The Japan Business Mastery Podcast By Dale Carnegie Training Tokyo Japan
The Japan Business Mastery Show aims to draw back the velvet curtain on what is rerally going on with doing business in Japan. Everything is so different here it can be confusing. This show will take you through all those minefields and position you for success in this market.
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256 Your Presentations Is Mind Numbing And Brand Destroying
06/26/2025
256 Your Presentations Is Mind Numbing And Brand Destroying
We watched a big-name company blow a golden opportunity. The speaker was the President, and he had a dramatic story to tell—corporate crisis, media attacks, public apologies, and a redemption arc. Yet his presentation landed like a lead balloon. Why? Because he delivered it in a lifeless monotone, with no energy, emotion, or storytelling. It was a flat narrative built around a dull slide deck that never got lift off. This wasn’t just a bad speech—it was a brand-damaging catastrophe of a speech. And it reminds of David Ogilvy’s tomato soup story: when asked why he didn’t promote Campbell’s tomato soup, he replied, “Because it’s orange and not very good. If we promote it, more people will try it and be disappointed.” The same applies to presentations. If your delivery is a joke, the more people see it, the more damage you do—to yourself and to your company. Presenting isn’t just about dumping data. Data needs stories, and stories need data. When the audience doesn’t feel the highs and lows, they switch off. What could’ve been a high-impact brand moment became a forgettable, torturous monologue. Imagine telling that company’s comeback like a Disney rollercoaster—diving into abject failure, hurtling through the black hole of public scrutiny, then soaring high into the heavens with recovery and growth. That’s how you win hearts, minds, and loyalty. Treat every talk as a critical branding moment. Speak with conviction, inject passion, and embody your message with voice and body language. Be the story, not just the storyteller. Because audiences remember stories, not stats. They remember nothing other than how you made them feel. Make sure your message—and its delivery—are irresistible, because you’re building your brand every time you speak.
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255 Own the Mistake Or Lose The Customer
06/19/2025
255 Own the Mistake Or Lose The Customer
Things go wrong. That’s life in business. Mistakes, delays, accidents — they’re inevitable. But the real difference is how we handle them when they occur. In Japan, people expect you to own the mistake, not hide from it. Silence, excuses, or blaming the customer won’t work. In fact, they can do invisible, long-term damage to your reputation — the kind you won’t see on a balance sheet, but it’s there, quietly draining future revenue. We’ve seen projects nine months late, completely off the mark, and somehow the provider still tried to flip the blame onto the client. That’s not just bad service — that’s selfish. And selfish service providers don’t last long in Japan. Make yourself easy to contact. So many online services are terrible for this. If you have a problem, trying to find what you can do about it on their website is a nightmare. Don’t be like that and hide behind generic emails or faceless websites. Put your name out there and be reachable. Your team will often try to shield you from problems — don’t let them. Get close to the issues. And don’t be mealy-mouthed about it. If the customer says the service failed, admit it — because their perception is your reality. Trust is far more valuable than the money involved. Every staff member, even part-time workers or foreign trainees, must be trained to handle mistakes. Not just what to do, but why we do it. Without that clarity, you’re relying on “common sense,” and we all know how “uncommon” and unreliable that can be. We need to build systems, language, and culture around recovery. Let’s train our people, get them to buy in to our values, and keep repeating it until it sinks in. When things go wrong — and they will — let’s make sure we respond in a way that earns loyalty, not regret.
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254 Cease Your "Three-Day Priest" Mentality
06/12/2025
254 Cease Your "Three-Day Priest" Mentality
The Japanese saying "mikka bozu," or "three-day priest," perfectly captures the common experience of initial enthusiasm quickly fading. People sign up for the priesthood, find it tough and promptly give up. We often begin new endeavours with resolute resolve, but daily challenges diminish our commitment. If you feel yourself teetering on the brink, don't be discouraged. Instead, reassess your goals and focus on what's achievable to build momentum. It's easy to fall into an all-or-nothing mindset with resolutions, leading to complete collapse and abandonment when reality sets in. We should adopt a more realistic approach by breaking down larger goals into smaller, manageable steps with clear milestones. Prioritize achievable goals to create early wins, as success often fuels further success. Avoid being swayed by the ambitions of others and concentrate on your own pace and methods. Focus on the fundamentals, the "blocking and tackling" of your field. Take ten minutes to identify and prioritize the basics of your work. This simple exercise can provide a practical roadmap for progress. Don't give in to the "three-day priest" mentality. We can recover from setbacks by regrouping, recalibrating, and recommitting to our starting point. Remember, as Yogi Berra said, "it ain't over till it's over"
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253 Ace Your Team Pitch Or Face Oblivion
06/06/2025
253 Ace Your Team Pitch Or Face Oblivion
Team presentations differ significantly from solo presentations, where you have complete control. A common mistake is inadequate rehearsal, which can damage personal and organizational reputations. Thorough preparation with multiple rehearsal sessions is crucial. The order of speakers matters too. The strongest presenters should lead to create a positive first impression, while technical, nerdy experts can present in the middle. Be careful to not allow mechanical slide creation consume all the preparation time; practicing soft skills are also super important. Schedule strict deadlines for early slide completion to allow for plenty of team practice. During rehearsals, practice transitions like handoffs between speakers to demonstrate unity. Ensure every team member can deliver each section in case someone on the team gets ill and you have to cover for them. Assign a "navigator" to manage the question-and-answer session. The navigator directs who answers which questions. When encountering nasty, mean or complex ones they can provide some margin to allow the designated expert time to formulate the best response. They might also ask for a question to be repeated to provide the expert with some thinking time, but this should be used only once. Ultimately, successful team presentations require expert preparation, a clear strategy, and tons of rehearsals.
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252 The Classic Sales Brush Off In Japan
05/22/2025
252 The Classic Sales Brush Off In Japan
In Japan, the common response of “We’ll think about it” often comes after a salesperson’s second meeting with a client. The first meeting focuses on establishing trust and understanding the client’s needs, while the second involves presenting a proposal and trying to close the deal. However, the reality is different: many Japanese salespeople jump straight into pitching their product’s features without fully understanding the client’s needs, leading to this vague response. This happens because they often miss out on clarifying the client’s true objections, which could be hidden or unspoken. To handle this, we should accept that the client might need time to think, but also aim to clarify why. Using a strategy from Victor Antonio, salespeople can probe by asking whether the client is truly interested but unsure or simply not interested at all. If the client is interested but uncertain, further questions should explore if the product’s fit, functionality, or finances are an issue. In Japan, though, pressuring the client is risky, as the decision-making process involves internal discussions, not just one person’s opinion. The buyer may agree with the proposal but still need to align with other departments or stakeholders. Instead of pushing for an immediate answer, it’s better to address potential internal concerns. Salespeople should ask if there might be resistance from other teams or if functionality or finance might cause problems. By doing so, they guide the client to anticipate objections from others, while reinforcing the proposal’s value. When hearing “we’ll think about it,” salespeople should stay calm, set up a follow-up meeting, and avoid pushing too hard, maintaining the trust they’ve built.
