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Why authentic leadership is vital in 2025, when AI is everywhere Back in 2021, the big conversation was about chatbots and holograms. Today, in 2025, AI has gone far beyond that. Tools like ChatGPT, Perplexity, Gemini, and countless others are now part of daily life—at home and at work. They generate reports, answer questions, and even simulate empathy in conversation. For many, they feel like a companion. But there is a dark side. We now read disturbing stories of unstable people encouraged by AI interactions to harm themselves or take their own lives. This isn't science fiction. It's here, and it's dangerous. AI doesn't feel, but it can appear to. And when people trick themselves into believing a machine cares, the consequences can be tragic. In this new context, the role of the boss has never been more important. Leaders must become the human alternative to AI—providing authentic empathy, guidance, and care that machines simply cannot. Why do people prefer AI conversations today? The attraction is convenience. AI never gets tired, never loses patience, and always has an answer. For someone who feels isolated, anxious, or unseen, AI can feel like a safe space. In Japan, where loneliness is a social crisis, this is particularly dangerous. Employees may begin to confide more in machines than in their managers. If leaders neglect people-care, their staff may default to AI for guidance and validation. That's not just bad for morale—it's risky for mental health. Mini-Summary: People turn to AI because it feels safe, patient, and always available. Leaders who don't engage risk leaving staff vulnerable to dangerous dependence on machines. How did the pandemic pave the way for this? Covid-19 accelerated remote work and digital reliance. People learned to depend on screens for human connection. By the time AI matured, the habit of seeking digital substitutes was already ingrained. Now, instead of waiting for a manager to reply to a message, an employee can ask AI and get an instant response. The problem is that AI provides efficiency, not empathy. It can mimic listening but cannot care. Mini-Summary: Remote work normalised digital substitutes for connection. AI has filled the gap with speed—but not with real empathy. What are the risks of letting AI fill the emotional void? The most alarming risk is manipulation. AI systems can mirror human emotions, but they cannot judge when someone is in crisis. We've already seen tragic cases where vulnerable people, treated to AI's false empathy, were nudged toward self-harm. In the workplace, the danger is disengagement. Employees who feel unsupported may retreat into AI interactions, becoming emotionally disconnected from their leaders and teams. Over time, this undermines loyalty, performance, and culture. Mini-Summary: AI cannot distinguish between casual talk and crisis. Employees who rely on it emotionally may drift away from their leaders and teams—or worse, suffer harm. Why is the boss's role more important than ever? Because only humans can care. A boss who asks a team member, “Are you okay?” and listens deeply is offering something AI never can: authentic empathy. In Japan, where harmony and belonging are powerful motivators, the boss's role as a human anchor is critical. Leaders must check in intentionally, not leave staff to find comfort in algorithms. Mini-Summary: The boss's role is to provide real empathy and belonging—things AI can mimic but never deliver. What should leaders do in 2025? Schedule human time. Block out time for conversations with staff, no matter how busy. Ask better questions. Go beyond “How's work?” to “How are you coping?” and “What support do you need?” Listen actively. Don't interrupt, dismiss, or rush. Coach direct reports to do the same. Human connection must cascade through every level of leadership. Without these steps, staff may choose AI as their “listener.” Leaders must compete by being more present, empathetic, and human. Mini-Summary: Leaders must outcompete AI by offering deeper listening, better questions, and genuine care. Conclusion AI is now woven into daily life in Japan and worldwide. It offers efficiency, speed, and simulation of empathy—but not the real thing. For vulnerable people, the illusion of care can be deadly. For employees, it can quietly erode engagement and loyalty. That's why the boss's role is more vital than ever. Leaders must be the human alternative to AI—showing real concern, listening with empathy, and anchoring their people in authentic human connection. In 2025, it's not optional. It's the only way to keep teams safe, motivated, and loyal in the age of AI. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why foreign “hammers” fail and what leaders must do differently in 2025 For decades, foreign companies entering Japan have repeated the same mistake: dispatching a “change agent” from HQ to shake things up. The scenario often ends in disaster. Relationships are broken, trust collapses, and revenues fall. In 2025, the lesson is clear—Japan doesn't need hammers. It needs builders who listen, localise, and lead with respect. Why do foreign change agents so often fail in Japan? Most fail because they arrive as “hammers,” assuming Japanese organisations are nails to be pounded. They issue orders, demand compliance, and move quickly to replace “uncooperative” staff. Within months, good people leave, clients are alienated, and HQ is asking why nothing has improved. In Japan's relationship-driven culture, trust and precedent matter more than speed. What works in the US or Europe—shock therapy and rapid restructuring—backfires badly in Tokyo. Mini-Summary: Change agents fail because they impose foreign models on Japan, destroying relationships and trust in the process. What makes Japan's business environment unique? Japan's corporate culture is deeply relationship-based. Employees and clients alike expect stability, respect for hierarchy, and long-term partnership. Leaders who ignore these norms are seen as reckless and disrespectful. Imagine if a Japanese executive were sent to New York or Sydney with no English, no knowledge of local clients, and an eagerness to sack your colleagues. How would staff react? That's how many Japanese employees feel when foreign hammers arrive. Mini-Summary: Japan values stability, respect, and trust. Ignoring cultural context guarantees resistance to foreign-led change. How does poor localisation damage performance? Foreign leaders often fail because they don't understand Japanese customers, laws, or working styles. Policies designed for HQ markets rarely fit Japan. When imposed, they drive away clients and demoralise employees. Losing even a handful of senior staff can devastate sales because relationships with clients are personal and long-standing. Unlike in Silicon Valley or London, relationships in Japan cannot be quickly replaced. Mini-Summary: Poor localisation alienates both staff and customers. Once key relationships are broken in Japan, they are almost impossible to rebuild quickly. What should leaders do differently before landing in Japan? Preparation is everything. Leaders should study Japanese language, culture, and business practices before stepping on the plane. They must also build “air cover” at HQ—support for localisation and patience with results. Quick wins help: small, visible improvements that build credibility. Equally important is identifying influencers inside the Japanese office to champion necessary changes. Instead of dictating, leaders must co-create solutions with the local team. For a comprehensive roadmap, leaders should read Japan Business Mastery and Japan Leadership Mastery, which remain the most up-to-date guides on how to succeed in Japan's unique and complex business environment. Mini-Summary: Leaders should prepare deeply, secure HQ support, and pursue small wins with local influencers. Japan Business Mastery and Japan Leadership Mastery are the definitive playbooks for succeeding in Japan. Why is listening more powerful than ordering in Japan? Successful leaders in Japan listen first. They try to understand why processes exist before changing them. What seems inefficient to outsiders may serve a hidden purpose, such as preserving harmony with partners or complying with local regulations. Listening builds credibility and signals respect. Staff become more open to change when they feel heard. By contrast, ordering without listening provokes silent resistance, where employees nod in meetings but fail to execute later. Mini-Summary: Listening creates buy-in and reveals hidden logic. Ordering without listening triggers silent resistance in Japan. How can foreign leaders build rather than wreck in Japan? The answer is to be a builder, not a wrecker. Builders respect relationships, cultivate influencers, and adapt global practices to local realities. They hasten slowly, introducing sustainable changes without blowing up trust. Executives at firms like Microsoft Japan and Coca-Cola Japan have shown that localisation, patience, and humility create long-term growth. Change agents may deliver in other markets, but in Japan, only builders succeed. Mini-Summary: Builders succeed by respecting trust, localising global models, and moving at Japan's pace. Conclusion The “change agent” model is a repeat failure in Japan. In 2025, foreign companies must abandon the hammer approach and embrace a builder mindset—listening, localising, and cultivating trust. Japan's market is rich, stable, and full of opportunity, but only for leaders who respect its unique culture. For executives who want a practical roadmap, Japan Business Mastery and Japan Leadership Mastery remain the most relevant and up-to-date books on how to win in this demanding environment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

