Podcasts about leadership training

Viele Unternehmen starten ambitionierte Transformationsprogramme – aber nur wenige kommen wirklich dort an, wo sie hinwollen. Studien zeigen: Rund 70 % aller Transformationen scheitern, oft aus denselben Gründen. In dieser Folge des LEITWOLF® Podcasts geht Stefan der Frage nach, warum so viele Veränderungsinitiativen stecken bleiben – und was Du konkret tun kannst, um Deine Transformation erfolgreich zu machen. Stefan spricht darüber, warum die Zahl der Veränderungsprogramme in den letzten Jahren explodiert ist, weshalb Change Fatigue in vielen Organisationen spürbar ist und wieso fehlende Führungstransformation oft der wahre Bremsklotz ist. Du erfährst, wie ein klares „Warum“ Orientierung gibt, warum Vorbildverhalten stärker wirkt als jede Folie, wieso Entwickeln und Befähigen wichtiger ist als Druck – und wie Messen, Lernen und Anpassen dafür sorgen, dass Veränderung nicht im Aktionismus endet, sondern Wirkung entfaltet. Eine klare und praxisnahe Folge für alle, die Transformation nicht nur ankündigen, sondern wirklich zum Erfolg führen wollen. (Senior) Digital Operations & Transformation Manager (m/w/d) gesucht – jetzt bewerben: https://www.linkedin.com/jobs/view/4344030824/ ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Amy Pritchard returns to The Great Battlefield podcast to talk about what she's been up to at GAIN Power, leadership development, staffing pipelines and political consulting, including direct mail. And she has a health update.

Finding belonging on college campuses is a specialty for Dr. Kevin Reese, an an experienced higher education professional with over fifteen years of experience working in a variety of roles that provide academic, personal, and professional support for college students that represent diverse and multifaceted backgrounds. Dr. Kev has experience in Admissions and Enrollment Management, Residence Life, Housing, Multicultural Affairs, Diversity and Inclusion, New Student Orientation, Student Organization Advising, Student Conduct, Public Speaking, Leadership Training and Development, and Event Planning. Founder of The Vision of Excellence Scholarship Program (2015) which is geared to assist Black males in their quest of higher education. He's also the Founder of the Wednesday Experience Podcast (2021) which takes listeners on a journey of life, laughter and wisdom! In episode 630 of the Fraternity Foodie Podcast, we find out why Dr. Kev chose Kentucky State University for his undergraduate experience, what drew him into higher education and what's kept him committed for over 15 years, how pursuing a doctorate changed the way he approaches his work with students, what separates performative leadership from impactful leadership in student organizations, what small but powerful shifts student leaders can make to improve their chapter culture immediately, how to find belonging on college campuses, what behaviors most often signal that a student organization is heading in the wrong direction, what communication mistakes he sees student leaders make most often when addressing their peers, what he learned about himself through podcasting, and what advice he would give a 19-year-old fraternity or sorority member who wants to leave a positive legacy. Enjoy!

Leaders today are stuck in a constant three-way tug-of-war: time, quality, and cost. In the post-pandemic, hybrid-work era (2020–2025), the pressure doesn't ease—tech just lets us do more, faster, and the clock keeps yelling. This is a practical, leader-grade guide to getting control of your calendar without killing your standards or your people. Why does leadership time management feel harder now, even with better technology? It feels harder because technology increases speed and volume, so your workload expands to fill the space. Email, chat, dashboards, CRMs, and "quick calls" create the illusion of efficiency while quietly multiplying decisions and interruptions. In startups, that looks like context-switching between selling, hiring, and shipping. In large organisations—think Japan-based multinationals versus US tech firms—it becomes meetings, approvals, and stakeholder alignment. Either way, the result is the same: you're busy all day, but the important work stays parked. Answer card / Do now: Audit your week for "speed traps" (messages, meetings, micro-requests). Eliminate or cap the top two. What is the "Tyranny of the Urgent," and how does it wreck leader performance? The Tyranny of the Urgent is when urgent tasks bully important tasks off your schedule—until you're permanently firefighting. You end up reacting all day: chasing escalations, answering pings, and rescuing problems that should have been prevented. This is where burnout risk climbs and productivity drops—especially in people-heavy roles like sales leadership, operations, and client service. Leaders often say, "I don't have time to plan," but that's exactly how the urgent wins. The urgent will always show up; your job is to stop it running the company. Answer card / Do now: Name today's "urgent bully." Decide: delete, delegate, defer, or do—then move one important task back onto the calendar. How do I prioritise like a serious leader (not just make a chaotic to-do list)? Prioritising means ranking tasks by impact, not emotion—then doing them in that order. A scribbled list isn't a system. Leaders need a repeatable method for capture, ranking, and execution. Use simple impact questions: Will this protect revenue? Reduce risk? Improve customer outcomes? Build capability? In Japan, where consensus and quality are prized, leaders can over-invest in perfection; in the US, speed can dominate. The sweet spot is clarity: define "done," define the deadline, and define the owner. Answer card / Do now: Write your top 5 for tomorrow, rank them 1–5, and commit to finishing 1–2 before opening email/chat. What is the 4-box matrix and which quadrant should leaders live in? The best quadrant for leaders is "important but not urgent"—because that's where planning, thinking, and prevention happen. This is the Eisenhower/Covey style matrix in plain clothes: Important + Urgent: crises, deadlines, major issues (live here too long = stress + burnout) Important + Not urgent: strategy, coaching, planning, process improvement (your success engine) Not important + Urgent: interruptions, low-value requests (minimise and delegate) Not important + Not urgent: digital junk time (limit ruthlessly) Big firms (Toyota-style operational excellence) and fast movers (Rakuten-style pace) both win when leaders protect Quadrant 2 time. Answer card / Do now: Block 60–90 minutes this week for "Important/Not Urgent" work—and guard it like a client meeting. How do I stop low-priority work and social media from stealing my day? You stop it by making "wasted time" visible and socially awkward—then replacing it with intentional breaks.Leaders often underestimate the drag of "just checking" feeds, news, or random videos. It's not the minutes; it's the mental fragmentation. If you need a break, take a break that restores you: a 30-minute walk, a short workout, a proper lunch, or a reset chat with someone who energises you. In high-output cultures across Asia-Pacific and Europe, the smartest leaders build recovery into the week because it protects decision quality. Answer card / Do now: Put friction on distractions (log out, remove apps, notifications off). Replace with one "recovery break" you actually schedule. What tactical system works: daily task lists, time blocking, delegation, or batching? It's all four—stacked into one simple operating rhythm: list, block, protect, batch, delegate. Start the day with a written, prioritised list, then time-block the top items by making an appointment with yourself. Protect that time as aggressively as you would protect a client meeting. Next: delegate "not important but urgent" tasks where possible, and batch similar work to stay in flow—calls together, approvals together, email twice a day, admin in one chunk. This reduces ramp-up time and context switching, which is a silent killer in leadership roles. Answer card / Do now: Choose one batching rule for next week (e.g., email at 11:30 and 16:30 only). Tell your team so expectations reset. Conclusion: the leader's real edge is intentional time investment Time management for leaders isn't about being "busy." It's about choosing where your time goes so you get better outcomes with less chaos. The urgent will always knock. Your job is to build a system that keeps the important work moving—planning, coaching, prevention, and decisions—so your team isn't living in crisis mode. Quick next steps for leaders (this week) Block one Quadrant 2 session (strategy/planning) and defend it. Create a daily top-5 list and finish 1–2 items before messages. Delegate one "urgent but not important" task permanently. Implement one batching rule for communications. Track your time for 3 days and delete your biggest "time thief". Optional FAQs Yes—time tracking is worth it, because it shows you the truth, not your intentions. Even three days of tracking can reveal where meetings, messages, and busywork are leaking value. Yes—delegation can reduce quality short term, but it increases capability long term. Use clear "definition of done," checklists, and feedback loops to lift standards while distributing load. No—planning doesn't slow you down; it prevents rework and constant firefighting. A small investment in planning typically saves hours of avoidable churn. Author Bio 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 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 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, hosts six weekly podcasts, and produces YouTube shows including The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Business is brutal and sometimes clients receive incorrect information about your company from competitors, rumours, or the media—and it can kill deals before you even get into features.  Why do misperceptions about a company derail sales so fast? Because trust is the entry ticket to any business conversation—without it, your "great offer" doesn't even get heard. If a buyer suspects your firm is unstable, unethical, or incompetent, they'll filter everything you say as "sales spin" and you'll feel resistance no matter how good the solution is. This is especially sharp in relationship-heavy markets like Japan, where reputation risk is taken seriously, but it happens everywhere—Australia, the US, Europe—because buyers fear being blamed for a bad vendor choice. The worst part is misperceptions are often hidden: in strong relationships a client might tell you what they've heard, but in new relationships they may never mention it while silently disengaging. Do now: Treat "reputation risk" as a normal obstacle, not a rare exception—assume misperceptions may exist and plan to surface them early.  What's a real example of reputation damage caused by misinformation? A single error can wipe out trust at scale, and recovery can take years. A famous case involved a Japanese TV news report in 1985 that linked a wine adulteration scandal to "Australia," when the scandal actually involved "Austria"—a mix-up made easier because the country names sound similar in Japanese. The result was devastating: Australian wine sales in Japan collapsed and took a long time to recover. That story is a reminder that "fake news" doesn't need to be malicious to be damaging; sometimes it's a linguistic slip, a competitor's whisper campaign, or a lazy assumption repeated as "fact." In modern terms (as of 2025), misinformation spreads faster via social media and industry chat groups, so the impact can be immediate. Do now: Collect 2–3 "reassurance proof points" (stability, client results, certifications) you can deploy if a rumour appears.  How do you uncover negative perceptions the buyer isn't saying out loud? Ask directly, gently—and then shut up. The simplest line is: "So what are your perceptions about our organisation?" Then don't add a single extra word. Silence is the tool. If you soften it with excuses or explanations, you reduce the chance they'll tell you the truth. This matters because you can't fix what you can't see. Many salespeople are far too optimistic and assume the buyer starts neutral-to-positive. In reality, the buyer may have heard something ugly from a rival, read something outdated online, or had a bad past experience with someone "like you." Your job is to draw it out early, before you waste time presenting to a sceptic. Do now: Add the "perceptions question" to your first-meeting checklist and practise staying silent for 5–10 seconds after asking it.  What should you say when the buyer shares a negative belief (without getting defensive)? Don't argue—use a neutral "cushion" to buy thinking time. When a buyer says something negative, your instinct is to correct them fast. That's dangerous: defensive reactions make your mouth outrun your brain and you can say the wrong thing. A cushion is a neutral statement that neither agrees nor disagrees, and it lets you stay calm and professional. Think: "I see," "That's helpful to know," or "Thanks for sharing that." Then you choose your pathway based on what they said. This works across cultures: in Japan it protects harmony and face; in Australia and the US it signals maturity and confidence. Do now: Write 3 cushion phrases you can say naturally, and ban yourself from instant "No, that's wrong…" reactions.  What are the three best ways to respond: agree, dissociate, or correct? Pick the response that matches the type of misperception—partial truth, social proof gap, or factual error. Agree (with clarification): If it was true in the past, acknowledge it and update the reality (e.g., systems upgraded, issue eliminated). Dissociate (social proof): Show that other credible clients worked with you and got results—implying the fear didn't stop them. Correct (evidence): If it's factually wrong, provide hard proof to remove the concern. The skill is not choosing "the nicest" option—it's choosing the right option. If you try to "correct" something that's emotional or reputation-based without rapport, you can make them dig in harder. Do now: Build a mini playbook: one Agree line, one Dissociate line, and one Correct-with-evidence pattern you can reuse.  After you neutralise the misperception, how do you rebuild credibility and move forward? Shift into positive territory by highlighting your most relevant USP and expanding their view of your strengths—without turning it into a pitch. Once the concern is handled, you reinforce why you're the best partner by selecting the USP that fits their situation (not your favourite USP). This forces you to do your research: you may have many differentiators, but you have limited "face time," so bring the big guns. Then widen their understanding of what you can do—buyers often pigeonhole you into a narrow category based on outdated impressions. Expand the scope carefully: more capability, more depth, more proof—still conversational, not a monologue. Do now: Choose one "best-fit USP" for the buyer and prepare a 30-second credibility expansion that feels informative, not salesy.  Quick checklist: Dealing with misperceptions (copy/paste) Ask: "What are your perceptions about our organisation?" (and stay silent)  Use a cushion (neutral pause phrase)  Choose the right route: Agree / Dissociate / Correct  Present proof (not opinions) when correcting  Reinforce: best-fit USP + expand strengths (no hard sell)  Conclusion: what salespeople should do now Misperceptions are part of the rough-and-tumble of business. The naïve approach is hoping the buyer "probably thinks well of us." The professional approach is drawing it out early, handling it calmly, and then rebuilding trust with relevant proof. When you do this well, you don't just save deals—you protect your reputation and stop competitors (or random misinformation) from writing your story for you.  FAQs How do I stop getting defensive when buyers criticise my company? Use a neutral cushion first, then choose agree, dissociate, or correct. It buys time and prevents reactive arguments.  What if the buyer won't tell me what they've heard? Ask gently and then stay silent. The silence is what often prompts honesty.  When should I correct misinformation with evidence? When it's factually wrong and you can provide hard proof.Otherwise, clarify or use social proof first.  Author Bio 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ā). 

We flagged this last episode—now let's get practical about evidence. Modern presenters face two problems at the same time: we're in an Age of Distraction (people will escape to the internet, even while "listening"), and an Era of Cynicism(audiences are more sensitive than ever to whether information is valid).  Why is evidence more important now than ever? Because opinion won't hold attention—and it won't survive cynicism. If your talk is mostly "editorial" (your views), people either disengage or multitask. If you don't provide concrete insights backed by proof, hands reach for phones fast.  Do now: Audit your draft. Highlight anything that is "opinion" and ask: "Where's the proof?"  What makes evidence credible in the "Era of Cynicism"? Credibility comes from quality and transparency: use highly credible sources, use multiple sources, and explain how findings were assembled. Your own research can help, but it may be greeted with doubt if you can't explain your method. The point is to make listeners feel: "This is checkable."  Do now: If you cite your own research, add one line on how it was done (sample, method, timeframe).  What are the best types of evidence to use in presentations? Use the DEFEATS framework to choose evidence that convinces busy, skeptical audiences. DEFEATS is a checklist of evidence types you can use to prove what you're saying is true: Demonstration, Example, Facts, Exhibits, Analogies, Testimonials, Statistics.  Do now: For each key point in your talk, pick at least one DEFEATS proof type (two if the audience is skeptical).  What does each DEFEATS evidence type mean (and how do you use it)? Each type does a different job—so match the type to the point you're making.  D — Demonstration: show something physically or on-screen (software/audio/video) that reinforces your point. It must be congruent with the message.  E — Example: choose examples that are relevant to the audience—same industry, similar organisation size—so people can relate.  F — Facts: facts must be provable and independently verifiable. A claim is not a fact. If you use graphs, display the data source clearly (people like knowing they could verify it).  E — Exhibits: show a physical object (or image). Make it easy to see: hold it around shoulder height, keep it still.  A — Analogies: simplify complexity by comparing two unrelated things (e.g., flight takeoff/landing vs speech opening/closing).  T — Testimonials: social proof adds credibility—especially when it comes from recognised experts. It's not the primary proof, but it strengthens belief.  S — Statistics: third-party stats are strongest; your own stats are fine, but less convincing without independent numbers too.  Do now: Add sources to your slides (small but visible). Make "checkable" part of your credibility.  What's the biggest evidence mistake presenters make? Using examples the audience can't relate to—or presenting "facts" without checkable sourcing. A senior executive using examples from a major organisation can miss the room if the audience is SMEs. And if you show graphs without citing where the data came from, you quietly trigger doubt.  Do now: Ask, "Is my example their world?" If not, swap it for one that matches audience size/industry.  Conclusion In today's distracted and cynical environment, evidence is what keeps people with you to the end. Design your key points, then deliberately "match" each one with credible proof—preferably multiple sources—using DEFEATS as your checklist. Do that, and you'll hold attention and trust at the same time.  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 been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). 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

2025 was an exceptional year for many leaders: more results in less time, multiple transformations at once, rising uncertainty and a level of exhaustion that was felt across entire organizations. In this episode of the LEITWOLF® Podcast, Stefan reflects on what this year has revealed about effective leadership – and what you can change in 2026 to lead with greater impact. He discusses why so many organizations slipped into overload, why psychological safety has become the core currency of high-performing teams and how AI amplifies leadership rather than replacing it. Stefan also shares personal moments from 2025 – from powerful experiences on global stages to remarkable team transformations and his own lessons as an entrepreneur. An honest and practical episode about finding clarity in turbulent times, reducing noise, and turning 2026 into your strongest year as a leader. (Senior) Digital Operations & Transformation Manager (m/f/d) wanted – apply now: https://www.linkedin.com/jobs/view/4344030824/ ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