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251 Accountability
05/15/2025
251 Accountability
Holding people accountable is essential for any leader, yet many struggle with it, leading to missed deadlines, poor performance, and incomplete work. Often, this happens because people aren’t deliberately failing; they’re simply lacking the structure and guidance needed to perform at their best. As leaders, we must start with ourselves, particularly in managing our time effectively. Poor time management causes unnecessary stress, impacting both our own performance and the mood of the team. Stress is contagious, and a leader's mood can easily affect the entire workplace atmosphere. A major challenge is not properly defining priorities and overloading ourselves with tasks. This occurs because we avoid delegation due to previous bad experiences or fear of mistakes. However, delegation is crucial for team growth and career development. It’s also a way to leverage the team’s potential, allowing us to focus on tasks that only we can do, like coaching. Delegation is not about dumping tasks but teaching others the 'Why,' 'What,' and 'How' of their responsibilities. By doing this, we empower the team to take ownership, ensuring better accountability. As leaders, we must spend time coaching and holding team members accountable for their work, ensuring they understand the bigger picture and the importance of their contributions. If we manage our time well, we create space for coaching, monitoring progress, and checking milestones. This proactive approach minimizes unpleasant surprises and ensures the team stays on track. Ultimately, being an effective leader requires a balance of good time management, coaching, and accountability. By creating better habits and delegating effectively, we improve not only our own leadership but also the performance and growth of our team.
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250 Mindset for Presentations
05/08/2025
250 Mindset for Presentations
Our mindset is key to success in any activity, whether it's sports, business, or public speaking. Yet, many of us forget this vital aspect when preparing for presentations. We dive straight into the content, logistics, and technicalities without pausing to ensure we have the right mental attitude. Since a presentation puts both our personal and professional brand on display, it’s important to get this right. Confidence is crucial for any presenter, especially when dealing with nervousness. Even if we're feeling uncertain or anxious, we must hide that from the audience. Hesitation can destroy the effectiveness of our message. Too often, we rely on our content, thinking that it will make up for poor presentation skills. However, the truth is, no matter how brilliant the information, a lack of delivery can cause the audience to tune out, especially in today’s world of constant digital distractions. To compete with distractions like social media, we need to deliver our message confidently and in a way that captures attention. It's not just about having great content but also delivering it with authority. This means knowing your material well enough to speak confidently without reading off notes. Having practiced the delivery ensures you can engage with the audience and keep them focused. Preparing for a presentation is not just about creating slides but rehearsing the talk itself. In the weeks leading up to the talk, visualize your success and rehearse mentally. Picture yourself speaking confidently, engaging the audience, and controlling the room. When you’ve practiced thoroughly, you know the flow, timing, and emphasis, making the experience much more enjoyable and impactful.
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249 Case Studies For Sales
05/01/2025
249 Case Studies For Sales
Getting Japanese clients to agree to share case studies can be tough due to their cautious approach to divulging company information. The “no” response often feels final, and persuasion can fall short because company policies prevent employees from deviating from established rules. It’s not uncommon for clients to fear favoring one provider over another, which leads to reluctance in making exceptions. This reluctance may seem frustrating to outsiders, but it’s a challenge that requires creativity and strategic thinking. Instead of giving up on case studies altogether, we can create two types of stories: verbal and print versions. These should be concise, focusing first on the positive outcomes and then detailing how the solution was implemented. By beginning with the results, we immediately engage potential buyers, showing them the benefits of the solution in a relevant way. This grabs attention and establishes credibility. Once the outcome is presented, it’s important to tell the story of the problem in a relatable manner. Describing the people involved, the challenges faced, and the emotional toll can help listeners connect on a deeper level. For example, explaining how stress and health issues impacted a client can make the situation more relatable. Following the problem, the solution should be described, focusing on both the technical details and the impact on the team. The goal is to not only showcase the solution’s features but also emphasize how those features helped improve the client’s situation. Even without naming the client, a well-crafted, emotionally engaging story can resonate with potential buyers and make them feel connected to the solution. Good storytelling can transform dry case studies into memorable and persuasive sales tools, helping clients visualize the benefits of a product or service in a way that’s both relatable and impactful.
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248 Top Leader Challenges
04/24/2025
248 Top Leader Challenges
Running a successful business requires sharp focus on cost control, maintaining quality, building the brand, staying alert to competitors, and appealing to stakeholders. However, a growing challenge in today's business world is managing people. In Japan, there’s a rising concern about attracting and retaining qualified staff. The once abundant pool of candidates is shrinking, with more industries facing staffing shortages. Employees now have multiple job options, making it essential for businesses to stand out and ensure they keep their employees satisfied. People don't leave companies, they leave bosses. With the rise of online reviews, job seekers can easily evaluate potential employers before applying. A poor workplace culture or mistreatment by management can lead to high turnover. Engaged employees, on the other hand, feel valued and are less likely to leave. Middle managers play a crucial role in maintaining employee engagement and ensuring a positive work environment. The leadership challenge is evolving, requiring middle managers to treat staff well, communicate effectively, and provide timely, specific praise. Flexible work arrangements and understanding personal needs, like family care, are becoming more important, as traditional HR models are evolving. Additionally, the importance of innovation and delegation is growing. Senior leaders should focus on coaching and developing their staff, fostering a culture where employees feel appreciated and motivated to contribute ideas. To retain top talent, businesses must invest in creating a positive work culture. Leaders must recognize that their staff's well-being and engagement are as critical as business performance. Middle managers need to adapt to the changing expectations of the workforce, and companies must acknowledge the growing importance of people management for sustained success.