 Nine proven strategies executives and professionals in Japan and worldwide can use to master public speaking and influence with confidence Why do business professionals need presentation guidelines? Most of us stumble into public speaking without training. We focus on doing our jobs, not plotting a public speaking career path. Yet as careers advance, presentations to colleagues, clients, or stakeholders become unavoidable. Executives at firms like Hitachi, SoftBank, or Mitsubishi know that persuasive communication directly affects career progress and credibility. Without guidelines, many professionals waste decades avoiding public speaking. The good news? It's never too late to learn. By following proven principles, anyone can become a confident communicator capable of inspiring audiences and strengthening personal brands. Mini-Summary: Public speaking is not optional in business careers. Guidelines accelerate confidence and credibility, ensuring leaders don't miss opportunities. Should you use notes during a presentation? Yes, brief notes are acceptable. Smart presenters use them as navigation aids, either on the podium or discreetly placed behind the audience. Audiences don't penalise speakers for glancing at notes—they care about clarity and delivery. The real mistake is trying to memorise everything, which creates unnecessary stress. Professionals at companies like Goldman Sachs or Deloitte often carry structured notes to ensure flow without losing authenticity. The key is to avoid reading word-for-word and instead speak naturally to main points. Mini-Summary: Notes provide direction and reduce stress. Reading word-for-word damages authenticity, but reference notes enhance confidence. Why is reading or memorising speeches ineffective? Reading entire speeches is disengaging. Audiences quickly tune out when delivery sounds like a monotone recitation. Memorising 30 minutes of text is equally flawed—it strains memory and removes spontaneity. Modern leaders need flexibility, not rigid scripts. Instead, professionals should memorise key ideas, not sentences. Political leaders and CEOs alike rely on talking points, not full manuscripts, to stay natural and adaptable. In Japan, executives trained in Dale Carnegie programs learn to communicate with presence, not performance. Mini-Summary: Reading or memorising word-for-word suffocates engagement. Focus on key points to remain natural, flexible, and credible. How can evidence strengthen your presentation? Audiences are sceptical of sweeping statements. Without proof, leaders risk credibility damage. Evidence—statistics, expert testimony, and case studies—adds authority. A claim like “our industry is growing” has little weight unless supported with 2025 market research or benchmarks from firms like PwC or Bain & Company. In Japan's cautious corporate culture, data-backed arguments are particularly vital. Numbers, trends, and customer case studies reinforce trust, especially during Q&A sessions where credibility is tested. Mini-Summary: Evidence turns opinion into authority. Leaders should support claims with facts, statistics, and expert sources to maintain credibility. Why is rehearsal so important? Practice transforms delivery. Presenting to trusted colleagues provides feedback and confidence. But avoid asking vague questions like “What do you think?” Instead, request specifics: “What was strong?” and “How can it improve?” This reframes feedback into constructive insight. At global firms, leaders often rehearse in front of teams or communication coaches before critical investor calls or town halls. Japanese executives, known for precision, benefit greatly from structured rehearsal before presenting to boards or government stakeholders. Mini-Summary: Rehearsal reduces anxiety and strengthens delivery. Ask targeted questions to turn feedback into actionable improvement. Do you always need visual aids? Not necessarily. Slides are valuable only if they add clarity. Overloaded decks weaken impact, but visuals with people, trends, or key figures make content memorable. A simple chart highlighting one data point can be more persuasive than 20 dense slides. Visuals also act as navigation, allowing presenters to recall main points naturally. At firms like Apple or Tesla, minimalist visuals emphasise storytelling over clutter—an approach business leaders worldwide can adopt. Mini-Summary: Visual aids should clarify, not confuse. Use them sparingly to highlight key ideas and support storytelling. How should professionals control nerves before speaking? Nervous energy—“butterflies”—is natural. The solution is physical and mental preparation. Deep, slow breathing lowers heart rate and calms the body. Some professionals walk briskly backstage to burn excess energy, while others use pep talks to raise intensity. Finding a personal ritual is key. Research in workplace psychology shows that controlled breathing and physical grounding improve focus. Japanese executives presenting at high-stakes shareholder meetings often use discreet breathing exercises before stepping on stage. Mini-Summary: Anxiety is natural. Breathing, movement, and mental preparation channel nerves into productive energy. Why should you never imitate other speakers? Authenticity wins. Copying others produces inauthentic delivery and limits growth. Instead, leaders should develop their own voice through practice and feedback. Life is too short to be a poor copy of someone else. Famous communicators like Steve Jobs or Sheryl Sandberg became iconic not by imitation but by honing unique, authentic styles. The same is true in Japan: executives respected for leadership presence stand out because they are genuine. Mini-Summary: Don't copy others. Develop a natural, authentic style that reflects your personality and strengths. Conclusion: How do guidelines transform your presentation career? Public speaking is not an optional skill—it defines leadership impact. By applying nine guidelines—using notes, avoiding reading, focusing on key points, backing claims with evidence, knowing more than you say, rehearsing, using visuals wisely, controlling nerves, and being authentic—professionals protect and elevate their personal brands. Key Takeaways: Notes guide, but don't read word-for-word. Memorise ideas, not sentences. Use evidence to back claims and build authority. Rehearse with feedback for confidence. Visuals should enhance, not clutter. Control nerves with breathing and energy rituals. Authenticity beats imitation every time. Leaders at all levels should take action now: seek training, rehearse deliberately, and present with authenticity. Don't waste years avoiding public speaking. The sooner you embrace it, the faster your leadership brand grows. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

“Anything that stretches you and makes you grow is never easy.” “In general, to gain trust, the three things that work are humility, curiosity, and authenticity.” “In Japan, you have to move from busy to productive, and from productive to impactful.” “As a leader, you must trust others to be your voice, your interpreter, and your proofreader.” “First and foremost, put your hand up—there's too much hesitation and self-censoring.” Dr. Laura Bonamici is the Global Head of Marketing at Fujitsu, based in Tokyo, Japan. Her career has spanned multiple industries and geographies, from consumer goods and luxury fashion to technology, each stage demanding adaptability and reinvention. Previously she was a Communications Specialist, Embedded PR; Commodity Operations Program Manager, Goldman Sachs; Investment Banking Division, Goldman Sachs; Corporate Marketing Assistant, Drake International-Learning Technologies.  She has a Ph.D. from Royal Holloway University of London; and B.A from Universita degli Studi di Firenze. She has built her reputation on her ability to lead transformation across cultures, guiding teams through periods of uncertainty and change. In Japan, she has been tasked directly by Fujitsu's CEO with spearheading marketing transformation, a mandate that challenges her to balance global speed with the local consensus-driven style of decision-making. Fluent in several languages and deeply committed to cultural immersion, Laura has become known for blending precision with creativity, humility with authority, and long-term commitment with immediate impact. She champions diversity, particularly encouraging women to take leadership roles and pursue international assignments, believing that exposure to different cultures is essential for confidence and perspective. Today, she continues to refine her leadership approach in Japan's uniquely complex business environment, guided by authenticity, curiosity, and respect for cultural nuance. Leadership, for Dr. Laura Bonamici, is a process of constant growth, challenge, and adaptation. As Global Head of Marketing at Fujitsu, she has learned that leadership in Japan is unlike anywhere else in the world: demanding patience, cultural sensitivity, and an unwavering commitment to authenticity. Upon her arrival in Tokyo, she was tasked by the CEO with driving transformation. Yet, she quickly discovered that while international markets often prize speed and disruption, Japan's consensus-driven decision-making process values nemawashi (informal groundwork), ringi-sho (formal approval circulation), and a deliberate pace. Rather than imposing a foreign model, Laura chose to respect the cultural norms while still pushing for meaningful change. This balancing act has required resilience and an appreciation that transformation cannot be rushed. Trust lies at the heart of her leadership. As a non-Japanese executive, she is acutely aware of perceptions that foreigners may not stay long. To counter this, she invests time in one-on-one interactions, symbolic gestures like delivering speeches in Japanese, and consistent demonstrations of long-term commitment. These actions, while small, become essential trust-building measures that gradually shift perceptions. Laura's leadership style is built on humility, curiosity, and authenticity. She believes in asking questions, even in a culture where questioning may be uncomfortable, framing them in ways that show genuine interest rather than criticism. She uses tools such as workshops, Post-it brainstorming, and agile methodologies to encourage open participation and psychological safety. For her, leadership is not about imposing a style but about weaving together the best aspects of Japanese precision, international innovation, and Fujitsu's own corporate culture. She also emphasises the need to move from being “busy” to truly “impactful.” By deliberately carving out time in her calendar for reflection and creativity, she models the behaviours she wants her team to adopt. This philosophy resonates strongly in Japan, where overwork is common but does not always translate to high impact. For women, she acknowledges both the barriers and the opportunities in Japan. She urges female leaders to “put their hand up” rather than self-censor, and advocates for international assignments to build resilience and global perspective. With Fujitsu's goal of 30% female leadership, she sees systemic change as gradual but achievable through consistent encouragement and role modelling. Ultimately, Laura likens leadership to salt: essential when used wisely, overwhelming when misapplied. Her approach, grounded in authenticity and cultural respect, is a reminder that leadership is both an art and a discipline, particularly in the nuanced environment of Japan. What makes leadership in Japan unique? Leadership in Japan is shaped by consensus-driven decision-making and cultural expectations of humility and harmony. Unlike markets that prioritise speed, Japan values nemawashi and ringi-sho, where alignment is painstakingly built. For Laura, leadership here requires balancing international urgency with local patience. Why do global executives struggle? Executives often arrive expecting to implement rapid change, only to find progress feels slow. They underestimate the importance of trust and long-term commitment. As Laura highlights, without demonstrating persistence and cultural respect, leaders may be dismissed as transient. Is Japan truly risk-averse? Rather than being risk-averse, Laura believes Japan exhibits high uncertainty avoidance. Transformation is not rejected but must be managed through careful consensus-building. She frames this as a shift from rushing decisions to ensuring impact, which aligns with decision intelligence principles. What leadership style actually works? Authenticity, humility, and curiosity are key. Asking questions, even when uncomfortable, models openness and encourages dialogue. Laura avoids imposing a singular “foreign” leadership style, instead blending the strengths of Japanese precision, international innovation, and Fujitsu's own values. How can technology help? Laura leverages agile methodologies, workshops, and digital collaboration tools to break down silos and create psychological safety. She believes technology, such as digital twins and agile design frameworks, enables experimentation without fear, helping bridge the gap between speed and consensus. Does language proficiency matter? Yes, both symbolically and practically. Delivering speeches in Japanese signals respect and commitment. It also reduces the reliance on interpreters, though Laura emphasises trusting interpreters and proofreaders as extensions of leadership. What's the ultimate leadership lesson? Leadership, like salt, must be applied with balance. Too much control overwhelms; too little leaves teams directionless. Laura's ultimate lesson is that leadership is about fostering trust, modelling authenticity, and creating the conditions for impact rather than imposing authority. [00:00] Dr. Laura Bonamici introduces her leadership philosophy, stressing that anything that stretches and challenges you is never easy. She frames leadership as a balance of authenticity and cultural adaptation. [05:20] Discusses her arrival in Japan and mandate from Fujitsu's CEO to drive transformation. She quickly identifies the challenge of aligning international speed with Japan's consensus culture, rooted in nemawashi and ringi-sho. [12:45] Highlights the importance of trust-building as a foreign leader. Shares strategies such as one-on-one meetings, learning Japanese, and consistent presence to counter perceptions of transience. [18:30] Outlines her leadership pillars of humility, curiosity, and authenticity. Explains how asking questions, though culturally uncomfortable, demonstrates genuine interest and encourages dialogue. [25:10] Describes practical tools like workshops, Post-it brainstorming, and agile practices to foster innovation and psychological safety within teams. [32:00] Emphasises the shift from being busy to impactful. She blocks time for reflection and creativity, modelling productive behaviours in contrast to Japan's culture of overwork. [39:15] Addresses the challenges and opportunities for women leaders in Japan. Urges women to put their hand up, avoid self-censoring, and take overseas assignments to build resilience. [45:00] Concludes with her metaphor of leadership as salt — essential in balance, destructive in excess — encapsulating her philosophy of authenticity, cultural sensitivity, and patience. Host Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Balancing strength and flexibility in leadership in 2025 Leaders are often told to “never surrender” and “winners don't quit.” At the same time, they are also expected to be flexible, adaptable, and open to change. These opposing demands resemble the yin-yang symbol—two seemingly contradictory forces that must coexist. As of 2025, when Japanese and global organisations face complex challenges from AI disruption to demographic decline, the real question is: should leaders concede, and if so, when? Why are leaders expected to be both tough and flexible? Leadership has long been framed as toughness—perseverance, resilience, and determination. Leaders are expected to stand firm when others waver. Yet modern organisations also demand agility. Executives must adapt to shifting markets, employee expectations, and cultural norms. In Japan, this dualism is particularly acute. The expectation of gaman (endurance) coexists with the need for kaizen (continuous improvement). Leaders must embody both, choosing when to persist and when to pivot. Mini-Summary: Leaders must balance resilience with adaptability. In Japan, gaman (endurance) and kaizen (improvement) highlight this dual demand. Why do most people avoid leadership roles? Leadership is stressful. It involves accountability, difficult decisions, and constant scrutiny. As Yogi Berra once quipped, “Leading is easy. It's getting people to follow you that's hard.” Leaders must sometimes fire underperformers, push unpopular decisions, and absorb criticism. In Japan, where harmony is valued, these responsibilities are even more daunting. Many professionals choose to remain followers, leaving leadership to those willing to shoulder the stress. Mini-Summary: Leadership is hard because it involves accountability and stress. Most people avoid it, which is why true leaders are rare. Why is delegation so difficult for leaders? Many leaders struggle to delegate effectively. The pressure to deliver results tempts them to keep control. Yet failing to delegate creates bottlenecks and burnout. In Japan, where leaders are often overloaded with both strategic and administrative tasks, this is a recurring challenge. Research shows that high-performing leaders focus on tasks only they can do, while delegating the rest. This requires trust, coaching, and patience. Without it, leaders end up hoarding tasks that should be done by others. Mini-Summary: Leaders often fail to delegate, but true effectiveness comes from focusing on high-value tasks and trusting the team. How should leaders balance authority with openness? Many leaders mouth platitudes about “servant leadership” or “management by walking around.” In reality, these often turn into issuing orders from new locations. The real test is whether leaders listen and incorporate team input. In Japan, where collectivism runs deep, openness is crucial. Employees are more engaged when they feel heard. Leaders who concede occasionally—adopting team ideas over their own—strengthen trust without losing authority. Mini-Summary: True openness means listening and conceding when team ideas are better. In Japan, this strengthens trust and loyalty. Can conceding actually make leaders stronger? Conceding is often seen as weakness, but in fact, it signals confidence. Leaders who admit they don't know everything gain credibility. They also encourage innovation, as employees feel safe proposing new approaches. In my own case, developing self-awareness has been key. Recognising that my way is not always the only way allows me to adapt and grow. Conceding doesn't mean surrendering; it means being smart enough to choose the best path. Mini-Summary: Conceding wisely shows strength, not weakness. Leaders gain credibility and foster innovation by admitting they don't know everything. How can leaders develop flexibility without losing authority? The key is mindset. Leaders must accept that multiple paths can lead to success. Flexibility requires conscious effort: more coaching, more listening, and more openness to alternatives. Japanese leaders, often trained in rigid hierarchies, may find this shift difficult. Yet flexibility is essential in today's unpredictable business environment. By selecting the best ideas—whether theirs or others'—leaders strengthen both their authority and their team's performance. Mini-Summary: Flexibility doesn't erode authority. By adopting the best ideas available, leaders remain strong while empowering their teams. Conclusion Leadership is not about rigidly holding the line or constantly conceding. It's about knowing when to do each. In 2025, leaders in Japan and worldwide must master the dualism of resilience and flexibility. By conceding strategically—listening, delegating, and adapting—leaders can inspire loyalty, foster innovation, and remain credible anchors in uncertain times. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

