The Cutting Edge Japan Business Show

Dr. Greg Story
The Cutting Edge Japan Business Show

For succeeding in business in Japan you need to know how to lead, sell and persuade. This is what we cover in the show. No matter what the issue you will get hints, information, experience and insights into securing the necessary solutions required. Everything in the show is based on real world perspectives, with a strong emphasis on offering practical steps you can take to succeed.

  1. 1 DAY AGO

    Dealing With Ambush Speaking Requests

    Suddenly you hear your name being called upon and you are being requested to make a few remarks.  Uh oh.  No preparation, no warning and no escape.  What do you do?  Extemporaneous speaking is one of the most difficult tasks for a presenter.  It could be during an internal meeting, a session with the big bosses in attendance or at a public venue.  One moment you are nice and comfy, sitting there in your chair, taking a mild interest in the proceedings going on around you and next you are the main event. Usually the time between your name being called and you actually being handed the microphone can be counted in milliseconds.  By the time you have heaved yourself out of your chair, your brain has well and truly started to panic.  A mental whiteout is probably fully underway and your face is going red, because of all the blood pressure of the moment. Here are a couple of things we can do in this situation.  Firstly, take a realistic look at the task at hand.  The length of your talk will not be expected to be long.  If you are a seasoned speaker, you could get up and wax lyrical for an hour without a problem.  For everyone else, we are talking two to three minutes.  Now two to three minutes seems rather short, except when you are suddenly thrust in front of a sea of expectant eyes of an audience. Once upon a time, I completely forgot my next sentence and discovered the pain of prolonged time. I was asked to give a brief talk and chose to speak in Mandarin to a crowd of around a thousand people, when I was Consul General in Osaka. It was a special event for the departing Chinese Consul General Li, who was heading to New York.  Actually, I was going okay but I paused to allow some applause to die down – this turned out to be a major error on my part.  I found when you suddenly go blank, a single microphone stand doesn’t provide much cover, up on a very big stage, with all the lights on you and everyone staring at you.  That 30 seconds or so of silence, where I was totally lost and unable to recall what came next, seemed like a lifetime.  So I know that two to three minutes can appear really daunting when suddenly called upon to speak. Begin by thanking whoever unceremoniously dragged you up the podium for the chance to say a few words.  Try and smile at them, through gritted teeth if you have to.  You have to say something, so take the occasion and put your comments into some form of context.  You can use the concept of time as your ally.  For example, this is where we were, this is where we are today and this is where we are going in the future.  This past, present, future construct will work for just about any occasion and any subject.  That is the type of ready to go format you need to be able to call upon when you don’t have much preparation time up your sleeve. Another good construct is macro and micro.  Talk about the big picture issues related to the occasion, then talk about some of the micro issues.  This is useful for putting the event into a frame you can speak about easily.  There is always a big and small picture related to any topic.  Again, this construct travels easily across occasions and events. We can use the weather, the location, the season or the time of the day as a theme.  We can put this event into any of those contexts rather easily.  Remember, it doesn’t have to be a long presentation.  We can talk about people that everyone would know, who are related to the event.  They might be present or absent.  We can make a few positive remarks about our host.  Then we can thank everyone for their attention, wish them our best and get off the stage.  Let me give you a real life example.  I was at an event for Ikebana International, sitting there calmly minding my own business, when I heard the speaker suddenly call me up to the stage to say a few words.  I had the time from standing up to walk to the podium to compose myself about what on earth I would say.  At the extreme outside that time gap was probably 10 seconds.  I was going to need to speak in Japanese, so that just added another level of excitement to the challenge.  It had been raining that day, so I miraculously dreamed up a water related analogy.  I began by thanking the host for allowing me to say a few words, although I secretly I wasn’t so happy about being put on the spot.  I mentioned that the stems of the Australian cut flowers that were being exhibited that day, contained water and soil from Australia, as they had just arrived that morning by air.  I said that as a result here in Japan we had a little bit of Australia present and each of these flowers were like a floral ambassador linking the two countries together.  I then wished everyone all the best for the event and got out of the firing line pronto.  Probably not an award winning talk, but good enough for that occasion, with that amount of notice.  And that is the point.  You need to be able to say something reasonable rather than remarkable to complete your sudden duties.  So always have a couple of simple constructs up your sleeve if you are suddenly asked to speak without warning.  Don’t just turn up thinking you can be an audience member and can switch off or these days start immersing yourself in your phone screen.  Imagine you were suddenly singled out for action and have your construct ready to go just in case.  You may not be called upon, but everyone around you will be impressed that you could get up there and speak without warning.  The degree of difficulty here is triple back flip with pike sort of dimension and everyone knows it. They are all thinking what a nightmare it would have been, had it been them up there in the firing line. You will be surprised how much a difference that little bit of preparation will make to coming across as professional, rather than uming and ahing your way through a total shambles of a talk.  Your personal brand will become golden for the sake of a bit of forward planning.  Now that would be worth it don’t you think.