When you've got a dozen priorities, meetings, emails, and "urgent" requests hitting you at once, the real problem usually isn't effort—it's focus. This is a simple, fast method to get your thinking organised, coordinate your work, and choose actions that actually improve results: build a focus map, then run each sub-topic through a six-step action template.  How do I get focused when I'm overwhelmed with too much work? You get better results by shrinking the chaos into one clear "area of focus," then organising everything else around it. In practice, overwhelm comes from competing directions—sales targets, KPIs, internal politics, client deadlines, hiring, and admin—all demanding attention at the same time. In Japan, this can be amplified by stakeholder-heavy coordination; in the US and Europe, it can be amplified by speed and constant context switching. Either way, your effort becomes scattered and poorly coordinated.  The fix is to pause briefly and decide: "What is the one thing (or two things) I need to improve most right now?" That becomes your anchor. Once you can name the focus, the brain stops thrashing and starts sorting. Do now: Write down the one or two words that define your key focus for this week.  What is a "focus map" and how do you make one quickly? A focus map is a one-page visual map: one central focus, surrounded by the sub-topics you need to improve. Put a small circle in the middle of the page and write your main focus inside (for example: "Better Time Management"). Then add related words that come to mind as surrounding circles—like planets around the sun—creating sub-categories you can work on.  This works because you already have the answers in your head; you just haven't "released" them into a structure. The visual element matters: arranging the circles stimulates thinking differently than typing a list in a notes app. It's fast, low-tech, and effective—especially for leaders toggling between deep work and constant interruption in a post-pandemic, hybrid world. Do now: Draw one central circle and add 6–10 surrounding circles of related sub-topics.  What should I put on my focus map (examples leaders actually use)? Use practical "better" themes—time, follow-up, planning, communication—then generate sub-categories that are behaviour-based. Common centre-circle themes include: Better Time Management, Better Follow-up, Better Planning, Better Communicator.  Example: if your centre circle is "Better Time Management," your surrounding circles might include: prioritisation, block time, procrastination, Quadrant Two focus (Eisenhower Matrix), to-do list, weekly goals, daily goals. This is where the method beats generic productivity advice. Instead of "be more organised," you can see the real levers: calendar blocking, priority choice, and the habit of starting the day with a ranked list. In an SME, this might be about protecting selling time; in a multinational, it may be about reducing meeting bloat and stakeholder drag. Do now: Choose one sub-category you can improve in 7 days (e.g., prioritisation).  What are the six steps to turn a focus map into action? The six steps force clarity: attitude → importance → new behaviour → desired result → vision alignment. After your focus map is complete, pick one sub-category (say, prioritisation) and run it through this template:  What has been my attitude in this area? Why is this important to me and my organisation? Specifically, what am I going to do about this differently? What results do I desire? How is this going to impact my Vision? This is essentially strategy on a page. It connects behaviour change to outcomes and makes it harder to stay vague. It also works across cultures: whether you're operating in Japan's consensus environments or in faster-moving US/Europe contexts, you still need a clear "why" and a specific "what next." Do now: Write answers for steps 1–3 today; do steps 4–5 tomorrow.  Can you show a completed example (so I can copy the format)? Yes—use the example below as a plug-and-play model for any topic you choose. For "Time Management" with the sub-category "Prioritisation," a completed version looks like this (edited only for formatting):  Area of focus: Time Management → Prioritisation Attitude: "I know I should be better organised…but I never get around to taking any action…because I don't choose activities based on priorities." Why important: "If I am better organised I can get more work done…focus on the prioritised areas of highest value…contribute more value to the organisation." What I'll do differently: buy an organiser; use to-do lists + a calendar; block time for highest value items; start each day by nominating tasks, then prioritising and working in that order. Desired result: spend best time on highest value tasks with greatest impact. Impact on vision: efficiency and effectiveness rise dramatically. Do now: Copy this structure and fill it in for your sub-category (block time, procrastination, weekly goals, etc.).  How do I use this system every week to get better results (not just once)? Repeat the map-and-template cycle weekly, focusing on one sub-category at a time until the habit "sticks." The magic is consistency: you can repeat the same process for block time, procrastination, Quadrant Two focus, to-do lists, weekly goals, daily goals—each becomes its own mini-improvement project.  Think of it like leadership development: you don't "fix productivity" once; you build a personal operating system. Some weeks will be chaotic (product launches, quarterly reporting, client crises), so you pick a small, controllable lever. Other weeks you can go deeper. This method is described as a go-to tool because it's fast, it goes deep, and it produces practical ideas you can apply immediately.  Do now: Schedule 15 minutes every Monday to create one focus map and choose one sub-category to improve.  Quick checklist (copy/paste) Choose 1 key focus (1–2 words).  Build a focus map (6–10 sub-circles).  Pick 1 sub-category for this week.  Run the six steps and define 1–2 new behaviours.  Review weekly; repeat with the next sub-category.  Conclusion Better results come from better-directed effort. The focus map gives you clarity fast, and the six steps turn that clarity into behaviour change tied to results and vision. If you try it once, you'll get insight. If you run it weekly, you'll build momentum.  FAQs A focus map is basically a mind map for execution. It moves you from "busy" to "clear" in minutes by visualising priorities.  Start with one sub-category, not the whole map. Results come from focusing on one lever (like prioritisation or block time) per week.  The six steps work because they force specifics. You can't hide behind vague intentions when you must name attitude, actions, results, and vision.  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 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, which are widely followed by executives seeking success strategies in Japan. 

Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You'll always do better with a flexible structure you can adapt, rather than relying on brilliance "on the fly," especially online where attention is fragile.  Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don't plan, you'll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light structure keeps you adaptable without sounding scripted: you set the parameters, then fill in the details as the conversation unfolds.  Answer card / Do now: Build a reusable "question bank" and adjust it per client instead of improvising everything live.  What is the "permission question" and why does it matter? The permission question earns consent to ask sensitive questions from someone who doesn't trust you yet. You're effectively asking a stranger to reveal weaknesses in their business—something people naturally resist—so you must frame it as: you've helped similar organisations, you may be able to help here too, but you need to ask a few questions to find out.  This is especially important in relationship-driven markets like Japan, and still crucial in Australia and the US where buyers are wary of pushy sellers. Permission lowers defensiveness and increases honesty. Answer card / Do now: Memorise one permission line you can say naturally on Zoom, phone, and in-person.  What "need questions" actually uncover the real problem? Start broad, then narrow—because the first issue they mention is often not the biggest one. A clean opener is: "What are some key issues for your business at the moment?" If they struggle to answer, prompt with a realistic scenario from similar clients (for example, sales performance in a virtual environment) and ask whether that's true for them or if they're satisfied. Then ask what other issues are priorities, so you don't anchor on the first answer and miss the real driver.  Answer card / Do now: Prepare 3 "prompt examples" (common issues) to help buyers respond when your question is too broad.  Which qualifying questions reveal the scale (quantity) and constraints (budget)? Use quantity questions to size the problem, and budget questions to test seriousness without triggering defensiveness. A quantity question gives you the scale, like: "How many salespeople do you have who could benefit…?" That helps you calibrate your recommendation. Budget can be asked directly ("How much have you allocated?"), but many buyers won't share it—especially early—so you can work indirectly from team size and solution scope to estimate what's realistic.  Answer card / Do now: Write one direct budget question and one indirect "scope-based" alternative you can use when they clam up.  How do you ask the authority question without making it awkward? Ask who else has the strongest input, framed as necessary to help them properly. Buying decisions usually involve multiple stakeholders now, so you need to identify who matters early. Use wording like: "In order for me to help you, may I ask, apart from you, who would have the most interest and input into the buying decision?" It's respectful, it doesn't challenge their status, and it surfaces the buying committee.  Answer card / Do now: Add the authority question to every first meeting agenda—no exceptions.  What is an agenda statement, and how does it help control the meeting? An agenda statement is a simple way to guide the meeting flow while still staying flexible. You remind them why the meeting matters, outline what you'd like to cover, and then ask if they want to add anything—so the agenda becomes shared, not imposed. A practical sequence is: check their familiarity with your company (to correct misconceptions), learn what they're doing now and what systems they use, clarify future goals, uncover challenges blocking those goals, and—if there's a match—discuss how you could work together. Then invite their additions.  The conversation won't go in perfect order, and that's fine—your job is to ensure the key questions get answered while you still have the chance.  Answer card / Do now: Use a 6-point agenda statement, get agreement, then work through your question bank calmly—even if the order changes.  Simple meeting structure you can copy Permission question (earn consent)  Need questions (broad → narrow)  Quantity (size the issue)  Budget (direct or indirect)  Authority (map stakeholders)  Agenda statement (control flow + invite additions)  Conclusion: what salespeople should do now Qualifying isn't "being clever"—it's being prepared. Build a structure, customise it to the client, and then stay adaptable in the moment. The sellers who win in 2025 are the ones who can guide the conversation without sounding scripted, earn permission before probing, and leave meetings with real decision clarity instead of vague friendliness.  FAQs What's the biggest mistake in sales discovery? Improvising questions under pressure instead of using a simple structure you can adapt.  Why add an agenda statement at the start? It sets shared expectations and reduces random detours, while still allowing flexibility.  What if the buyer won't discuss budget? Use indirect sizing questions (headcount, scope, rollout timing) to estimate what's realistic.  Author Bio 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). 

In the last episodes we looked at how to open the presentation. Now it's time for the part that does the heavy lifting: the main body. Most people design talks the wrong way around. This process is counterintuitive but far more effective: start with the close, then build the main body, and only then design the opening. The close defines the key message, the opening breaks through the competition for attention, and the body provides the proof.  What's the best way to design the main body of a presentation? Build the main body as chapters that prove your key message, using only your strongest supporting arguments. In a 30–40 minute talk, you can usually land three to five key points that support your main contention—so the body needs to be planned like a case, not a stream of thoughts.  This is why the design order matters: the close defines what you're trying to prove, and the body becomes the structured evidence trail that makes the close feel inevitable. Do now: Write your close in one sentence, then choose 3–5 chapter headings that directly support it.  Why should you start with the ending before building the body? Because the close defines the key message you want to impart—and the body exists to earn that close. If you don't lock the ending first, your "evidence" becomes random material you like rather than proof that persuades.  Once the close is fixed, you can design the body as a sequence of chapters that make your conclusion feel logical, not forced. Do now: Finalise the last 20 seconds first. Then your body becomes selection and sequencing—not guesswork.  How much evidence should the main body include? A lot—but only the strongest evidence. You'll always have many possible supporting points, but time is limited, so choose the best content and give it "pride of place" so the listener gets it immediately.  A useful warning from the field: when advising teams preparing business plans (like JMEC teams), you often see "diamonds" in the body that get trampled into the mud because the structure hides them. Your job is to surface the gems early, so the audience doesn't have to work hard to understand you—especially now, with decreasing concentration levels.  Do now: Rank your evidence. Put the best "gem" first in each chapter, not last.  How do you make chapters flow so the audience can follow your reasoning? Make chapters logically connect and use clear navigation—like a good novel. Your audience must be able to follow your line of reasoning without strain, and that means the transitions between chapters matter.  The navigation is the invisible structure the audience feels: "we're here, next we go there, and here's why." Without it, even good content feels messy. Do now: Write one transition sentence between every chapter that explains why the next point follows.  Why are stories essential in the main body (not just statistics)? Because people won't remember dry statistics—but they will remember a gripping story. Facts and numbers alone won't stick. Stories create mental pictures and emotional hooks that make your evidence memorable.  To make stories work, include concrete scene elements: people, places, seasons—ideally familiar to the audience—so they can "see" it in their minds.  Do now: Convert one data point into a short story with a person, a place, and a consequence.  How do you keep the main body from dragging (and stop people reaching for their phones)? Use variation in pace plus "hooks" inside each chapter to keep curiosity alive. You can't run at the same tempo the whole time—raise energy, lower tension, change rhythm—but keep movement.  Then add hooks that make people want the next sentence. A power hook example from the script: "Losing ten million dollars was the best education I ever received in business." Everyone immediately wants to know what happened, why, and what changed. That's the point: hooks don't happen by chance—you design them.  Do now: Plant 3–5 hooks across the body (one every few minutes). If you remove the hooks, you'll feel where attention dies.  What's the biggest main-body mistake professionals still make? They dump information instead of engineering engagement. Even official speeches can be a warning sign: the script recalls reading an Australian Ambassador's speech in Japanese that was packed with trade statistics and no stories—engaging content was sitting there, but couldn't be reshaped because it had to be delivered word-perfect. The lesson: don't waste good material by presenting it in a dead format.  Do now: If your chapter is "all facts," force yourself to add one story that makes the facts matter.  Conclusion The main body occupies most of your talk and does the heavy lifting to make your case—so craft it as chapters plus evidence, delivered through stories, with pace changes and hooks scattered throughout. You already earned attention with the opening—don't blow it. Keep the hooks coming, keep the logic flowing, and carry the audience all the way to the close.  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 been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). 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.   

Why is "recruit and retain" becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies spend heavily to train early-career hires, so losing them soon after onboarding forces employers to pay twice: once to train and again to replace. Mini-summary: Japan's talent pool keeps tightening, and early departures turn training spend into replacement cost. How does the traditional April intake model still shape recruiting in Japan? Major firms still run large-scale April intakes at the start of the financial year, with uniformed new recruits seated in rows. That model remains visible and important, but it no longer tells the whole story. As demand for young workers intensifies, companies can't rely only on a predictable, annual graduate cycle. Mid-career hiring of younger workers is moving into the spotlight. In practical terms, HR teams shift from one big annual intake to continuous recruiting throughout the year. As the labour market grows more fluid, firms compete for talent in real time—not just once a year. Mini-summary: The April intake remains, but year-round mid-career hiring becomes strategically central. Why will mid-career poaching intensify, and what does that change for employers? Younger employees increasingly know their market value, and recruiters actively scout them. As a result, more young workers will likely move jobs more frequently. Recruiters lean into poaching because high volume can make the model profitable even when individual fees stay modest. Expect a "free-agent" rhythm where people recycle through roles every two to three years. That churn reinforces itself: recruiters place the same cohort repeatedly, younger workers normalize frequent moves, and employers feel instability as a default condition. If you want stability, you must treat retention as a core strategy—not an afterthought. Mini-summary: Poaching becomes systematic because volume pays, and frequent moves become a market norm. When should retention start, and who should it target? Retention starts earlier than many leaders assume—right when a candidate says "yes." Accepting an offer triggers second thoughts for some people, especially when competing messages, family opinions, or pressure from a current employer shows up. So retention doesn't only apply to current employees. It also applies to new hires who haven't started yet. Stay in contact, reinforce the decision, and remove the space where doubt grows. Mini-summary: Retention begins at "yes," not on day one, because buyer's remorse can derail hires before they start. How should employers respond to counteroffers and the rising cost of replacement? Incumbent employers will counteroffer more aggressively because replacing people costs more than paying to keep them. Don't wait for a resignation to act. Increase pay and improve conditions before people decide to leave, rather than matching numbers after they quit. Replacement costs stack fast: lost time, reduced productivity, internal friction, recruiting effort, and onboarding load. If you wait until resignation to respond, you often choose the most expensive option overall. Mini-summary: Proactive pay and retention reduce costly churn; reactive counteroffers arrive too late and drain productivity. What is different about onboarding mid-career hires in Japan, especially in large firms? Mid-career hires arrive one at a time, not in large cohorts. In big firms, HR teams typically manage onboarding, paperwork, and training, but routine can hide weak execution. When teams run a process on autopilot for years, quality slips without anyone noticing. Treat onboarding like something you continuously inspect. Review how you bring people in, and ask recent hires what worked and what didn't. In a retention fight, onboarding becomes a front-line capability—not a box to tick. Mini-summary: Large firms need to audit onboarding quality, because autopilot processes can quietly undermine retention. What do smaller firms need to change to retain mid-career hires? Smaller firms often provide only the basics: payroll setup, insurance, a desk, and a phone. That approach doesn't protect retention. Busy leaders sometimes avoid investing time in a new hire, but that "time-saving" move often backfires. Under-support raises the risk of early departure—right when the hire matters most. Owners and senior leaders need to show up more than they used to. Treat talent like gold because the market won't supply easy replacements. Mini-summary: Small firms must increase leader involvement, because minimal onboarding drives expensive churn. What does a "well organised and welcoming" onboarding programme look like? Build a full daily programme in advance: briefings, self-study, mentoring, and training. New hires watch for signals of professionalism, and a clear plan sends a powerful one. That first impression shapes whether they see the company as a stable, well-run home. Design onboarding templates and reuse them. A template lowers friction, reduces randomness, and makes each new hire's experience more consistent over time. Do the design work upfront and you'll improve execution—and retention—later. Mini-summary: Planned daily onboarding and reusable templates strengthen first impressions and improve retention by making quality visible. About the Author Dr. Greg Story (Ph.D. in Japanese Decision-Making) serves as President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He has won the Dale Carnegie "One Carnegie Award" twice (2018, 2021) and received the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he delivers global programs across leadership, communication, sales, and presentation skills, including Leadership Training for Results. He has authored 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 translations include 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 publishes daily blogs on LinkedIn, Facebook, and Twitter on leadership, communication, and Japanese business culture. He also hosts 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—that executives use as ongoing resources for succeeding in Japan.