How a structured roadmap transforms sales performance in Japan At the centre of every sale is the customer relationship. Surrounding that relationship are the stages of the sales cycle, which act like planets revolving around the sun. Without a structured cycle, salespeople risk being led by the buyer instead of guiding the process themselves. With it, they always know where they are and what comes next. Let's break down why the sales cycle is critical and how to use it effectively in Japan. What is the sales cycle and why does it matter? The sales cycle is a five-stage roadmap that moves from first contact through to closing and after-sales follow-up. Each stage—credibility, questioning, solution, objections, and close—ensures that salespeople remain in control of the process. In Japan, where buyers are cautious and expect professionalism, having a clear cycle prevents missteps. It reassures clients that the salesperson is competent and methodical. Just as Toyota uses structured processes for manufacturing excellence, salespeople need a reliable process to achieve consistent results. Mini-Summary: The sales cycle provides a roadmap that keeps salespeople in control, especially in Japan where clients expect structure and professionalism. How should salespeople make a strong first impression? The first step is credibility. Buyers often meet salespeople through referrals, events, or cold calls, and they form impressions quickly. A refined credibility statement is essential: it should clearly communicate who you are, your expertise, and why you are reliable. At this stage, qualifying questions are also critical. They help determine whether the prospect is a genuine fit for your solution. Without qualification, time and resources are wasted. In Japan's relationship-driven market, credibility and early alignment build the trust needed to advance the conversation. Mini-Summary: A polished credibility statement and targeted qualification questions establish trust and ensure you're talking to the right buyer. Why is questioning compared to a doctor's diagnosis? Just like doctors, salespeople must diagnose before prescribing. Asking questions reveals the buyer's current situation, future goals, barriers to success, and personal motivations. These insights uncover not only organisational needs but also the executive's personal stakes in the outcome. In Japan, where buyers may not volunteer information freely, structured questioning is vital. It demonstrates that the salesperson genuinely wants to understand before offering solutions. This approach aligns with consultative selling methods used by multinational firms, which outperform competitors relying on generic pitches. Mini-Summary: Diagnostic questioning uncovers both company needs and personal stakes, showing buyers you are serious about solving their problems. How do you present solutions effectively in Japan? Once needs are clear, the salesperson must outline the solution with detail and proof. This involves explaining features, translating them into benefits, and providing evidence of success in similar contexts. For example, showing how Fujitsu or Rakuten solved a comparable problem makes the solution credible. Importantly, salespeople should use trial closes to test understanding and identify concerns before the final ask. In Japan, this gentle approach respects hierarchy and allows buyers to raise issues without losing face. Mini-Summary: Effective solution presentations combine features, benefits, and proof, reinforced by trial closes to surface and resolve concerns early. How should objections be handled? If objections arise, it signals that either clarity or persuasion was lacking. The professional response is to address concerns respectfully, provide further evidence, and reframe value. In Japan, objections are often indirect, so listening carefully is essential. Global best practice suggests preparing objection-handling strategies in advance. Whether in consumer goods or B2B tech, salespeople who anticipate resistance show competence. Japanese clients in particular value patience and persistence in overcoming doubts. Mini-Summary: Objections reveal gaps in clarity or persuasion; handling them calmly and respectfully strengthens trust in Japan's relationship-driven culture. How do you close the sale and secure loyalty? Closing should not be abrupt. Instead, salespeople can “paint a word picture” of success, helping the buyer imagine the benefits of the solution in action. Then, a soft closing technique invites agreement. After closing, follow-up is critical. Maintaining contact ensures satisfaction, resolves issues, and opens the door for referrals. In Japan, where reputation spreads through networks, happy clients become powerful advocates. The sales cycle does not end with the sale—it ends with loyalty. Mini-Summary: Successful closing combines gentle persuasion with strong follow-up, turning satisfied clients into long-term advocates and referral sources. Conclusion The sales cycle—credibility, questioning, solution, objections, and closing—is the roadmap that guides salespeople through every conversation. Without it, sales interactions risk becoming chaotic or buyer-led. In Japan, where professionalism, trust, and long-term relationships are paramount, mastering the cycle is non-negotiable. Salespeople who use it consistently not only close more deals but also create loyal clients who sustain their business for years to come. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why enthusiasm is the decisive factor in leadership, persuasion, and presentation success in Japan and globally Why is enthusiasm essential in business presentations? Enthusiasm is the engine of persuasion. In leadership, sales, and communication, passion signals conviction and credibility. Without energy, even well-researched data or strategic recommendations fall flat. Executives at companies like Toyota or Rakuten expect presenters to not only deliver facts but to inject life into them. A lack of enthusiasm is not neutral—it actively drains attention. In Japan's post-pandemic corporate environment, where remote meetings and hybrid presentations are common, leaders who fail to project energy risk being forgotten. Conversely, those who speak with passion become memorable influencers. Mini-Summary: Enthusiasm transforms presentations from lifeless reports into persuasive communication. Without it, leaders risk losing trust and engagement. Can you be too enthusiastic about numbers and data? Yes, and that's where balance is key. In internal meetings—revenue updates, quarterly reporting, or client statistics—overt enthusiasm for raw numbers can feel inauthentic. But data doesn't persuade on its own. Context, storytelling, and contrast bring numbers to life. Instead of showing an unreadable spreadsheet, effective communicators use visuals, animation, and narratives. For example, a single key revenue figure, enlarged on screen with a compelling story, leaves more impact than a crowded Excel chart. Global consulting firms like McKinsey & Company and Accenture regularly use this principle to frame insights for clients. Mini-Summary: Numbers without stories are dead. Leaders must animate data with context and narrative to persuade effectively. What happens when leaders speak without energy? Low-energy speakers drain motivation. Watching former Japanese Prime Minister Yoshihide Suga's press conferences illustrated how the absence of passion can make communication painful. His monotone delivery of critical COVID-19 emergency updates left audiences disengaged. In corporate life, the same dynamic applies. Leaders who fail to bring enthusiasm become “energy thieves,” leaving their teams uninspired. Conversely, when presenters share passion, energy transfers to the audience—lifting morale, confidence, and trust. Mini-Summary: Low energy kills influence. Leaders either inspire with enthusiasm or exhaust audiences with monotony. How can business leaders find enthusiasm in mundane topics? Not every subject excites naturally, but every presentation contains an angle that matters to the audience. Skilled communicators search for that thread—whether it's how trends affect profitability, customer loyalty, or employee well-being. Dale Carnegie Training in Tokyo teaches leaders to reframe even humdrum updates into stories of impact. Enthusiasm doesn't mean shouting; it means showing genuine conviction. Executives can highlight stakes, contrasts, or future implications to capture interest. Even logistics updates, when framed as customer-impact stories, can resonate. Mini-Summary: Find the human or business impact inside routine topics, and speak with conviction to make them engaging. How can presenters inject energy into their delivery? Energy is built, not born. Leaders must train, rehearse, and refine delivery. Techniques include varying pace, emphasising key junctures, and pausing strategically for impact. In Japan's competitive corporate training market, firms invest in executive coaching to help managers avoid monotony and build presence. Simple techniques—raising intensity during turning points, using stories, and changing tone—keep audiences alert. Professional speakers worldwide use rehearsal as their competitive edge. Mini-Summary: Enthusiasm requires skill and rehearsal. Leaders must train delivery techniques to project energy consistently. What's the risk of neglecting enthusiasm in business communication? The consequences are reputational. Every presentation is a personal branding moment. Leaders who consistently project enthusiasm are remembered as energisers. Those who don't, like Suga, risk being remembered as uninspiring and quickly forgotten. In Japan's relationship-driven business culture, credibility and energy directly affect trust. Companies invest heavily in sales and leadership training because they know reputations are made—or broken—every time someone speaks. Mini-Summary: Leaders who fail to project enthusiasm damage both personal and corporate brands. Energy is not optional—it's strategic. Conclusion: Why enthusiasm defines your legacy as a communicator Every presentation is an opportunity to shape how people perceive you. Audiences remember how you made them feel more than what you said. If you want to influence decisions, inspire teams, and strengthen your leadership brand, enthusiasm is non-negotiable. Key Takeaways: Enthusiasm transforms presentations into persuasive experiences. Numbers need stories and context to have meaning. Low energy drains audiences; high energy uplifts them. Even mundane topics can be reframed with conviction. Energy skills require training and rehearsal. Reputation and leadership legacy depend on enthusiasm. Executives, managers, and sales leaders should act now: rehearse presentations, seek coaching, and commit to bringing visible passion to every communication moment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Why leadership requires sensing and feeling, not just knowing, in 2025 Managers often prioritise what they “know,” while leaders rely more on what they “sense” and “feel.” This distinction, popularised by executive coach Marcel Danne, is more than semantics—it highlights a profound difference in mindset. As of 2025, with Japan navigating demographic challenges, digital disruption, and global uncertainty, the ability to sense and adapt has become more critical than simply knowing facts. What's the difference between managers and leaders in decision-making? Managers tend to focus on knowing first—building confidence through data, self-education, and sheer hard work. Leaders, however, prioritise sensing first—tuning into people, context, and emotions before deciding. In practice, this means managers often bulldoze forward with certainty, while leaders pause to feel and reflect before acting. In Japan, this distinction matters. Hierarchical firms often elevate those who “know,” but the complexity of 2025 requires leaders who can sense subtle shifts in markets, teams, and cultures. Mini-Summary: Managers lead with knowledge; leaders lead with sensing. In 2025 Japan, sensing is critical for navigating complexity. Why are managers often so confident in their own answers? Managers often rely on personal effort: self-education, long hours, and relentless execution. This creates confidence, even ego, but often without much self-awareness. Many managers assume the path is clear because they've worked hard to “know” it. This overconfidence mirrors Western corporate cultures where rugged individualism is prized. But in Japan, such confidence can clash with collaborative norms. A “my way or the highway” mindset alienates teams, undermining innovation and engagement. Mini-Summary: Managerial confidence stems from effort and ego, but without self-awareness, it risks alienating teams—especially in Japan. Why do Japanese firms prioritise questions over answers? Japanese business culture values asking the right questions more than having immediate answers. To a Western-trained manager, this seems counterintuitive, but it ensures decisions reflect collective wisdom. Leaders in Japan often pause to ask: Are we even solving the right problem? This contrasts with the West, where speed and decisiveness are praised. In 2025, Japanese organisations that blend both—rigorous questioning plus timely execution—are best positioned for global competition. Mini-Summary: In Japan, leaders prioritise