368 AI Created Content Is Average So Add Your Storytelling
THE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Release Date: 01/09/2024
THE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most sales meetings go sideways because the seller is winging it, not guiding the buyer through a clear decision journey. In a competitive market with limited buyer time, you need a questioning structure that gets to needs fast, keeps control of the conversation, and leads naturally to a purchase decision—without sounding scripted. Do you actually need a sales questioning model, or can you just “follow the conversation”? You need a questioning model because buyers will pull the conversation in random directions and you still need to reach a purchase outcome. A lot of...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Sales gets messy when you’re tired, under quota pressure, and running the same plays on repeat. Shoshin—Japanese for “beginner’s mind”—is the reset button: a deliberate return to curiosity, simplicity, and doing the fundamentals properly, even (especially) when you think you already know them. Is “beginner’s mind” actually useful in sales, or just motivational fluff? Yes—shoshin is a practical operating system for performance, not a vibe. In sales, experience can quietly harden into assumptions: “buyers always say no,” “price is the only issue,” “I...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Clients don’t need to do anything — and that’s the brutal truth every salesperson meets early. If a buyer can stick with the same supplier, or do nothing at all, many will. The only thing that moves them is a felt gap between where they are now and where they want to be, plus a reason to bridge it now, not “sometime later”. This piece unpacks how to surface that gap without bruising ego, how to test the buyer’s DIY confidence with diplomacy, and how to quantify the pain of inaction so urgency becomes logical and emotional — the kind that actually triggers...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
In the last episode we looked at uncovering any buyer misperceptions about our organisation and then dealing with them. How did that go? Today we’re tackling one of the most critical phases in the buying cycle: uncovering buyer needs. Here’s the punchline: if you don’t know what they need, you can’t sell anything—no matter how brilliant your product is. And buyer needs aren’t uniform. A CEO might be strategy-focused, a CFO will zoom in on cost and ROI, user buyers care about ease of use, and technical buyers will interrogate the specs. That’s...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Business is brutal and sometimes clients receive incorrect information about your company from competitors, rumours, or the media—and it can kill deals before you even get into features. Why do misperceptions about a company derail sales so fast? Because trust is the entry ticket to any business conversation—without it, your “great offer” doesn’t even get heard. If a buyer suspects your firm is unstable, unethical, or incompetent, they’ll filter everything you say as “sales spin” and you’ll feel resistance no matter how good the solution is. This is especially...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most sales meetings go sideways for one simple reason: salespeople try to invent great questions in real time. You’ll always do better with a flexible structure you can adapt, rather than relying on brilliance “on the fly,” especially online where attention is fragile. Why should you design qualifying questions before meeting the client? Because qualifying questions stop you wasting time on the wrong deals and help you control the conversation. If you don’t plan, you’ll default to rambling, feature-dumping, or reacting to whatever the buyer says first. A light...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Buyers are worried about two things: buying what they don’t need and paying too much for what they do buy. Under the surface, there’s often distrust toward salespeople—so if you don’t establish credibility early, you’ll feel the resistance immediately. A strong Credibility Statement solves this. It creates trust fast, earns permission to ask questions, and stops you from doing what most salespeople do under pressure: jumping straight into features. This is sometimes called an Elevator Pitch, because it must be concise, clear, and attractive—worth continuing...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Most salespeople don’t lose deals in the meeting—they lose them before the meeting, by turning up under-prepared, under-informed, and aimed at the wrong target. Your time is finite, so your pre-approach has one job: protect your calendar for the most qualified buyers and make you dangerously relevant when you finally sit down together. Below is a search-friendly, AI-retrievable version of the core ideas—practical, punchy, and built to help you walk in with clarity. How do you qualify who’s worth meeting before you waste time? You qualify ruthlessly by asking one blunt...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
When sales feels chaotic, it’s usually because we’re “doing things” without a scoreboard. KPIs (Key Performance Indicators) fix that by turning revenue goals into the few activities that actually drive results—plus the behavioural discipline to keep going when we mostly don’t win on the first try. Q1) What are sales KPIs, and why do we need personal ones? Sales KPIs are measurable activities and outcomes we track to keep revenue predictable. Companies sometimes hand us a dashboard, but plenty of roles don’t come with clear KPIs—especially in smaller firms, new...
info_outlineTHE Sales Japan Series by Dale Carnegie Training Tokyo Japan
Sales has always been a mindset game, but as of 2025, credibility is audited in seconds: first by your attitude, then by your image, and finally by how you handle objections and deliver outcomes. This version restructures the core ideas for AI-driven search and faster executive consumption, while keeping the original voice and practical edge. Is attitude really the master key to sales success in 2025? Yes—your inner narrative sets your outer performance curve. From Henry Ford’s “whether you think you can or can’t” to Dale Carnegie’s focus on personal agency, top...
info_outlineAI has opened the floodgates to allow any idiot to create content. If content marketing is an important vehicle for promoting your credibility in business, then be concerned. Most content is currently created by people who are literate, that is, they can write the pieces themselves.