"I think curiosity is very important. When you're curious about something, you listen." "You have to be at the forefront, not the back. You can't, hide behind and say, 'hey, you know, guys solve it', right?" "When they trust you, beautiful things happen."              "Ideas are welcome. You know, ideas are free. But it's got be data driven."  Tomo Kamiya is President Japan at PTC, a company known for parametric design and CAD-driven simulation that helps engineers model, test, and refine complex products digitally before manufacturing. He began his career in sales at Bosch, covering Kanagawa and Yamanashi with a highly autonomous, remote-work style that was ahead of its time, learning early that trust and relationship continuity—not brand alone—move outcomes in Japan. He later joined Dell during its disruptive growth era, moving from enterprise sales into marketing and broader regional responsibility, including supporting Korea marketing and later leading the server business, where his team hit number one market share in Japan. After a short consulting stint connected to Japan Telecom, he joined AMD to grow the business in Japan, then relocated to Singapore to run a broader South Asia remit and strategic customers. He subsequently led a wide Asia Pacific portfolio at D&M Holdings across multiple markets, navigating shifting consumer behaviour as subscription and streaming changed the fundamentals of product value. That experience led naturally into Adobe during its historic shift from perpetual software to subscription, where he led the Digital Media business in Japan (including Photoshop, Illustrator, and Acrobat) for almost a decade. Across this cross-industry arc, he has repeatedly adapted to business model change, regional cultural differences, and the practical realities of leading people in Japan—especially the need to listen deeply, build trust patiently, and step forward decisively when problems hit. Tomo Kamiya's leadership story is, at its core, a story about compressing complexity—first in products, then in organisations. At PTC, he sits at the intersection of engineering reality and digital abstraction: the ability to take something massive—a ship, an engine, an entire manufacturing system—and "frame" it into a screen so it can be simulated, stress-tested, and improved before any physical cost is incurred. That same instinct shows up in the way he talks about people and performance. In his earliest Bosch years, he learned that Japan's reliability culture does not eliminate the need for continuous trust-building; even a global brand can stall if the relationship energy disappears. His answer was to create value where the buyer's uncertainty lives—showing up, demonstrating, educating, and, as he put it, "sell myself," because credibility travels faster than product brochures. That bias for action stayed with him through Dell's high-velocity era, where "latest and the greatest" rewarded leaders who could anticipate market timing and organise teams around speed without losing discipline. Later, running regional remits outside Japan, he saw the contrast between Japan's "no defect" mindset and emerging markets that prioritised pace. Rather than treat one as right and the other as wrong, he learned to search for the productive middle ground: the discipline that prevents future failure, paired with the pragmatism that prevents paralysis. It is a useful lens for Japan, where uncertainty avoidance and consensus expectations can slow decisions unless the leader builds momentum through listening and clear intent. In his most practical leadership shift, an executive coach forced a hard look at his calendar: too much time on objectives, not enough time on people. The result was a deliberate reallocation toward one-on-ones, deeper listening, and clearer delegation—creating what amounts to a management operating system that improves decision speed because the leader knows what is really happening. He sees ideas as abundant but insists that investment requires decision intelligence: data points, ROI thinking, and a shared logic that gives teams confidence to commit. In Japan's consensus environment—where nemawashi and ringi-sho-style alignment often determine whether execution truly happens—his approach is to build trust through presence, make it safe for the "silent minority" to contribute, and then move decisively when critical moments arrive. Technology, including AI as a "co-pilot," can help leaders think through scenarios and prepare responses, but he remains clear that empathy and execution in the worst moments cannot be outsourced. The leadership standard, as he defines it, is simple and demanding: when things go south, step to the front. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is shaped by trust-building, restraint, and the practical demands of consensus. Even when products are high quality and risk reduction is strong, outcomes often hinge on relationships and continuity. Japan's consensus culture—often expressed through nemawashi and ringi-sho-style alignment—means leaders must invest time in listening, building internal confidence, and demonstrating respect for the context that teams and customers protect. Why do global executives struggle? Global executives often arrive with a headquarters lens and try to "fix" what looks inefficient before understanding why it exists. When they change processes or people without learning the customer rationale, they trigger resistance and lose credibility. The gap is not intelligence; it is context. Japan requires deliberate time in the market and inside the organisation to decode what is really being optimised—often customer trust, stability, and long-term reliability. Is Japan truly risk-averse? Japan can appear risk-averse, but much of the behaviour is better described as uncertainty avoidance. The goal is to reduce surprises and protect relationships, not to avoid progress. Kamiya's early sales experience shows that buyers will pay for reliability when the cost of failure is high. The leadership challenge is to move forward while lowering uncertainty—through data, clear rationale, and predictable communication—rather than forcing speed without alignment. What leadership style actually works? The style that works is visible, empathetic, and action-oriented. Trust grows when leaders walk the floor, create everyday touchpoints, and listen in detail—especially because many Japanese employees will not speak up easily. At the same time, Kamiya argues that in critical moments—big decisions, business model shifts, major complaints—the leader must be "at the forefront," not hiding behind delegation. Delegation matters, but stepping forward in the hardest moments is what earns trust. How can technology help? Technology helps leaders compress complexity and make better decisions. In product terms, simulation and digital-twin style approaches reduce risk by testing before manufacturing. In leadership terms, data-driven thinking improves idea selection, investment confidence, and ROI clarity. AI can function as a co-pilot for scenario planning—offering options and framing responses—but it does not replace human judgement, empathy, or the social work of building consensus. Does language proficiency matter? Language matters because it shrinks distance. Full fluency may take years, but even small efforts signal respect and closeness, making it easier to build rapport and trust. Language is not just vocabulary; it is an everyday bridge that reduces friction with teams and increases the leader's ability to read nuance—critical in a culture where people may be reserved. What's the ultimate leadership lesson? The ultimate lesson is that trust is built through time, listening, and decisive presence. Leadership is revealed when trouble hits: the leader who listens, takes action, and stands in front earns durable commitment. Once trust is established, the organisation can move faster—because consensus forms more naturally, delegation improves, and decisions carry less uncertainty. 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.

2025 war für viele Führungskräfte ein Ausnahmejahr: mehr Ergebnis in weniger Zeit, mehrere Transformationen parallel, hohe Unsicherheit und spürbare Erschöpfung in vielen Teams. In dieser Folge des LEITWOLF® Podcasts schaut Stefan darauf, was dieses Jahr über gutes Führen gezeigt hat – und was Du 2026 bewusst anders machen kannst. Er spricht darüber, warum so viele Organisationen in eine Überlastungsspirale geraten sind, wieso psychologische Sicherheit zur Kernwährung moderner Teams geworden ist und wie KI als Verstärker wirkt, nicht als Ersatz für Führung. Gleichzeitig teilt Stefan sehr persönliche Erfahrungen aus 2025 – von bewegenden Momenten auf internationalen Bühnen über beeindruckende Teamtransformationen bis hin zu eigenen Lernschritten als Unternehmer. Eine ehrliche Folge über Orientierung in unsicheren Zeiten, über Klarheit statt Aktionismus und darüber, wie Du 2026 zu Deinem stärksten Führungsjahr machen kannst. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Church Discipleship Pathway Initiative: A Spring 2025 Launch Plan In this audio discussion, the church leaders outline their plans for a new discipleship pathway aimed at fostering spiritual growth and community. The pathway is part of a long-term initiative that emphasizes practical applications of Jesus' teachings through 'Practicing the Way' course, featuring eight sessions on spiritual formation. Elders, leaders, and their spouses are invited to engage in this 12-week program starting in February, with preparatory sessions in January. The program is designed not just as a temporary initiative but as a foundational shift towards a more intentional, community-based discipleship model. The leaders also discuss the importance of feedback and the possibility of reducing other church activities to ensure full participation. They emphasize the need for prayer, humility, and willingness to be part of this transformative journey. 00:00 Introduction to the Discipleship Pathway 01:28 The Importance of Discipleship at FCC 03:36 Defining the Discipleship Pathway 04:49 Spring Initiative: Practicing the Way 08:33 Leadership Training and Core Group Formation 09:45 Long-Term Vision and Commitment 18:32 Addressing Hesitations and Encouraging Participation 21:49 Call to Action and Next Steps 24:21 Conclusion and Final Thoughts

What makes a business a high-performing system? Duplication. Helping a team member get promoted is rewarding, as it contributes to the team's growth. However, it can also create their fear of climbing the sales ladder and becoming independent.As a leader and mentor, you maintain their momentum by continuing to guide them in refining their sales strategy. You cannot afford to let uncertainty kill a new leader's drive. Your job is not to trust that they are more experienced now, but to create a structure that guarantees their success.In this Diamond Life Mentor Uncut episode, Balazs W Kardos is back with another Accelerator call to share his apprenticeship system that makes them consistently excel in sales.You will hear powerful insights and motivation around:Duplicating in leadershipTraining team members using an apprenticeship in sales callsMaking incentives effectiveStaying positive while facing objectionsUsing personal stories to illustrate benefitsBalazs presents a scenario where he encourages new leaders to learn from how he does the sales calls. By listening to 3 to 5 calls regularly and providing the Sales Playbook, which outlines the introduction, presentation, objection handling, and closing sequences, you improve the success rate of calls. Once your team masters it, duplication happens, and that's how your team continues to join the ranks.Lastly, you need to face objections with positive energy. You acknowledge their point: "Of course, that makes perfect sense. But you know what? You may not realize that the majority of people actually get started during the holidays for these exact reasons.""The most important thing is that this duplication has now set the standard and the culture for your business." - Balazs W KardosReady to stop creating consistent leaders? Listen to the full episode now to get the step-by-step framework for auditing and cloning your success.Want a Personalized Plan for Business & Life Optimization?Book A FREE Call Connect with Balazs W Kardos:WebsiteFacebookThe Diamond Life CommunityLinkedInYouTubeInstagramThe Diamond Life Mentor Instagram

Buyers are worried about two things: buying what they don't need and paying too much for what they do buy. Under the surface, there's often distrust toward salespeople—so if you don't establish credibility early, you'll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing the conversation. What is a Credibility Statement (and when do you use it)? A Credibility Statement is what you use at first contact—in person, email, phone, or Zoom—to establish who you are, what you do, and why it's worth talking with you. It's not a pitch of features. It's a trust-builder that sets up the next stage: questioning. Why credibility must come before questions Even if you love your solution and know your company is excellent, the buyer doesn't know that. They may be sceptical, cautious, and worried about getting "conned." So you have to put that anxiety to rest early—before you start probing into their problems. The simple Credibility Statement formula (use this every time) Here's a practical structure you can reuse so you're not winging it on every call: 1) Identity + Company + one-line "what we do" Example: "Hi, my name is ____. I'm ____. We help ____." 2) A hook that hits a real, current problem Use something buyers immediately recognise and haven't fully solved on their own. 3) Relevant proof (preferably numbers) Reference a similar client and an outcome. If you quote numbers, they must be real and provable—because if you're challenged and it doesn't hold up, trust collapses. 4) The permission bridge "Maybe we can help. I'm not sure yet—but if you'll allow me to ask a few questions, I'll know whether we can help or not." This earns consent before you dig into their situation. 5) If they don't have time: ask for the appointment (with alternatives) Offer a simple choice structure (this week or next week → day options → time). Credibility Statement example you can model "Hi my name is Greg Story. I am the President of Dale Carnegie Training Tokyo. We are global soft skills training experts and masters of delivery and sustainment. Do you have a moment to talk?" Then the hook (problem): "We have heard from our clients that salespeople are really struggling with virtual selling and getting through to their buyers. Have you found the same thing?" Then proof (numbers + similar client): "Recently, we worked with a large service provider like yourself… They reported that their appointment rate went up by 25% after the training and their closing rate tripled." Then permission bridge: "Maybe, we can do the same for you. I am not sure, but if you will allow me to ask a few questions, I will know if we are in a position to help you or not?" How to ask for the meeting (without sounding pushy) If they're busy, transition cleanly into scheduling using the "alternative of choice" approach: "Shall we get together? Is this week fine or how about next week? … Wednesday or Friday? … 10.00am?" This keeps it easy, natural, and structured—without pressure. Common mistake: skipping credibility and diving into features When salespeople miss this step, they make life harder than it needs to be. If you aren't asking questions and you're jumping into features, you're fighting distrust with information—and that rarely works. Build trust first, then earn the right to diagnose. Quick next steps (use today) Write your one-sentence "what we do" statement (a buyer should understand it instantly). Create 3 hook lines tied to common buyer problems (by industry/role). Prepare 2–3 proof stories with real metrics (and make sure you can back them up). Memorise your permission bridge (so questioning feels natural, not intrusive). Practise the "this week or next week" appointment close. FAQs Is a Credibility Statement the same as an elevator pitch? Often yes—the point is to be concise, clear, and compelling at first contact. Do I need numbers in my proof? Numbers are powerful, but only if they're real and provable. If you get caught using shaky data, trust dies. Why ask permission before questions? Because buyers don't normally share problems with strangers. Permission creates safety and cooperation. Author Bio 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. Greg 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).

Some speakers have "it". Even from the back of the room you can sense their inner energy, confidence, and certainty — that compelling attractiveness we call charisma.   This isn't about being an extrovert or a show pony. It's about building presence and appeal in ways that work in boardrooms, conferences, online presentations (Zoom/Teams), and hybrid rooms where attention is fragile and cynicism is high.  What is "presenter charisma" in practical terms? Presenter charisma is the audience feeling your energy, certainty, and credibility — fast. You can be sitting "down the back" and still sense the speaker's confidence and surety, because their delivery is controlled, purposeful, and consistent.  In business—whether you're speaking to a Japanese audience in Tokyo, a sales kickoff in Singapore, or a leadership offsite in Australia—charisma shows up as: decisiveness in your opening, calm control of the room, and a message that feels structured rather than improvised. The point is not to act bigger. The point is to remove uncertainty so the audience can relax and follow you. Do now: Charisma is engineered. Decide what you want the audience to feel in the first 10 seconds — and design for that.  Why do charismatic presenters never "rehearse on the audience"? Charismatic presenters don't practice live on people — they rehearse until the talk is already proven. Too many speakers deliver the talk once and call it preparation, but that's just using the audience as your rehearsal space. Professionals do the opposite: they rehearse "many, many times" to lock in timing, high points, cadence, humour, and the small details that make a talk succeed.  They also seek useful feedback: not "what do you think?", but "what was good?" and "how could I make it better?". Then they use audio/video review to improve, even using a hotel window as a mirror while travelling.   This is how "effortless" happens: it's not talent, it's refinement. Do now: Record one rehearsal and review it like a coach. Fix one thing per run — pacing, pauses, gestures, clarity.  What do charismatic presenters do differently at the venue? They arrive early and eliminate uncertainty before it can infect their confidence. The speaker is already there about an hour ahead, getting a sense of the room and checking how they look from the "cheap seats" — not just from the front row.  They ensure the slide deck is loaded and working, they know the slide advancer, and they've sorted microphone sound levels — without the amateur routine of bashing the mic and asking "can you hear me down the back".   They also manage the environment: lights stay up (so the audience can stay engaged), and the MC reads their introduction exactly as crafted to project credibility.  Do now: Do a "cockpit check" 60 minutes early—room, tech, lights, intro, sightlines. Confidence comes from control.  How do charismatic presenters build connection before they start speaking? They work the room first, so the audience feels like allies, not strangers. They stand near the door as people arrive, introduce themselves, and ask what attracted them to the topic.   Then they listen with total focus—no interrupting, no finishing sentences, no "clever comments"—and they remember names and key details.  This matters even more in relationship-driven cultures like Japan, and in senior-room settings where rank and scepticism can create invisible barriers. By the time the speaker steps on stage, they've already demolished that barrier and banked goodwill across the room.   It also gives you a powerful tool: you can reference audience members naturally later and make the session feel shared, not performed. Do now: Meet five people at the door. Learn two names you can reference in the opening.  What do charismatic presenters do in the first two seconds on stage? They start immediately — because the first two seconds decide the first impression. When the MC calls them up, they don't waste time switching computers, loading files, or fiddling with logistics — that was handled in advance by support.  They know we live in the "Age of Distraction" and the "Era of Cynicism," so they protect that tiny two-second window and make the opening a real grabber that cuts through competition for mind space.   One simple method is referencing people they spoke with earlier ("Mary made a good point…"), which instantly signals: we're one unit today.   That move collapses distance between stage and seats and makes attention easier to earn. Do now: Script your first two sentences so you can deliver them cold — no admin, no warm-up, no drift.  How do charismatic presenters keep attention — and control the final impression? They project energy with structure, then they take back the close after Q&A. In delivery they project their ki(energy) to the back of the room, while keeping the content clear, concise, well-structured, and supported by Zen-like slides.   The key message is crystal clear, evidence feels unassailable, and eye contact is disciplined: about six seconds per person, creating the feeling you're speaking directly to them.   What they say and how they say it stays congruent.  Then they manage Q&A like a second presentation: they set the time, paraphrase questions for the full room, don't dodge hard questions, and if they don't know they say so and commit to following up.   Finally, they seize back the initiative with a second close so the last thing the audience hears is the key message — not a random off-topic question.  Do now: Plan two closes (pre-Q&A and post-Q&A). Never surrender your final impression.  Conclusion Charisma isn't luck. It's what happens when you stop rehearsing on your audience, arrive early to remove uncertainty, work the room to build goodwill, protect the first two seconds, deliver with high energy and clarity, and then control the final impression with a deliberate second close.  Next steps for leaders/executives: Rehearse until timing, cadence, and high points are locked (video + audio review).  Arrive 60 minutes early and run a full room/tech/intro check.  Work the room at the door and learn names before you speak.  Script the first two sentences and design a second close after Q&A.  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 been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). 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. 