    14 min
  2. 12/22/2024

    333 Real World Leadership

    Change is hard to create anywhere in the world. Getting things to change in Japan also has its own set of challenges. The typical expat leader, sent to Japan, notices some things that need changing. Usually the Japan part of the organisation is not really part of the organisation. It is sitting off to the side, like a distant moon orbiting the HQ back home. There are major differences around what is viewed as professional work. The things that are valued in Japan, like working loyally (i.e. long hours) even with low productivity, keeping quiet, not upsetting the applecart, not contributing in meetings, getting deep into the factional constructs of the organisation, are not seen as positive. Inefficiencies seem to beg for correction. Innovation seems to be a foreign concept in both senses of the word. Doing what we have always done, in the same way as we have always done it, has eliminated most of the opportunities for making mistakes, so why change anything? Doing things in a new way is inherently risky, because there is no reliable road map.   We are going to have come out of our comfort zone to do that and we might make a mistake – not appealing whatsoever to the Japanese staff. Meritocracy is a given to the new expat leader and so personnel changes are a prime interest. People are where they are for many reasons and merit is not always the reason. Longevity, who entered the company first, who is your patron, always have a big determinant on whose who in the zoo in Japan.   Talented people are supposed to keep in line and do what they are told. Showing too many smarts seems they are getting uppity before their betters and the hocho, that is the razor sharp Japanese knives, rapidly come out. The “nail” sticking out is about the get a good whack from everyone who can hit it hard. Nevertheless, ignorance is bliss, so our expat hero or heroine plunges in and starts shaking things up. Entrenched interests, who have created this current system to suit themselves, now feel threatened. They are not stoics. They make a very keen calculation. Can we outlast this clown, who is so rude, so ignorant about how to properly lead in Japan, so annoying and so dangerous to our vested interests. If the answer is “yes”, then a guerrilla war commences, where those most threatened band together to slow down progress, obfuscate the vital issues, hide key information, isolate out the new leaders pets to weaken them and look for petards on which to hoist the expat. If the answer is “no”, then it is a bare knuckle street fight. There are no rules. Classic weapons are looking for points of failure with new innovations to blow them up on purpose. Anyone close to the boss becomes a target internally and all sorts of societal pressure is brought to bear, to “turn them” into a spy for the “good guys” against this lunatic from outside. They are reminded that our hero won’t be here forever and the rest of us will be. “We will get you. You are going to be toast when the boss heads to the airport for departure to the next foreign assignment. You aren’t going anywhere sunshine, remember that”. Out of nowhere and nothing, headquarters starts to get anonymous communication about various crimes and misdemeanors that are pure fiction. Sexual harassment is a favourite, because they know Western companies are really sensitive to these types of allegations. Power harassment which was a preferred, traditional boss leadership technique, has now made it into the upper ranks of crimes, as this has become something flagged in Japanese society. Unsuitability for leadership in Japan. Ignorance of the market, clients, business practices, damage to the reputation of the firm locally are all trotted out to paint a dismal picture. The staff engagement survey for Japan is always the lowest score in the world and this shows what a miserable job our expat hero is doing. It is always the lowest in the world, but HQ isn’t usually that smart or well informed enough to know that.   HQ is demanding Japan’s results improve, but are not happy to see any pushback when changes are introduced. The expat boss has to keep everything as it is, the exact same structure but produce greater results and they have to keep everyone happy about achieving that. The boss is on a hiding to nothing here. Welcome to Japan!