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247 Deep and Broad Presenting
04/17/2025
247 Deep and Broad Presenting
When delivering a great presentation, it's easy to feel satisfied, especially when the audience is soaking up your content. But the challenge comes when things are going well, and you want to elevate them to the next level. I recently attended a presentation where the speaker nailed it: the content was relevant, the room was packed, and the delivery was top-notch. But even with all these elements in place, there was still one thing missing that could have made the presentation even more powerful. The speaker did a fantastic job presenting broad industry trends and future projections, which kept the audience engaged and excited. However, the talk could have been even better if it had connected those big-picture trends to the daily challenges faced by the audience. While discussing the future direction is essential, it’s equally important to show the audience how they can apply that information in their day-to-day work. Rather than just presenting theories and predictions, offering practical, actionable takeaways would have made the presentation even more impactful. These could have been a few steps that the audience could start using right away to adapt to the changes coming in their industry. By linking macro-level trends to the micro-level actions people can take, the speaker would have made the talk more relevant and valuable. When preparing an "inform" style presentation, try to focus on five key takeaways. Offering too many steps can overwhelm the audience, while five actionable points are manageable and memorable. These takeaways give the audience a sense of accomplishment and leave them feeling more prepared for the future. So, next time you're presenting, consider adding those concrete steps to help your audience take immediate action and feel empowered.
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246 Japan Is So Business Formal
04/10/2025
246 Japan Is So Business Formal
In Japan, politeness and formality go hand in hand, shaping interactions in ways that might feel unfamiliar to people from more casual cultures like the United States, Australia, or Canada. While some European countries may find Japan’s structured approach more familiar, many Western visitors are surprised by just how much etiquette matters—especially in business and official settings. One of the most formal experiences I had in Japan was accompanying Australian Ambassador John McCarthy when he presented his credentials to the Emperor. It was a grand occasion, starting with a waiting room at Tokyo Station, followed by a horse-drawn carriage procession, and attended by a senior Japanese Cabinet minister. Every movement—walking, standing, speaking, even sitting—was carefully choreographed. The level of formality was truly something to behold. Surprisingly, my second most formal experience wasn’t at a government event, but with Osaka fishmongers. These business leaders, who buy a lot of Australian seafood, took the introduction of Ambassador Dr. Ashton Calvert very seriously. It was a powerful reminder of Japan’s deep respect for hierarchy and tradition. But formality in Japan isn’t just reserved for official events—it’s part of everyday interactions. I once attended a meeting with the Vice-Governor of Osaka, and his upright, composed posture stood in stark contrast to my Australian guest, who sat back and relaxed. It was a clear example of how different cultural norms can sometimes be misinterpreted. Business meetings in Japan often take place in grand rooms with large chairs spaced far apart, making conversations feel a bit formal and distant. Foreigners might instinctively move closer when demonstrating a product, which can be a breach of etiquette—but a quick apology helps smooth things over. Japanese politeness also extends beyond meetings. A small but meaningful gesture, like walking a guest all the way to the elevator instead of just to the door, is a sign of respect. These thoughtful details are woven into everyday life in Japan, though they might not always be obvious to visitors. For anyone doing business in Japan, embracing formality is key to making a good impression. While foreigners won’t be expected to act exactly like locals, showing an effort to follow cultural norms goes a long way in earning trust and respect. And after business hours? That’s when Japan’s love for informality shines, offering a welcome balance to the day’s structured interactions.
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245 Boss Genius Coaching
04/03/2025
245 Boss Genius Coaching
Bosses get this wrong. The younger generation demands a new type of boss—someone persuasive, focused on their career development, and who is skilled as a communicator and coach. Japan’s demographic crisis makes meeting these demands even more critical. With fewer young people entering the workforce, competition for their loyalty is fierce. Employers unable to satisfy their expectations will lose talent to competitors or rely increasingly on non-Japanese workers to fill the gap. Statistics reveal the challenge: 35% of young Japanese graduates quit their jobs within three years. One key reason is the lack of effective leadership. Middle managers often lack proper training, relying on outdated On-The-Job Training (OJT) methods. This perpetuates the flawed systems of the past, leaving young employees disengaged and unsupported. To reverse this trend, bosses must adopt a coaching mindset. A super coach identifies team skill gaps, prioritizes development, and co-creates goals with employees. Coaching requires mutual trust and an understanding of individual triggers for improvement. Bosses must invest time to know their team members, tailoring their approach to each person’s needs. Time management is the foundation of effective coaching. Unfortunately, most middle managers in Japan struggle with this, prioritizing urgent tasks over long-term development. The modern boss must master time management to create space for coaching, focusing on skill development, explaining the “why” behind tasks, and guiding employees through practice and feedback. Instant feedback is crucial for younger workers stepping out of their comfort zones. Recognizing their incremental progress builds confidence and encourages further growth. Results-focused leaders must shift to appreciating “baby steps,” combining real-time feedback with tailored rewards that resonate with individual preferences. Today’s Japanese boss must become a super coach—offering the guidance they themselves may have lacked on their way up. By investing time and effort into nurturing the younger generation, bosses can ensure long-term organizational success. This is not just an evolution but a necessity for modern leadership in Japan.
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244 Be Careful Using Your Hands When Presenting In Japan
03/27/2025
244 Be Careful Using Your Hands When Presenting In Japan
Don’t get this wrong. Good posture never goes out of style, yet many presenters struggle with it. Standing straight projects confidence, enables better breath control, and conveys energy. However, the presenting environment often tempts us into poor habits. Even seasoned performers—actors and singers—struggle with posture during award acceptance speeches. Instead of standing tall, they hunch over microphones, giving audiences an unflattering view of their bowed heads. These professionals, familiar with microphone technology, should excel at its use but often fail to adapt to the setup. As a presenter, you can avoid this by preparing beforehand. Test the microphone to ensure it suits your needs, and request alternatives like a handheld or lavaliere mic if necessary. If caught off guard, don’t hesitate to remove the microphone from its stand or lift the entire stand to bring the mic to your level. The key is to take control of the tech, not let it dictate your posture or delivery. Podiums are another culprit behind poor posture. Many speakers clutch the podium for balance or as a substitute for gestures, especially if unsure what to do with their hands. This restricts movement and leaves the speaker hunched over, further diminishing their presence. Instead, step slightly back from the podium so the temptation to go for the grip is eliminated, stand tall, and use a slide clicker to navigate your presentation. Free from the restrictions of the physical podium, your gestures can enhance your words and engage the audience. If you must use a podium for notes or as a laptop stand, maintain good posture by standing upright and away from the podium’s edge. I often rotate the podium toward me, so that I can easily see my laptop screen, as I stand to the side. This prevents reliance on the podium for support and keeps my hands free for natural gestures. Good posture marks a professional who commands their environment, tech, and presentation space. By addressing these physical and technical challenges, you can focus entirely on engaging your audience—our ultimate goal.
