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354 Presenting Elicits Valuable Lessons. Capture Them.

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Release Date: 06/08/2025

377 Curiosity, Then Context: The Smart Short Pitch show art 377 Curiosity, Then Context: The Smart Short Pitch

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...

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376 In Japan, Should Presenters Recycle Content Between Talks? show art 376 In Japan, Should Presenters Recycle Content Between Talks?

The 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...

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375 Mentoring Under Pressure: How Bosses in Japan Make Change Work show art 375 Mentoring Under Pressure: How Bosses in Japan Make Change Work

The 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...

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374 Selling in Japan: Why Two Out of Six Is a Win show art 374 Selling in Japan: Why Two Out of Six Is a Win

The 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...

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373 From Scripted to Authentic- How Leaders Win on Stage show art 373 From Scripted to Authentic- How Leaders Win on Stage

The 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...

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372 From Ritz-Carlton to Pasona: What Leaders Can Learn About Mood Making show art 372 From Ritz-Carlton to Pasona: What Leaders Can Learn About Mood Making

The 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...

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371 Why Clients in Japan Rarely Call Back – And What Salespeople Can Do About It? show art 371 Why Clients in Japan Rarely Call Back – And What Salespeople Can Do About It?

The 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...

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370 Why New Salespeople Struggle In Japan – And How To Fix It show art 370 Why New Salespeople Struggle In Japan – And How To Fix It

The 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...

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369 Corporate Ninjas of Concealment: How Leaders Lose Control show art 369 Corporate Ninjas of Concealment: How Leaders Lose Control

The 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,...

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368 The Cure for Corporate Cancer: Rethinking Sales Outreach show art 368 The Cure for Corporate Cancer: Rethinking Sales Outreach

The 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?...

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More Episodes

 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 Australian Consul and Trade Commissioner in Nagoya.  As far as the locals were concerned, I was the Australian Ambassador to the Chubu Region.  I am sure the parade of the various Ambassadors in the Tokyo Embassy never saw it that way, but that is how the locals viewed my vice-regal presence.  One consequence was you were regularly asked to give long speeches.  I say long because a one hour speech would be a dawdle, compared to the two hour monstrosities you were expected to fill.

I started writing down the speech number, the title, who it was for, what language was I speaking and how long was the speech.  I did this because Japan loves the devil they know and you would be asked back to speak again and it is embarrassing if you don’t recall the first talk.  I am now over 560 speeches on my list.  Without knowing it I was compiling a body of  work as a speaker.  The list noted the topics I covered, which was a useful reservoir of things I could speak about if asked to venture forth a topic for the nominated speaking spot.

I would often use visuals.  When I started we were back in the dark ages and were using overhead projectors (OHPs) and breakthrough innovations like colour OHPs instead of just black and white images.  For photographs, we used a slide carousel and a slide projector.  At some point we moved to powerpoint and life got a whole lot easier, when it came to preparing presentations.  Somewhere I probably still have those OHP presentations stored away somewhere, except today you would struggle to find an overhead projector to show them with.  We can much more easily store our presentation materials today, so there is no excuse about not doing that.

I keep my presentations in digital files stored by the year in which they were delivered.  This is very handy because you can go back and see what you covered when you gave that talk.  Some of the images may be plundered for a current presentation, if they are relevant, so it is a nice resource to draw on.  You can also see how much you have grown in sophistication as a presenter, by looking at the quality of what you have been presenting.  This is a step we shouldn’t miss because we are often so caught up in our everyday, we lose sense of the time progression in our presenter lives.

A more difficult task is to grab the points that are additional to the slides.  These may be kept as notes on the print out of the slide deck or in a notes format for the talk.  If I have notes, which these days is pretty rare, then they will be very brief.  They are flags for me to expand upon when I am delivering my talk.  More frequently I will print out two or four slides per page and then write on those pages.  I will note some key points I want to make when we get to that slide.  If I am not using slides then the notes format plays the same prompt role. 

 Things occur to me during a talk, which were not planned.  Maybe I got a light bulb type of idea or a question exposed an answer and brought some additional information to the forefront.  One thing I strongly recommend is immediately after the speech, carve out thirty minutes for quiet reflection on the talk and think about what things you would change in order to make it better next time.  The tendency is to rush back to work, which usually means either meetings or catching up on email.  They can wait.  Don’t schedule back to back activities after the talk – give yourself a little time to think.

What I find hard to do is to store the notes hand written on the pages and the notes on the ideas which occurred to me after the talk.  Paper tends to get lost and you throw it out in a bug of spring cleaning and lose it.  Either take photos of the notes on your phone or scan the pages and then file them together with the electronic slide deck in the file for that year of talks.  This way you never lose the inspiration and record of your thinking about this topic.

Time will pass.  You will deliver talks, will get ideas both before and after.  Capture them and learn from what went well and how you can improve on it for next time.  You need a system and if you don’t have one today,  then now is a good time to think about creating one.