asking the right questions before jumping to answers, ensuring collective wisdom shapes decisions. How do feelings reshape leadership effectiveness? Managers often dismiss emotions as distractions. Leaders, however, integrate feelings into decision-making. Dale Carnegie's Human Relations Principles emphasise empathy, appreciation, and understanding as essential leadership skills. Leaders who sense how people feel can adjust tone, timing, and messaging. In 2025, with hybrid work and employee burnout prevalent, emotional intelligence is more critical than ever. Companies like Hitachi and Sony are embedding empathy into leadership development to retain talent and drive innovation. Mini-Summary: Feelings, once ignored by managers, are now essential for leaders managing hybrid workforces and avoiding burnout. Can leaders evolve from “knowing” to “sensing”? Yes. Leaders can shift by gradually reordering their priorities. Many, like myself, began as managers focused on knowing and execution. Over time, through feedback and reflection, feelings and sensing moved to the forefront. For example, Dale Carnegie training encourages leaders to practice empathy, appreciation, and active listening. These skills shift behaviour from control to collaboration. Even small changes—like pausing before responding—signal growth. Mini-Summary: Leaders can evolve from knowing-first to sensing-first through training, reflection, and small behavioural changes. What should leaders do today to balance sensing and knowing? In 2025, leaders must balance data with empathy. This means: Asking the right questions before chasing answers. Listening actively to signals from teams and markets. Using knowledge as a foundation but not the driver. Modelling humility and curiosity in decision-making. Executives at firms like Toyota and Rakuten illustrate this blend, combining rigorous data with people-first leadership. Leaders who fail to evolve remain stuck in outdated managerial mindsets. Mini-Summary: Leaders must balance sensing and knowing by listening, questioning, and modelling humility—skills critical in 2025 Japan. Conclusion The difference between managers and leaders lies in order of priority: managers know first, leaders sense first. In Japan's complex 2025 environment, sensing, feeling, and questioning matter more than simply knowing. Leadership is a journey of self-discovery—moving from rugged individualism to collaborative sensing. The challenge for executives today is clear: are you still managing by knowing, or are you leading by sensing? About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why trust is the ultimate driver of long-term sales success in Japan Salespeople everywhere know that trust is essential for winning deals, but in Japan, trust is the difference between a one-off sale and a lifelong customer. Research shows that 63% of buyers prefer to purchase from someone they completely trust—even over someone offering a lower price. In a market where relationships outweigh transactions, trust doesn't just support sales, it builds loyalty. Why does trust outweigh price in Japanese sales? While discounting may win a deal, it doesn't create loyalty. Trust, on the other hand, generates repeat business. The cost of building trust is far lower than repeatedly slashing prices to close deals. Buyers in Japan, who are highly attuned to signs of insincerity, quickly detect opportunistic sales tactics. When they find a salesperson who is genuinely trustworthy, they hold on tightly. This is why successful firms in industries from pharmaceuticals to IT services prioritise building trust-based partnerships over price competition. Global research and local practice confirm that loyalty is rooted in belief, not bargains. Mini-Summary: Trust is more powerful than price in Japan because it creates repeat business and loyalty, while discounting only secures short-term wins. What mindset builds long-term customer loyalty? The salesperson's mindset determines whether buyers see them as a partner or a pusher. A focus on long-term relationships rather than one-off transactions changes everything. When salespeople think in terms of “partnership” and “reorder,” communication becomes more genuine, reassuring buyers that their interests are respected. In Japan, this long-term orientation aligns with cultural norms of reliability and stability. Buyers expect a salesperson to stand by them through multiple cycles, not just disappear after the first contract. Sales leaders at companies like Toyota and Hitachi have reinforced this by emphasising repeat business as a performance metric, not just one-time deals. Mini-Summary: A partnership mindset—focused on reorders and long-term success—creates loyalty and aligns with Japanese business culture. How do buyers sense a salesperson's true intention? Buyers are experts at detecting hidden agendas. If a salesperson approaches with a “win-lose” attitude, buyers sense it immediately. Past purchasing mistakes make buyers cautious and wary of being taken advantage of. By contrast, when salespeople project genuine interest in mutual success, buyers relax and open the door to trust. The key is consistency: every action, from initial meetings to after-sales support, must reinforce the message that the salesperson is invested in a “win-win” relationship. Mini-Summary: Buyers intuitively sense whether a salesperson is seeking a win-win or win-lose deal. Only the former leads to loyalty. What drives buyer loyalty beyond trust? Loyalty is both emotional and behavioural. It stems from the buyer's belief that the salesperson is reliable, competent, and focused on their success. The trust-loyalty equation can be expressed as: Trust + Relationship = Buyer Loyalty At one extreme sits the “product pusher,” chasing maximum price before moving on. At the other extreme is the “trusted advisor,” dedicated to mutual benefit and long-term collaboration. The question every salesperson must ask is: where do you sit on this scale? Mini-Summary: Buyer loyalty comes from the combination of trust and relationship, positioning the salesperson as a trusted advisor rather than a product pusher. What are the five drivers of trust in sales? To earn loyalty, salespeople must master five trust drivers: Intention: Always seek win-win outcomes. Competence: Deliver reliable solutions that meet buyer needs. Customer Focus: Prioritise the buyer's success as the path to your own. Communication: Provide clarity, manage expectations, and follow through. Value Creation: Continuously add value that goes beyond the product. In sectors like finance and healthcare, where risk is high, these drivers determine whether clients commit for the long term. Without them, loyalty cannot be sustained. Mini-Summary: Trust is built on intention, competence, customer focus, communication, and value creation—five pillars every salesperson must master. What should leaders do to embed loyalty in sales teams? Organisational culture matters as much as individual behaviour. Some firms claim to be “customer-first,” but internally reward only short-term sales. Leaders must align messaging and incentives with trust-building behaviours. Salespeople working in trust-driven environments are more motivated, more professional, and more successful. If a company does not encourage loyalty-driven practices, sales professionals may need to move to one that does. In Japan's competitive market, those who embody trust and loyalty enjoy longer, more rewarding careers. Mini-Summary: Leaders must create environments that reward trust-building, or risk losing both customers and talented salespeople. Conclusion Customer loyalty is built on trust, not discounts. For salespeople in Japan, adopting a win-win mindset, projecting genuine intentions, and mastering the five drivers of trust are essential to becoming a trusted advisor. Companies that encourage loyalty-focused behaviour will thrive, while those stuck in transactional models will struggle to sustain growth. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Why Western sales revolutions haven't reshaped Japanese selling practices Sales gurus often argue that “sales has changed.” They introduce new frameworks—SPIN Selling, Consultative Selling, Challenger Selling—that dominate Western business schools and corporate training. But in Japan, sales methods look surprisingly similar to how they did decades ago. Why hasn't Japan embraced these waves of change? Let's break it down. Why has Japan resisted Western sales revolutions? Japan's business culture is defined by consensus decision-making. Unlike in the US, where one buyer may have authority to sign a deal, Japanese firms typically rely on group approval. Aggressive closing techniques—“100 ways to overcome objections”—don't resonate in a context where no single buyer holds final power. When a salesperson meets a Japanese executive, even the president, decisions are often delegated downward for due diligence. The result? What looks like a top-level entry point becomes just the beginning of a long bottom-up approval process. Mini-Summary: Western-style “hard closes” fail in Japan because decisions are made through collective consensus, not individual authority. Who really decides in Japanese sales negotiations? Salespeople often assume they're negotiating with the decision-maker. In Japan, that's rarely the case. The person in front of you is usually an influencer, not the final authority. They gather information and share it with unseen stakeholders—division heads, section chiefs, back-office teams—who never meet the salesperson directly. This creates the sensation of “fighting invisible ninjas.” You prepare to persuade one buyer, but in reality, you must equip your contact to persuade a network of hidden decision-makers. Mini-Summary: In Japan, sales success depends on influencing unseen stakeholders through the buyer's internal champion. How do Japanese buyers expect salespeople to behave? Unlike Western buyers who are open to consultative approaches, Japanese buyers often expect a pitch. When salespeople arrive, they are typically asked to explain features and price. This isn't necessarily because they don't value needs analysis, but because decades of feature-focused selling have conditioned buyers to expect the “pitch-first” style. Even in 2021, many Japanese sales meetings begin with a features dump, not diagnostic questions. As one veteran trainer notes, Dale Carnegie's 1939 sales model of asking questions before proposing solutions remains largely ignored in Japan today. Mini-Summary: Japanese buyers have been trained by decades of salespeople to expect a feature-and-price pitch, making consultative selling harder to implement. What problems arise from pitching before asking questions? Pitching before discovery creates major risks. If you don't know the buyer's actual needs, you can't know which features matter most. Worse, buyers may dismiss your solution as irrelevant or commoditised. Globally, best practice is clear: ask questions, uncover pain points, align benefits, provide proof, then close. Yet in Japan, many salespeople still rush to pitch, skipping diagnostic discovery altogether. This keeps Japanese sales culture stuck in the “dark ages” compared to markets like the US or Europe, where consultative and challenger methods are standard. Mini-Summary: Pitching without discovery weakens sales effectiveness and prevents alignment with buyer needs, but remains common in Japan. How can sales teams in Japan modernise their approach? The roadmap is simple but powerful: Ask permission to ask questions. Diagnose needs thoroughly. Identify the best-fit solution. Present that solution clearly. Handle hesitations and objections. Ask for the order. This structure modernises Japanese sales while respecting cultural norms. It avoids “pushing” while still providing a disciplined process for uncovering and addressing client needs. Executives at global firms like Toyota, Sony, and Mitsubishi increasingly expect this approach, especially when dealing with multinational partners. Mini-Summary: A structured consultative process—diagnose, propose, resolve—aligns global best practice with Japanese cultural norms. What should leaders do to drive change in Japan's sales culture? Leaders must train salespeople to abandon outdated pitching habits and embrace consultative questioning. This requires coaching, reinforcement, and role-modelling from the top. Japanese firms that continue with pitch-driven sales risk falling behind global competitors. By contrast, firms that shift to questioning-based sales processes build trust faster, uncover hidden opportunities, and shorten approval cycles. The future of sales in Japan depends on whether leaders push for transformation or let tradition slow them down. Mini-Summary: Leaders must drive the shift from pitch-first to consultative sales or risk being left behind in a globalising market. Conclusion Japan hasn't embraced the sales revolutions of the West because its business culture is consensus-driven, pitch-conditioned, and tradition-bound. But the future demands change. The companies that modernise sales processes—by asking permission, diagnosing needs, and presenting tailored solutions—will outpace those stuck in pitch-first habits. Leaders have a choice: keep Japan's sales culture in the past, or bring it decisively into the 21st century. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