    11 min
  3. 12/15/2024

    332 Presentation Visuals

    Last week we talked about when presenting, you need to transfer your energy to the audience.   However don’t have your energy levels at the maximum volume all the time.  That just wears an audience out and wears you out too.  Instead, you need to have some variation.  Very strong and then sometimes very soft.  And I mean drop it right down.  Remember to have that in the voice range.  Sometimes say your point in an audible whisper.   I remember when I gave a presentation in Kobe.  It was at a university summer school for students who had graduated and were going back to their home countries. I was giving this uplifting talk about how they could use the experience they had in Japan back in their home country.  It was powerful, a very powerful presentation.  It was an urging my comrades to “man the barricades” type of speech. The speaker after me was a Korean professor. Maybe because of the way I presented, I don’t know, but he spoke very quietly. He spoke in a very soft voice throughout the whole presentation.  It really forced you to lean in and listen to him, because you had to work a little bit harder to listen to him.  So he got peoples’ attention by having a softer voice. At the time, I thought, “wow look at that”.  That was very effective and I realized, ah, just operating at one power level all the time is not going to work.  I need to have variety in my voice, so I should have times when I am very powerful and other times when I am very soft.  So just watch yourself that you are not getting into too much soft or too much strong mode.  Variety is the key. I said before gestures are very important.  Be careful about getting your hands tied up with things.  If you are saying one thing is important, hold up one finger.  If it is the second thing, hold up two fingers. This is important.  When you hold up your fingers like that, hold them up around head height.  Don’t hold gestures around waist height.  It is too low and people struggle to see it.  Get your gestures up high in a band from chest height up to around head height.  That zone is the key height you want for showing gestures.  When you want to show a big point, open your hands right out.  Don’t be afraid of big gestures.  Use gestures that are congruent.  Be careful about waving your fist at your audience though.  It looks aggressive. It looks unfriendly and combative.  Use the open hand rather than a closed fist. And don’t hit your hands together, slap them together or slap them on your thigh.  That activity creating noise becomes distracting.  Just use the gestures by themselves.  As I said before, 15 seconds is probably at the maximum you want.  You can walk around on the stage, but be careful about walking around too much, especially pacing up and down.  That makes you look nervous and either lacking in confidence about your message or lacking control over what you are doing.  Try and hold the main center point of the stage and move because you have got a good reason to move. Using the names of people in your audience is a great thing to do.  If you get there early, meet some of your audience.  Have a conversation with someone.  It is a nice connector with the audience to refer to that person and say, “I was just chatting with Jim Jones over there before and he made a very interesting point about current consumer trends.  In fact, Mary Smith made an addition to that point, when she said “blah, blah, blah…”  Suddenly you have both people very much proud of being recognized and involved in your talk.  They have been recognized by the speaker and they like it.  The audience now feels that you have a stronger connection with those listening.  Refer to people by name.  It is very, very effective.  Don’t leave it to chance, try and look for those opportunities to engage with your audience.   Let’s concentrate on the basics.  What is the point of your presentation?  Who is your audience?  What is the point?  Be conversational and customize the delivery to your listeners.  Have exhibits or have demonstrations or whatever that are custom-made to match that audience or match the point that you are making.  Don’t just bring out a set off the shelf points you recycle for every presentation.  You might have an existing basis for a presentation, but think about who are you talking to?  What is the key point and then take it and re-work it, re-package it up, customize it.  I have given 530 presentations in the last 20 years here in Japan.  I have never given the same presentation twice, ever.  Even with the slides, I will always have some small variation.  Certainly the way I present it will be different every time. This keeps it fresh for me, as a speaker.  And it also keeps it fresh for an audience.  If I feel stimulated and interested in what I am talking about, then the chances are that is how the audience will feel about it too.  They will feel stimulated and interested as well.  Be wary of receiving the presentation pack. You often see the CEO had some munchkins out the back preparing the presentation for him or her.  Often, it will be the first time that they have even seen the presentation.  Sadly, it is obvious that it is the first time they have seen the presentation.  They don’t know what’s coming next and they struggle through it.  This is really killing the brand.  It is killing the brand and the organization.  It is killing the presenter’s personal brand.  You don’t want that.  Get it, customize it, make it yours, then present it.   So there we have some ideas on how to present your visuals when you are giving your presentations which are based on our training called High Impact Presentations, where we teach people over two days how to become a high impact presenter and how to learn a number of different structures.  It’s really the Rolls-Royce of the presentation skills.  This is where Dale Carnegie started in 1912,teaching people how to be persuasive.  If ever you have a chance, after listening to this, to do that particular course if you haven’t done it before, grab that opportunity because it is a powerhouse course.  It’s a game changer of a training course.   I have taken it myself and I strongly recommend it. So best of luck and remember, rehearse, rehearse, rehearse.  Do not be consumed by the construction of the materials.  They are secondary to you.  But when you do construct your materials use these ideas, these hints and you will give a much, much better presentation.

