337 Don't Freak Out During The Q&A In Japan
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Release Date: 02/02/2025
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
We are often good talkers, but poor listeners. We have many things we want to say, share, expound and elaborate on. For this we need someone to be talking it all in. We like it when people do that for us. It soothes our ego, heightens our sense of self-worth and importance. We are sometimes not so generous ourselves though when listening to others. Here are six nightmare listeners you might run into. By the way, do any of these stereotypes sound a bit too familiar to you? The “preoccupieds” are those breathless types, racing around, multi-tasking on steroids, permanently distracted....
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Selling to companies in Japan usually means sitting in a meeting room with a single buyer or perhaps two people. There are occasions though where we may need to present to a larger number of buyers in a more formal setting. It may be a pitch to secure the business, or it may be a means of getting the buying team more easily coordinated on their side. Before we know how to present to a team, we have to analyse the people in the team. That means we need to know ahead of time, who will be in the room from their side. A team comprises multiple layers of...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
We often hear about the need for bosses to do more to engage with their teams. The boss looks at their schedule and then just checks out of that idea right then and there because it seems impossible. The employees for their part, want to get more praise and recognition from the boss, to feel valuable and valued. Bosses are often Driver type personalities who are extremely outcome and task orientated. People are there to produce, to get the numbers, to complete projects and to do it with a minimum of boss maintenance needed to be invested. The snag in all of this though is employees don’t...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Today is a good time to start reviewing and reflecting upon the presentations you have over the past few years. What have you learnt not to do and what have you learnt to keep doing? Those who don’t study their own presentations history are bound to repeat the errors of the past. Sounds reasonable doesn’t it. We are all mentally geared up for improvements over time. The only issue is that these improvements are not ordained and we have to create our own futures. Do you have a good record keeping system? When I got back to Japan in 1992 I was the...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Here is an important mantra: We don’t want a sale, we want the re-orders. That task however is getting harder and harder. Customers today are more educated, better prepared and have more alternatives than ever before. Satisfying a customer is not enough – we have to exceed their expectations and provide exceptional customer service. Customer service has only one truth – how the customer perceives the quality of the service. Forget what we think is good customer service. We have to be really clear about what is the customer’s perception of good customer...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
The New Year’s resolutions concept is ridiculous, but only because we are weak, lazy, inconsistent and lacking in discipline. Apart from those small barriers to execution of desires, the concept works a treat. The idea of a new start is not bad in itself and we can use the Gregorian calendar fantasy, to mark a change in the year where new things are possible. We learn as we go along and we add experience from year to year to hopefully make life easier. So as a presenter what would be possible? There are around 4.4 million podcasts around the world. Blogs are in the...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
351 My Boss Isn't Listening f you reading this title and thinking “this has nothing to do with my leadership”, you might want to think again. We hear this comment a lot from the participants in our training. They complain that the boss doesn’t talk to them enough because they are too busy, don’t have much interest in their ideas or do not seek their suggestions. In this modern life, none of these issues from staff should be surprising. There have been two major tectonic plate shifts in organisations over the last twenty years. One has been the compression of many organisational layers...
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350 The Rule Of Three Our financial year ended in August and we were up over 20% on the previous year’s revenue results. I should have been ebullient, chipper, sanguine, fired up for the new year, but I wasn’t. Was it because we were back to zero again, as we all faced the prospect of the new financial year? That sinking feeling of , “last year was hard and here we go again, but this time with an even higher target”. Maybe that was it, but it was hard to tell. There were three other things which were gnawing away at me, regarding incidents which...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
I was invited to an English Speech contest for Middle School students. The students must have home grown skills and are not eligible to compete if they have spent more than six months abroad, in an English speaking environment. This was pretty grand affair. The organisation running it is run by students at university, who took part in the contest themselves when they were in Middle School. Many of the graduates become business patrons and supporters as they work their way up in their business careers. It a perfect Japanese storm. Japan loves uniforms...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
The supervisor has super vision. The leader knows more. The captain makes the calls. The best and the brightest know best. The cream rises to the top. We accept that there will be leaders either our “superiors” or “the first among equals”. We put leaders up on a pedestal, we expect more from them than we expect from ourselves. We judge them, appraise them, measure them, discuss them. When you become a leader what do you find? There are rival aspirant leaders aplenty waiting in the wings to take over. They have the elbows out to shove the current leader aside and replace them....
info_outlineQ&A can destroy your personal brand. Creating and delivering the presentation sees you in 100% total control. You have designed it, you have been given the floor to talk about it, all is good. However, the moment the time comes for questions, we are now in a street fight. Why a street fight? Because in a street fight there are no rules and the Q&A following a presentation is the same – no rules. “Oh, that’s not right” you might be thinking. “What about social norms, propriety, manners, decorum – surely all of these things are a filter on bareknuckle duking it out in public?”. That is correct but it is not a guarantee.
