions remains largely ignored in Japan today. Mini-Summary: Japanese buyers have been trained by decades of salespeople to expect a feature-and-price pitch, making consultative selling harder to implement. What problems arise from pitching before asking questions? Pitching before discovery creates major risks. If you don't know the buyer's actual needs, you can't know which features matter most. Worse, buyers may dismiss your solution as irrelevant or commoditised. Globally, best practice is clear: ask questions, uncover pain points, align benefits, provide proof, then close. Yet in Japan, many salespeople still rush to pitch, skipping diagnostic discovery altogether. This keeps Japanese sales culture stuck in the “dark ages” compared to markets like the US or Europe, where consultative and challenger methods are standard. Mini-Summary: Pitching without discovery weakens sales effectiveness and prevents alignment with buyer needs, but remains common in Japan. How can sales teams in Japan modernise their approach? The roadmap is simple but powerful: Ask permission to ask questions. Diagnose needs thoroughly. Identify the best-fit solution. Present that solution clearly. Handle hesitations and objections. Ask for the order. This structure modernises Japanese sales while respecting cultural norms. It avoids “pushing” while still providing a disciplined process for uncovering and addressing client needs. Executives at global firms like Toyota, Sony, and Mitsubishi increasingly expect this approach, especially when dealing with multinational partners. Mini-Summary: A structured consultative process—diagnose, propose, resolve—aligns global best practice with Japanese cultural norms. What should leaders do to drive change in Japan's sales culture? Leaders must train salespeople to abandon outdated pitching habits and embrace consultative questioning. This requires coaching, reinforcement, and role-modelling from the top. Japanese firms that continue with pitch-driven sales risk falling behind global competitors. By contrast, firms that shift to questioning-based sales processes build trust faster, uncover hidden opportunities, and shorten approval cycles. The future of sales in Japan depends on whether leaders push for transformation or let tradition slow them down. Mini-Summary: Leaders must drive the shift from pitch-first to consultative sales or risk being left behind in a globalising market. Conclusion Japan hasn't embraced the sales revolutions of the West because its business culture is consensus-driven, pitch-conditioned, and tradition-bound. But the future demands change. The companies that modernise sales processes—by asking permission, diagnosing needs, and presenting tailored solutions—will outpace those stuck in pitch-first habits. Leaders have a choice: keep Japan's sales culture in the past, or bring it decisively into the 21st century. 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 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 

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