The Cutting Edge Japan Business Show

Dr. Greg Story
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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. FEB 8

    385 Big Venue, Big Results: Practical Techniques for Large Crowds

    Presenting to a very large audience demands a different approach because distance changes what people can see, hear, and feel. The core problem is not your content — it is visibility and connection at scale. When the venue grows, you shrink. The solution is to deliberately "big up" your delivery so the people seated at the far extremes still experience your presence and message.  What changes when you move from a normal room to a large venue? Large venues create the tyranny of distance. Because the back rows sit so far away, the speaker looks "quite small" from those seats, which means subtle gestures and normal stage behaviour lose impact. Therefore you must scale up what you do on stage so you do not look like "a peanut" to people at the far extremes. When you accept that the room makes you smaller, you stop relying on nuance and start designing for the cheap seats at the back. Mini-summary: Because distance reduces your visibility, you must deliberately enlarge your delivery so your message still lands. How do you diagnose what the back row experiences? Arrive early and sit in the most far flung locations: the last row at the back or the rear seats on an elevated tier. Because you see the stage from the hardest viewpoint, you learn how small a speaker looks from there and you adjust accordingly. This is a practical, reality-based check: instead of guessing, you confirm what the audience will actually see. Then you can design your presence for the far extremes, not only for those close to the stage. Mini-summary: Because you cannot improve what you have not observed, sit in the back and design for what you see. How do you avoid stage-edge mistakes in big venues? Big venues often have a defined space between the front row and the stage, sometimes with an orchestra pit. Because you will stand very close to the apron to be more easily seen, you must know where "far enough forward" is before you begin. The risk increases once you start scanning for faces high up on the back tiers, because your eyes go up and you stop looking down where you are walking. Curved stages make it easier to forget the edge is not straight. Therefore, check the front of the stage beforehand so you can move with confidence and stay safe. Mini-summary: Because large stages include hidden hazards, you must inspect the front edge early and set your safe boundary. What microphone choice and gesture size works best at scale? Use a pin microphone so your hands stay free for gestures. Because you are effectively "a peanut" to the people in the cheap seats at the back, your gestures must become much larger than anything you have used before. Therefore, use double-handed gestures to fill up more of the stage with your presence. When you use open palms to signal trust, spread your hands far wider than the boundaries of your body. When you indicate something "high", raise your hand as high above your head as possible so it has impact. Mini-summary: Because the audience sits far away, you need free hands and much larger gestures for visibility. How do you use audience participation to create energy in a massive room? Ask the audience to raise their hands for a common experience, but do not overdo it. Because many people do the same thing at the same time, crowd dynamics and crowd psychology kick in: the room becomes "infected" with energy and agreement. This shared movement also feeds back into you on stage, giving you a serious energy lift. When a big audience leans in, the connection feels electric, so use that surge to reinforce your message and build momentum. Mini-summary: Because synchronised audience action amplifies energy, a simple show of hands can lift the entire room. How do you project ki, voice, and eye contact to the back wall? Marshal your ki or chi for the task and mentally push your energy to the very back wall of the hall. Because you are miked up, you do not need to yell; yelling will distort the sound. Instead, direct your voice strength to the last rows without forcing volume. Then use your eyes to reach the whole space. Break the audience into a baseball diamond: left, centre, right field, plus inner and outer field. Work those six sectors by picking out individuals and looking straight at their faces. Even if they are blurry outlines to you, people around them will feel seen because they believe you are looking at them. Mini-summary: Because a large hall demands deliberate reach, project energy and voice to the back while distributing eye contact by sectors. How should you move on a big stage without distracting people? Avoid nervous wandering, where a speaker goes up and down continuously and distracts from the key message. Because constant movement draws attention to itself, it pulls focus away from what you are saying. Instead, use controlled movement with purpose. Walk slowly to the extreme left edge, stop, settle, and speak to that side. Return to centre, stop, settle, and speak. Then move to the right and repeat. Keep cycling through walk-and-settle so each section feels included, and do not forget the front row because your presence has the strongest immediate impact there. Mini-summary: Because pacing distracts, move with intention: walk, stop, settle, and speak to each section of the room. Author Bio Dr Greg Story is the host of THE Cutting Edge Japan Business Show. He is a Dale Carnegie Award winning Franchise Owner, Master Trainer, President of Dale Carnegie Tokyo Training and three time best selling author. He brings the show to you from the High Performance Center in Akasaka in Minato-ku, the business center of Tokyo.

