The Leadership Japan Series By Dale Carnegie Training Japan

Do The Right Thing In Japan, Always   Reputation in business is critical. Being honest, law abiding and treating business partners in a fair manner is the best policy for enhancing our reputation. Japan is a hard place in which to get into trouble, but that doesn’t stop some from trying.   The obvious thing to avoid is crime. You are probably thinking this is not an issue, and hopefully you are correct. Surprising things happen though. I had met a fellow Aussie businessman socially when I was Consul General in Osaka and the next time I saw him, was in the pokey. As a word of caution, those unfamiliar with how Consulates work might imagine that their Government is somehow going to get the loved one out of jail. Sadly, the Consular vehicle won’t be backed up to the compound wall to spring their national. All Embassies will do is make sure you are treated equally under the law and inquire whether you would like them to let your family know you are now a jailbird in Japan.   In this case, my Aussie compatriot di

The Devil Is In The Detail   This “The Devil Is In The Detail” saying, reflects ancient wisdom about taking careful notice of small things. The semi-amusing reflection on this saying is that it was created centuries ago, when we can imagine life was substantially less complex than it is today. E-mail surges, flat surfaces groaning under the weight of paper, meetings back to back from dawn to dusk, ring tones, beeps and assorted intrusions from digital devices we carry on our person 24 hours a day - this is the modern life. How easy it is for us to become overwhelmed by all the detail and in the process unknowingly unleash a number of Devils. The usual answers to these types of dilemmas is to work on our time management, especially prioritisation and that other partner in crime – delegation. Surprisingly, many of the executives I train or coach do not sufficiently plan their days. They do not have written down lists of what should occupy their valuable time, in order of priority and executed starting with the

Hustle Baby Hustle   Smart people in sales are a problem. They have expansive brains, intellectual curiousity and strategic depth. They are quick to spot the big picture solutions for clients. Internally they are a system police, fantastic on urging the fixing of the sales structures and suggesting necessary improvements. With Excel macro skills to burn, they can transform a simple spreadsheet information capture into a formidable machine. They are not what we need in the sale’s team. We need “good hustle” from our salespeople. Not “hustle” in the sense of tricking clients into arrangements to secure a big commission or a fat bonus. “Good hustle” is about focus on getting commitments from buyers to proceed, that will benefit the buyer, because it will improve their business. This is usually not about long-term massive interventions but about the practical improvements that can be executed quickly, that produce an immediate outcome. Getting the client to that point of agreement requires energy, lots of energy.

Five Success Steps for 2016    Calendar year endings and beginnings are often out of kilter with corporate Financial Years, however they are still a useful tool for us to use. In our busy lives, time for reflection seems limited and if we are not careful we can miss the chance to grow year by year. Do we want one year of experience twenty times or twenty years of experience? The answer to the latter is to make each step along the path a winner by maximizing the learning we gain each year. Here are five steps to take us forward for a great 2016.   Step One – Capture The Good Rather than beating yourself up and remonstrating with yourself, switch mental gears and capture the things which you did well in 2015. What wins, no matter how small, did you have? What projects did you complete? Which clients did you acquire, retain or grow? Create a list of the things that worked that were new developments or were established things done in a different, better way? Reflect and then write them down.   Step Two – Nominate

Idea Generation Best Practice   How to best tap into the idea potential of our work teams? We know that the success of the organisation will be determined by the quality of the ideas we generate and the capacity to execute those excellent insights. Gathering folk around the white board and having a free form pitchfest of ideas is more often destructive than creative. Dominant personalities always hog the white board content. There is usually only one speed of idea creation being employed – fast, which is the easiest but most lightweight.   Researchers are questioning whether the group idea creation model actually works best at all, so how should we involve the team when producing ideas?   Here are the steps: ensure there is a facilitator to run the activity so the process is followed correctly. Use Green Light/Red Light thinking to maximise the opportunity to build up our idea bench strength. In the Green Light phase we promote idea free flow without impediment. This means no critiquing of ideas as they emerg