"Leading a team is every time challenging, to be honest." "We need to make a small success every time." "There is no official language of the company. The most important is communication." "It's not if we will do or not. It is how we will do it." "Only people who are not doing nothing are not taking risk." Benjamin Costa is the Representative Director and Managing Director of La Maison du Chocolat Japan, overseeing a luxury chocolate brand founded in Paris in 1977. Trained in civil engineering, he moved early into action sports retail, becoming a pioneer in European e-commerce and customer trust-building systems during the internet's formative years. After senior roles growing multi-sport retail and online operations in France, he relocated to Japan with his Japanese wife, driven by a long-standing personal connection to the country developed through annual travels over two decades. In 2015, he became General Manager of the French Chamber of Commerce's Osaka office, then co-founded an international business development firm supporting market entry for European and Japanese companies across sectors including luxury, high-tech, culture, and food and beverage. He joined La Maison du Chocolat Japan in January 2020 to lead a strategic transformation—reconnecting with Japanese consumers, strengthening alignment with headquarters, and reshaping internal ways of working—while managing an all-Japanese team as the sole foreigner in the subsidiary. Benjamin Costa's leadership story in Japan is built on an unusual combination: an engineer's analytical structure, an entrepreneur's appetite for experimentation, and a deep respect for the social mechanics that underpin Japanese workplaces. As Managing Director of La Maison du Chocolat Japan, he is not merely "running the shop"; he is running change—balancing the expectations of a French luxury heritage brand with the uncompromising standards of Japanese customers. His approach begins with a clear premise: in luxury, "not perfect" is still not acceptable. For him, Japan is not a constraint on excellence; it is the benchmark that can lift the whole organisation. If a product, service, or process meets Japanese expectations, he argues, it will travel well globally. Costa treats trust as an operational asset, not a soft concept. Internally, he speaks about building credibility through "small success every time"—a practical rhythm that mirrors nemawashi and ringi-sho dynamics, where progress is stabilised through incremental validation and consensus. He also recognises that trust must be built in two directions: with the local team and with headquarters. In subsidiaries, he notes, distance and lack of informal contact can weaken confidence and slow decision-making. His solution is to tighten the relationship through evidence, responsiveness, and direct communication between functional experts—so Japan is not an isolated "castle," and headquarters is not an untouchable authority. He leads with a deliberately flat management style. Ideas can come from anywhere, and he is comfortable letting his original concept be reshaped into something better by the team. At the same time, he rejects the paralysis that can come from over-consensus. When deadlines are short, he reframes the discussion: the debate is not whether to do the project, but how to do it. That combination—openness paired with decisiveness—becomes his method for working with Japan's uncertainty avoidance without letting it harden into inaction. Risk, for Costa, is inseparable from growth. He encourages experiments, protects people when outcomes are imperfect, and focuses on learning to prevent repeat mistakes. Yet he is also candid: some people thrive in the former business model and struggle to keep pace with transformation. He treats that as fit, not failure. Ultimately, Costa defines leadership as elevating others—creating conditions where the team can move alongside the leader, not behind him, and where capability expands through responsibility, clarity, and shared wins. Q&A Summary What makes leadership in Japan unique? Costa emphasises that trust and credibility tend to be earned in small, visible steps. Rather than grand announcements, progress is reinforced through incremental wins that allow people to align safely—an approach closely related to nemawashi and ringi-sho style decision-making, where consensus is built before execution. He also highlights Japan's high expectations for quality and reliability, which shape how teams think about accountability and reputational risk. Why do global executives struggle? He points to a common clash: headquarters urgency versus local reality. Executives arrive as change agents under pressure to deliver quickly, but Japan's organisational habits—consensus-building, precision, and risk sensitivity—slow the apparent pace. His advice is to listen first, move thoughtfully, then return to HQ with a strong, evidence-based case for what will work and why it will take time. Is Japan truly risk-averse? Costa sees risk aversion as real, but not absolute. Japan's uncertainty avoidance often expresses itself as a desire for clarity of responsibility and avoidance of public failure. His workaround is to create psychological safety: he takes responsibility for outcomes, reframes "failure" as collective learning, and builds confidence through repeatable wins. Over time, people take more initiative because the consequences feel manageable and fair. What leadership style actually works? He blends empowerment with selective firmness. He runs flat, encourages ideas from the team, and keeps his door open for long, individual conversations until an agreement is reached. But he also breaks silos by design—treating inventory, priorities, and performance as "one Japan" rather than separate departmental territories. When speed is required, he makes the decision structure explicit: the question becomes "how," not "whether." How can technology help? Costa is cautious about AI adoption, arguing that tools can save time but still require verification of sources and critical thinking. In practice, leaders can use decision intelligence concepts to improve judgement, scenario planning, and trade-offs, and they can explore digital twins to test operational changes virtually before rolling them out—while still maintaining human accountability for decisions and customer experience. Does language proficiency matter? He values Japanese ability, but he prioritises communication over perfection. He notes there is "no official language" if the team leaves the room aligned. His experience is that effort matters: speaking Japanese—even imperfectly—invites support, and colleagues often help translate intent into precise business language. What's the ultimate leadership lesson? Costa defines leadership as raising others. The leader is not the genius; the leader creates the conditions for strong people to contribute, grow, and own outcomes. The best outcome is a team capable of moving the business forward with confidence—because trust, responsibility, and momentum have been built together. 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.

There are moments in recruiting or promotion decisions when something feels off. A slight hesitation. A subtle inner resistance. A sense that something doesn't fully fit. And yet many leaders ignore exactly dieses early signal — out of time pressure, out of hope, or simply because the team urgently needs someone. In this episode of the LEITWOLF® Podcast, Stefan explains why those moments of doubt are not a weakness, but one of the strongest indicators in leadership selection. He shares a simple but powerful principle he learned early in his career and has since applied with thousands of leaders around the world: “When there is doubt, there is no doubt.” With real leadership examples, Stefan explores why leaders so often override their intuition, how pressure to “finally fill the role” leads to poor decisions, and why hope is never a substitute for competence and behaviour. You will learn how to take your instinct seriously without being impulsive, how to test your doubts rationally, how to evaluate real behaviour rather than polished rhetoric, and when to bring in a second set of eyes to avoid blind spots. Stefan also shares a practical method used in top leadership teams to assess candidates more effectively and make clearer decisions. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

https://www.uconnectsolutions.com/Does leadership mindset really trickle down to transform organizational culture? We explore whether training leaders alone can shift company-wide behavior, examining growth mindsets, emotional intelligence, and the surprising ways leader behaviors directly impact engagement, retention, and profitability. UConnect Solutions, Inc. City: Le Claire Address: 214 S 2nd Street Website: https://www.uconnectsolutions.com

In Part One we covered three foundational human relations principles: avoid criticism, offer honest appreciation, and connect your requests to what the other person wants. In Part Two, we level up the relationship-building process with three more principles that are simple, timeless, and strangely rare in modern workplaces. How do leaders build trust when everyone is time-poor and transactional? Trust is built by slowing down "relationship time" on purpose—because rushed efficiency kills human connection.In post-pandemic workplaces (hybrid, remote, overloaded calendars), teams can become purely transactional: tasks, Slack messages, deadlines, repeat. The problem is: efficiency is a terrible strategy for relationships. If people don't feel known or understood, you don't have trust—you have compliance (and even that is fragile). Across Japan, the US, and Europe, the pattern is consistent: when leaders invest time in people, cooperation rises; when leaders treat people as moving parts, motivation drops. Relationship-building is a leadership system, not a personality trait—schedule it like you'd schedule a customer meeting. Do now: Put one 15-minute "relationship slot" on your calendar each day this week and use it to learn something real about one team member.  How can a leader "become genuinely interested" without it feeling fake? Genuine interest means curiosity without agenda—because people can smell manipulation in seconds. A lot of leaders worry, "If I ask personal questions, won't it look like I'm trying to use them?" That's a fair concern, because we've all met the "networking vampire" who's only being nice to get something. The reality is: being "nice" to take advantage of people usually works once—then you're done, especially in a hyper-connected organisation where word spreads fast. The difference is intent. Real interest isn't a technique; it's respect. Every colleague has a story—skills, family background, side projects, passions, scars, ambitions. The workplace becomes richer and happier when leaders make space for that humanity, rather than pretending everyone is a job title. Do now: Ask one non-work question you can genuinely listen to: "What are you into outside of work these days?" Then shut up and learn.  Why does "shared interests" matter so much for team performance? Shared interests create closeness, and closeness makes cooperation easier when pressure hits. In any team—whether it's a Japanese HQ, a Silicon Valley startup, or a regional APAC sales unit—conflict isn't usually about the task. It's about interpretation: "They don't care," "They're lazy," "They're political," "They're against me." When you know someone's point of view (and why they think that way), you stop writing hostile stories about them. This is where relationship-building becomes performance insurance. When deadlines tighten, the team with trust can debate hard and move forward. The team without trust gets passive-aggressive, silent, or stuck. Leaders who take an honest interest create the bonds that prevent small issues from turning into culture damage. Do now: Find one "common point" with each direct report (sport, kids, music, learning, food) and remember it.  Does smiling actually improve leadership outcomes—or is it just fluff? A deliberate smile makes you more approachable and lowers threat levels, which increases cooperation. It sounds too simple, so leaders dismiss it—then wonder why people avoid them. Walk around most offices and you'll see the default face: stressed, pressured, serious. Not many smiles. Technology was supposed to give us time, yet in the 2020s it often makes us busier and more tense—meaning we're losing the art of pleasant interaction. A smile is not weakness. In Japan especially, a calm, friendly demeanour can change the whole atmosphere before you even speak. In Western contexts, it signals confidence and openness. Either way, it reduces friction. Start with the face, and the conversation gets easier. Do now: Before your next team conversation, smile first—then speak. Watch how their body language changes.  Why is using someone's name a leadership "power tool" in Japan and globally? A person's name is a shortcut to respect, recognition, and connection—so forgetting it is an avoidable disadvantage. In organisations, you'll deal with people across divisions, projects, and periodic meetings. In Japanese decision-making, multiple stakeholders are often involved, and you can't afford to blank on someone when you run into them at their office or in the hallway. The same is true at industry events and client meetings: you represent your organisation, and names matter. This isn't about being slick. It's about sending a signal: "I see you." If competitors remember names and you don't, they feel warmer, more attentive, and more trustworthy—even if their offering is identical. Do now: Use the name early: "Tanaka-san, quick question…" then use it once more before you finish.  What if I'm terrible with names—how do I get better fast? You don't need a perfect memory—you need a repeatable system that works under pressure. Leaders often say, "I'm just bad with names," as if it's permanent. It's not. Treat it like any business skill: practise, build a method, and improve. In a hybrid world, you often have fewer in-person touchpoints, which means you must be more intentional when you do meet. Try this in Japan, the US, or anywhere: repeat the name immediately, connect it to something visual or contextual ("Kato = key account"), and write it down after the meeting. If it's a client team with multiple stakeholders, map names to roles the same day. This one skill upgrades your executive presence quickly. Do now: After your next meeting, write down three names and one detail for each—then review it before the next interaction.  Conclusion These principles aren't "soft skills"—they're leadership mechanics. Genuine interest builds trust. Smiling changes the emotional temperature. Names create recognition and respect. In any market—Japan, the US, Europe, or Asia-Pacific—the leaders who practise these consistently get more cooperation, fewer misunderstandings, and better results. FAQs Can I build trust without spending lots of time? Yes—small, consistent moments of genuine interest beat rare, long catch-ups. Will smiling make me look weak? No—a calm smile reduces stress and increases cooperation without lowering standards. What's the fastest relationship habit? Use people's names correctly and give one sincere recognition each day. 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 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, which are widely followed by executives seeking success strategies in Japan. 

Most salespeople don't lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who's worth meeting before you waste time? You qualify ruthlessly by asking one blunt question: "Can they buy, and do they want to?" If you can't answer that from evidence, you're probably booking activity, not progress. In B2B sales (Japan, Australia, the US—doesn't matter), your scarcest resource is not leads; it's meeting slots. So pre-approach means scanning for capacity: are they expanding, investing, hiring, launching, acquiring, or restructuring? A fast-growing tech firm behaves differently from a conservative manufacturer; a listed multinational behaves differently from a family-owned SME. Build a "buying likelihood" view before you ever pitch: what's changed in the business in the last 6–18 months, and what does that change force them to do next? Answer card: Meet buyers with clear capacity + trigger events. Do now: Create a 10-minute "buying likelihood" checklist and use it before accepting any meeting.  What research should you do on the company before you meet them? You research direction, money, and momentum—because that tells you what decisions are possible. Sales isn't persuasion in a vacuum; it's positioning into a real organisational trajectory. Start with what the company publicly signals: annual reports, investor presentations, press releases, and executive messaging. Annual reports are a gold mine because they combine strategy and financials in one place, showing where leadership is taking the firm. Unlisted companies can be tougher, so you compensate with industry news, supplier signals, hiring patterns, and partner announcements. Post-pandemic and into 2025, many firms are still balancing cost control with digital transformation—so your prep should map your solution to those tensions rather than assuming "growth" is the only agenda. Answer card: Strategy + financial reality = what they can say "yes" to. Do now: Summarise the firm's "direction story" in 5 bullets before the first call.  How do you find champions and inside insights without being creepy? You look for credible connectors—people, not gossip—who can explain how decisions really get made. Done well, this is professional intelligence, not stalking. Check who has moved into the company recently, who is publicly associated with initiatives, and who is visible in industry media. Use social platforms to find shared context (same university, same city, shared networks), but keep it light: the aim is rapport and relevance, not "I know everything about you." Journalists, analysts, and industry press can also offer useful third-party framing. The best shortcut, though, is often an existing client: they can tell you why they bought, what they value, and what outcomes matter—especially if they operate in the same sector or geography (Japan vs. Australia vs. the US can change the buying rhythm dramatically). Answer card: Find a guide to the decision maze—then validate it. Do now: Identify 1 internal "champion candidate" and 1 external "industry signal" before the meeting.  What should you assume the buyer is thinking before you walk in? Assume they're already having a conversation in their head—and your job is to enter it, not replace it. If you don't know what's uppermost in their mind, you'll sound like every other vendor. Industry patterns help here. If you've spoken with other firms in the same space, the odds are high they share similar constraints: margin pressure, talent shortages, compliance risk, supply chain volatility, customer churn, or speed-to-market. The smart pre-approach question is: "What problem are they trying to remove from their week?" Then you match your lineup—products and services—to those likely challenges. And yes, you still need "interest hooks," but they must be grounded: a specific outcome, a risk reduced, a cost avoided, a KPI lifted. Answer card: The buyer's internal dialogue is your real agenda. Do now: Write 3 likely buyer worries + 3 outcomes you can credibly produce.  How do you use existing customers to sharpen your pitch? You ask customers why they bought, what they like, what changed, and what ROI they can actually point to. That's how you turn vague claims into believable value. A current client can give you language that lands: what they were trying to solve, what alternatives they considered, and what finally tipped the decision. Ask how they use your solution and what results they've seen. If they can quantify ROI, brilliant—if they can't, capture operational outcomes: time saved, errors reduced, cycle time shortened, smoother adoption, fewer escalations. Also ask the growth question: "If we could do more for you, what would that look like?" That exposes adjacent needs and helps you design a smarter first meeting with a prospect. Answer card: Customer truth beats salesperson theory every time. Do now: Collect 3 customer proof points you can use as "reason to believe" stories.  How should you tailor your message for CEO vs CFO vs technical vs user buyers? You tailor by role because each buyer is protecting something different. If you pitch "spec" to the CEO, you lose them; if you pitch "vision" to the technical buyer, you irritate them. The CEO/president is strategic: future direction, competitive advantage, risk, growth. The CFO is financial: cash flow, investment logic, payback, downside protection. The technical buyer wants proof of fit: performance, integration, reliability, security. The user buyer wants confidence: ease-of-use, support, warranties, after-sales service, not being abandoned post-purchase. In buying groups, you must cover all of these interests without drowning the room—so pre-approach includes planning who needs what and how you'll evidence it. Answer card: Same solution, different "why it matters." Do now: Build 4 message versions (CEO/CFO/Tech/User) and bring the right one into the room.  Final wrap: what should salespeople do now to win before the meeting? Pre-approach is the mark of the professional. Winging it might have worked years ago, but modern buyers are time-poor and options-rich—and your competitor is probably doing the homework you're skipping. Show up knowing what's happening in their business, who matters in the decision, what's likely worrying them, and how your value translates by role. That's how you "WOW" buyers: not with polish, but with relevance.  Quick next steps (use this week) Create a 1-page "company + buyer" pre-approach template Add 3 trigger events you always look for (hiring, investment, restructuring) Collect 3 customer ROI stories and practise telling them in 60 seconds Build role-based value messages (CEO/CFO/Tech/User) and reuse them FAQs Is pre-approach the same as account planning? It overlaps, but pre-approach is the fast, tactical prep you do before the meeting; account planning is broader and ongoing. What if the company is private and information is limited? Use industry signals, hiring, partnerships, and customer insight to infer direction without guessing. How do I prepare for a buying committee? Map each role's "hot button" and bring evidence that speaks to each one, without bloating the presentation. Author Bio 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.  Greg 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). 