    12 min

  2. FEB 1

    384 Japan's Ageing Workforce: Why "Recruit and Retain" Must Include Seniors

    What problem is Japan actually facing with its ageing population? Japan is ageing rapidly, and most of the attention goes to welfare, health, and pension systems. The less-discussed problem is what to do with the "young" oldies—people reaching 60, the retirement age, while still having decades of life ahead of them. Because many are healthy, active, relatively digital, and well-connected, therefore they do not fit the old model of "retire and disappear". They also believe the government pension system will break down under the weight of their cohort's numbers, therefore they do not feel confident about having enough money to last their lifespan. The result is straightforward: they want to keep working, and many can. Mini-summary: Japan's challenge is not only an ageing society, but an ageing workforce that still wants, and needs, to work. Why is "recruit and retain" becoming harder for Japanese companies? Japan's working population aged 15–64 is projected to decline from 73.7 million in 2024 to 44.2 million by 2060, a 40% drop. Because there are not enough younger workers to match corporate demand, therefore the usual hiring playbook fails. At the same time, because the population itself is getting older, therefore the share of experienced people who could keep working increases. This creates a talent paradox: companies are short of people, but they are also pushing capable workers toward retirement. If companies keep treating 60 as an exit point, they will intensify their own labour shortage. Mini-summary: A shrinking 15–64 population means the talent pipeline tightens, and the "retire at 60" habit becomes a business risk. Why is immigration not the main solution being pursued? The script is clear that bringing in foreigners is not considered an option to make up the difference. The Takaishi Cabinet has stated it will never adopt an open immigration policy to solve the labour shortage and will set "strict boundaries". Because immigration is now a big and contentious political topic, therefore the trade-offs feel even sharper. Japan values social harmony highly, and the idea of tolerating large numbers of foreigners with different languages, ethics, morals, social values, and ideas is described as unattractive. Whatever the merits of immigration, the practical point for company leaders is this: they cannot build their workforce plans around it. Mini-summary: If immigration is politically constrained, then the labour shortage must be solved with domestic talent and productivity. What role does the trainee system play, and why is it limited? At lower skill levels, the so-called trainee system has functioned as disguised immigration, bringing in cheap workers from Asia for factory-level work. Because trainees can be repatriated easily, therefore the system has flexibility. However, the system is also attacked for exploitation, and the Labour Standards Inspection Office in 2016 found 70.6% of workplaces hiring foreign trainees were violating labour laws. The government tweaked the system to reduce some of the worst aspects, but trainees remain a temporary approach. They must go home after three years or obtain a work visa. So even where foreign labour exists, it is not a stable, long-term pipeline. Mini-summary: The trainee system can provide short-term labour, but it is temporary and controversial, so it cannot anchor long-term workforce strategy. How are companies handling people who would normally retire at 60? The script points to a common corporate approach: salary drops to half once a person gets to 60, even if they keep working. Because this is a fixed-cost adjustment strategy, therefore it may feel convenient for companies in the short term. But as the bite of not having enough skilled staff becomes more powerful, that thinking must change. If companies need capability, networks, and experience, then a blunt pay-cut model can weaken motivation and reduce the chance that seniors stay engaged and productive. Mini-summary: A standard pay cut at 60 may control costs, but it can undermine retention and productivity when skilled labour is scarce. How is technology being used to avoid the immigration option? Japan is planning to get around the immigration option with technology: Big Data, Artificial Intelligence, robotics, online services, and automation. Retail banking is given as a conservative example. Tokyo Mitsubishi UFJ Bank saw branch visitors drop by 40% from 2007 to 2017, and 10,000 positions were eliminated over a ten-year period. Because customers moved to mobile devices and PCs, therefore service consumption moved online. This shift changes workforce needs: fewer roles tied to physical branches, and more roles that fit a digital service model. Technology is not only replacing tasks; it is reshaping the job mix. Mini-summary: Technology reduces reliance on physical labour by moving service delivery online and automating tasks, especially in conservative sectors like banking. What is the hardest leadership problem with keeping seniors employed? The leadership issue is not simply "keep them". It is how to migrate older workers internally—retaining their networks and experience—while making them more productive in terms of personal output. Leaders want seniors to vacate current leadership roles to make way for the younger generation, but they do not want to lose them at the same time. In banking, older workers who once commanded teams may be asked to move into commission sales arrangements, paid according to productivity. They can work another 10–15 years if they can make the leap to a different role, but that leap is not automatic. Mini-summary: Companies must redeploy seniors into productive roles while opening leadership pathways for younger staff, without losing senior capability. What support do seniors and their managers need to make this work? Seniors may need training in modern sales for new commercial roles, plus support to adjust from being "the boss" to being "one of the troops". Because Japan is a formal hierarchical society, therefore that transition is hard. Mindset shifting is described as the most difficult training at their age and stage, but it can be done. The people leading this group also need excellent people skills. Leaders may need retraining on how to lead their sempai or seniors—an uncommon requirement in Japan, where age is closely tied to power and authority. The workplace becomes a new constellation, and it is described as a zero-sum game of those who get it and those who do not. Mini-summary: The shift demands reskilling, mindset work, and manager retraining—especially for leading older seniors in a hierarchy-driven culture. What is the practical takeaway for executives in Japan? Recruit and retain are described as the bywords of business success now and in the future. The warning is direct: if you have not put together a strategy to motivate seniors to play a more personally productive role, you are behind the eight ball. Because the workforce is shrinking and immigration is constrained, therefore the most realistic pool of near-term capability is already inside the company—among people approaching or past 60. The competitive advantage will come from leaders who can redesign roles, training, pay logic, and leadership pathways to keep seniors contributing while the next generation grows. Mini-summary: In Japan's labour market, senior talent strategy is not optional—it is a core part of "recruit and retain".