    13 min
  4. 12/08/2024

    331 Ending Presentations Secrets

    This is a tricky part of designing and delivering our presentations.  Think back to the last few presentations you have attended and can you remember anything from the close of their speech?  Can you remember much about the speaker? This close should be the highlight of their talk, the piece that brings it all together, their rallying cry for the main message.  If you can’t recall it, or them, then what was the point of their giving the talk in the first place?  People give talks to make an impression, to promulgate their views, to win fans and converts, to impact the audience, etc.  All weighty and worthy endeavours, but all seemingly to no effect, in most cases.  What can we do to stand above this crowd of nobodies, who are running around giving unmemorable and unimpressive talks? The keys to any successful talk revolve around very basic principles.  Vince Lombardi, famed American Green Bay Packers football coach would always emphasise that the road to success in his game was blocking and tackling – the basics and so it is with public speaking.  Design must not start with the assembly of the slide deck.  Yet this is how 99% of people do it.  Instead start with designing the final closing message.  In other words start with how you will finish.  This forces clarity on you, drives you to sum up the key takeaways in one sentence and gets to the heart of what it is you want to say.  It is also excruciatingly difficult, which is why we all head for the slide deck formation instead. Once we have sieved the gold nugget from the dross, grasped the key point of the talk, then we are ready to work on the rest of the speech.  The main body of the talk will flow naturally from the close, as we assemble data, facts, examples, stories, testimonials and statistics to support our main point.  We then array this vast army of persuasion ready for deploy at our summation.  It must flow in a logical progression, easy to follow for the audience and all pointing back to support our main contention. The opening and close can have some connection or not.  The role of the opening is very clear – grab the attention of the assembled masses to hear what it is we want to say.  We can state our conclusion directly at the start and then spend the rest of the time justifying that position.  Or we can provide some general navigation about what we are going to talk about today.  Or we can hit the audience with some nitro statement or information, to wake them up to get them to listen to us. At the end there will be two closes, one before the Q&A and one after.  The majority of speakers allow the final question to control the proceedings rather than themselves.  If that last question is a hummer, a real beauty, right on the topic and allowing you to add extra value to your talk, then brilliant.  How many times have you seen that though?  Usually the last questions are a mess.  All the better, intelligent questions have been taken, the best insights have been plumbed and now we have some dubious punter who wants a bit of your limelight.  Their questions can often be off topic, rambling, unclear or just plain stupid.  Is this how you want your talk remembered?    The final two closes can reflect each other and be an extension of what you have already said or you can split them up and give each its specific task to make your point.  The close before the Q&A can be a summation to remind your audience of what you spoke about and prime them for questions.  Obviously recency, the last thing people will hear, will have the most powerful impact, so the second close must be very carefully designed.  Be careful of the event hosts wanting to take over immediately after the last question and not allowing you the chance to make your final close.  You might have gone overtime or they need to vacate the venue or face a bigger bill or whatever.  They can be thanking the audience for coming and wrapping things up with their news of their next event, before you can blink an eye.  You need to word them up at the start that you want to make a final close after the Q&A and then you will give them the floor. The other component of the close is the delivery.  So many speakers allow their voices to trail off and allow their speaking volume to descend at the peroration.  You want to be remembered as someone passionate about your subject, excited to be there to share it with this audience and a true believer of your message.  That means you need to drive the volume up, hit the last words with a lot of passion and belief.  Make it a rousing call to action, to storm the barricades and to change the world.  That is how you want people to remember your message AND you as a speaker as they shuffle out of the venue and go back to work or home.