Mr. Kurokawa’s Real Japanese Customer Service   I am sure you have you seen notices explaining that this location is going to close while the building is being reconstructed and that it will reopen at a specified day in the future? Given the increasingly stringent earthquake code here in Tokyo, we are seeing many businesses opting to re-build their premises. One notice however has become much talked about amongst Japanese retailers. Toraya are a famous traditional Japanese sweets manufacturer and retailer. Mr. Mitsuhiro Kurokawa is the 17th generation of his family to lead the business and his “we are rebuilding” notice is considered outstanding, even in a country where omotenashi is renowned.   Most such notices tell facts, supply relevant data and provide the obligatory greetings about serving us again when they reopen. Kurokawa san did all of that but much more. He put the current change in historical perspective, noting the business started in Kyoto in 1586 toward the end of the Muromachi (1338-1573) peri

Have The 3Es In Place Or Get Off The Stage     Not everyone should be a presenter. We don’t need higher levels of boredom or disinterest than we have already. A big “No thank you” to those conspiring to waste our precious time. This does not mean that only a few super talented individuals can be presenters. We can all learn to become competent and become better presenters. This is “nurture” not “nature” in action. The key point is your motivation, why are you doing this?   Dale Carnegie pioneered business public speaking when he launched his first course in 1912. He proffered the 3Es as a solid requirement before we contemplate being a speaker and it still applies today. Those Es are “earned the right”, “ excited” and “eager” to present.   We have earned the right to speak to others about our subject because we have studied the subject and we have relevant experience. It is not limited to our direct experience, because we could be drawing on the experience of others. We should be a subject matter expert with

HQ Invariably Gets It Wrong About Japan   One of the dubious delights of running an international business in Japan is dealing with the Mother Ship or it’s Regional Hub spin off. Trying to explain Japan to those who don’t know Japan, has always proven tremendously character building for me. Having left the corporate treadmill to work for myself, I mistakenly thought I had kissed goodbye to all that pathetic nonsense. Alas, the long arm of Japan ignorance continues to reach out and challenge me. Today, I live the frustration vicariously through my clients here in Japan, who have to deal with their own version of hell - HQ or Regional Hub know nothings located outside Japan.   Joint ventures and partnerships are a fun feast. Japan is low on the detailed contractual side of the equation. The basic idea in Japan is we don’t need reams of lawyer speak, because the venture will be a success or won’t be a success, based on how well we can trust each other and work collaboratively. If it doesn't work out then we shou

Go Ahead, Motivate Me  “Motivate me” must be one of the saddest requests a leader can receive. The request may not be so bluntly articulated, but the underlying assumption that the boss is there to motivate the staff seems to linger. “If only I had a better boss, I would be better”. “If only this company got its act together, I could get mine together”. “If only these other staff weren’t so hopeless, I would do better here – these people are holding me back”. The search for salvation located in the responsibility of others is a big fail. Many religions offer salvation, but they all seem to require something from us to deserve that salvation. The world of mammon is no different.   Motivation, loyalty, accountability, effort, responsibility, engagement – probably every boss is expecting these from their staff. They are all outcomes from inputs. Inputs from both the boss side and the staff side. We know what level of staff motivation we want as leaders, but how do we achieve it?   Some favoured leader methodolog

Atarashi San And The Big Japan Breakthrough Ever heard that a training course changed somebody's life? "It was good", "I enjoyed it", “I learnt something new”, maybe.  Warren Buffett, the famous American billionaire investor is a huge Dale Carnegie fan and often mentions in TV interviews how the Dale Carnegie course changed his life.  Being in Japan, it is great to hear a leading local businessman like Mr. Masami Atarashi say the very same thing. He is very well known in Japan and spends his time writing, adding to the 40 books he has already published and giving public speeches as well as training to executives.  Previously he headed up Johnson & Johnson, Philips, and Hallmark in Japan as President.  Last Thursday evening, he gave a brilliant talk at our graduate party on being successful in business in Japan. He also shared with me how the course impacted him, "The Dale Carnegie Course changed my life. When I was asked to make a speech to an audience or to a customer etc., I trembled with fear and I was