Introduction Sales conversations in Japan follow a rhythm: build rapport, ask questions, present solutions, handle objections, and close. But what makes this rhythm flow smoothly is often overlooked—sales progression bridges. These subtle transitions connect each stage of the meeting. Without them, the dialogue feels disjointed, like spaghetti instead of a roadmap. In Japan, where subtlety and cultural awareness matter as much as logic, mastering these bridges is the difference between a stalled pitch and a successful close. What are sales bridges, and why do they matter in Japan? A sales bridge is a smooth transition between phases of the sales process. Western sales training often assumes you can jump directly from rapport to needs analysis, or from presenting to closing. In Japan, that doesn't work. Buyers expect subtle, respectful transitions that guide them without pressure. Bridges are the “glue” that holds the meeting together. Without them, the buyer feels rushed or confused, and the relationship suffers. Japanese clients, in particular, are sensitive to abrupt shifts. They value harmony, and salespeople who miss these bridges risk coming across as pushy or tone-deaf. Mini-summary: Sales bridges are the hidden connectors that make Japanese sales conversations flow naturally and respectfully. How does the meishi exchange create the first bridge? In Japan, the sales conversation starts even before the first question—at the meishi (business card) exchange. While many Western firms have abandoned business cards, they remain central here. A meishi is not just contact information; it's a cultural key. By flipping the card to check the Japanese side, noticing a rare kanji, and asking if it relates to a regional origin, salespeople display cultural literacy. That small act signals respect, builds rapport, and warms up the room. It's a bridge that transforms a cold introduction into a human connection. Mini-summary: The meishi exchange, handled with curiosity and respect, is the first and most powerful bridge in Japan. Why do Japanese salespeople avoid asking questions, and how can bridges help? In Japan, many salespeople hesitate to ask questions. The buyer is often treated as a “god” who should not be challenged. But without questions, you're pitching blindly. With hundreds of solutions available—like Dale Carnegie Tokyo's 270 training modules—how can a salesperson know which to recommend? The bridge here is gaining permission. For example: “We helped ABC Company achieve XYZ. To see if we can do the same for you, may I ask a few questions?” This respectful phrasing reassures the buyer while opening the door to real dialogue. Mini-summary: A permission bridge allows Japanese salespeople to ask questions without disrespecting the buyer's authority. How do bridges help when presenting solutions? Once needs are clarified, many salespeople make the mistake of overwhelming the client with too many options. In Japan's consensus-driven decision-making culture, this can paralyse the buyer. A reassurance bridge helps frame the presentation. Phrases like, “Having listened carefully, I've narrowed our wide range to the best fit for your situation,” show the client that the solution is tailored. It prevents information overload and strengthens trust by demonstrating that the salesperson has filtered complexity into clarity. Mini-summary: The solution bridge reassures clients that options are tailored, not dumped, preventing decision paralysis. How do sales bridges transform objections? Objections are inevitable. In Japan, how you handle them determines whether trust grows or dies. Instead of reacting defensively when a buyer says, “Your price is too high,” the effective bridge is calm inquiry. Respond with: “Thank you for raising that. May I ask, why do you say that?” Then stay silent. This respectful pause forces the client to explain. Often, the issue is not price at all but timing, budgeting cycles, or internal politics. By holding silence, you uncover the real barrier and transform the objection into an opportunity. Mini-summary: An objection bridge turns confrontation into dialogue by asking respectfully and listening in silence. How should salespeople bridge into the close in Japan? Closing in Japan is delicate. High-pressure tactics that work in New York often backfire in Tokyo. A bridge into the close needs to feel natural and respectful. After confirming that all concerns are addressed, a soft transition works: “In that case, shall we go ahead?” This style feels like an invitation, not a trap. It protects harmony, preserves the relationship, and still moves the sale forward. In Japan, where saving face is critical, such subtle bridges make the difference between securing agreement and losing trust. Mini-summary: The closing bridge in Japan is respectful, natural, and face-saving—not pushy or aggressive. Conclusion Sales progression bridges may seem small, but in Japan they hold the sales cycle together. From the cultural literacy of the meishi exchange to gaining permission for questions, tailoring solutions, handling objections with silence, and closing softly, these transitions create trust and flow. Without them, meetings feel clumsy and disconnected. With them, the conversation respects Japanese values of harmony and subtlety while still advancing toward a deal. In 2025, as Japan's business culture balances tradition with globalisation, sales bridges remain an indispensable skill for anyone serious about selling here. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.     