    12 min
  5. 12/01/2024

    330 Common Sense Needed More

    As the leader we have to work on the presumption that people know what they are doing. It is impossible to micro manage every single person, every moment of the day. By the way, who would want to do that anyway? The issues arise when things deviate from the track we think they are on or expect that they are on. We find that a process has been finessed, but we don’t like the change. We find that some elements have been dropped completely, but we only find this out by accident or substantially after the fact. We are not happy in either case. Why does this happen? Training can cover the basics, but there is always a wide margin of discretion in carrying out jobs. We need to allow this or the team become asphyxiated by the confines of the narrowly defined tasks we have set for them. We all own the world we help to create, so we need to allow people to be creative, if we want them to take ownership of their jobs. It is when things start to stray that we run into trouble. There is a margin allowed for doing things differently, but when the red line gets crossed, we get cross. Another seed of discomfort is when systems are changed, but you don’t know that. There might be a really great reason or a very bad reason for this to happen, but the scary part is not knowing the change has been made in the first place. Do we have to know about every single thing our staff are changing? Obviously no, so where is the line in the sand to be drawn here?  This is tricky and there are no genius answers really. We need to remind our team that they are free to innovate, to be creative, to look for every kaizenopportunity. We also need to have them tell us if they make a significant change. Okay, so how do we define “significant”? This is a very grey area and this still won’t capture everything we need to know about, but it is better than having no clue at all as to what is going on. Our workplace is usually divided into specialty functions like sales, marketing, operations etc. Cross functional innovation is good, if both groups know about it and contribute. Problems start to arise when the changes are made in isolation and in secret. Not secret in the sense that anyone is trying to fool others, but secret in the sense that affected groups are not told what is going to happen. It just happens and you find out later – usually at the worst possible time. The changes can also reflect an uninformed view of how things work in reality. Not having in depth detail on the sales function, for example, can result in the operations team making some decisions which negatively impact the sale effort. IT may make changes that are completely rational from a geeky IT point of view, but which create results for other parts of the business which are not helpful. Undoing things always takes time and money and results in lost productivity.              What can we do about these challenges? Having functional heads keep an eye for any negative changes, is a delegation task that must be done. The leader cannot get across that degree of detail. Educating the whole team about how the whole fits together is a good practice. We assume everyone gets it, but that is wishfull thinking. In team meetings, it is important that all sections report changes that will impact other parts of the business. Formalise this into the meeting agenda so that it never gets missed. When things do go off the rails, educate those involved about the big picture, so that it won’t happen again. No one is trying to destroy the business, so intentions are honourable, but the communication piece can be missing. Encourage staff to think about the ramifications of changes they may want to make and have them inform those likely to be affected before the changes are made. Surprisingly, even in small offices, this simple activity fails to happen because everyone is so time harassed doing multiple tasks at light speed. Japan has it horenso ( 報連相) mantra to fall back on when in doubt. Ho for hokoku or report, ren for renraku or contact and so for sodan or consult. This is a useful construct to reduce problems before they occur, especially for junior staff – report/contact/consult. Finally, don’t blow your top! Being the last to know about bad news is the lot of the boss. That is bad enough, but finding out randomly about bad news, that only you understand is bad news, is really, really irritating. The instant boss reaction to this type of thing is usually explosive. We have to remember the importance of encouraging everyone to innovate. The corresponding increase in risk of failure goes hand in glove with that effort. We have to remember to be using our communication and people skills, so that we don’t kill team motivation. Bite your tongue when things are revealed and start thinking of a positive way of encouraging everyone involved, as you correct the situation. If we can do this, we will be building the culture of creativity we want and over time we will diminish the outbursts of common sense collapse.