TED and TEDx look effortless on stage, but the behind-the-scenes prep is anything but casual. In this talk, I pulled back the velvet curtain on how I prepared for a TEDx talk—especially the parts most people skip: designing the ending first, engineering a punchy opening, and rehearsing like a maniac so tech issues don't derail you.  Is TED/TEDx preparation really different from a normal business presentation? Yes—TED/TEDx forces ruthless compression, because you've got a hard time cap and a global audience. In my case, I had up to thirteen minutes, with restrictions on topic and format, and the whole "ideas worth spreading" expectation sitting on your shoulders.  That changes everything compared with a 45-minute internal briefing at a conglomerate or a client pitch at a fast-moving startup. Every word is gold, so you can't "talk your way into clarity" the way you might in a boardroom. You need a single thesis, clean structure, and a delivery plan that works under lights, cameras, and nerves.  Do now: Treat TED like a product launch—tight spec, tight runtime, tight message. If it doesn't serve the thesis, cut it.  How do experts choose a TED talk topic and central message? Start with a topic that fits the format and can travel across cultures, industries, and countries. I chose "Transform Our Relationships" because TED talks are broadcast globally, and the theme has universal relevance—whether you're leading a team in Tokyo, selling in Sydney, or managing stakeholders in Europe.  Then you lock the central message until it's unmistakable. In my case, the title basically was the thesis: "transform your relationships for the better." That clarity prevents the classic mistake of drifting into clever side quests that feel interesting but dilute the point.  Do now: Write your thesis as one sentence you'd be happy to see quoted out of context. If it can't stand alone, it's not ready.  Why should you design the ending before the opening? Because your close is your compass—if you don't know the ending, the middle becomes a junk drawer. I started by deciding how I wanted to finish, then designed everything to land there cleanly.  I also linked the close back to remarks from the start, so the talk could "tie a neat bow" and feel complete. TED format usually means no questions, so you're not designing multiple landing zones—just one strong finish that nails the central message.  Do now: Draft your final 20 seconds first. Then reverse-engineer the talk so every section earns the right to exist.  How do you build the middle of a short talk without rambling? Use chapters, not vibes: pick a small set of principles and make each one a complete unit. I used Dale Carnegie's human relations principles, but there are thirty—way too many—so I selected seven (and later had to drop one when rehearsal exposed the time blowout).  Each principle became a chapter, which made construction easier and cutting less emotional. I then added "flesh on the bones" with story vignettes—some invented to illustrate, some real. To bridge into the principles, I used recognisable anchors like Gandhi ("be the change…") and Newton's action–reaction idea to make the "change your angle of approach" concept instantly graspable.  Do now: Build 5–7 chapters max. Make each chapter removable without breaking the whole talk.  How do you craft a TED opening that grabs attention (without clickbait)? Your opening has one job: make the audience lean in and think, "Wait—where is this going?" I researched what others said about transforming relationships and found a report ("Relationships in the 21st Century") with conclusions I felt were obvious—perfect for a debunking-style opening.  A slightly controversial start can be an attention grabber, but I left the final design of the opening until the end—because once the ending and structure were solid, I could engineer an opener that set up anticipation without gimmicks. If the report had contained something genuinely profound, I would've used it as authority reinforcement instead.  Do now: Write three openings: (1) contrarian debunk, (2) authority-backed insight, (3) personal story. Choose the one that best tees up your thesis.  What rehearsal system stops you bombing on the day (especially with tech problems)? Rehearsal isn't "practice"—it's risk management under a stopwatch. I rehearsed until timing and flow were locked: I recorded the full script and replayed it about ten times to absorb the structure, then did live rehearsals, editing to stay under the thirteen-minute limit.  Right before delivery, I did five full-power rehearsals the day before, then ten full-power rehearsals on the day at home—checking time every run. That repetition gave confidence when there were technical issues with the stage screen, and later a last-second delay (four seconds before going on) that could've wrecked concentration. I used breathing control, avoided green-room chatter, checked mic placement, even used a backstage mirror to keep my gestures sharp—karate-finals mindset.  Do now: Rehearse to time, at full power, and assume tech will fail. If you can deliver without slides, you're bulletproof.  Conclusion TED-level performance looks "natural" only because the prep is engineered: thesis first, ending first, chapters next, opening last, and rehearsal so deep you can survive delays, nerves, and broken screens without losing your place. If you want your talk to travel—across Japan, Australia, the US, or Europe—build it like a system, not a speech.  Next steps for leaders/executives (fast checklist): Write the last line of your talk today (your thesis, in plain English).  Break the body into 5–7 "chapters" you can delete without re-writing everything.  Rehearse to the real constraint (time cap, camera, mic, slides).  Build a "tech fails" version: no slides, same impact.  FAQs How long should a TED-style talk take to memorise? It depends, but scripting plus repeated audio playback can lock in flow faster than brute memorisation.  Do you need slides for a TED talk? Not always—slides can help navigation, but you should be able to deliver confidently without them. What's the easiest way to cut time without weakening the talk? Build chapters so you can delete one complete section rather than watering down everything.  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 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, which are widely followed by executives seeking success strategies in Japan. 

What happens when partnership doesn't just work in private life, but also becomes a strong leadership duo at work? In this Team Behind the Scenes episode of the LEITWOLF® Podcast, Stefan speaks with his wife and business partner, Tanja Homeister, about how their relationship has evolved into an effective leadership partnership. Tanja is the “Heart of Operations” behind the scenes – bringing structure, communication, and reliability to the work that enables impact. Stefan brings vision, energy and ideas; Tanja ensures they land and create results. Together, they talk about how they clarify roles, navigate conflict without drama, set boundaries between work and private life, and make invisible work visible and valued. A personal and honest conversation about how two different perspectives can create stronger leadership together. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

"If you trust people, your life is very nice." "The bringing people together with one common objective needs to be carefully thought out and defining the processes very carefully needs to be thought out and don't imagine that the process will be figured out by the people themselves." "They are looking for a leader who is responsible, who can make the decision." "Be transparent."  Brief Bio Armel Cahierre is a French-trained engineer who built a multi-country career across R&D, turnaround management, consulting, private equity-adjacent deal work, and consumer retail. After early technical work in Japan (including R&D exposure through Thomson during Japan's 1980s electronics peak), he returned to Europe for an MBA at INSEAD and moved into industrial leadership roles, taking on high-responsibility turnaround assignments in his late 20s across France, Italy, Germany, and Switzerland. He later helped open a European office for a US firm pioneering semantic analysis for qualitative market research, working with major global brands. That experience led to entrepreneurship in eyewear (ski goggles and sunglasses), a subsequent exit to an Italian group, and executive-level work tied to licensing and Western European markets. After a period in California doing pre- and post-M&A consulting (including carve-outs linked to the Vivendi break-up), he returned to Japan, became President of Paris Miki, and later pivoted after a Cerberus transaction collapsed on the day of the Lehman shock. He then founded B4F in Japan, building a members-only, online flash-sales model that sources only through official brand channels and emphasises simplicity of operations, trust, and process discipline. Armel Cahierre's leadership story, is less a straight line than a sequence of deliberately chosen reinventions anchored by one constant: clarity of purpose and an intolerance for unnecessary complexity. As Founder and President of B4F, he operates a members-only flash sales platform focused primarily on fashion and lifestyle brands, with time-limited sales and controlled visibility designed to protect brand equity. The proposition is simple for customers and brands alike: members access discounts without prices being exposed to the wider web, and brands clear excess inventory without training the mass market to wait for markdowns. Operationally, the model leans toward discipline—no grey market sourcing, no parallel imports, and minimal exposure to foreign exchange or customs friction by buying and selling in yen. That preference for simple systems was shaped long before e-commerce. Early in his management career, Cahierre was sent into difficult turnaround situations and learned that the fastest route to recovery often begins with information-sharing and dignity. In one formative case, he arrived at a unionised boiler manufacturer with a catastrophic defect cycle and discovered frontline employees had never been told the company's true position. Once he made the economics and the problem visible, alignment followed—less because of charisma, more because people could finally see the same "game board". In Japan, he argues, the same outcomes are possible, but the route is slower and more socially coded. Ideas rarely appear instantly in open forum; trust must be earned, roles must be read correctly, and influence may sit away from formal hierarchy. Where some foreign leaders push targets and individual incentives, he sees higher leverage in process: process KPIs, well-defined routines, and a shared understanding of "how work is done"—a philosophy that maps cleanly onto kaizen, consensus-building, and the reality that nemawashi often precedes the formal ringi-sho. He also warns against confusing "culture" with "excuses": claims that "Japan can't do X" frequently hide uncertainty avoidance, fear of accountability, or simple inertia rather than any immutable national constraint. On technology, Cahierre is pragmatic and a little provocative. If AI is framed as replacing white-collar work, the CEO should not imagine immunity. The agenda, in his view, is training and judgement: equip teams to use AI well (as companies should have done with Excel and PowerPoint years ago), understand where it accelerates work, and retain human decision intelligence where context, responsibility, and ethics matter. Q&A Summary What makes leadership in Japan unique? Cahierre frames Japan's leadership challenge as less about "mystical difference" and more about how alignment is formed. Teams often respond best to clearly defined processes and shared routines, rather than blunt target pressure. Consensus is frequently built informally first—akin to nemawashi—before decisions become visible through formal approval mechanics (the ringi-sho mindset), meaning leaders must manage the unseen steps, not just the outcome. Why do global executives struggle? He sees many global leaders bringing a KPI-and-bonus playbook that freezes people rather than mobilising them. When targets are pushed without an equally clear process map, staff can become defensive, quiet, and risk-minimising—especially in environments where standing out carries social cost. He also calls out a "guru layer" of advice that over-indexes on etiquette and language theatre while ignoring business fundamentals. Is Japan truly risk-averse? His view is more nuanced: behaviour can look risk-averse, but it often reflects uncertainty avoidance and accountability anxiety. Autonomy can feel like exposure. The leader's job is to reduce ambiguity with system clarity, make responsibility safe, and remove the fear that initiative will be punished. What leadership style actually works? He advocates clarity-first leadership: leaders must know why they are in Japan, be able to "cover" for head office rather than hiding behind it, and set simple, easy-to-grasp goals. The style is firm on direction, generous on trust, and disciplined on processes. Praise is handled carefully: group praise in public is often safer, with individual recognition delivered in ways that do not isolate the person. How can technology help? Technology (including AI) is framed as a productivity multiplier when paired with training. Cahierre argues organisations underinvest in capability-building, then pay the price in wasted hours. AI can support decision intelligence, scenario work, and even "digital twins" of operations if used thoughtfully—but banning it is usually counterproductive, especially when younger workers adopt it as a learning partner rather than a shortcut. Does language proficiency matter? Language and cultural literacy help, but Cahierre's sharper point is that leaders should not let "Japan is different" become a shield for poor execution. Credibility is built more through transparency, consistency, and the ability to explain goals and trade-offs than through performative cultural fluency. What's the ultimate leadership lesson? He returns to trust as a strategic choice. Trust creates speed, openness, and a healthier workplace, even if it occasionally leads to disappointment. Distrust creates paralysis. In Japan especially, he argues that trust must be paired with a simple system: clear rules, clear processes, and a leader willing to be transparent about risks without being ruled by worry. 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.  

Was passiert, wenn Partnerschaft nicht nur privat, sondern auch beruflich trägt? In dieser Team-Behind-the-Scenes-Folge des LEITWOLF® Podcasts spricht Stefan mit seiner Frau und Business-Partnerin Tanja Homeister darüber, wie aus ihrer Beziehung ein starkes Leadership-Tandem geworden ist. Tanja ist im Hintergrund das „Heart of Operations“ – verantwortlich für Office, Kommunikation, Struktur und reibungslose Abläufe. Stefan bringt Vision, Energie und neue Ideen, Tanja sorgt dafür, dass sie ankommen und wirken. Gemeinsam sprechen die beiden darüber, wie sie Rollen klären, Konflikte ohne Drama lösen, Grenzen zwischen Arbeit und Privatleben ziehen und wie unsichtbare Arbeit sichtbar und wertgeschätzt wird. Eine persönliche und ehrliche Folge darüber, wie zwei unterschiedliche Perspektiven gemeinsam mehr Führungskraft entfalten können. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Most leaders genuinely want a strong relationship with their team, yet day-to-day reality can be messy—especially when performance feels uneven. The trap is thinking "they should change." The breakthrough is realising: you can't change others, but you can change how you think, communicate, and lead.  Why do leaders get annoyed with the "80%" of the team (and what should they do instead)? Because the Pareto Principle (80/20 rule) makes it feel like you're paying for effort you're not getting—but the fix is to lead the whole system, not just the stars. In most teams, a smaller group carries a disproportionate chunk of the output, and that can irritate any manager trying to hit targets, KPIs, OKRs, or quarterly numbers.   But treating the "80%" as a problem creates a self-fulfilling spiral: you spend less time with them, they feel it, motivation drops, and performance follows.  In Japan-based teams (and in global teams post-pandemic, with hybrid work and remote collaboration), this spiral gets worse because "relationship temperature" matters. Instead, think like an orchestra conductor: the first violin matters, but the whole section must play in harmony.  Do now: Stop "ranking people in your head" mid-week. Start "designing the system" that helps every player contribute.  Can you actually change your team members' performance or attitude? Not directly—you can't rewire other adults, but you can change the environment you create and the way you show up. The leader move is internal first: adjust your assumptions, your language, your coaching cadence, and your consistency.   In practice, this means you stop waiting for people to become "more like you" and start shaping the conditions where they can succeed. A simple mental shift is accepting that high performers and average performers will always co-exist in any team—Japan, the US, Europe, APAC; startups, SMEs, or multinationals. When you accept the 20/80 reality, you can focus on (1) lifting the 20% even higher and (2) getting strong coordination and reliable contribution from everyone else.  Do now: Identify one attitude you bring to the "middle 60%" that's costing you results—and change that, first.  How do you stop criticism from destroying motivation and trust? By eliminating the "criticise, condemn, complain" reflex and replacing it with coaching language that preserves dignity. Dale Carnegie's human relations principle is blunt for a reason: criticism rarely produces agreement; it produces defence.   And when people feel attacked, they don't improve—they protect themselves, they withdraw, and they tell themselves a story about you. This is especially relevant in Japan, where public correction can trigger loss of face, and in Western contexts where blunt feedback can still backfire if it feels personal rather than behavioural. The point isn't to become "soft." It's to become effective: if the same negative approach keeps producing the same negative reaction, adjust the angle—just a few degrees—so the other person can respond positively.  Do now: Before your next correction, rewrite it as: "Here's what I observed, here's the impact, here's what good looks like next time."  What does "honest, sincere appreciation" look like in a Japanese workplace? It's specific, evidence-based praise—not vague compliments, not flattery, and not silence. Leaders often skip appreciation because they assume "they're paid to do it," then wonder why cooperation is hard.   Yet people are highly sensitive to fake praise, and they'll dismiss it as manipulation.   The fix is to praise something concrete and provable. A practical Japan example is exactly the point: "Suzuki-san, I appreciated the fact you got back to me on time with the information I requested—it helped me meet the deadline. Thank you for your cooperation."   The evidence makes it believable, the detail makes it useful, and the respect makes it repeatable. Do now: Give one piece of appreciation today that includes what, when, and why it mattered—in one sentence.    How do you motivate people who don't seem to care as much as you do? You motivate them by speaking to what they want—because everyone is already focused on their own priorities. If you need cooperation, it's not enough to repeat what you want and when you want it.   Your team member is running their own internal agenda: career security, competence, recognition, flexibility, learning, status, autonomy, or simply a calmer workday. This is where "arouse in the other person an eager want" becomes a leadership skill, not a slogan.   In a Japanese firm, the eager want might be stability and not standing out negatively. In a US startup, it might be speed, ownership, and visibility. Same principle, different cultural packaging. Listen to what comes out of your mouth—if it's all about you, you're making cooperation harder.  Do now: In your next request, add one line: "What would make this easier or more valuable for you?"  What should leaders do this week to strengthen team relationships—fast? Start by changing yourself "three degrees," then run a simple weekly rhythm that rebuilds trust, clarity, and contribution. If you keep approaching lower performers negatively, you'll keep getting the same negative reaction; change your approach first.   Then operationalise it—because intention without behaviour is just theatre. Here's a tight relationship-strengthening checklist you can run in any context (Japan HQ, regional APAC office, or global remote team): Weekly habit What you do Why it works 2x short 1:1s Ask: "What's blocking you?" Shows support, surfaces friction 1 evidence-based praise Specific + concrete Builds motivation without fluff  2021.10.11 GEO Version How Lead… 1 "eager want" question "What do you want from this?" Aligns incentives  2021.10.11 GEO Version How Lead… 1 criticism detox Remove complain/condemn Prevents defensive behaviour  2021.10.11 GEO Version How Lead… Do now: Pick one person you've mentally labelled "difficult" and change your next interaction by three degrees—more curiosity, more respect, more clarity.  Conclusion If you want stronger relationships, stop waiting for people to become easier to lead. You'll get better results by starting with what you control: your mindset, your communication habits, and your consistency. The leaders who do that build better teams; the leaders who don't keep complaining—and they're never short of company.  Next steps (quick actions) Replace one critical comment with one coaching request this week.  Deliver one evidence-based appreciation per day for five days.  In every request, add one line that links to what the other person wants.  Track who you spend time with—ensure the "80%" aren't getting frozen out.  FAQs Yes—high performers still need active leadership, not neglect. Keep lifting the 20% higher while systemising support for everyone else.  No—praise isn't "un-Japanese" if it's precise and evidence-based. Specific appreciation is usually accepted because it's verifiable and respectful.  Yes—criticism can be useful, but condemn-and-complain feedback usually backfires. People defend themselves; improvement requires clarity without attack.  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 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, which are widely followed by executives seeking success strategies in Japan. 