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

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

The Etoft21sports Show is back for Week One of the NFL season!

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

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

Mike is the Founder and Senior Technical Advisor of Okane Consultants. Okane helps mining companies return the land responsibly and safely at the end of a mine's lifecycle. In this episode Mike and I discuss practical lessons learned from work in mine closure projects.

Agradece a este podcast tantas horas de entretenimiento y disfruta de episodios exclusivos como éste. ¡Apóyale en iVoox! El capitán O´Kane y su submarino el USS Tang, un submarino de la clase Balao se hicieron famosos por sus múltiples éxitos en sus cruceros contra el tráfico mercante japonés en el Pacífico durante la WW2. Pero todo no fue fácil y todo terminó de una forma inesperada a la vez que extraña, pero si queréis saber más, habrá que escuchar el audio Con Sergio Murata y Colaboración de Esaú Rodríguez Delgado Suscríbete al programa de Fans de NdG en el botón azul de APOYAR de Ivoox Musica intro: Fallen Soldier,licencia gratuita, de Biz Baz Estudio Licencia Creative Commons Fuentes: «Richard H. O'Kane, Rear Admiral, United States Navy» Audios y música: Música relacionada y fragmentos de noticiario Productora: Vega Gónzalez Director /Colaborador: Sergio Murata Nuestras listas China en guerra https://go.ivoox.com/bk/11072909 Guerra de Ucrania (Episodios) https://go.ivoox.com/bk/10954944 337 Días en Baler, los últimos de Filipinas (Serie) https://go.ivoox.com/bk/10896373 Checoslovaquia el arsenal de Hitler (Miniserie) https://go.ivoox.com/bk/10989586 Episodios de Guadalcanal ( Episodios) https://go.ivoox.com/bk/10996267 Sudan las guerras del Mahdi (Serie) https://go.ivoox.com/bk/10991351 Con Rommel en el Desierto (Serie) https://go.ivoox.com/bk/10991349 Chechenia las guerras del lobo (Serie) https://go.ivoox.com/bk/10989674 Cine e Historia (Episodios) https://go.ivoox.com/bk/10991110 Guerra Biológica ( Episodios) https://go.ivoox.com/bk/10989690 Guerra francoprusiana de 1870-1871 (Episodios) https://go.ivoox.com/bk/10987884 Guerra de Secesión norteamericana 1861-1865 (Episodios) https://go.ivoox.com/bk/10958205 David contra Goliat, Fusiles anticarro (Miniserie) https://go.ivoox.com/bk/10958221 Beutepanzer, blindados capturados y usados por Alemania (Episodios) https://go.ivoox.com/bk/10956491 Japón bajo las bombas (Serie) https://go.ivoox.com/bk/10914802 Erich Topp, el Diablo Rojo (Serie) https://go.ivoox.com/bk/10935056 Motos en la Segunda Guerra Mundial (Serie) https://go.ivoox.com/bk/10896149 Propaganda en la Segunda Guerra Mundial (Serie) https://go.ivoox.com/bk/10886167 Memorias de nuestros veteranos (Episodios) https://go.ivoox.com/bk/10723177 Vietnam, episodios de una guerra (Episodios) https://go.ivoox.com/bk/10753747 Hombres K, los comandos de la Kriegsmarine (Serie) https://go.ivoox.com/bk/10715879 Mercur 1941, la batalla de Creta (Serie) https://go.ivoox.com/bk/10497539 Guerra de Ifni Sahara (Episodios) https://go.ivoox.com/bk/9990031 Armas de Autarquía ( Episodios) https://go.ivoox.com/bk/9990017 La Guerra del 98 (Episodios) https://go.ivoox.com/bk/5029543 Italia en la Segunda Guerra Mundial (Episodios) https://go.ivoox.com/bk/6190737 Mujeres en Tiempo de Guerra (Episodios) https://go.ivoox.com/bk/7826153 Blindados españoles (Episodios) https://go.ivoox.com/bk/7824815 Ejércitos y Soldados (Episodios) https://go.ivoox.com/bk/7825841 Batallas y conflictos (Episodios) https://go.ivoox.com/bk/7825969 Armas de infantería (Episodios) https://go.ivoox.com/bk/7824907 Espero que os guste y os animo a suscribiros, dar likes, y compartir en redes sociales y a seguirnos por facebook y/o twitter. Recordad que esta disponible la opción de Suscriptor Fan , donde podréis acceder a programas en exclusiva. Podéis opinar a través de ivoox, en twitter @Niebladeguerra1 y ver el material adicional a través de facebook https://www.facebook.com/sergio.murata.77 o por mail a niebladeguerraprograma@hotmail.com Telegram Si quieres acceder a él sigue este enlace https://t.me/niebladeguerra Además tenemos un grupo de conversación, donde otros compañeros, podcaster ,colaboradores y yo, tratamos temas diversos de historia, algún pequeño juego y lo que sea, siempre que sea serio y sin ofensas ni bobadas. Si te interesa entrar , a través del canal de Niebla de Guerra en Telegram, podrás acceder al grupo. También podrás a través de este enlace (O eso creo ) https://t.me/joinchat/Jw1FyBNQPOZtEKjgkh8vXg NUEVO CANAL DE YOUTUBE https://www.youtube.com/channel/UCaUjlWkD8GPoq7HnuQGzxfw/featured?view_as=subscriber BLOGS AMIGOS https://www.davidlopezcabia.es/ con el escritor de novela bélica David López Cabia https://www.eurasia1945.com/ Del escritor e historiador, Rubén Villamor Algunos podcast amigos LA BIBLIOTECA DE LA HISTORIA https://www.ivoox.com/biblioteca-de-la-historia_sq_f1566125_1 https://blog.sandglasspatrol.com/ blog especializado en Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Mike is the Founder and Senior Technical Advisor of Okane Consultants. Okane helps mining companies return the land responsibly and safely at the end of a mine's lifecycle. In this episode Mike and I discuss practical lessons learned from work in mine closure projects.

Derbi de Lisboa pode decidir campeão no próximo sábado.

Comedian/writer Clare Okane (Spongebob, SNL) talks with Rob about music, art and international comedy; Clare plays guitar and sings a couple tunes. The podcast is visted by Clare's new savvy music agent Dank from Hole records.    Special Guest IG ~ @clareisokane Special Guest IG ~ @nicknaney Podcast IG ~ @cchpodcast 

This is a lengthier episode, so buckle in for a long ride.Mike is the Founder and now a Senior Technical Advisor to O'Kane Consultants. Mike is a fellow geotechnical engineer. Okane helps mining companies return the land responsibly and safely at the end of a mine's lifecycle. They believe in challenging the status quo and advocating for meaningful partnerships and positive outcomes for community stakeholders and Indigenous rightsholders. Their solutions help their clients achieve positive financial, environmental, and social outcomes from feasibility to relinquishment.

In this episode of the Etoft21sports Podcast, host Erik kicks things off by diving into the latest from the gambling world and giving his thoughts on the ever-evolving transfer portal.