    12 min
  6. 11/24/2024

    329 Join The Buyer Conversation In Japan

    Life is busy, busy today.  Communications has sped up business to an extent unthinkable even ten years ago.  Every company is a publisher now, due to social media’s pervasiveness.  Content marketing is driving original content creation and release.  LinkedIn, Instagram and Facebook are favouring live video, so we have to become television talents.  Voice is the next big thing, so podcasting requires us to be radio personalities.  If you are in business, your personal information is out there, easily searchable and found.  We check out the buyers and they check out the sellers, before we meet. When you turned up at a client meeting eighty years ago, you came with some good jokes, some market information, some competitor intelligence, etc.  You did this to break the ice with the buyer.  Even if they were an established client, you needed to break the ice for that day.  Buyers then and buyers now have a lot going on inside their heads when we turn up and almost none of it has anything to do with us and what we want. In Japan, meeting room space is always at a premium, so getting time with buyers has some automatic limitations placed upon it with certain companies.  After thirty minutes you are given the bum’s rush, because that space has been booked for the next meeting and they are loitering with intent outside the glass wall waiting to get in for their meeting.  That doesn't give us much time to carve out some mind space with the buyer, get into questioning mode, talk about the solution, deal with any objections and seal the deal.  If the first part of the meeting isn’t well planned then there won’t be any result.  We cannot let the first few interactions be random events.  We need to plan in detail how we are going to establish some rapport with this buyer or reestablish some rapport if they are an existing buyer. We will have checked some of the media aggregation sites to see if there has been anything released in to the public arena about the client company, which we can then refer to.  If it is a first meeting then checking the annual report is a must.  There will be a glossy coverage of the CEO’s vision and strategy for the enterprise, with photographs in a swish corporate setting.  We are looking for things we can ask about in this meeting.  Our objective is to get the client talking as soon as possible.  Most salespeople still cling to the idea that they have to dominate the airwaves, so they just keep talking, talking, talking.  We don’t want that.  We only have a limited amount of time, so we want the client talking as much as possible.  When we do that, the client will have stopped thinking about all of the other things going on in their work and private lives. We will be concentrated on the business at hand and that is exactly what we need. We hopefully will be able to check whether some insight we have found is relevant to what they are doing.  We deal with that industry vertical so we are picking up ideas across companies on what is working and not working.  We share these ideas as a means of demonstrating we provide value to their enterprise.  They may not go for it, but they will go for our intention to assist them to make their business more successful. A discussion with a drill manufacture company I called upon, prompted a suggestion by me that they copy Blendtec’s “will it blend” phenomenon, but for drills not blenders.  Blendtec’s CEO Tom Dickson video’s the blending of iPads, golf balls, whatever and post it on YouTube and they get massive views.  My idea was to copy this for Japan and create some buzz around the product line up.  They didn’t go for it in the end, but I have no doubt that I have a closer relationship with the President today, because of my effort to think out of the box for them.  I had his attention for our discussion. Getting the full attention of the buyer is no longer a given.  They are permanently distracted today and we are competing with so much noise, more than ever before.  We need to have a strategy to get their attention.   We cannot leave it to chance or expect that, “of course they will be paying attention – we have an appointment”.  That concept is way too indulgent. Ask well thought through questions to get them talking, bring insights and valuable market intelligence.  Today, we have to do this every time, even if they are an established buyer.  Just because we have a relationship with them, doesn’t mean we have automatically broken through all the completion for their attention.   Start fresh every time as if it were the very first meeting.  In this modern age this is the new normal.

    12 min
  7. 11/17/2024

    328 Dealing with Questions When Presenting In Japan

    Having an audience interested enough in your topic to ask questions is a heartening occurrence.  Japan can be a bit tricky though because people are shy to ask questions.  Culturally the thinking is different to the West.  In most western countries we ask questions because we want to know more.  We don’t think that we are being disrespectful by implying that the speaker wasn’t clear enough, so that is why we need to ask our question.  We also never imagine we must be dumb and have to ask a question because we weren’t smart enough to get the speaker’s meaning the first time around.  We also rarely worry about being judged on the quality of our question.  We don’t fret that if we ask a stupid question, we have now publically announced to everyone we are an idiot. Some speakers encourage questions on the way through their talks.  They are comfortable to be taken down deeper on an aspect of their topic.  They don’t mind being moved along to an off topic point by the questioner.  The advantage of this method is that the audience don’t have to wait until the end of the talk to ask their question.  They can get clarification immediately on what is being explained.  There might be some further information which they want to know about so they can go a bit broader on the topic.  This also presents an image of the speaker as very confident in their topic and flexible to deal with whatever comes up.  They also must be good time managers when speaking, to get through their information, take the questions on the way through and still finish on time.  In today’s Age Of Distraction, being open to questions at any time serves those in the audience with short concentration spans or little patience.  Not everyone in the audience can keep a thought aflame right through to the end, so having forgotten what it was they were going to ask, they just sit there in silence when it gets to Q&A.  Their lost question may have provoked an interesting discussion by the speaker on an important point.  Having one person brave enough to ask a question certainly encourages everyone else to ask their question.  The social pressure of being first has been lifted and group permission now allows for asking the speaker about some points in their talk. The advantage of waiting until the end is that you remain in control of the order of the talk.  You may deal with all of the potential questions by the end of the talk and the Q&A allows for additional things that have come up in the minds of the audience.  It also makes it easier to work through the slide deck in order.  The slide deck is alike an autopilot for guiding us through the talk, as we don’t have to remember the order, we just follow the slides.  Of course if we allow questions throughout, we can always ask our questioner to wait, because we will be covering that point a little later in the talk.  Nevertheless the questions at the end formula gives the speaker more control over the flow of their talk with no distractions or departures from the theme. Time control becomes much easier.  We can rehearse our talk and get it down to the exact time, before we open up for questions during the time allotted for Q&A.  If we have to face hostile questions, this is when they will emerge.  Prior to that, we have at least gotten through what we wanted to say.  We had full control of the proceedings. If we get into a torrid time with a questioner, early in the piece, it may throw our equilibrium off balance or cause some consternation or embarrassment to the audience, detracting from what we want to say.  The atmosphere can turn unpleasant very quickly which pollutes everyone’s recollection of you as the speaker.  Also, if we don’t know how to handle hostile questions, our credibility can crumble.  A crumbling credibility in a public forum is not a good look. So my recommendation is for the seasoned pro speakers to take questions whenever you feel like it.  For those who don’t present so frequently, err on the side of caution and take the questions at the end.