Buyers Behaving Badly   The customer is Kamisama (God) in sales. We hear this a lot in Japan across all industries and sectors. Sometimes however, the buyer can more like an Oni (Devil) when they deal with salespeople. Bad behavior is bad behavior regardless of the source, but when you are trying to sell a company on your product or service, do you just have to suck it up? Actually no!   Unless you are in a very small market segment, where there are only a limited number of buyers, then as salespeople we have choices. If the former is the case, then I suggest changing industries and getting out of that negative bad behavior environment. Life is short and good salespeople have highly transferable skills. If you know what you are doing, you can probably work in almost any business, as long as there is no requirement for highly technical knowledge.   The Japan winner of the worst sales environment is the pharmaceutical industry selling to doctors. Unlike the rest of the advanced world, where patients use the int

What Successful Women Presenters Do Well   I attend lot of events in Tokyo and probably the vast majority of business audiences that I see here have a 70/30 male female ratio. For any presenter understanding your audience is a key part of the preparation and delivery. I have noticed a few commonalities amongst the most successful women presenters in this male dominated environment here in Japan. Here is what I have seen work well for businesswomen when speaking in public.   Confidence is the overwhelming positive first impression. This is communicated in a number of ways. The voice is strong and clear. Even relatively soft female voices can become powerful enough, through using the microphone technology available today, so there is no excuse for letting a weak voice derail the presentation.   Funnily enough, many macho male businessmen seem clueless about how to use microphones. You see them actually wave off the offer of the microphone, because they have a fear or distaste of it. Now if your voice is strong

The Death Valley of Sales   Sales cannot run like a manufacturing production line. We are not making industrial cheese here. This is more like an artisanal pursuit, closer to art than science. Yet, every sales force on the planet has targets which are usually uniform. Each month, the sales team has to deliver a specified amount of revenue, rolling up into a pre-determined annual target. The construct may be logical, but sales is far from logical, as it is steeped in emotion, luck and magic.   Having said that though, sales is also a numbers game and to some extent pseudo-scientific. There are accepted algorithms which apply. You call a certain number of people, speak to a lesser number, meet a few and from that residual group, you conclude an agreement. There are ratios, which when calculated over time, apply as averages linking activity with results. So we call 100 people, speak to 80, see 20, strike a deal with 5. In this construct, to make one sale, on average we need to call 20 people.   With this type o

Unpacking Donald Trump’s Persuasion Power     Donald Trump breaks many of the rules of presenting but he gets the key stuff right. Love him or loath him as a contender for the Republican Party Presidential race nomination, he continues to perform strongly in the polls, against the expectations of the vast majority of American political experts. So, he must be doing something right, as he is proving to be very persuasive with the audiences who flock to hear him speak. Are there any lessons here for us, when we come to give our own presentations?   He is authentic when he speaks. There is no speech writer grinding away in the background polishing his prose to within an inch of its life. None of those semi-invisible prompters on the left and right to drip feed the polished input. He does have some notes to keep him on track, but he barely refers to them. He digresses, goes off on tangents, gets sidetracked, but the audience understands this is the price for the speaker being non-scripted. He keeps their attentio

PM Abe Deletes Soft Skills Development   On June 8th this year Education Minister Hakubun Shimomura told Japanese universities to take “active steps to abolish (social science and humanities departments) or convert them to serve areas that better meet society’s needs”. There was no wiggle room on interpreting the message – he clearly said do what we say or we will cut your funding. So far 26 have gotten the message and have complied with the new policy position of the Japanese government.   The justification was that this was needed “in light of the decrease of the university age population, the demand for human resources and the function of national universities”. Abenomics declares that the role of national universities is to produce “human resources that match the needs of society by accurately grasping changes in industrial structure and employment needs”. Abe himself declared in May last year in his OECD speech that “rather than deepening academic research that is highly theoretical, we will conduct more