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243 Setting the Foundations For Making The Sale In Japan
03/20/2025
243 Setting the Foundations For Making The Sale In Japan
Nemawashi, translates to “groundwork” and is rooted in the practice of moving large trees. This intricate process—preparing roots, wrapping them, and relocating the tree—serves as a metaphor for meticulous preparation before decisions in business. In Japan, decisions are typically made before meetings, with the gathering itself serving as a formality to approve prior agreements. The groundwork involves engaging stakeholders individually, securing their buy-in, and addressing potential concerns. In contrast, Western decision-making often occurs during meetings, with open discussions and debates leading to a consensus. This cultural difference means that to influence outcomes in Japan, preparation must begin early, before formal discussions occur. Whether dealing with internal teams or external clients, success depends on influencing decision-makers ahead of time. When working with a client, for example, your internal champion becomes pivotal. They must persuade decision-makers using data, testimonials, and evidence you provide, ensuring the groundwork is solid. Neglecting this preparation risks losing control of the decision-making process. Nemawashi also involves understanding the dynamics within the meeting. Others may push their agendas, so your champion needs a clear strategy. Identify meeting participants, anticipate their concerns, and craft tailored approaches to win them over. Preparation should include counterarguments for opposing perspectives, ensuring your champion can effectively advocate for your preferred outcome. While nemawashi doesn’t guarantee success, it maximizes your chances. Poor preparation often leads to unfavourable decisions. By embracing nemawashi, you can position yourself strategically, influencing outcomes in alignment with Japanese decision-making norms. This approach not only enhances your chances of success but also helps you navigate complex organizational dynamics more effectively.
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242 Mood Control In Japan
03/13/2025
242 Mood Control In Japan
Don’t be delusional. Do you consider yourself moody? Perhaps not, but as a boss, your team may perceive you differently. Employees are keenly attuned to your every movement, tone, body language and expression, constantly evaluating your mood to gauge whether it's a good time to approach you with work-related matters. Your ability to mask emotions or maintain equilibrium amidst challenges significantly influences the workplace atmosphere. As the leader, your mood sets the tone for the day. A positive attitude can uplift the team, while a negative one can drag them down. The challenge lies in maintaining this positivity consistently, regardless of personal troubles or external factors like the weather or how you are feeling. Leaders must avoid expressing judgments about uncontrollable elements, like a rainy day or a sunny morning, which might signal to others that emotions can be swayed by such minor elements. Beyond weather, procrastination is another mood indicator leaders should watch. When faced with daunting or unpleasant tasks, it’s easy to divert attention elsewhere—emails, calls, or minor administrivia—rather than tackle the priority head-on. This avoidance can diminish motivation and affect the team’s perception of your leadership. Similarly, setbacks like low revenues, missed deadlines or subpar performance from team members can derail your positive mindset. However, as a leader, you cannot blow your stack. You need to respond very carefully and thoughtfully. Effective leadership demands discipline and emotional control. It’s about engaging both intellect and empathy to guide decisions and maintain team morale, even under pressure. Leaders cannot indulge in visible frustration or unchecked emotion. Instead, they must project confidence and resilience, serving as a stabilizing force for the team. While perfection is unattainable, the image of a steady and composed leader is crucial. Ultimately, being a “sunny boss” isn’t about feigned cheerfulness but about demonstrating consistent emotional stability. Leaders must resist letting external factors or internal fears dictate their behavior. By cultivating self-discipline, they can positively influence their team’s mood and productivity, ensuring the workplace remains a place of progress and collaboration, no matter the challenges.
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241 Open The Kimono When Presenting In Japan
03/06/2025
241 Open The Kimono When Presenting In Japan
Stop wrecking your presentations. When delivering talks, many speakers separate their personal identities from the content, focusing solely on facts, data, and evidence. This approach, often favored by technical individuals, misses the opportunity to create deeper engagement with the audience. As an introvert, I understand the hesitation to share personal stories. However, keeping oneself out of the narrative is a significant mistake. Injecting personal experiences and insights into a presentation transforms it from theoretical to practical, resonating more deeply with the audience. Audiences crave authenticity and reality. Like seeking honest consumer product reviews, they value real-life stories that reflect genuine experiences. Personal anecdotes not only enhance our credibility but also foster a stronger bond with listeners. Sharing struggles, mistakes, and lessons learned, even when they don’t portray us in a perfect light, builds trust. Audiences find overly polished speakers unrelatable and prefer those who reveal their human side, including their flaws and vulnerabilities. Self-deprecating humor is particularly effective in this context. For example, sales master Zig Ziglar shared humorous anecdotes about his early career struggles, which endeared him to his audience. Such humor, focused on the speaker’s own missteps rather than targeting others, is both relatable and disarming. It demonstrates humility and reinforces the authenticity of the speaker’s message. It took me a long time to go from being a highly private person, reluctant to share personal stories, to embracing a more open approach in presentations. I discovered that audiences appreciated honesty and authenticity, resonating more strongly with talks that included my personal insights. This realization underscores the value of incorporating elements of oneself into public speaking. By doing so, we can create a genuine connection with their audience, increasing the acceptance and impact of our message. Our presentation is not merely a delivery of facts; it is an opportunity to engage and connect. Sharing personal stories, struggles, and even humorous anecdotes helps bridge the gap between ourselves and the audience. This human touch makes the presentation more compelling and memorable, leaving a lasting impression that resonates far beyond the immediate event.
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240 Buyer Styles In Japan
02/27/2025
240 Buyer Styles In Japan
Salespeople are ignorant. When interacting with Japanese buyers, personality differences play a more critical role than cultural differences. Understanding personality styles can help improve communication and sales success. A two-axis framework categorizes personality types: a horizontal axis measures from low assertion on the left across to high assertion on the right, and a vertical axis measuring people orientation at the top vs. outcome focus down below. Bottom right, the Driver type is highly assertive and outcome-driven. Often business founders, they value results over relationships, preferring direct and efficient communication. They make decisions quickly and dislike time-wasting, and their decisiveness can be final. To engage Drivers, use high energy and provide concise, results-oriented arguments – no fluff allowed. In the opposite diagonal, at top left is the Amiable. Low in assertiveness but highly people-focused. They prioritize relationships and team harmony. Amiables prefer a slower pace, avoiding conflict, and ensuring group consensus before making decisions. Communicating effectively with them involves lowering energy, soft voice and body language, emphasizing empathy, and building trust over time. The Expressive in top right is assertive and people-oriented. They thrive on enthusiasm, big-picture ideas, and social interactions. Often found in sales, training or creative fields, Expressives dislike details and data, but enjoy vision and brainstorming. Engaging them requires matching their energy, discussing future possibilities, but don’t bog them down in the weeds. In contrast, at opposite diagonal in the bottom left, the Analytical is low in assertiveness and focused on data, lots of data. Detail-oriented and logical, they value evidence, precision, proof, testimonials, and clarity. Common in technical roles, they require extensive proof before making decisions. To connect with them, bring detailed data, avoid emotional appeals, and give them time to process. To maximize sales success in Japan, sellers must adapt their preferred communication style to that of each buyer's personality. Sticking to one’s natural style works for only one in four interactions, but tailoring communication ensures we can hit all the bases. Adjusting tone, energy, and message focus to align with these personality types—Driver, Amiable, Expressive, or Analytical—enhances engagement, connection and gets results.