Agile Leadership Development Strategies with Jimmy In this episode, I sat down with Jimmy, a leadership consultant who has spent the past 7–8 years transforming frustrated managers into confident, strategic leaders. Jimmy explained that the leadership challenges many organizations face today aren't because of individual shortcomings, but rather a lack of meaningful leadership development investment at the enterprise level over the past 25 years. Instead of relying on outdated training methods, Jimmy champions agile and adaptable strategies that meet leaders where they are and equip them for a volatile business environment. Why Traditional Leadership Development Isn't Working We discussed how leadership development often gets cut during tough economic times, despite companies spending over $160 billion annually on programs that fail to move the needle. Jimmy shared that more than 72% of these initiatives don't change behaviors or outcomes, while nearly half of leaders admit they don't trust leadership at all. I reflected on how fatigue and personal demands add to this challenge, making it difficult for managers to fully engage with leadership training. A Practical Framework for Change Jimmy broke down his 4C framework — designed to shift beliefs and behaviors rather than just deliver more content. His approach focuses on practical applications, like improving one-on-one conversations and learning how to navigate tough discussions. Unlike most training sessions that end when the slides are closed, Jimmy's program provides three months of ongoing support to help leaders build new habits and embed them into their daily practice. Conversations Over Slide Decks We compared the effectiveness of traditional presentations versus direct conversations in leadership settings. I shared my preference for meaningful discussions over slide decks, which too often leave leaders disengaged. Both of us agreed that systems — whether in leadership, daily life, or personal wellbeing — play a critical role in creating consistency and adaptability. Aligning Leaders and Teams I also spoke about the importance of emotional awareness and alignment between leaders and teams. When goals and expectations aren't clear, it's like rowing a boat with everyone paddling in different directions — lots of effort, very little progress. Jimmy echoed this point, highlighting how critical it is to keep teams aligned and engaged. Time, Energy, and Managerial Effectiveness Jimmy addressed a common issue for mid-to-senior level managers: the struggle to manage time and energy effectively. Without a shift in mindset and tools, many plateau in their careers. His strategies include rethinking meeting value, task prioritization, and learning to say no. I connected this to my own experience with burnout, emphasizing how leaders must create environments where saying no is safe and respected. The 80% Capacity List We explored a practical tool Jimmy teaches called the “80% list,” which helps managers identify when they're nearing capacity before burnout sets in. By recognizing warning signs, sharing them with a trusted colleague, and conducting self-audits, leaders can prevent overload. Recovery practices ensure they return to optimal performance when needed. Building Sustainable Leadership Jimmy reinforced the importance of sustainable leadership, noting that many people have been sprinting at full capacity since COVID — what he calls the “cursed window of five years.” Psychometric tools, he explained, help leaders identify their optimal state so they can operate at their best without constantly burning out. I shared a quote from Joan Roan on the simplicity of action versus inaction, reminding listeners that often the difference between growth and stagnation is choosing to act. The Amplify Program We closed with Jimmy's Amplify program at JBLHighPerformance.com. His approach begins with a “verbal dump,” allowing overwhelmed leaders to release mental clutter before layering in tools for self-repair and momentum. It's a practical, supportive path for leaders ready to move from frustration to effectiveness.

When sales feels chaotic, it's usually because we're "doing things" without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don't win on the first try.  Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don't come with clear KPIs—especially in smaller firms, new markets, or when we're building a territory from scratch. That's where personal KPIs matter: they give us "markers" for what we're doing and what we should be doing.  The key is recognising we cannot do everything. We can only do the most important things—consistently. So we choose a handful of KPIs that reflect how our sales actually works (industry, deal size, sales cycle, channel), and we track them like a pilot checks instruments: not for perfection, but for control. Q2) Which KPIs actually move revenue (and which just make us feel organised)? A useful rule: track both leading and lagging indicators. Lagging indicators: results (revenue, closed deals, average deal size). They're essential, but they tell us after the period is over. Leading indicators: the activities that cause results (qualified leads worked, buyer conversations, meetings booked, proposals sent, follow-ups completed). The best personal KPIs are usually leading indicators that map to your funnel, like: How many qualified leads we work each week How many calls / outreach touches we make How many contacts turn into appointments How many appointments convert into agreed deals Our average value per appointment How many buyers become repeat buyers  If a KPI doesn't link to a funnel stage, it's probably a "busy metric." Q3) How do we turn a big revenue target into weekly KPIs we can actually execute? We reverse-engineer the number. Start with the revenue target, then work backwards through the funnel using realistic ratios. Example logic (use your own numbers, then refine over time): Target revenue per month Average deal size → required closed deals Closing ratio from meetings → required meetings Meeting-set rate from conversations → required buyer conversations Contact rate from outreach → required outreach attempts This is exactly the discipline of breaking "big revenue targets down to activities," then setting targets for the ratios between steps.  And we'll fail plenty at first. That's not a moral issue—it's just a data issue. After a few weeks, we'll have our conversion stats, not someone else's. Q4) What funnel ratios should we track—and what do we do when the ratios are ugly? Sales is a chain. If one link is weak, the outcome collapses. Track ratios between stages, for example: outreach attempts → conversations (contact rate) conversations → meetings (appointment rate) meetings → proposals proposals → closed deals (close rate) Over time we build "reliable statistics" showing where we're strong and where we're leaking deals.  If conversations aren't becoming meetings, that's usually messaging, relevance, credibility, or timing. If meetings aren't closing, that's discovery quality, stakeholder mapping, objection handling, procurement friction, or lack of urgency. The goal isn't to shame the numbers. The goal is to diagnose the system and improve one stage at a time—because a small lift in one ratio multiplies all the way down to revenue. Q5) How do we set KPI targets without kidding ourselves (and without burning out)? Use three levels: Comfortable range (you can hit this even on a rough week) Realistic stretch (hard but doable) Moonshot (for peak weeks, not every week)  Then we attach KPIs to time management. If the target is 200 quality touches a week, we schedule them like a workout plan—because hope is not a strategy. Also: behaviour matters. Sales can be "a diabolical art" where we fail a lot, so we need "supreme discipline" to do the activities anyway.  That means tracking basics like follow-up completion, pipeline hygiene in the CRM, and daily prospecting blocks—because motivation comes and goes, but systems stay. Q6) How do we adapt KPIs to reality (gatekeepers, Japan timing, and modern outreach)? Reality includes gatekeepers, voicemail, and the classic "they'll call you back" fantasy. We can have a long call list and still get nowhere, so we vary timing and channels.  Practical KPI upgrades: Track attempts by time band (early morning, lunch, after 6pm) because contact rates change by industry and role.  Track multichannel sequences (phone + email + LinkedIn + referral asks), not just "calls." In Japan, where trust and introductions often matter, track referral requests, warm intros, and second meetings as leading indicators—because relationship-building is a real part of the funnel, not "soft stuff." Weekly review: keep, kill, adjust. If we're not moving the ratios, we don't need more hustle—we need smarter inputs. About the 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 leadership, communication, sales, and presentation programs, including Leadership Training for Results.  Wrap-up Personal sales KPIs are our antidote to vague effort. We pick the few activities that drive the funnel, set ranges, measure ratios, and improve the weakest link. When we know the numbers, we stop guessing—and we start managing sales like a system.

Send us a textBefore you check out for the holidays, hit play.In this episode of Project Management Masterclass, Brittany Wilkins walks you through five strategic moves every project manager should make before the year ends. Whether 2025 was a breakthrough or a beatdown, now is the time to close with intention—not exhaustion.You'll learn how to:Close out lingering projects like a proReflect on lessons that sharpen your leadershipAudit and upgrade systems slowing you downSet bold yet grounded intentions for 2026And most importantly, protect your peaceThe course is live! Enroll now in Simplify Your Path to Project Success — and start mastering the four power skills every project leader needs: https://www.developpowerskills.com/sales-page Support the showWatch Free Masterclass: Simply Your Path To Success https://www.developpowerskills.com/pl/2148679648

If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and "micro concentration spans" feel even shorter than they used to. So in Part Two, we'll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda.  How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a "decision point": your audience is silently choosing between you and their inbox. In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you're at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what's in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they're specific, short, and anchored to the audience's world. Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction. Why does storytelling work so well as an opening in business presentations? Storytelling works because people are neurologically trained to follow stories more than opinions. We've grown up with novels, movies, dramas, news—so a story switches the brain from "judge mode" into "follow mode." In business, story is how you create ethos + pathos + logos (Aristotle's persuasion trio) without sounding like you're trying too hard. A story gives context, stakes, and a human being to care about—something a slide can't do. That's why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement. Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim. What kind of story should you tell: personal experience or third-party? Personal experience is usually the strongest opening because it's real—and real beats "corporate perfect" every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true. Here's the contrast: "Let me tell you how I made my first ten million dollars" versus "Let me tell you how I lost my first ten million dollars." Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean "war story" with a lesson builds trust fast, whether you're pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending. Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you're perfect. How do you tell a short story when everyone's distracted (Zoom, phones, and micro attention spans)? Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today's environment punishes rambling. A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don't change the meaning. Use "mind's eye" cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you're inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening. Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more. How do compliments work as an opening without sounding fake or creepy? A compliment works when it's specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation. You can compliment (1) the audience's shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking ("Most people fear it because they haven't had training—speaking is learnt"), and suddenly everyone feels included. Or compliment the organisation: "Your reputation for excellence is phenomenal—let me tell you why." That causes curiosity and invokes pride. Individual compliments (e.g., "Tanaka-san said something insightful before we started…") work brilliantly in Japan if done respectfully and accurately. Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message. What should leaders, executives, and salespeople do now to nail the first impression? Plan and rehearse your opening like it's the most important part—because it is. If the start is weak, the message won't transmit, no matter how good your content is. Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context: Story (trust + emotion): best for change leadership, culture, personal credibility Third-party story (proof): best for strategy, risk, evidence-heavy topics Compliment (connection): best for relationship building, cross-cultural settings Question (engagement): best for workshops and interactive sessions Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds. Conclusion Storytelling and compliments aren't "nice-to-haves"—they're strategic tools for winning attention and trust at the exact moment your audience is deciding whether you're worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn't warm-up; it's the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action.  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 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, which are widely followed by executives seeking success strategies in Japan. 

"Leadership is staying ahead of change without losing authenticity". "Trust is the real currency of sales, teams, and Japan's business culture". "Zeiss's foundation model is a rare advantage: patient capital reinvested into R&D". "Japan is less "risk-averse" than "uncertainty-avoidant" when decisions lack clarity and consensus". "Language is helpful for connection, but not the primary qualification for leading in Japan". Brief Bio Vincent Mathieu is the CEO of Carl Zeiss Japan, leading a multi-division portfolio spanning semiconductors, medical devices, microscopy, industrial quality solutions, ophthalmic lenses, and imaging optics. Originally from the south of France near the Basque Country, he studied business in Toulouse, then spent several years travelling and working across Morocco, Denmark, Ireland, Chile, and South America—discovering along the way that his core strength was building trust in sales. He first came to Japan in 2001 to launch and grow a new division, learning the realities of hiring, selling, and leading without fluency in Japanese. After returning to Europe for global and country leadership roles—including navigating a corporate receivership in the UK—he was recruited to Zeiss and returned to Japan for a second stint. There, he led a turnaround in the vision care business by rebuilding the team, premium positioning, and distribution strategy, then expanded to broader regional responsibilities before taking the top role in Japan, leading a larger organisation through compliance, regulatory, structural change, and remuneration reform. Carl Zeiss is often mistaken as "just cameras", yet the company's real gravity sits elsewhere: precision optics, industrial measurement, medical equipment, and the advanced semiconductor ecosystem that powers modern computing. Vincent Mathieu, CEO of Carl Zeiss Japan, uses that breadth as both a strategic advantage and a leadership test—because leading a portfolio business demands credibility across wildly different technical domains, from microscopy used by Nobel Prize-winning researchers to X-ray inspection systems supporting EV battery quality control. He also points to a structural difference that shapes Zeiss's long-term posture: the company operates as a foundation rather than a classic shareholder-led public entity, enabling sustained reinvestment into R&D and the patience required to develop complex innovations that may run at a loss for years before they become indispensable. In semiconductors, that mindset shows up in partnerships and breakthrough optics supporting lithography and EUV pathways tied to ever-smaller chips and AI-era demand. Mathieu's personal story mirrors the adaptive leadership he advocates. He describes an early uncertainty about career direction, a formative period of travel and "odd jobs", and a gradual shift into commercial roles where trust, not extroversion, became his sales engine. His first Japan assignment was a tough entry: conservative hiring conditions, limited language ability, and the slow build of distributor confidence—where one relationship took years to convert. Returning later via Zeiss, he expected a smoother "global" environment and instead found a familiar friction point: leadership without a shared language, competing internal politics, and the need to earn followership through visible effort. His approach was practical and gemba-oriented—going into the field with salespeople, learning enough Japanese to observe and debrief well, and leading by example rather than relying on title or hierarchy. In his current role, the leadership challenge is no longer a small turnaround team but a larger organisation navigating regulatory scrutiny, compliance expectations, talent gaps, and a shift from "box-moving" to workflow and digital solutions. He frames Japan's organisational reality as deeply sensitive to trust, transparency, and consistency—especially when change touches taboo areas such as pay. Whether the topic is performance-based remuneration, AI adoption, or organisation redesign, Mathieu returns to the same idea: leadership is change management plus authenticity. The most durable influence, in his view, comes from understanding who the leader is, then showing up coherently—because Japanese organisations may not offer immediate feedback, but they do evaluate whether words and actions match. Q&A Summary What makes leadership in Japan unique? Leadership in Japan is uniquely shaped by trust, time, and social proof. Decision-making often relies on nemawashi (pre-alignment), the ringi-sho approval flow, and a preference for consensus that reduces future friction. Feedback can be indirect, and the "real signals" may appear later, after relationships deepen. Why do global executives struggle? Global leaders often struggle when they arrive expecting predictable "rules" about Japan, or when they assume a corporate title will create followership. Without local credibility, language bridges, and contextual awareness of honne/tatemae dynamics, even good strategies can stall. Impatience can be read as shitsukoi (pushy), yet excessive patience can also lead to inertia—forcing leaders to balance consistency with restraint. Is Japan truly risk-averse? Japan is frequently labelled risk-averse, but a more useful lens is uncertainty avoidance. When ambiguity is high, organisations increase process and consensus to control outcomes. Once clarity exists—shared numbers, shared logic, shared stakeholders—Japanese teams can execute decisively and at high quality, often outperforming more improvisational cultures. What leadership style actually works? A field-based, trust-building style works: lead by example, show operational commitment, and invest in relationships. Mathieu's experience suggests credibility is built through visible contribution—being present with customers, coaching sales behaviours, and demonstrating consistency. Authenticity matters: employees may accept difficult change if the leader is transparent, coherent, and reliably delivers on commitments. How can technology help? Technology helps when framed as decision intelligence rather than novelty. AI tools, automation, and even "digital twins" for process and manufacturing can reduce reporting burden, strengthen compliance, and redirect scarce talent towards analysis and customer value. The warning is "AI for AI's sake": capability must be learned, prompts must be mastered, and use cases must be chosen with discipline. Does language proficiency matter? Language matters for connection and cultural nuance, but it should not be the primary criterion for leading in Japan. A leader can choose English for clarity at scale—especially when communicating strategy—while still building trust through effort, respect, and selective Japanese usage in day-to-day engagement. What's the ultimate leadership lesson? The ultimate lesson is that leadership is managing change while staying true to oneself. As confidence grows, leaders feel less pressure to perform to other people's expectations and more capacity to act with authenticity. That inner coherence becomes a stabiliser for teams navigating uncertainty, consensus-building, and transformation. 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.