It is rare to see a presentation completed well, be it inside the organization, to the client or to a larger audience. The energy often drops away, the voice gradually fades out and there is no clear signal that this is the end. The narrative arc seems to go missing in action at the final stage and the subsequent silence becomes strained. It sometimes reminds me of classical music performances, when I am not sure if this is the time to applaud or not.   First and last impressions are critical in business and in life, so why leave these to random chance? We need to strategise how we will end, how we will ensure our key messages linger in the minds of the listeners and how we will have the audience firmly enthralled, as our permanent fan base.   Endings are critical pieces of the presentation puzzle and usually that means two endings not just one. These days, it is rare that we don’t go straight into some form of Q&A session, once the main body of the talk has been completed. So we need an ending for the pr

That Vital Two Second Window    How long does it take on average to form a first impression?  My students tell me two seconds.  Wow.  What does this mean for the speaker?  It could be in the boardroom, at the networking event or at the pitch to the client. Regardless of the location, one thing is sure – everyone is a critic.      Think back to the last time you saw someone present – be it an update, a project submission, an overview or a fully fledged speech.  Were you indulging in a little mental aside, “I hope this is good”, as you swiveled around in your chair to view the speaker?  Did the speaker get right into it or was there some logistical finessing of the laptop, the lapel mike or the notes sitting on the rostrum?  Was the speaker looking at the audience, up at the huge screen behind or down at the laptop?  Did we have some good old hand mike thumping to see if it was working properly?  If there were any such diversions, then our two seconds have come and gone completely.   What would help us to maxim

Chaos, Mistakes and Idea Popping   Doing more, better, faster with less, screams out for innovation.  This could be at the incremental level – a kaizen approach of continuous improvement or it could be breakthrough leaps that forge new businesses.  Either way, there is a dynamic in play here between processes and people that is critical for our success.  How much scope can we allow in the creative process?  At the practical level, this is really asking how many and how huge are the mistakes you will tolerate to achieve idea popping?   Managers manage processes. Leader also manage processes, but they also have an important role to build people with ideas.  In any workplace there will be some degree of compliance required around regulations, laws, safety concerns etc.  If these are overly tight, then there is usually not a great deal of tolerance for errors.  If it is a complete laissez-faire environment, with no controls, then we will wind up in court and possibly in jail.  Somewhere between compliance and cha

Market Yourself In Under One Minute     Meeting new business contacts, expanding personal networks, promoting a reliable, trustworthy “Brand You” are the basics of business.  By the way, even if our job title doesn’t explicitly mention “sales and marketing” we are all in sales and marketing.  In modern commerce, even professionals in non-traditional sales roles like accountants, lawyers, dentists, engineers, architects, analysts, consultants all need to pitch their expertise to get new clients.  This may not have been the case in the past, but this is the “new black” of the professions.  When we try to influence a decision – buy my widget, use my service, fund this project, open a new market or even where shall we go for lunch - these are all sales and marketing efforts to get others to follow our ideas.  Don’t miss this change and instead master the process, such that you get the business and not your competition.   By the way, first impressions are so critical.  When I ask my class participants during sales

Negotiating With Mr. and Ms. Huge Pain   Sadly, not everyone is like us – wonderful, charming, amusing, attractive.  Despite our best efforts to be a role model of perfection, setting them a good example, others persist in being a major pain.  Here are 12 selective tips on negotiating with the difficult amongst us.   1. Have a positive attitude Sounds like a motherhood statement but deciding to see the negotiation as a learning experience in the real laboratory of life, as a means to enhance our win-win negotiating skills, changes the starting point of the discussion in our favour.   2. Meet on mutual ground Try to meet, rather than engage in a protracted email war or discuss complex issues over the phone.  Face to face is best and preferably on neutral ground for both of you.  Away from the workspace is often best, such as over coffee or lunch, away from the office.   3. Clearly define and agree on the issue Sometimes we are arguing about different things under the same banner.  By defining the issue in comm