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

Estreou em 1941 um dos filmes que é considerado por muitos o melhor filme de todos os tempos: Cidadão Kane. Filme dirigido por Orson Welles e roteirizado por Welles e Herman J. Mankiewicz, o filme ganhou uma importância cinematográfica além do seu tempo de exibição e premiações. Foi o tempo que colocou Cidadão Kane em seu merecido lugar de destaque.O filme aborda a história de Charles Foster Kane, um magnata, dono de um conglomerado de mídia que influenciou, denunciou, propagandeou e politizou informações junto à população, impactando positiva e negativamente a vida de muita gente. Cidadão Kane desenvolve essa história que busca, através do olhar de terceiros, desvendar quem realmente foi Kane e por que, em seu leito de morte, ele disse "Rosebud".No episódio de hoje, Rafael Arinelli recebe Cecília Barroso (Cenas de Cinema), Alan Alves (colunista Cinem(ação)) e Wesley Castro (Wanna Be Nerd) para conversar sobre as inovações técnicas que o filme trouxe para o mundo do cinema e, sobretudo, sobre como a narrativa, que muitas vezes é pouco elogiada, consegue ser inventiva e moderna ao contar uma história complexa, de forma não linear e com o ponto de vista de tantos personagens.Então, sintonize seu rádio, ligue sua TV, aprume seu jornal, e venha ouvir um podcast detalhando o filme Cidadão Kane.• 03m56: Pauta Principal• 1h12m10: Plano Detalhe• 1h26m23: EncerramentoOuça nosso Podcast também no:• Feed: https://bit.ly/cinemacaofeed• Apple Podcast: https://bit.ly/itunes-cinemacao• Android: https://bit.ly/android-cinemacao• Deezer: https://bit.ly/deezer-cinemacao• Spotify: https://bit.ly/spotify-cinemacao• Amazon Music: https://bit.ly/amazoncinemacaoAgradecimentos aos patrões e padrinhos: • André Marinho• Anna Foltran• Bruna Mercer• Charles Calisto Souza• Daniel Barbosa da Silva Feijó• Diego Lima• Eloi Xavier• Gabriela Pastori• Guilherme S. Arinelli• Gustavo Reinecken• Katia Barga• Thiago Coquelet• William SaitoFale Conosco:• Email: contato@cinemacao.com• Facebook: https://bit.ly/facebookcinemacao• Twitter: https://bit.ly/twittercinemacao• Instagram: https://bit.ly/instagramcinemacao• Tiktok: https://bit.ly/tiktokcinemacaoApoie o Cinem(ação)!Apoie o Cinem(ação) e faça parte de um seleto clube de ouvintes privilegiados, desfrutando de inúmeros benefícios! Com uma assinatura a partir de apenas R$5,00, você terá acesso a vantagens incríveis. E o melhor de tudo: após 1 ano de contribuição, recebe um presente exclusivo como agradecimento! Não perca mais tempo, acesse agora a página de Contribuição, escolha o plano que mais se adequa ao seu estilo e torne-se um apoiador especial do nosso canal! Junte-se a nós para uma experiência cinematográfica única!Plano Detalhe:• (Cecília): Série: Bodkin• (Alan): Filme: Todos Nós Desconhecidos• (Alan): Documentário: Kokomo City: A Noite Trans de Nova York• (Wesley): Música: The White Stripes: White Blood Cells• (Wesley): Filme: O Rapto• (Wesley): Série: The Leftovers• (Rafa): Filme: PedágioEdição: ISSOaí Design

In this week's episode!! Mano jumps in the hot seat and goes deep into his past, shares how life got the better of him and shares what it was like growing up in an alcoholic home and then to losing his mother to suicide due to alcohol. He came back from it and today he has 1 YEAR CLEAN from all substances! He has put the work in and has stepped up to the plate and is building a life for him and his family. Support the Show.

Welcome to the Etoft21sports Show, the ultimate destination where the adrenaline rush of sports meets the excitement of betting! Join your host, Erik, as he dives into the heart of the action alongside special guests for an electrifying journey through the world of sports and wagering. In this episode, Erik is joined by the insightful Okane (@okane on X) for a captivating discussion centered around the NCAA tournament. Together, they dissect the thrilling round of 16 and elite 8 matchups, offering expert analysis and sharing their top picks for the final four. But hold onto your seats because the excitement doesn't stop there! Gino Buccola (@itsmeginob on X), the esteemed host of the That's What G Said Podcast, brings his expertise to the table with an exclusive horse racing bet of the day, catering to all the avid enthusiasts out there. As if that wasn't enough, the Etoft21sports Show has partnered with Parlayplay to deliver exclusive offers and incredible opportunities in sports betting. Don't miss your chance to elevate your sports viewing experience to new heights by signing up with promo code "NFLBettingBlitz" at the Parlayplay Signup Page. Get ready for an action-packed episode where passion meets expertise, creating an unparalleled fusion of sports entertainment. Follow @etoft21sports on social media to stay updated on all the latest news and episodes! Twitter: https://twitter.com/Etoft21 Instagram: https://www.instagram.com/etoft21sports_/ YouTube: https://www.youtube.com/channel/UCtYAOOW9_7e8m2jrGuYsppA Twitch: https://www.twitch.tv/etoft21sports TikTok: https://www.tiktok.com/@etoft21sports Discord: https://discord.gg/9UXn5fmc

Firula #64

Cidadão Kane é um daqueles clássicos do cinema que estão entre os filmes que precisam ser assistidos por aquelas pessoas que querem estudar a sétima arte. Mas para além disso, o filme de Orson Welles, de 1941 traz elementos e inovações que talvez hoje em dia com o distanciamento histórico, seja mais fácil de captar. Robert Wise, o editor/motador de Cidadão Kane, fez esse filme quando tinha apenas 27 anos. E para além das inovações e mensagens colocadas na obra, o próprio filme surge em um momento em que o cinema ainda passava por um amadurecimento. Posicionar todos esses elementos e re-assistir ao filme, certamente ajuda a entender um pouco mais da magnitude da obra. A estética, as mensagens no subtexto, a subversão, enfim, inúmeros são os momentos que Cidadão Kane acaba marcando seu nome na história do cinema e de uma certa forma, cria um padrão ou uma forma de fazer filme que é muito única. Gustavo Reinecken e Duca Mendes resolvem desbravar esse clássico com o respeito e o deslocamento temporal necessário para entender o que Cidadão Kane significa em termos da arte da edição, mas sobretudo em termos de composição cinematográfica. Ouça nosso Podcast também no: • Feed: http://bit.ly/feed-cinemacao• Apple Podcast: http://bit.ly/itunes-cinemacao• Android: http://bit.ly/android-cinemacao• Deezer: http://bit.ly/deezer-cinemacao• Spotify: http://bit.ly/spotify-cinemacao• Google Podcast: http://bit.ly/cinemacao-google• Amazon Music: https://bit.ly/amazoncinemacao Agradecimentos aos patrões e padrinhos: • André Marinho• Anna Foltran• Bruna Mercer• Charles Calisto Souza• Daniel Barbosa da Silva Feijó• Diego Lima• Flavia Sanches• Gabriela Pastori• Guilherme S. Arinelli• Gustavo Reinecken• Katia Barga• Luiz Villela• William Saito Fale Conosco: • Email: contato@cinemacao.com• Facebook: https://bit.ly/facebookcinemacao• Twitter: https://bit.ly/twittercinemacao• Instagram: https://bit.ly/instagramcinemacao• Tiktok: https://bit.ly/tiktokcinemacao Apoie o Cinem(ação)! Assine o Cinem(ação) e passe a fazer parte de um grupo seleto de ouvintes que têm vários benefícios. Com um valor a partir de R$5,00, você já terá direito a benefícios e o melhor de tudo, depois de 1 ano de contribuição, você ganha um presente exclusivo! Acesse a página Contribua, escolha o plano que melhor lhe atende e venha ser um apoiador do nosso canal!    Apoia.se: https://apoia.se/cinemacao

Iluminados, neste episódio, vocês ouvirão os contos: Okane, A Invocação, Parte II & A Rodovia dos Desaparecidos. *** REDES SOCIAIS: TikTok: @sigaaluzpodcast Instagram: @sigaaluzpodcast *** Considere tornar-se um apoiador mais que iluminado do Siga a Luz. Link: apoia.se/sigaaluzpodcast (Seja um apoiador contínuo). PIX: sigaaluzpodcast@gmail.com (Apoie com o que quiser e quando quiser). *** Mandem relatos para: sigaaluzpodcast@gmail.com ou no número (62) 99255-3601.

ポッドキャストをお聞きの皆さん、こんにちは。3分日本語のお時間です。 Hello, everyone. Welcome or welcome back to 3-minute Japanese. 今回のテーマはお金です。 Today's topic is money. Money is so deeply rooted in our lives from young age. Some of us may have learned the role and meaning of money through board games such as Monopoly, and video games such as Super Mario Brothers or through allowance we received from our parents in real life. Some people instinctively ace the game of money and have a large list of things they can buy, and a lot of people are just getting by, others are sadly scraping by. お金は小さい頃から私たちの生活に定着しています。私たちは子供のころ様々な方法で、お金の意味や役割を学びました。それはスーパーマリオなどのテレビゲームやモノポリーなどのボードゲームを通してだったり、親からのお小遣いや親せきからのお年玉などを通してだったりします。世の中にはマネーゲームを楽々と圧勝する人々がいる中、多くの人は日々を上手くやりくりしています。中には何とか食いつないでいる人もいるでしょう。 So what is money? We learn about the origin of a currency system, where people started using tokens instead of barter exchange. I often hear the following: Money is a tool. Money is energy. Time is money. Money is a store of value. I won't go too deep on the philosophical route about money here, but I would like to make space to think about money in the next few series as its form is constantly changing, whether that's credit cards, digital currency, or cryptocurrency. The form of making a living is also changing, especially in the past couple of years thanks to the modern technology. いずれにしても、お金とは一体何でしょうか。通貨制度の起源は物々交換の代わりとして発生したとされています。お金に関して、よく耳にすることは以下の通りです。「お金は道具である。」「お金はエネルギーである。」「時は金なり。」「お金は価値の保存。」などなど。クレジットカードやデジタル通貨あるいは仮想通貨などお金の形態が常に変化しています。また、テクノロジーの発達のおかげでお金の稼ぎ方や働き方も特にここ数年で多様化してきています。お金を哲学的に深く追及するつもりはありませんが、シリーズでお金について改めて考えたいと思います。 That's it for today. In the next episode, we will talk about “o” in “okane”, the word for money in Japanese. Stay tuned. 今日はここまで。次回はお金の「お」についてお話ししたいと思います。お楽しみに。 --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/juliasachiko/message

Is the mortgage process making you miserable? Are you searching for the perfect pad with no success? Or does finding your dream home just feel completely out of reach? How to buy a home wants to help you. This brand new series by Animo TV (Ireland's Fittest Family, The Great House Revival) for Virgin Media One is on the lookout for prospective homeowners who need a hand navigating the ever changing Irish housing market. Experienced property expert and buyer's agent, Liz O'Kane will be on hand to help, she joined Sinéad today for a chat and appealed to buyers to take part. Hosted on Acast. See acast.com/privacy for more information.