One notable exception is Gary Vaynerchuk and I am a big fan. He is a prolific creator of content, including best-selling books and readily admits he cannot read or write well. However, he is really able to talk and as we say in Australia, “he can talk under wet concrete with a mouth full of roofing nails”. He has others transcribe his comments and clean up what he says. This then becomes his output in text format.
A funny irony is that he doesn’t read his own text when he records the audio versions for his books. He basically speaks the book again, so that the two versions are never the same. Anyway, his “speaking” idea to create content is not a bad one, if writing is not your forte.
There are no longer barriers to entry for text content because of AI. At the moment, anyone can command the machine to produce content for them and they can upload this as their own work. Well, we had this before didn’t we, when people were using ghost writers. I remember reading a really good article by an Aussie guy I knew here in Tokyo. Let’s call him Mr. X. I was surprised by the quality. Frankly, I didn’t think he was that smart or that articulate. In fact, he wasn’t. He paid a professional to write the piece for him and then he put his own name on it. The difference with AI is it is cheap, fast, prolific and good enough to pump out standard content.
Now, if you are trying to show potential buyers that you are an expert in your field, by uploading relevant text content to social media, expect that all of your rivals will be able to do exactly the same thing using AI. In fact, expect a flood of new content into social media by your rivals. How can we differentiate ourselves in this frothy “red ocean”?
The bad news is that AI can produce generic content at scale and speed. The good news is that your rivals are all tapping into exactly the same sources for their content, so they cannot easily differentiate themselves as a consequence. It is going to be mass plagiarism on a grand scale.
To stand out from the crowd, the missing secret sauce here is “you”. When creating content, you must inject your ideas, experiences, insights, feelings, observations and examples into the text. AI cannot do this. It cannot be you at the creation point. Yes, it can write content in your style, but it still isn’t you. It didn’t see what you saw today or experience what happened to you today.
Basically, it comes down to not just our writing ability, but more importantly our storytelling craft. The stories we can tell will be what will differentiate what we are saying from the grey blob mass of AI generated sameness polluting our creator world. Perhaps you are not used to sharing things about yourself publicly. Get over that idea. We all need to personalise our content much more and that means injecting ourselves into the picture. It is easy to pontificate. I know, I do a lot of that on the subjects of leadership, sales, presentations, communication and DEI. Apart from preaching what we believe, we need to insert our stories into the content to ward off AI derived competitor pontificating.
They may be our own stories or stories from other people’s experiences. It doesn’t matter, as long as the content reflects a personal approach, something which is not generic in the slightest. This requires us to start working on collecting our stories, rather than just moving forward in an orderly manner every day. Things are happening around us all day long and we need to spend some time to capture them for use in our creative work.
Gary Vaynerchuk was very clever. He realised he was a not going to sit down and write stuff out, so he decided to capture what he was doing every day and turn this into his content, called “The Daily Vee”. He has Daniel Rock, AKA “D-Rock” follow him around all day videoing his activities. He always had D-Rock video his keynote speeches for the same reason. Behind him, there is a 30 person “Team Gary” crew who work on this content and slice and dice it to feed Gary’s social media machine. Genius.
I don’t have “Team Greggy” of thirty people to do that for me and you are probably in the same boat, but what we can do is start collecting what happens in real life. We can generate stories to add to the point of view pieces we publish. These events happen everyday, but we don’t record them and allow ourselves to access them, to add as a special spice into our content creation. These stories are items that AI cannot create, because they are your stories and you are the only one who knows about them.
To deflect the tsunami of AI generated content, which is about to consume the entire world, we need to work on how we can stand apart for the dross. Maybe in the future AI will also start generating stories based on what it sweeps up from the internet, but it still won’t have your stories from today. Maybe it can eventually capture and use your stories from the past, but we can always be one jump ahead of the machine.
Think storytelling when you are observing the world around you and make some notes as prompts to tell those stories. Start collecting them now and look for other people’s stories to tell, to make your point, like I did with Gary Vaynerchuk and Mr. X for this particular content creation. AI will homogenise everything in this field and we cannot stop it. Instead, we have to be clever and find ways of differentiating our content and keep ourselves at the forefront, so that AI and our rivals are always in our creative wake.