Manchmal spürst Du im Bewerbungsgespräch oder bei einer möglichen Beförderung diesen leisen Widerstand im Bauch: Irgendetwas passt nicht. Und trotzdem triffst Du die Entscheidung – aus Zeitdruck, aus Hoffnung oder weil das Team dringend jemanden braucht. In dieser Folge des LEITWOLF® Podcasts spricht Stefan darüber, warum genau das so gefährlich ist und warum Zweifel im Recruiting in den meisten Fällen schon die Antwort sind. Er teilt einen einfachen, klaren Leitsatz, den er bei seinem ersten Arbeitgeber gelernt und seitdem mit tausenden Führungskräften trainiert hat: „When there is doubt, there is no doubt.“ Anhand praktischer Beispiele zeigt Stefan, wie falsche Personalentscheidungen entstehen, warum der Wunsch, „endlich die Stelle zu besetzen“, so oft zu Fehlgriffen führt und wie viel Zeit, Vertrauen und Teamenergie dadurch verloren gehen. Du erfährst, wie Du Dein Bauchgefühl ernst nimmst, es rational prüfst, Verhalten statt schöne Worte bewertest und Dir im Zweifel bewusst eine zweite Perspektive holst. Und Du bekommst einen konkreten Impuls, wie Du allein und im Führungsteam systematisch bessere Recruiting-Entscheidungen triffst. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

"There is more hidden revenue potential in ATTITUDE than any other natural resource. StoryPower is your method to mine and maximize this resource." J Loren Norris STORYPOWER SUITE RETREATJoin us for a transformative LIVE EVENT JAN 15-18, 2026 presented by J Loren Norris and StoryPower Academy! PLUS Special Guest Presenter. A Mastermind for a special few. ONLY 8 spaces available. NEW Lessons presented from J Loren before they are added to the Academy course lineup. Don't miss this opportunity!https://j-loren-s-school.thinkific.com/products/live_events/live-event-jan-2026Book J Loren Norris for a dynamic day of Leadership Development, Attitude Engineering, and Communication Skills Training tailored to your team's unique needs! https://j-loren-s-school.thinkific.com/products/live_events/corporate-training-dayIf you're the DO IT WITH ME type, we will launch a fresh 6 week guided program lead by yours truly, that will serve you very well. You can take a shot of the screen or visit one of my team members for a postcard and more info. I would ask them about reserving your seat ASAP. Finally if you're the type who wants the best minds in the room discussing and sharing solutions for your leadership, culture and communication challenges, ask my team about the Moody Gardens exclusive opportunity. #leadingleaderspodcast #storypower #attitude #jesus #jesusisking #christian #jlorennorris #storypoweracademy #corporateculture #brandbuilding #brandidentity #kingdommindset #kingdom #kcbi #christianradio #christianbusinessleaders #christianbusinesscoach #christianbeliefs www.jlorennorris.comCopyright 2025 Tell It Like It Is, Inc. All rights reserved.https://www.youtube.com/playlist?list=PLuzErTGQzjNPygbBS_XYUvkNkKi9krc4r“Building rapport is as important in sales as it is in leadership or speaking from the stage. If you don't build rapport, you don't build trust. If you don't build trust, you don't close sales. Very few things disarm and lower the guard of a prospective client or customer like a true, authentic and vulnerable personal story. If you have done your research and homework, then you know enough about the company and the person you are meeting with to know where you might have common ground. The ability to select a story from an existing arsenal of stories which you have refined, rehearsed and prepared to deliver is like having a Swiss Army knife of rapport building tools. Being constantly at the ready with a story perfect for the moment is the perfect sales application of Storypower.” J. Loren NorrisWatch the video 11-26-25: https://open.spotify.com/episode/2umgWTKmhQuDQ2aHcs9mZn?si=k6P3Y34IS3y76cASe40NNgOnline Academy for Leadership & Communication:⁠⁠⁠⁠⁠⁠⁠https://j-loren-s-school.thinkific.com/courses⁠⁠⁠⁠⁠⁠⁠Follow on Spotify - ⁠⁠⁠⁠⁠⁠⁠https://podcasters.spotify.com/pod/show/j-loren-norris⁠⁠⁠⁠⁠⁠⁠______________________________Leading Leaders Podcast is a short but impactful leadership video, blog and podcast distributed 5 days a week by J Loren Norris to promote faith, family and freedom in the face of a global leadership drought.Leadership Training, Interviews and EntertainmentVisit ⁠⁠⁠⁠⁠⁠⁠https://www.jlorennorris.com/resources⁠⁠⁠⁠⁠⁠⁠ for more training material#leadingleaderspodcast #storypower #transforminggracetv #jlorennorrisLOOK FOR LEADING LEADERS PODCAST ON THESE PLATFORMS:- OBBM Network TV- WorldTrumpetTV- Apple Podcast- Spotify- Amazon- Rumble- YouTube.com/jlorennorrisDOWNLOAD THE FREE APP for: ⁠⁠⁠⁠⁠⁠⁠https://www.jotform.com/app/230026506289151⁠⁠⁠⁠⁠⁠⁠- Live Stream videos,- Video based training material,- StoryPowerMasterclass Coaching products and services,- links to global Media Outlets carrying Tell It Like It Is content,- contact information for direct access to Lorenand MORE new tools added regularly.Copyright 2024 Tell It Like It Is Inc

What happens when you bet on people instead of acquisitions? In this insightful episode of CPO PLAYBOOK, Pia Ostos, EVP and Chief Performance Officer at Inmar Intelligence, shares how prioritizing leadership training fueled explosive business growth and transformed company culture. By investing in leadership development and embedding clear leadership standards into performance reviews, she redefined HR from a cost center to a powerful business performance accelerator. Through a culture of accountability and a commitment to experimentation, Pia's approach drove sustained growth without relying on acquisitions. You'll discover the six key leadership behaviors that inspire innovation and accountability, why leadership investment is critical to shifting culture from the top down, and how measurable leadership development strategies translate into real revenue impacts. Tune in to gain a blueprint for transforming leadership and culture into your organization's strongest competitive advantage, especially in fast-paced, high-stakes business environments. Join the conversation to learn how leadership, culture, and performance intertwine to drive outstanding business results. Chapters: 00:00 Transforming Leadership into a Growth Engine 06:31 Establishing Centers of Excellence 16:08 Innovating for Sustainable Growth 24:18 Building a Culture of Experimentation 26:02 Setting Core Leadership Standards 30:40 Measuring and Rewarding Leadership Behaviors 35:06 Leadership Development as a Growth Strategy 39:26 Advice for Building a High-Performing Culture — Subscribe to CPO PLAYBOOK for more conversations at the intersection of leadership, innovation, and capital strategy: https://www.cpoplaybook.com/newsletter Need support scaling leadership or culture? Let's talk: https://www.cpoplaybook.com/contact-us

What if the biggest reason you're not being promoted has nothing to do with office politics, company structure, or how hard you work? In this transformative episode, host Bernadette Boas sits down with Diane Taylor, founder of Glow Leadership and author of Elevate Potential, to expose the surprising internal blocks that silently derail professional advancement.Diane reveals how unconscious habits, emotional blind spots, and unexamined internal patterns dictate how we behave, lead, and ultimately rise—or stall—in our careers. She breaks down why leaders lose trust, how chaos becomes a comfort zone, and why intentional inner work is the true fast track to career success.Whether you're a rising corporate star, a seasoned leader, or someone feeling stuck, this episode gives you the clarity and tools to shift from “Why not me?” to “Watch me.”

 Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge.  Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford's "whether you think you can or can't" to Dale Carnegie's focus on personal agency, top performers engineer their self-talk under pressure. Post-pandemic, the volatility of B2B buying cycles and procurement scrutiny means sellers in Japan, the US, and Europe face more "no's" before a "yes." Adopt deliberate mental scripts before client calls ("You can do this") and after setbacks ("Reset, learn, re-engage"). Layer temporal anchors—quarterly targets, weekly pipeline reviews—to keep momentum objective, not emotional. In startups and SMEs, the founder-seller's mindset colours the whole team; in multinationals, it influences cross-functional trust with legal, finance, and delivery. Do now: Write a 30-second pre-call mantra and a 60-second post-call reset. Repeat both for 30 days; track conversion lift in your CRM. How do I bounce back fast after rejection without losing my edge? Counter-programme negativity with immediate, structured inputs. After job loss or a blown deal, flood your cognition with high-quality content the way athletes use tape review—books, playbooks, and leader debriefs instead of doom-scrolling. Think "input replacement": replace rumination with skill-building (objection patterns, pricing frameworks). Firms like Toyota or Rakuten institutionalise retrospectives; emulate that at team scale. In APAC vs. US contexts, timelines to re-pitch can differ—use a 24–48 hour window to reframe, then re-engage stakeholders. Treat every rejection as data: log cause (timing, budget, political capital) and countermeasure (proof, pilot, reference). Do now: Create a "rejection to routine" checklist: 1) log cause, 2) choose countermeasure, 3) schedule next touch, 4) upgrade enablement asset. Which people should I avoid—and which should I seek—when my pipeline wobbles? Avoid the "whine circle"; seek performance environments. Misery compounds in sales teams when negative talk becomes a daily ritual. Protect your focus like revenue: step away from low-agency chatter and toward deal rooms, peer reviews, and customer-back sessions. The classic Glengarry Glen Ross contrast—Ricky Roma selling while others complain—remains instructive, even if your 2025 "bar" is a Zoom room. In Japanese enterprise sales, senpai-kohai norms can pressure you to join the gripe; politely decline and book a customer discovery call instead. In US/Europe, use enablement Slack channels for pattern-spotting (what's working now vs. last quarter). Do now: Time-audit one week. Replace 2 hours of complaint conversations with 2 customer conversations, a reference call, or a pilot design session. Does my image still matter when most buyers research online first? Absolutely—executive presence accelerates trust in the first 90 seconds. "Image" isn't just suits and watches; it's congruence: neat dress, crisp opening, concise agenda, and credible artefacts (case studies, pilots, references). Think "BMW energy" without the bravado: quiet competence, simple visuals, punctuality. In conservative sectors (financial services, manufacturing), formality signals reliability; in startups and creative industries, smart-casual with clean slides signals agility. Japan versus US norms diverge in attire, but converge on preparation and respect: arrive early, name roles, confirm outcomes. Keep a repeatable first-impression kit: one-page credibility sheet, short customer video, and a 15-minute discovery plan. Do now: Build a 3-item presence kit (attire checklist, one-pager, discovery plan). Rehearse your first 90 seconds until it's muscle memory. How do I sound fluent without sounding "slick" or manipulative? Use structured clarity, not theatrics. Buyers fear the "too smooth" pitch; answer crisply, invite scrutiny, and show your working. Use a simple objection map: acknowledge → clarify → evidence → confirm. Anchor with entities (benchmarks, standards, regulations) and timelines ("as of Q4 2025, compliance rules changed"). In enterprise deals, suggest a small pilot to lower risk; in SME deals, offer a 30-day milestone plan. Keep language plain English with Australian spelling—short sentences, verbs first. Record and review your calls like athletes; look for hedging, filler, and jargon. Replace with specifics and proof. Do now: Write 5 top objections with one-sentence answers and one proof each (metric, customer name, or pilot result). Practise aloud. What proves credibility over time when problems inevitably arise? Calm accountability beats charisma after the contract is signed. When delivery hits turbulence, credibility is measured by cadence (weekly updates), transparency (risk log), and persistence (closing loops). Map stakeholders: executive sponsor, user lead, procurement, security. In Japan, escalate with harmony (nemawashi) before the formal meeting; in US/Europe, publish a written corrective plan and owner names. Tie each update to outcomes (uptime, cycle time, ROI proxy). Startups: emphasise speed of fix. Multinationals: emphasise governance and documentation. The goal is partner status, not vendor status. Do now: Implement a two-line status format in every email: "What changed since last week" and "What will change before next week," plus a single risk with owner. Quick checklist — first 90 seconds with a new buyer Confirm time, agenda, and outcome. One-sentence value prop, one credible proof. Ask one context question, one metric question, one timing question. Conclusion — the three pillars work together Mindset, image, and delivery are a system, not a buffet. Get your inner voice aligned, present like a pro, and then prove it under pressure. Do those three consistently, and 2025's buyers—whether in Tokyo, Sydney, or New York—will pick you when it counts.  FAQs What should I change first if I'm overwhelmed? Start with a pre-call checklist and a 30-second mantra—both are fast and compounding. How formal should I dress in Japan vs. the US? Japan skews more formal; the US tolerates smart-casual—match the client's culture and the meeting's stakes. How do I track mindset ROI? Tag calls where you used the routine; compare conversion rate and cycle time vs. prior month. Next steps for leaders/executives Install objection maps and first-impression kits across the team. Run weekly deal reviews focused on clarity, not theatre. Standardise pilot templates and two-line status updates. 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 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, which are widely followed by executives seeking success strategies in Japan. 

What if the greatest transformation in a man's life happens because you stepped in? In Lesson 6 of the Men's Leadership Training series, Vince Miller unpacks K.M.S. — Knowledge, Modeling, Skills — the same pattern Jesus used to build His disciples. This framework gives you a simple, repeatable path for discipling and mentoring men with clarity and confidence. In this session you'll discover: ✔ Why knowledge forms conviction and anchors a man's life ✔ Why modeling matters more than another lesson ✔ Why skills are formed only through real-life practice ✔ How Jesus used KMS to transform ordinary men into world-changers ✔ A simple weekly challenge you can do to start shaping men right now If you want to build men with depth, conviction, and the ability to lead others… this is your blueprint.

Send us a textNavigating multiple job offers can be a blessing — or a trap — depending on how you handle the moment. In this Unarmored Talk Pro Tip episode, I break down five critical mistakes people make when choosing between job opportunities… and how to avoid them.Suppose you're transitioning from the military, changing careers, or stepping into a new chapter. In that case, this episode will help you strengthen your thinking, protect your reputation, and respond to life with confidence — not react out of pressure.In this episode, you'll learn:Why ghosting employers can hurt your futureHow bragging or flexing offers can damage your credibilityThe danger of accepting an offer “just to hold it”Why rushing your decision works against youHow ignoring red flags can cost you long-termAnd the mindset shift that keeps you in controlStay unarmored, stay authentic, and stay mentally fit. And as always — I'm praying for you all. God bless.Support the show Become a Member Today! https://www.youtube.com/channel/UC_M2Kfxb2hN1uHdlDKGtuQw/join Watch on YouTube: https://www.youtube.com/playlist?list=PL6pF-fF29KO1rqQsabaxHHO1nQQtn5lhd Still Serving, Inc.: www.stillservinginc.com Email: mario@stillservinginc.com

Sometimes things just don't run smoothly in a team. You start seeing only what bothers you about others – their attitude, their decisions, their way of speaking. Welcome to a very human moment: you're wearing the “crap glasses.” In this episode of the LEITWOLF® Podcast, Stefan talks about a phenomenon every leader knows – one that can quietly damage relationships, collaboration and culture. He explains how to recognize when you're viewing others through your own distorted lens and how to consciously take those glasses off. With honesty, humor and a personal story from his time as a Marketing Director, Stefan shares how a simple change in perspective can transform conflict into understanding, rebuild trust and strengthen teamwork. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

From Federal Warden to Leadership Consultant: Darlene Drew on Building Your Practice, Pricing Mistakes, and Running a Business Through Grief (The Price and Value Journey, Episode 153) Do you want to know how to build a professional services business when you have deep expertise but no client base? Darlene Drew shares exactly how she did […]