Some schools have already gone back but all will be back at some stage this week. So who better to talk us through some top tips on settling our kids back into the classroom and into a routine than Parenting and Early Childhood Education Expert Dr. Mary O'Kane! drmaryokane.ie Alison spoke to her on Weekend Breakfast.

Hayesy sheds light on Channel 7 reports last night that the Izak Rankine to the Adelaide Crows deal is closer to $700k per year than $900k as previously reported. Kane says it is time for the AFLPA to grow up and make player payments public so that the public can judge deals and signings with facts rather than guesswork.

Iluminados, neste episódio, vocês ouvirão os contos: Okane & Pornografia. *** Vitrine: @ilustrame.mari Assustadoramente Podcast, Daniela Abreu: https://open.spotify.com/show/5KqK8MhQbDOXDzljiuJtzB?si=15c5b46c101c46f1 *** Considere tornar-se um apoiador mais que iluminado do Siga a Luz. Link: apoia.se/sigaaluzpodcast (Seja um apoiador contínuo). PIX: sigaaluzpodcast@gmail.com (Apoie com o que quiser e quando quiser). *** Mandem relatos para: sigaaluzpodcast@gmail.com

This week we talk to rapper Amani Okane about what it's like coming up in the underground scene outside of Chicago and taking influence from some less expected artists. New episodes every Thursday Instagram @thedropculturepodcast @amantokane Twitter @DropCulturePod @amantokand TikTok @TheDropCulturePodcast @amantokane Youtube The Drop Culture Podcast @amantokane --- Send in a voice message: https://podcasters.spotify.com/pod/show/dropculture/message Support this podcast: https://podcasters.spotify.com/pod/show/dropculture/support

Paddy welcomes Lawrence O'Kane - Businessman, Entrepreneur, Community Champion and part-time ‘comedian'. They talk about the old days growing up, what it was like through the years and how Lawrence built his business from scratch into a multimillion pound operation with hundreds of employees.

Perguntou "no céu tem Rosebud?" e morreu. Venha conversar com a gente sobre essa figura tão polêmica e atual: Cidadão Kane, de Orson Welles.  APOIE O NOSSO FINANCIAMENTO COLETIVO. Agora nós temos um Catarse para ajudar a sustentar esse podcast e você pode contribuir indo em: www.catarse.me/quartaparede Entre em contato com a gente! Adoramos receber cartinhas virtuais quartaparedepodcast@gmail.com twitter: @quartaparedepod facebook.com/quartaparedepodcast Vocês também podem encontrar as meninas nos seguintes lugares: Anna Lívia Marques - twitter/instagram @annaliviams youtube.com/theannaliviams Que Crime Foi Esse? @quecrimefoiesse  linktr.ee/quecrimefoiesse Larissa Siriani -  twitter/instagram @LarissaSiriani facebook.com/LariSiriani youtube.com/larissasiriani padrim.com.br/larissasiriani O Quarta Parede faz parte da família #OPodcastÉDelas Vocês podem seguir o OPED em www.opodcastedelas.com.br twitter/instagram @opodcastedelas contato@opodcastedelas.com.br

No episódio dessa semana, depois de um pequeno hiato, viemos falar sobre os 80 anos de Cidadão Kane e todas as histórias que o rodeiam, além do grande diretor, produtor e ator Orson Welles que produziu uma obra prima em sua estreia nos cinemas. Depois de muitos bate papos excêntricos perdidos no espaço-tempo, resolvemos trazer para vocês um pouco das coisas mais inesperadas que podem sair de cada conversa. Acompanhe a gente nas nossas redes sociais para uma interação direta e ficar ligado nos próximos lançamentos! Instagram: @de4namesa Twitter: @de4namesa . . . É mais formal ou gostaria de fazer alguma sugestão pergunta ou cancelamento? Chega junto e manda um e-mail pra gente: de4namesapocast@gmail.com

A Rede Globo de televisão é o maior conglomerado de comunicação do Brasil, hoje eles são um dos principais alvos do atual presidente Jair Bolsonaro, que já os declarou como um dos seus "inimigos na imprensa". Sendo assim, o presidente e seus seguidores promovem um verdadeiro ataque à emissora e seus funcionários, muitas vezes até de maneira violenta. Esse envolvimento com governos, política e até atitudes obscuras não é uma novidade para a empresa fundada por Roberto Marinho, nesse episódio do Peitica vamos falar um pouco sobre a fundação e o papel exercido pela Rede Globo dentro do contexto social Brasileiro. Sextou com mais um Peitica!

The term 'Mental Health' gets used a lot, but are we now in danger of using it inappropriately and too casually? Not everyone has a mental health illness, but we do all suffer from times of unease, worry, anxiety and stress. Psychotherapist and a former NHS Clinical Lead in mental health Owen O'Kane offers a simple practical approach to managing your mental wellbeing plus recognising the signs when professional help is and isn't needed. The globally acclaimed author of 'Ten to Zen' and 'Ten Times Happier' also offers advice on how to manage negative thoughts and step into a more positive perspective.

Magnata da imprensa e dos meios de comunicação dos EUA, William Randolph Hearst morre em Beverly-Hills no dia 14 de agosto de 1951, aos 88 anos. Jornalista e editor, ele emergiu como um dos mais poderosos personagens da cena política e empresarial do país.----Quer contribuir com Opera Mundi via PIX? Nossa chave é apoie@operamundi.com.br (Razão Social: Última Instancia Editorial Ltda.). Desde já agradecemos!Assinatura solidária: www.operamundi.com.br/apoio★ Support this podcast ★

Confira os destaques do caderno Na Quarentena desta quinta-feira (26/11/20)See omnystudio.com/listener for privacy information.

La 1/2 Mañana - Julio 3 de 2020

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Remember, just because it's not "good," doesn't mean we can't like it!"Good" Titles Mentioned:Doukyuusei/Classmates by Nakamura Asumiko - BL manga and anime moviegiven - BL manga and animeHenshin Dekinai by Shinozaki Hitoyo and Kousaka Tohru - BL manga (spin-off of Okane ga Nai)Bukiyou na Silent/Awkward Silence by Hinako Takanaga - BL mangaStarfighter by HamletMachine - M/M webcomicMo Dao Zu Shi/Grandmaster of Demonic Cultivation or Founder of Diabolism/The Untamed by Mo Xiang Tong Xiu - Chinese danmei (BL) novel, manhua, donghua, and live drama (THE UNTAMED IS ON NETFLIX NOW!!! GO WATCH IT!!!!!!!!!!!)Koi wa Naniaro Shichihenge!? by Yamano Deko - BL mangaKuro ka Shiro Ka/Black or White by Sachimo - BL mangaNo. 6 by Asano Atsuko- Japanese novel, manga, and anime (canon gay couple, but not technically BL)Itsuka Koi ni Naru Made by Kurahashi Tomo - BL mangaEscape Journey by Ogeretsu Tanaka - BL manga (we disagree on whether this is "good")Hidamari ga Kikoeru/I Hear the Sunspot by Fumino Yuki - BL mangaYondaime Ooyamato Tatsuyuki/Fourth Generation Head: Tatsuyuki Ooyamato by Scarlet Beriko - BL mangaCoyote by Zariya Ranmaru - BL mangaNovae by KaiJu - M/M webcomicHeir's Game by suspu - LGBT webcomicThat Awkward Magic!! by SomeBunny - BL webcomicKurui Naku no wa Boku no Ban by Kusabi Keri - BL omegaverse mangaOther Titles mentioned:Promare - sci-fi anime movie (non-BL; still in theaters as of the end of October 2019!)Captive Prince by CS Pacat - M/M Rmoance NovelOkane ga Nai/No Money by Shinozaki Hitoyo and Kousaka Tohru - BL manga and animeSuper Lovers by Abe Miyuki- BL manga and animeJunjou Romantica by Nakamura Shungiku - BL manga and animeSekaiichi Hatsukoi/World's Greatest First Love by Nakamura Shungiku - BL manga and animeKoisuru Boukun/The Tyrant Falls in Love by Hinako Takanaga - BL manga and OVAsHyakujitsu no Bara/Maiden Rose by Fusanosuke Inariya - BL manga and OVAsMousou Elektel/Elektel Delusion by Nekota Yonezou - BL mangaMADK by Suzuri Ryo- BL guro mangaHidoku Shinaide/Don't Be Cruel by Nekota Yonezou - BL mangaKilling Stalking by Koogi - horror manhwaYarichin Bitch Bu/Yarichin Bitch Club by Ogeretsu Tanaka - BL manga and OVAsLoveless by Kouga Yun - BL manga and anime

Indiana Jones decides that a free falling raft is a much better transit option than a free falling plane and tells Short Round what to do in case of emergency. Guest Jim O'Kane decides this may be just the moment to join them.

Willie Scott wakes Dr. Jones just in time for him to learn the basics of general aviation. Tom makes a bold claim about this scene, Gerry starts looking around for the airsickness bag, Mark Cerulli eyes the emergency exit and Jim O'Kane explains NASA's famous Indy solution.

Lao Che's pilots decide to exit plane left but are polite enough not to wake their peacefully sleeping passengers. Jim O'Kane and Mark Cerulli from the Airport Minute stop by to discuss proper fuel management techniques.