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239 Taking Accountabilty In Japan
02/20/2025
239 Taking Accountabilty In Japan
Stop being weak. The beauty, weight loss, fashion, and entertainment industries inundate us with images of unattainable perfection, leaving many feeling inadequate—too tall, short, fat, thin, or unsuccessful. It’s easy to fall into the trap of wishing for better circumstances: wealthier parents, a better education, or a more favorable start in life. But wishing changes nothing; the past cannot be undone. While mistakes, poor choices, and misfortunes may weigh us down, the key is to stop dwelling on what lies behind us and channel that energy into moving forward. To progress, we must act as our own first responder, rescuing ourselves. No external savior will arrive to lift us out of difficulty; we must create our own rescue plan. The first step is to free ourselves from the burdens of the past. Painful or unjust experiences may linger, but we can minimize their impact by mentally compartmentalizing them. Imagine sealing those memories in a transparent, impenetrable bulb, where they are visible, but cannot escape to contaminate today. Recalling the past but without allowing worry to dominate is crucial for breaking free. Once liberated from the mental burdens of yesterday, we shift focus to today and our available strengths. The most valuable asset we possess is time. How we spend it determines our ability to create a better future. Viewing time as an asset opens the door to productive action. The process begins by crafting a clear vision of the life we want to lead. This vision should guide the creation of specific, realistic goals, broken down into actionable steps. Every moment spent on these steps builds momentum, moving us closer to our desired future. By focusing solely on what is within our control today and dedicating our time wisely, we can transform our lives. This self-rescue costs nothing but a small fraction of our greatest resource—time. The journey forward requires discipline, but it offers the freedom to shape a meaningful, empowered existence. Rather than wishing for different circumstances or dwelling on the past, taking intentional steps toward progress ensures growth and success. In reclaiming control over our time and actions, we break free from excuses, self-pity, limitations and create a pathway to fulfillment.
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238 How To Quieten the Crowd In Japan
02/13/2025
238 How To Quieten the Crowd In Japan
Some MCs are idiots. At a sports related event filled with free-flowing drinks, idle chatter, and hundreds of attendees, the presentations quickly unraveled into a comedy of errors. The MC, tasked with introducing the main speaker, faced an uninterested crowd more captivated by their own conversations than the proceedings on stage. In a desperate bid for attention, the MC resorted to shooshing the audience, first gently, then with exaggerated, strident authority, as if addressing unruly schoolchildren. This tactic only drew ridicule, amplifying the noise and making the atmosphere even more chaotic. When the main speaker took the stage, the MC’s antics continued, with unhelpful interjections and more shooshing during the speech. Unfortunately, the speaker lacked the skills to command attention, their words drowned out by the persistent hum of more self interested conversations. Subsequent speakers fared no better, victims of an audience too engrossed in their own chatter to care. Blame could be assigned to the unengaging speakers, the audience's rudeness, or both, but such analysis is too generous. The free flow of alcohol played a pivotal role; once the drinks started, the audience's focus shifted entirely to themsleves. In Japan, a different approach to similar events often yields better results. Alcohol is withheld until speeches are over, incentivizing discipline with the promise of a toast. While this method isn’t foolproof, it significantly reduces distractions, fostering a more attentive audience. However, the Japanese system also has its flaws, such as lengthy, monotonous speeches that can test even the most patient and thirsty listeners. For speakers facing such booze heightened challenges, the key lies in preparation and technique. Successful presentations start with a powerful, concise message that engages the audience immediately. Asking interactive, thought-provoking questions tailored to the event’s theme—like rallying sports fans to cheer for their favorite teams—can channel the audience’s energy positively. Following this, a pause to capitalize on the crowd’s silence ensures full attention for an impactful opening. Maintaining interest requires a blend of storytelling, vivid imagery, and dynamic energy. When addressing a noisy or distracted audience, a speaker must project energy levels exceeding the crowd’s, creating a commanding presence akin to a rock star’s performance. Amplified gestures, a powerful voice, and strategic engagement can cut through distractions. In contrast, uninspiring speeches and ineffective MCs, as in this event, doom speakers to be snubbed, ignored and completely forgotten. With proper techniques, a speaker can transform crowd chaos into an opportunity, standing out as a rare and skilled bolshie crowd wrangler.
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237 Never Stop Selling In Japan
02/06/2025
237 Never Stop Selling In Japan
Salespeople leave money on the table. The sales process doesn’t end with a signed agreement; delivery is the critical next step. Whether immediate or delayed, it’s often handled by someone other than the salesperson—usually agents, contractors, or back-office staff. Salespeople, meanwhile, quickly shift focus on new deals, leaving follow-up with buyers neglected. This is a common mistake that can cost opportunities and relationships. Instead, it is vital to schedule post-delivery meetings with buyers to ensure satisfaction, address issues, and explore further opportunities. A post-delivery meeting allows salespeople to confirm the product or service met expectations, ensuring any issues are promptly resolved. In Japan, for instance, quick fixes are essential due to tight supply chain imperatives and high customer expectations. By being proactive, salespeople can prevent disruptions to the buyer’s operations and strengthen trust. Additionally, feedback reveals whether buyers remain sold on the product, setting the stage for reorders, cross-selling, or upselling. Clients often test vendors with small initial orders before committing to larger ones. Passing these tests consistently builds confidence and increases order sizes over time. Moreover, follow-up meetings can uncover additional needs that weren’t disclosed initially. Market changes or deeper trust can reveal new opportunities. Salespeople who only prioritize new prospects risk missing these growth chances with existing clients. A structured approach aids in maximizing account development. Using a matrix, salespeople list clients vertically and products horizontally, marking current supplies, high-probability opportunities, and less-likely possibilities. This visual tool often highlights overlooked opportunities. Expanding relationships requires the courage to ask simple questions like, “Are there other needs we could help with?” or seeking referrals by narrowing the context, e.g., “In your golf group, is there someone who might benefit from our solution?” Make sure it is a focused referral request. Broad questions like “Do you know anyone?” overwhelm buyers, while specific contexts help them visualize candidates. For example, asking about their golf group narrows down candidates, yielding better responses. Sales success isn’t just about closing new deals. It’s about leveraging existing relationships for deeper connections, additional sales, and high-quality referrals. Action steps include scheduling time with the buyer post-delivery, resolving issues swiftly, preparing a product-client matrix for further opportunities, and refining referral requests to maximize impact. Staying engaged post-sale transforms satisfied clients into repeat customers and valuable advocates.