When markets are kind, anyone can look like a genius. The test arrives when conditions turn—your systems, skills, and character decide what happens next.  What are the five drivers every leader must master? The five drivers are: Self Direction, People Skills, Process Skills, Communication, and Accountability. Mastering all five creates resilient performance across cycles. In boom times (think pre-pandemic luxury hotels in Japan) tailwinds mask weak leadership; in shocks (closed borders, supply chain crunches) only strong drivers keep teams delivering. As of 2025, executives in multinationals, SMEs, and startups alike need a balanced "stack": vision and values (Self Direction), talent and trust (People), systems and analytics (Process), clear messaging and questions (Communication), and personal ownership (Accountability). If one leg is shaky, the whole table wobbles. Do now: Score yourself 1–5 on each driver; identify your lowest two and set 30-day improvement actions.  Mini-summary: Five drivers form a complete system; strength in one can't compensate for failure in another. How does Self Direction separate steady leaders from "lucky" ones? Self-directed leaders set vision, goals, and culture—and adjust fast when reality bites. Great conditions or an inherited A-team help, but hope isn't a strategy. As markets shift in APAC, the US, or Europe, leaders with grounded values and a flexible ego change course quickly; rigid, oversized egos drive firms off cliffs faster. The calibration problem is real: we need enough ego to lead, not so much that we ignore evidence. In practice that means owner-dated goals, visible trade-offs, and a willingness to reverse a decision when facts change. Do now: Write a one-page "leader operating system": purpose, top 3 goals, non-negotiable values, and the conditions that trigger a pivot.  Mini-summary: Direction + adaptability beats bravado; values anchor the pivot, not the vanity. Why are People Skills the new performance engine? Complex work killed the "hero leader"; today's results flow from psychologically safe, capability-building teams.Whether you run manufacturing in Aichi, B2B SaaS in Seattle, or retail in Sydney, you need the right people on the bus, in the right seats. Trust is the currency; without it, there is no team—only compliant individuals. Servant leadership isn't slogans; it's practical: career conversations, strengths-based job fit, and coaching cadences. Climbing over bodies might have worked in 1995; in 2025 it destroys engagement, innovation, and retention. Do now: Map your team on fit vs. aspiration. Realign one role this fortnight and schedule two growth conversations per week for the next month.  Mini-summary: Build safety, match talent to roles, and coach growth; teams create the compounding returns, not lone heroes. What Process Skills keep quality high without killing initiative? Well-designed systems prevent good people from failing; poor processes turn stars into "low performers." Leaders must separate skill gaps from system flaws. Mis-fit is common—asking a big-picture creative to live in spreadsheets, or a detail maven to blue-sky strategy all day. Across sectors, involve people in improving the workflow; people support a world they help create. And yes, even "Driver" personalities must wear an Analytical hat for the numbers that matter: current, correct, relevant. Toyota's jidoka lesson applies broadly: stop the line when a defect appears, then fix root causes. Do now: Run a 60-minute process review: map steps, assign owners, check inputs/outputs, and identify one automation or simplification per step.  Mini-summary: Design beats heroics; match roles to wiring, make data accurate, improve the system with the people who run it. How should leaders communicate to create alignment that sticks? Great leaders talk less, listen more, and ask sharper questions—then verify that messages cascade cleanly.Communication isn't a TED Talk; it's a discipline. Listen for what's not said, surface hidden risks, and test understanding down the line. In Japan, nemawashi-style groundwork builds alignment before meetings; in the US/EU, crisp owner-dated action registers keep pace high without rework. In regulated fields (finance, healthcare, aerospace), clarity reduces audit friction; in creative and GTM teams, it accelerates experiments. Do now: Install a weekly "message audit": sample three layers (manager, IC, cross-function) and ask them to restate priorities, risks, and decisions in their own words.  Mini-summary: Listen deeply, question precisely, and ensure the message survives the org chart; alignment is measured at the edges. Where does Accountability start—and how do you make it contagious? Accountability starts at the top: the buck stops with the leader, without excuses—and then cascades through coaching and controls. As of 2025, boards and regulators demand both outcomes and evidence. Strong leaders admit errors quickly, fix them publicly, and maintain systems that track results and compliance. Accountability isn't blame; it's ownership plus support: clear goals, training, checkpoints, and consequences. In startups, this prevents "move fast and break the law"; in enterprises, it fights bureaucratic drift. Do now: Publish a one-page scoreboard each Monday (KPIs, leading indicators, risks) and hold a 15-minute review where owners report facts, not stories.  Mini-summary: Model ownership, build coaching and monitoring into the cadence, and make evidence a habit—not a surprise inspection. How do you integrate the five drivers across markets and company types? Balance is contextual: tighten controls in high-risk/low-competency zones; grant autonomy in low-risk/high-competency zones. Multinationals can borrow playbooks (RACI, stage gates), but SMEs need lightweight equivalents to preserve speed. Startups should resist the "super-doer" trap by delegating outcomes early; listed firms should fight analysis paralysis by protecting experiments inside guardrails. Across Japan, the US, and Europe, leaders who pair people development with process discipline outperform through cycles because capability compounds while compliance holds. Do now: Build a "risk × competency" grid for your top workflows and adjust oversight accordingly within 48 hours. Review monthly as skills rise.  Mini-summary: Tune people and process to context; move oversight with risk and capability, not with habit. Conclusion: strength in all five, not perfection in one Leadership success is engineered, not gifted by luck. When conditions turn, Self Direction provides the compass, People Skills provide power, Process Skills provide traction, Communication provides cohesion, and Accountability provides grip. Work the system, in that order, and your organisation will keep moving—legally, safely, profitably—even when the weather's foul.  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 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).

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Manchmal läuft es im Team einfach nicht rund. Du siehst nur noch, was Dich an anderen stört – ihre Haltung, ihre Entscheidungen, ihr Verhalten. Willkommen in einem ganz menschlichen Moment: Du trägst die Scheißebrille. In dieser Folge des LEITWOLF® Podcasts spricht Stefan über ein Phänomen, das jede Führungskraft kennt – und das in Zusammenarbeit und Kultur großen Schaden anrichten kann. Er zeigt, wie Du erkennst, wann Du selbst durch Deine Scheißebrille schaust, und wie Du sie bewusst abnimmst. Mit Humor, Ehrlichkeit und einer persönlichen Geschichte aus seiner Zeit als Marketingdirektor teilt Stefan, wie ein einfacher Perspektivwechsel Konflikte entschärfen, Vertrauen stärken und die Zusammenarbeit auf ein neues Niveau heben kann. ––– Nimm gerne an dieser anonymen Umfrage teil, damit wir diesen Podcast für Dich optimieren können: https://forms.gle/WTqCeutVXV2PsjBH9 Gefällt Dir dieser LEITWOLF® Leadership Podcast? Dann abonniere den Podcast und beurteile ihn bitte mit einer Sternebewertung und Rezension bei iTunes und/oder Spotify. Das hilft uns, diesen LEITWOLF® Podcast weiter zu verbessern und sichtbarer zu machen. ––– Buche Dir JETZT Deinen Zugang zur LEITWOLF® Academy: https://stefan-homeister-leadership.com/link/leitwolf-academy Möchtest Du konkrete Tipps oder Unterstützung, wie gutes Führen in Deinem Unternehmen definiert und umgesetzt werden kann, dann schreibe Stefan eine Mail an: homeister@stefan-homeister-leadership.com ODER Vereinbare hier direkt ein kostenloses Beratungsgespräch mit Stefan: https://stefan-homeister-leadership.com/link/calendly // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVED ____ LEITWOLF Podcast, Leadership, Führung, Management, Stefan Homeister, Podcast, Business Leadership, Erfolgreich führen, Unternehmensführung, Führungskompetenz, Leadership Development, Teammanagement, Leadership Skills, Selbstführung, Leadership Coaching, Leadership Training, Karriereentwicklung, Führungspersönlichkeit, Erfolgsstrategien, Unternehmenskultur, Motivation und Leadership, Leadership-Tipps, Leadership Insights, Change Management, Visionäre Führung, Leadership Interviews, Erfolgreiche Manager, Unternehmer-Tipps, Leadership-Best Practices, Leadership-Perspektiven, Business-Coaching

Newly promoted and still stuck in "super-doer" mode? Here's how to rebalance control, culture, and delegation so the whole team scales—safely and fast.  Why do new managers struggle when they're promoted from "star doer" to "leader"? Because your brain stays in production mode while your job has shifted to people, culture, and systems. After promotion, you're accountable not only for your own KPIs but for the entire team's outcomes. It's tempting to cling to tasks you control—dashboards, sequencing, reporting—because they're tangible and quick wins. But 2025 leadership in Japan, Australia, the US, and Europe demands more: setting strategy, articulating vision, and developing capability. The pivot is psychological—move from "I produce" to "I enable production," or you'll cap growth and burn out. Do now: List your top five "leader-only" responsibilities and five tasks to delegate this week; schedule handovers with owners and dates.  Mini-summary: New leaders fail by over-doing; succeed by re-wiring attention from personal output to team capability. What's the practical difference between managing processes and leading people? Managers ensure things are done right; leaders ensure we're doing the right things—and growing people as we go.Processes secure quality, timeliness, budget discipline, and compliance. Leadership adds direction: strategy, culture, talent development, and context setting. Across sectors—manufacturing in Aichi, B2B SaaS in Seattle, retail in Sydney—over-indexing on process alone turns humans into "system attachments," stifling initiative and innovation. Over-indexing on people without controls risks safety, regulatory breaches, and inconsistent delivery. The art is dynamic dosage: tighten or loosen controls as competency, risk, and stakes shift. Do now: For each workflow, rate "risk" and "competency." High risk/low competency → tighter checks; low risk/high competency → more autonomy.  Mini-summary: Processes protect, people propel; leaders tune both based on risk and capability. How much control is "just enough" without killing initiative or risking compliance? Use the guardrail test: prevent safety/compliance violations while leaving room for stretch, accountability, and growth. Post-pandemic supply chains, ESG scrutiny, and Japan's regulator expectations mean leaders can't "set and forget." Too few checks invite fines—or jail time for accountable officers; too many checks create Theory X micromanagement that freezes learning. Borrow from Toyota's jidoka spirit: stop the line when risk spikes, but otherwise let teams problem-solve. In SMEs and startups, standardise the critical few controls (safety, security, data) and keep the rest principle-based to preserve speed. Do now: Write a one-page "controls charter" listing non-negotiables (safety, compliance) and "managed freedoms" (experiments, pilots, scope to improve).  Mini-summary: Guardrails first, freedom second—enough control to stay legal and safe, enough autonomy to develop people. How do I stop doing my team's work and start scaling through delegation? Delegate outcomes, not chores—and accept short-term pain for long-term scale. Many first-time managers keep their player tasks because they distrust others or fear being accountable for mistakes. That works for a quarter, not a year. By FY2026, targets rise while your personal capacity doesn't. Multinationals from Rakuten to Siemens train leaders to assign the "what" and "why," agree on milestones and quality criteria, then coach on the "how." Expect a temporary dip as skills climb; measure trajectory, not perfection. Do now: Pick two tasks you still hoard. Define success, constraints, and checkpoints; delegate by Friday, then coach at the first checkpoint.  Mini-summary: Let go to grow; specify outcomes and coach to capability. How can I balance micro-management and neglect in day-to-day leadership? Replace "hovering" and "hands-off" with scheduled, high-leverage follow-up. Micromanagement announces low trust; neglect announces low care. Instead, run structured check-ins: purpose, progress, problems, pivots. In regulated environments (banks, healthcare, manufacturing), confirm evidence of controls; in creative or GTM teams, probe learning, experiments, and customer signals. Across APAC, leaders who share decision frameworks (RACI/DACI; risk thresholds; escalation paths) cut rework and surprise escalations. Do now: Implement a weekly 20-minute "PPP" per direct report—Progress (facts), Problems (risks), Pivots (next choices)—with artefacts attached in advance.  Mini-summary: Neither smother nor ignore—use predictable, evidence-based check-ins to align and de-risk. When should leaders "lead from the front" versus "get out of the way"? Front-load leadership in ambiguity; step back once clarity, competence, and controls exist. In crises, new markets, or safety-critical launches, visible, directive leadership calms noise and sets pace (think: first 90 days of a turnaround or a factory start-up). As routines stabilise, flip to servant leadership: remove blockers, broker resources, and celebrate small wins. In Japan, Nemawashi-style groundwork before meetings accelerates execution; in the US and Europe, crisp owner-dated action registers keep speed without rework. The best leaders oscillate based on context, not ego. Do now: For each initiative, label its phase (Explore/Build/Run). Explore = lead hands-on; Build = co-pilot; Run = empower with audits.  Mini-summary: Lead hard in fog; empower once the road is clear and guardrails hold. Conclusion: your real job is capability, culture, and controlled freedom Great organisations don't trade people for process or vice-versa—they orchestrate both. As of 2025, the winners grow leaders who tune controls to risk, develop people faster than targets rise, and delegate outcomes with smart follow-up. Stop carrying the team on your back. Build a team that carries the work—safely, compliantly, and proudly.  Optional FAQs Is micromanagement ever right? Only for high-risk, low-competency tasks; use it briefly, with a plan to taper. What if my team is slower than me? That's normal initially; coach cadence and quality, not perfection. How do I avoid regulator trouble? Document controls, evidence checks, and incident response paths; audit monthly. What do I say to ex-peers I now manage? Reset expectations: new role, shared goals, clear decision rights, and escalation routes.  Next steps for leaders/executives Write your one-page controls charter and review it with Legal/Compliance. Convert two "player" tasks into delegated outcomes this week. Install weekly PPP check-ins with artefacts attached in advance. Map each initiative to Explore/Build/Run and adjust your involvement accordingly.  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 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. 

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Sales isn't about scripts—it's about trust. And according to Milam Miller, "charisma is the conduit to create that trust." In this powerful episode of The Persistent Entrepreneur Podcast, host David Hill sits down with Milam—author of The Charisma Craft and founder of Be Confident & Kind—to explore how charisma, confidence, and kindness fuel authentic leadership and unstoppable sales growth. Episode Summary Milam Miller, often described as "the real-life Ted Lasso," shares how leaders can transform the way they sell and connect by tapping into their humanity. From his career leading multimillion-dollar sports organizations to his mission helping entrepreneurs "be confident and kind," Milam breaks down why vulnerability, authenticity, and charisma are the new sales superpowers. He reveals why competence grows from failure, how warmth builds trust faster than any pitch, and why the future of leadership—especially in the age of AI—requires emotional intelligence more than ever. Whether you're selling products, ideas, or vision, this episode will reshape how you think about influence, leadership, and connection.   What You'll Learn • Why charisma is the ultimate trust-builder in sales • How confidence and kindness drive long-term success • The "ABCs of Rizz" – Authenticity, Boldness, and Curiosity • How to project confidence using the "SHELL" technique • Why vulnerability builds deeper human connection • How AI is changing communication—and why charisma still wins

Episode 592 Welcome to Loan Officer Freedom, the #1 podcast in the country for loan officers, hosted by Carl White. In this episode, Carl shares a powerful perspective that every loan officer needs to hear. He explains why building a thriving mortgage business is actually a smarter and more profitable path than owning a franchise like McDonald's. He compares the $2 million investment it takes to open a single McDonald's location to the near-zero startup cost of being a loan officer and reveals how a handful of well-managed closings each month can outpace what most franchise owners earn in a year. Carl breaks down the real numbers, lifestyle freedom, and scalability that make the mortgage business such an incredible opportunity when you follow the right systems. He also gives a nod to Kevin Gillespie and the Leadership Academy for inspiring this powerful mindset shift that could change how you see your own business. If you're tired of thinking you need a massive investment to make a great living, this episode will open your eyes to just how close you already are to building your own McDonald's-level success without the grease traps or name tags. Ready to see how simple it can be to grow your income and freedom at the same time? Visit GetMoreLoans.com to schedule a free strategy call.

Episode 591 Welcome to Loan Officer Freedom, the #1 podcast in the country for loan officers, hosted by Carl White. In this insightful episode, Carl sits down with top-producing loan officer Mike Steplowski from Mount Juliet, Tennessee, to uncover how his team is using AI to clear underwriting conditions faster than ever. Mike shares how his crew leverages a free AI tool called Perplexity to instantly find answers straight from agency guidelines, cutting out the hours of manual searching and reducing interruptions so everyone stays focused on closing loans. Carl and Mike break down how this simple shift has streamlined communication, boosted productivity, and helped his team close 13 loans in a single month while freeing Mike from being the “easy button” for every question. They also touch on how sticking to the basics of the Daily Success Plan continues to fuel steady, referral-based growth even in a changing market. This episode is a great reminder that technology doesn't replace good habits, it amplifies them. When your team knows where to find answers, you stay focused on what really moves the needle: conversations, closings, and client relationships. If you'd like to connect with Mike, click here to find him on Facebook. Join Loan Officer Breakfast Club at LoanOfficerBreakfastClub.com where we share ideas like this every weekday morning and even send you the replays if you can't make it live. Schedule a one-on-one free coaching call, click here or visit LoanOfficerStrategyCall.com.

Episode 590 Welcome to Loan Officer Freedom, the #1 podcast in the country for loan officers, hosted by Carl White. In this heartfelt and introspective episode, Carl reflects on the recent passing of a childhood friend and the unexpected lessons that surfaced in the days that followed. What starts as a story about loss becomes a powerful reflection on grace, gratitude, and how the people we surround ourselves with can shape the entire direction of our lives. Carl and Chris Johnstone dig into the difference between hardship and unhappiness, the quiet power of favor, and how to listen to those small nudges that push us toward meaningful connections. They explore how certain moments, both painful and beautiful, often prepare us for something greater, even when we can't see it at the time. This one is raw, real, and full of perspective. It's a reminder to reach out when someone comes to mind, appreciate the journey that shaped you, and keep learning from the people who've crossed your path. Click here to connect with Carl on Facebook. Schedule a one-on-one free coaching call, click here or visit LoanOfficerStrategyCall.com.