When doing public speaking, there are different personality types assembled in the room. In Japan, often the English language presentation occasions are like mini-United Nations’ assemblies, in terms of national representation. Different social norms apply in countries apart from your own. My French friends tell me the French educational system promotes critique of statements and ideas and that is seen as an illustration of superior intellect. My fellow Australians are often sceptical, doubting and don’t hesitate to mention it, in a direct assault on what has just been said. There are also different personality types in the room. Some people are naturally aggressive and want to argue the point, if the speaker has the temerity to say something they disagree with.
What is considered rude, aggressive or inappropriate behaviour is a relative judgment depending on where you grew up, how you were educated and how you individually see the world. Even in Japanese society, there are occasions where there is heated arguement and a lot of the typical Japanese restraint is out the window.
As the speaker, we are pumped full of chemicals when we get up to present. If we are nervous, then the flight or fight adrenaline chemicals are released by the Amygdala inside our brain. We cannot stop this, but we can control it. It is interesting that if this state is held for a long period of time, we lose the feeling of strength and have a sense of weakness. A forty minute speech is a long time to be in a heightened state and by the time we get to the Q&A, we may be feeling denuded of strength. Just at the moment when we come under full force street fighting attack.
The face of the speaker is a critical indicator during the Q&A. I caught myself shaking my head to indicate disagreement with what was coming my way in the form of a question during the Q&A. Without initially realising it, I was sending out a physical sign that I wasn’t accepting the questioner’s bead of disagreement to what I had been pontificating. From an audience point of view, this looks like you are inflexible, closed to other opinions and just dismissive of anyone with an opinion that differs from your own.
Even if you are not a rabid head shaker like I was, the expression on your face may be speaking volumes to your audience. You might be displaying a sceptical visage of doubt and rejection of what is being said before you have heard the whole argument out. You might even be pumping blood into your face so that it goes red in colour. There is a female businesswoman I know here, whose skin goes bright red when she is in the public eye and begins to look like one of those warning beacons. There is probably nothing she can do about that, but it is definitely not a good look. Or maybe your general demeanour is one of disdain for the questioner and you look arrogant and disrespectful of alternative opinions.
Given the chemical surge leading to denuding of strength I mentioned earlier, we may look like we are defeated by the questioner. This impacts our credibility. We need to be showing we are true believers in what we said and are fully committed to that line of argument. We don’t want to appear like we have collapsed in the face of pushback during the Q&A. Maintain a brave front, even if it is all front. The audience won’t know the difference.
Nodding during the questioning is also a big mistake. We do this in normal conversation, to show the speaker we are paying attention to them. Unfortunately, this bleeds over into public speaking events as well. I learnt this when I did media training. The television media love it when you are nodding, because they can take that bit in the editing and transpose it to sync with the voice of the person disagreeing with you and it appears you are accepting their argument. Very sneaky isn’t it. When you pop up on the TV replay agreeing with your questioner attacking all that you have said, it is too late. Even if there is no TV there, don’t look like you are agreeing with the questioner and control that nodding right from the start.
So during Q&A maintain a totally neutral expression on your face and don’t allow you head to nod. If you feel anxiety from the question, take some secret slow deep breaths to slow down your heart rate and breathing. Keep supremely calm and remember that really aggressive questioners look like dills or grandstanders to the rest of the audience. They usually place their sympathy with the person under attack. We do have that Colosseum thing in us however, where we like watching blood sports and Q&A can come under that category.
So we have to appear above the fray, in control, calm, reasonable and assured of what we are saying. Control your temper, don’t cut them off mid-question, leave a pregnant pause after they have finished, to allow some of the tension to dissipate, then lob in a cushion or neutral statement to give you thinking time and then answer their question.
Here is a killer technique for obstreperous questioners. When you start to answer their question, give them 100% eye contact for six seconds to show you won’t be intimidated. Next switch your six second eye contact to various other members of the audience and never look at the questioner again. By publicly and completely ignoring them, you take all the air out of their puffed up ego and you decimate them through denial of attention.
Q&A must be an extension of the triumph of your presentation. In the same way we plan for our triumph, plan for the Q&A too. Don’t leave this to chance. Twenty minutes under direct attack during the Q&A can seem like a lifetime. We have to be ready to weather the storm and emerge victorious