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236 Developing Women For Leadership In Japan
01/30/2025
236 Developing Women For Leadership In Japan
Japan discriminates against women in business. Former Prime Minister Abe’s modest targets for increasing female leadership numbers failed miserably. Abe’s campaign got nowhere, and with their tail between their legs, the Government significantly lowered their targets. This lack of progress is mirrored in Japan’s Rotary Clubs, traditionally male-dominated bastions within a global organization designed to foster professional connections and community contribution. Until recently, 94% of Japanese Rotary Clubs had no women members, including my own club. Since I joined in 2002, debates over admitting women were an annual occurrence, with opposition gradually dwindling as older members passed on. While there were no explicit rules against female members, selection processes magically excluded women. Thankfully, this era has ended in my club, although women still make up only 5% of Japanese Rotary membership, compared to the global average of 23%. Rotary in Japan remains a stronghold of influential businessmen, from local entrepreneurs to corporate captains of industry. These clubs reinforce existing male networks built during school and university years. While Rotary membership grows globally, Japan’s numbers have sharply declined since 2000, falling to less than half the world growth average. The recent acceptance of women marks a turning point, spurred more by declining membership rather than a genuine embrace of diversity. My own high powered club is large, wealthy, and conservative, with an average member age of 70 full of major CEOs and Chairman. If even this elite group can accept women, it does signal some broader societal change. My fellow club members are leaders of Japan’s largest corporations, so one hopes progress here reflects an evolving corporate culture. However, women’s underrepresentation in corporate training programs and leadership reveals latent barriers. Only 30% of participants in our company in-house training programs are women. Why? Because middle management is monopolised by men who do not groom women for future leadership positions. Diversity training is common now but often misdirected. With the current political pushback going on in America against DEI programmes, I wonder what will be the fallout in Japan? Companies here focus on upskilling women rather than educating male bosses about inclusive leadership. Often, I feel the whole exercise is a fake head nod to show they are doing something without achieving anything. The box has been checked and everyone can now move on. True leadership goes beyond managing processes; it involves developing all employees, including women. Without addressing male Middle Management’s role in perpetuating gender bias, progress will always be elusive. Abe’s original pathetic targets for women in leadership still remain distant. Womens’ advancement hinges on male decision-makers recognizing their role in promoting talent. Just as Rotary evolved to include women, Japanese businesses must transform their leadership approaches or pay the piper. Starting with male Middle Management, Japan’s fostering of inclusive leadership is essential for Japan’s future success. We are running out of people here and we need women to play a more active role in companies as leaders.
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235 Being Conversational In Japan
01/23/2025
235 Being Conversational In Japan
Presenters get this wrong. Avoid creating a barrier between yourself and the audience. Presenters are often elevated on a stage or positioned at the front of the room, surrounded by podiums, slides, lighting, and microphones, all of which can inadvertently distance them from their audience. In Japan, standing above a seated audience requires an apology at the start of the speech, as such positioning implies superiority in a hierarchy-conscious society. Similarly, using a commanding voice or overly formal demeanour can create unnecessary separations. Instead, focus on building rapport and connection. To persuade your audience effectively, remove as many barriers as possible. Speak conversationally, as though addressing close friends with whom trust and familiarity have already been established. This approach creates an atmosphere of shared confidences, making the audience feel they are privy to special insights and data. Transition from speaking at your audience to speaking with them. One practical technique is to engage with your audience before the presentation. Arrive early, converse with attendees, and ask about their reasons for attending. Incorporate these interactions into your talk. Mention names and comments from the audience to create a sense of inclusion and intimacy. For example: “Suzuki-san mentioned an interesting point earlier,” or, “Obayashi-san shared new data during our chat before lunch.” Recognizing individuals publicly not only builds connection but also enhances their sense of value. Adjust your tone to be more inclusive and conversational. Speak as though you’re chatting over a backyard fence rather than addressing a formal audience. Use gestures to draw people in, such as extending your arm with an open palm or miming an embrace of the entire audience. Maintain eye contact for about six seconds per person to ensure inclusivity without discomfort. Self-disparaging humour can also break down hierarchy. Boris Johnson, for example, uses humour to appear more relatable, despite his elite background. While you shouldn’t take yourself too seriously, avoid overdoing it, as excessive self-deprecation can seem insincere or manipulative. To foster connection, shift your mindset to a friendly, informal setting. Include your audience in your presentation, adopt a conversational tone, and use gestures and humour to build rapport. These strategies make your delivery engaging, memorable, and effective.
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234 Lure Out Their Objections
01/16/2025
234 Lure Out Their Objections
Salespeople often hope for straightforward buyers who buy without hesitation. However, reality is rarely so simple, and objections are actually critical to the sales process. When buyers hesitate, it signals interest, as it means they are considering potential issues. If buyers show no interest and raise no questions, that’s a warning sign—they’re not truly engaged. Objections suggest a mental commitment to the purchase, as buyers are naturally cautious and want to resolve potential risks before moving forward. In sales, objections reveal an intent to purchase and can guide us in addressing any reservations the buyer may have. When a buyer has no objections and doesn’t ask questions, they’re likely not invested in the product or solution, which could mean a failed sale. This is especially true in cases of high-cost or complex products; questions and objections indicate the buyer is working through a mental checklist and seriously evaluating the purchase. Addressing these concerns builds trust and moves the buyer closer to a decision. In Japan, decision-making is often done collectively, through a process called the ringi system, where various stakeholders in the company must approve the purchase. The individual in the sales meeting may be gathering information for others, not the final decision-maker. Consequently, they may raise fewer objections, not because they lack interest but because they’re not the end-user or the final decision authority. This can be misleading for the salesperson, who may not realize they still need to engage other decision-makers. A recent sales example illustrates this point: during a pitch to a financial institution with a scope ten times larger than they anticipated, the representatives raised few objections. This lack of questions signaled that they were likely not the decision-makers. This highlights the need to address the real stakeholders and make sure objections are raised and answered to progress the sale. No objections can indicate that the salesperson hasn’t demonstrated enough value or urgency. The true objective isn’t just a one-time sale; it’s to build a long-term partnership and ensure reorders. To achieve this, buyers need to feel confident they’re making the best choice for their business, requiring the salesperson to prove the product’s value and address any concerns that could prevent future purchases. Key Points Objections show genuine buyer interest and intent. No questions mean the buyer likely isn’t engaged or ready. In Japan, decisions often require broad approval, meaning the salesperson may not meet all stakeholders. Addressing objections builds trust and confidence, essential for long-term partnerships.