    11 min
  8. 11/10/2024

    327 Build Your Team In Japan

    Teams are fluid. People move or leave and new people join. Targets go up every year. The compliance and regulatory requirements become more stringent, the market pivots and bites you, currency fluctuations take you from hero to zero in short order. Head office is always annoying. There are so many aspects of business which line up against having a strong sense of team. We can’t be complacent if we have built a strong team and we have to get to work, if we are in the process of team building. Sports teams are always high profile and successful sports coaches are lauded for their ability to produce results, especially when they are always dealing with tremendous fluctuations in the make up of the team. Vince Lombardi is one of those much heralded coaches and he noted: “Build for your team a feeling of oneness, of dependence on one another and of strength to be derived by unity”. Sterling stuff, but how do you do that? Vince had access to some of the most highly paid and motivated team members on the planet, but what about the rest of us? We often haven’t chosen the team. We have inherited someone else’s criteria and selection model. People come to us from different companies or different sections and so how do we address the issue of establishing a common purpose? We need to make sure each individual has a clear sense of the reason the team exists, their individual role and the importance of their role to the team effort. If you suddenly asked your team members about the reason the team exists, you might be dumbfounded to receive so many disparate answers. We assume everyone knows and that we all in sync, but we should check. And we should do it regularly, as the team composition changes over time and new people may not know.  Establishing an agreed set of team values is an important glue to hold the whole team together. Whenever we do this exercise for ourselves or for clients, we always get a huge range of values being nominated. This is helpful but not particularly helpful. We need to do it in two parts, starting with our personal values and then do the team values. Ideally, each individual’s values will also be part of the team values so that the ownership factor is sky high. A team vision is the next stage and this is where many people start to weep. They are heartily sick of the word vision. So many vision consultants, articles, videos and podcasts covering this one little word. It bogs down and eventually all the fluff associated with the word, collapses under its one weight. Regardless, you still need a team vision, so get over it.  Jack Welch pointed out, “Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion”. A vision is a future picture of what could be and what should be, regardless of what is today. The vision is stated in the present tense, as if we were already at the final state of development and success that we are aiming for. The visualisation is positive and optimistic and the words both powerful and specific. We need a vision to define where we want to be, in order to work out how we will get there. Our mission is the other building block.   It describes what we do and by definition, what we don’t do. Clarity around objectives and goals means counting out some shiny objects that are not core requirements for the team. The vision tends to last long, as do the core values, whereas we have to keep revisiting the mission. This is because things change and we may need to change tack and go in a different direction. In which case our mission has also flexed and we need to restate it. We do this so that everyone in the team has clarity around what we are doing and how we are doing it. Successful teams have achieved great clarity throughout the entire organization about what the team is trying to do. This is not an accident, but the product of good leadership work to establish a base and then good ongoing work, to keep the ideas alive and relevant.

    11 min

About

For succeeding in business in Japan you need to know how to lead, sell and persuade. This is what we cover in the show. No matter what the issue you will get hints, information, experience and insights into securing the necessary solutions required. Everything in the show is based on real world perspectives, with a strong emphasis on offering practical steps you can take to succeed.

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