349 Success Speaking Formula
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Release Date: 04/27/2025
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why use a one-minute pitch when you dislike pitching? Answer: In settings with almost no face-to-face time—especially networking—you cannot ask deep questions to uncover needs. A one-minute pitch becomes a bridge to a follow-up meeting rather than a full sales push, avoiding the “bludgeon with data” approach. Mini-summary: Use a short bridge pitch when time is scarce; aim for the meeting, not the sale. When is a one-minute pitch most useful? Answer: At events where you are filtering many brief conversations to find prospects worth a longer office meeting. You do not want...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Yes—recycling is iteration, not repetition. Each audience, venue and timing change what lands, so a second delivery becomes an upgrade: trim what dragged, expand what sparked questions, and replace weaker examples. The result is safer and stronger than untested, wholly new content. Mini-summary: Recycle to refine—familiar structure, higher quality. How can you create opportunities to repeat a talk? Answer: Negotiate for tailoring rather than exclusivity. Many hosts want “unique” content; offer contextualised examples, revised emphasis and organisation-specific language...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
In Japan, why is “capable and loyal” no longer enough? Answer: Technology, the post-1990 restructuring of management layers, and globalisation have reshaped how work moves in Japan. Because hierarchies compressed and expectations widened, teams now face faster cycles and more frequent transitions. AI will add further disruption, so stability must be created by leadership rather than assumed from tenure. Mini-summary: Hierarchy compression + globalisation + AI = persistent change; leadership provides the rhythm that tenure used to provide. In Japan, what should managers do first...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Salespeople worldwide use frameworks to measure meeting success, but Japan’s unique business culture challenges many Western methods. Let’s explore the BANTER model—Budget, Authority, Need, Timing, Engagement, Request—and see how it fits into Japan’s sales environment. 1. What is the BANTER model in sales? BANTER is a simple six-point scoring system for sales calls. Each letter stands for a key factor: Budget, Authority, Need, Timing, Engagement, and Request. A salesperson assigns one point for each element successfully confirmed. A perfect score means six out of six, showing a...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
In high-stakes business events, especially in Japan, executives are often forced to deliver presentations crafted by others. This creates a dangerous disconnect between speaker and message. Let’s explore how leaders can reclaim authenticity and impact, even when the material is not their own. Why is speaking from a borrowed script so risky? Executives frequently inherit content from PR or marketing teams. These materials may be polished, but they are rarely authentic. Japan’s perfection-driven corporate culture magnifies the stress, where even a small misstep can harm reputations. When...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
What does it mean for a leader to be the “mood maker”? A mood maker is someone who sets the emotional tone of the team. When leaders stay isolated in plush executive offices, they risk losing contact with their people. Research and experience show that a leader’s visibility directly affects engagement, loyalty, and performance. Leaders who project energy and conviction, day after day, create the emotional climate that shapes culture. Mini-summary: Leaders set the emotional temperature—visibility and energy are non-negotiable. Why does visibility matter so much? Japanese business...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why don’t clients in Japan return sales calls? Because the gatekeepers are trained to block access. In Japan, the lowest ranked staff often answer the phones, but without proper training. Their mission is to protect managers from outside callers—especially salespeople. Instead of being helpful, they come across as cold, suspicious, even hostile. This is your client’s first impression of your business. If you test it by calling your own company, you’ll likely hear the same problem. Mini-summary: Gatekeepers in Japan are defensive, not welcoming. This blocks callbacks from the very...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why New Salespeople Struggle New hires, whether they are brand-new to sales or just new to the company, almost always take time before they start delivering results. Yet leaders in Japan often expect immediate miracles. The reality is that ramp-up takes time, especially in a culture where relationships drive business. Even experienced people entering a new organisation need months to learn internal systems, client expectations, and industry nuances. When unrealistic expectations are placed on them from day one, they start their career already on the back foot. Mini Summary: Unrealistic day-one...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why Japanese Corporate Scandals Keep Happening — And What Leaders Must Do To Prevent Them Why do corporate scandals keep repeating in Japan? Japan has been hit again and again by revelations of non-compliance — from Nissan’s faulty vehicle inspections in 2017 to Kobe Steel’s falsified data and beyond. In some cases, these practices stretched on for decades before discovery. On the surface, companies chase the mantra: “reduce costs, increase revenue.” The Board applauds, shareholders smile, and quarterly reports look sharp. But behind the curtain,...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Let’s talk about sales, and why the new year always feels like a repeat performance. Greek myths rarely have happy endings. They are mostly cautionary tales, reminders of how the Gods treated humans like toys. One myth, in particular, perfectly captures the life of a salesperson: the story of Sisyphus. He was condemned to push a massive rock up a hill, only to watch it roll back down again, forever. That is exactly what we face in sales. We push that giant rock—the annual budget—up the hill every year. We grind, we hustle, we celebrate the results at year’s end, and then what happens?...