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Stop Rushing About
01/09/2025
Stop Rushing About
Is speed expensive? Constant hustling can lead to large and small errors of judgment. We get so caught up in living 24/7 lifestyles that we start missing big pieces of the success puzzle. People are the key to most businesses, but look at how we treat them. We hit the panic button on a piece of work and make everyone jump through hoops to make sure the deadline is met. We either end the sentence for the person we are speaking with or we cut them off and lunge in with our own preferred words and ideas. Doing more, faster with less, we are constantly hustling to gain time. The process becomes addictive. The unrelenting daily email tsunami pushes us to gain extra time - all the time. Our “contemplative self” is subsumed by the “mad rush us”, leaping around like a lunatic. Imagine if every interaction you have with others, where you are focused on hustling for your personal gain, came back to haunt you. How would this change your behavior? You would definitely take more care about the people around you, how you spoke with others and your general interactions with humanity. You would be more considerate of others. The slow food movement was a reaction to the impersonalisation of the food service industry. We need a slow business movement to do the same thing in the way we run our businesses. Contemplation is vaporizing as we constantly hustle. Who we really are and what we actually stand for in our value system is getting bent out of shape. So if you find yourself hustling like mad, stop and ask yourself, what is the cost of all this speed? What am I actually doing with all of these contraband minutes? Unleash the contemplative you instead and practice tuning yourself into other people. This is the universal, timeless, key business success skill – our ability to do well in our engagement with others and we are in danger of losing it
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233 Self-Sufficiency When Leading
12/26/2024
233 Self-Sufficiency When Leading
The beauty, weight loss, fashion, and entertainment industries project fantasies of success, often leaving people feeling inadequate. Comparing ourselves to wealthy actors, sports stars, or CEOs can amplify dissatisfaction with our own lives, making us wish we’d been born with better resources, opportunities, or advantages. However, dwelling on these thoughts isn’t productive; we aren’t going to be dealt a different hand in life. While past mistakes, poor choices, or unfavorable circumstances may weigh us down, it’s essential to stop focusing on what we cannot change. Instead, shifting our energy toward what lies ahead helps us progress. Many get caught up in revisiting past errors, but to move forward, it’s crucial to leave those burdens behind and focus on present strengths and opportunities. Moving forward means becoming our own "first responder." When disaster strikes, first responders act quickly to save lives. Similarly, no one will swoop in to rescue us, so we must act on our own behalf, developing a rescue plan to overcome mental barriers that limit us. While we can’t forget our past, we can stop letting it incapacitate us today. Worrying about past events doesn’t alter them. Instead, mentally “compartmentalize” these memories, so they don’t spill over into our present. With the past contained, the next step is to focus on our strengths. One of the most significant assets anyone has is time. Whether spent productively or otherwise, time is ours to use, and how we spend it determines our future. By viewing time as a key resource, we can direct it toward building the life we want. To use time effectively, set a clear vision for where you want to be. From there, identify specific, realistic goals and action steps. Progress may feel incremental, but with every action step, momentum builds, moving you closer to your vision. This process requires only a small amount of your most valuable asset—time—and yields a future crafted by your own efforts.
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232 Don't Be Flat When Presenting In Japan
12/19/2024
232 Don't Be Flat When Presenting In Japan
"The good is the enemy of the great" reminds us that competent speakers often fall short of their full potential, delivering presentations that are solid but forgettable. Many presenters lack that extra energy—the metaphorical "ten degrees of heat"—needed to elevate their talk from adequate to impactful. An intelligent, prepared presenter can cover content, address questions, and complete their talk. Yet, without that added intensity, the presentation fades from the audience's memory almost instantly. The issue is usually a lackluster opening. When speakers start speaking at the same level as their pre-talk chatter, they fail to signal a shift to something meaningful, making it easy for the audience to remain passive. Audiences arrive distracted, their minds already full, so the first words must forcefully capture attention. The beginning of a presentation should demand focus, with language that grabs listeners and prepares them to engage. Opening with a vivid story, an intriguing statistic, or a compelling quote can draw people in. These "hooks" are essential in creating a memorable experience. This attention-grabbing start should also include physical tools like eye contact, voice modulation, and gestures. Using a strong voice and adding gesture strengthens the overall impact, forcing people to focus. Eye contact is essential, even with large audiences, as it creates a sense of connection and accountability. Directing focus to individuals for about six seconds at a time gives a sense of shared attention and purpose. Physical positioning is another tool. Moving closer to the audience or adjusting posture to convey authority and warmth can amplify the connection. For example, standing over a seated crowd can add power to the speaker’s presence. These non-verbal cues, combined with vocal dynamics, engage the audience effectively. Once a speaker has captivated the audience, the next task is maintaining that energy. Vocal variety, pauses for effect, and energy level must be sustained to prevent the talk from slipping into a monotone that loses attention. Pauses build anticipation and emphasize key points, making the talk more memorable. A good start sets the tone for a powerful presentation. Sadly, many speakers start flat, stay flat, and finish flat, leaving audiences unimpressed and unengaged. Don’t let that be your presentation. Action Steps Recognize that audiences are often inattentive at first. Understand you’re competing with short attention spans and various distractions. Use a strong opening to grab attention. Leverage voice, eye contact, body language, and positioning for impact. A powerful beginning makes it easier to sustain energy throughout.
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231 Dealing With Objections In Japan
12/12/2024
231 Dealing With Objections In Japan
Hearing “no” isn’t easy, especially in sales. It’s a rejection we often react to emotionally, pushing harder in hopes of reversing the answer. However, immediately countering objections is usually ineffective, as this response is driven more by impulse than by strategy. A better approach is to use a “cushion”—a neutral statement that buys a few seconds to regroup and keeps the conversation calm. For example, if a client says, “it’s too expensive,” respond with, “It’s important to have good budget management,” instead of jumping into a justification. This brief pause lets you refocus and prompts you to ask “why” instead, uncovering the real reasons behind the client’s objection. Hearing a reason like “it’s too expensive” is often just a headline—surface-level feedback that may mask underlying concerns. Much like retail shoppers who claim they dislike a color to avoid revealing they can’t afford the item, buyers may deflect to avoid discussing their true reservations. Digging deeper is essential. Asking “Why is that a problem?” and probing further helps reveal their actual issues, and asking, “Are there other reasons?” ensures you’ve gathered all potential objections. Once the main reason is identified, determine if it’s based on fact or misconception. False information may require a firm rebuttal backed by evidence. If the objection is legitimate—like delivery time issues tied to quality standards—acknowledge it, explain, and see if there’s a workaround. In cases where finances are the concern, reframing your product as a solution to help improve their business can be effective. The key is addressing objections only after fully understanding the client’s perspective. Without this understanding, you risk wasting time on objections that don’t address their real concerns. Ultimately, by pausing, asking strategic questions, and prioritizing key objections, you can either resolve the issue or determine that it’s best to move on to another client who can benefit from your offer.