info_outlineI 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 and the organising body had that covered and Japan loves formality and there was plenty of that on display too. There were some significant lessons on offer for presenters as well.
One of the sponsoring countries had their Ambassador there to present a prize and give a speech. Extolling the virtues of his country and its educational opportunities for these keen students of English is a natural fit. What wasn’t so natural was that he had to read his speech. I have been a diplomat, yet I see this time and time again - Ambassadors who are poor public speakers. Anyone in that position, for that type of occasion who has to read his speech, qualifies as a poor pubic speaker in my book.
By contrast Her Imperial Highness Princess Takamado gave a splendid speech, alternating between English and Japanese. She wasn’t reading it, the content was relevant and interesting. When you are a member of the Imperial family there is tremendous expectation on you and she could have chosen the safe route and have read her speech. Yet, she gave her remarks without notes and spoke freely. It was so much more powerful and connected with her audience. The toast was given by a senior Government official, who did so in excellent English and without any notes either. The only one who couldn’t give his speech without reading it, was the one native speaker involved. Rather ironic I thought.
Then we had the three finalists give their talks. Of course they had memorised their speeches. As Middle School students living in Japan it would be unlikely they would be able to do anything less. A five minute speech is a long time to memorise a speech, but they all did it brilliantly. If the Japanese education system does one thing well, it is rote memorisation. The final speech was given by the winner and it was very surprising. Also surprisingly, the three finalists were all boys, where normally this is an area of education where girls usually do better.
The English pronunciation of the finalist was certainly not as good as the second and third place winners. You would think that would disqualify him for winning but it didn’t for a number of very important reasons. When he started speaking I was thinking that his pronunciation wasn’t so good, so how did he manage to win? What followed was a winning combination of factors. We can learn a lot from a fifteen year old Middle School student from the backblocks of Wakayama Prefecture.
His theme was about him trying to improve his poor pronunciation which was congruent with who he was. In other words he was being authentic and appropriate in the eyes of his audience and so he could connect with them. The other boys told stories too but this boy included dialogue with his grandmother in his recounting of his story and this added that additional element of drawing us into the action. When he spoke he did something more than the other contestants.
He spoke with his whole being. The other two finalists with better English pronunciation used their voices, some small gestures and some facial expressions in their talks. The winner however was speaking with his whole body language lined up behind his words. He was moving in a relaxed way that was congruent with his message. He sounded more natural, even though it was a totally canned speech. He wasn’t the best English speaker in the contest, but he was the best communicator in English. That difference is huge. I found the same thing with my Japanese. I started by worrying about linguistic perfection but discovered it didn't matter. Even if my vocabulary was limited, my pronunciation unreliable and my grammar garbled, the audience came with me into my story, when I delivered it the right way.
As adults, in business, we can decide to avoid reading our speeches at all costs. Thinking about our audience when we craft our talk is critical. In the delivery, we should be authentic. That means we don’t worry about occasionally mispronouncing words or stumbling over phrases. We are focused in our delivery on bringing our total body language, our passion, to the subject. We don’t get hung up on perfection, because we are focused on communication. If we do that, then we will be successful in getting our messages across.