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230 Leadership Visionary In Japan
12/05/2024
230 Leadership Visionary In Japan
Visionary leaders are often seen as motivators and guides, but to lead effectively, they must first have a clear vision for themselves. Many people offer sound advice to others while neglecting to apply it in their own lives, which can undermine their credibility as leaders. To be a visionary, one must back their vision with specific goals. Living an “intentional life” is a good starting point; it means choosing to accumulate meaningful experiences instead of drifting aimlessly through life. Before focusing on a corporate vision, individuals should concentrate on their personal vision. If one’s life is disorganized, it’s difficult to inspire order in an organization. A future vision should reflect the life one desires: where to live, who to be with, and what fulfills and entertains them. In the corporate world, significant resources are dedicated to defining a brand’s direction. Individuals should apply the same rigor to their personal branding. This involves envisioning the ideal location and style of one’s future home, including details about its color, design, and surroundings. By creating a vision book with images and words, one makes this vision more tangible. To live intentionally, it’s essential to visualize objectives in detailed, concrete terms. This includes contemplating the person one aspires to become, relationships with others, travel experiences, preferred styles, and even choice of vehicle. Crafting a detailed picture of the desired future state helps solidify goals. Once the vision is established, it’s crucial to set goals that align with this vision. Goal-setting is most effective when roles in life are considered. People often focus solely on professional objectives, neglecting their multifaceted nature. Each person plays various roles—spouse, parent, friend, etc.—and should establish corresponding goals in areas like finance, health, and personal development. These goals must connect back to the personal vision. While the vision serves as the destination, goals are the vehicles that facilitate progress. Establishing a timeline for achieving the vision necessitates creating milestones for the goals to ensure accountability. Zig Ziglar once said, “You can have everything in life you want if you will just help other people get what they want.” To be a visionary leader, one must assist others in realizing their goals. The first step is to get one’s own life in order. This focus will establish the leader’s credibility and capability to support their team’s ambitions. When leaders successfully help their teams achieve their goals, they foster cooperation and become true visionary leaders.
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229 Dress Presentation When Presenting In Japan
11/28/2024
229 Dress Presentation When Presenting In Japan
The saying goes that there are "lies, damn lies, and statistics," and in the world of presenting, an often misquoted statistic claims that 55% of audience impressions are based on appearance. While this stems from Professor Mehrabian's research at UCLA, it's crucial to understand the context: this percentage applies when the content and delivery of a presentation are incongruent. When a speaker's words don’t match their presentation style, audiences can become distracted, especially in today’s world filled with distractions like smartphones. As speakers, it’s our responsibility to maintain audience engagement. High-energy presentations, which I strive to deliver, can generate heat, making clothing choices critical. For instance, I avoid wearing light blue shirts, as sweat can create a distracting two-tone effect. Instead, I prefer white shirts and always wear a jacket to maintain a professional appearance. The sight of a speaker with sweaty armpits is unappealing and distracting. Proper fit is also essential. An ill-fitting suit can disrupt the audience's focus. I recommend avoiding bright jackets during presentations; they draw attention away from your message. Instead, keep the focus on your words. When presenting on a panel, be mindful of your posture, especially with leg crossing. It can lead to awkward views of hairy legs or ankles. To avoid this, I wear long socks. While I enjoy bright ties, I choose muted options for presentations to prevent competing for attention with my face. One of my pet peeves is when men allow gaps between the tie knot and shirt collar. This oversight can be distracting. I also shorten my tie length slightly so that it doesn’t peek out from under the jacket, which helps maintain a polished appearance. Attention to footwear is also crucial. Shoes should be spotless and well-maintained; scuffed shoes convey a lack of professionalism. Ensure that your belt matches your shoes—brown with brown and black with black. Mismatched accessories can undermine your credibility. Nametags, often made of distracting plastic, should not be worn while presenting. Instead, place them on the table or lectern to avoid visual distractions. While this discussion primarily addresses men’s attire, similar principles apply to women. The key is to prioritize facial visibility over fashion, ensuring that nothing detracts from the power of your message.
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228 Ending Your FY Powerfully In Japan
11/21/2024
228 Ending Your FY Powerfully In Japan
Salespeople often fall into a rhythm of easing off as the year-end approaches, especially in Japan, where the fiscal year ends in March. This period, leading up to the holiday break, can see a decline in productivity that equates to 8% of the year. To maximize sales, it’s essential to maintain focus and activity through December. One effective strategy is to reach out to existing customers. Even if they are currently utilizing some of our solutions, there are often additional products or services they may not yet have considered. To identify these opportunities, create an Opportunity Matrix, listing available solutions at the top and clients on the side. Use check marks to denote what clients are currently purchasing and mark potential sales chances as A, B, or C for follow-up discussions. December is also an ideal time for prospecting, particularly by reconnecting with “orphans”—clients with whom you previously had a relationship but have since lost contact. Various factors, such as changes in personnel or economic conditions, may have caused these clients to drift away. Use this time to reach out, even if meetings may not occur until January. Another crucial action is to identify look-alike targets—companies in the same industry as current clients that would likely have similar needs. Instead of random calls, conduct targeted outreach to these potential clients, leveraging existing industry knowledge to craft compelling opening conversations. Finding the right decision-makers can be challenging, particularly in Japan, where information is not always readily available. Annual reports can provide insights into key personnel, while social media platforms like LinkedIn might also help, though penetration in Japan is relatively low. Utilize your network for referrals, and if necessary, refine your credibility statement to get past gatekeepers and reach decision-makers directly. When communicating with potential clients, emphasize your experience with their competitors to strengthen your credibility. Present a general statement about your services, back it up with evidence of successful collaborations with similar companies, and assert your authority to command a direct connection to the decision-maker. Ultimately, the goal is to expand the sales pipeline and maintain momentum through December, setting up meetings for the new year. In Japan, December, known as "shiwasu," signifies a busy time when teachers are on the move. Similarly, salespeople should stay active and focused as the year closes, ensuring a strong finish and a robust start to the new year.
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