    12 min

  3. JAN 18

    383 Screen-Based Strong Messaging: How to Sound Credible on Remote Calls

    What makes screen-based messaging harder than in-person presenting? Most people already struggle to get their message across in a room, and the screen makes that challenge harder. Because remote delivery removes many of the natural cues we rely on in person, a mediocre presenter can quickly become a shambles on camera. The danger is that people imagine the medium excuses weak messaging or amateur delivery, but it does not. If you have a message to deliver, you need to do better than normal, not worse. The screen also pushes you into a close-up. The audience sees your face more than your slides, so every distraction competes with your message. That means you must treat remote presenting as a serious stage, not a casual call. Mini-summary: Remote calls amplify weaknesses. Treat screen-based delivery as a higher standard, not a lower one. How do logistics and wardrobe choices build credibility on camera? Start with logistics, because your setup becomes part of your credibility. Dress for success and avoid appearing on camera in pyjamas, casual novelty shirts, or anything that signals you did not prepare. Choose full business battle attire and lean toward power colours rather than pastels, because strong, professional visuals support your authority. Avoid narrow stripes, because video technology can struggle to render stripes cleanly, and that visual distortion distracts the audience. When you look professional, you make it easier for people to trust your message. A business suit can look more powerful on screen than business casual, even if casual is typical in the office. Mini-summary: Your clothes and setup communicate before you speak. Professional, camera-safe choices strengthen message credibility. Which simple equipment upgrades stop remote calls from looking and sounding sloppy? Use tools that reduce friction. A mouse lets you move quickly and accurately compared with a trackpad, so you can manage slides and on-screen actions smoothly. If your laptop or home computer camera is not strong enough, use a dedicated webcam so the audience sees you clearly. Audio often causes the biggest problems on remote calls. If your home internet connection is not robust, your sound can break up and undermine your authority. Headphones with a microphone attachment make communication clearer and easier for others to follow. Also record sessions when the technology allows it, because reviewing your own delivery helps you spot habits you cannot notice in the moment. Mini-summary: Upgrade the basics: mouse, webcam, and headset microphone. Clear audio and a clean image remove distractions from your message. How do you fix eye contact and avoid "nostril focus" on video calls? Eye contact matters on screen, yet many people create "nostril focus" because the laptop camera shoots up the speaker's nose. This angle distracts the audience and pulls attention away from what you say. The screen adds another problem: the camera sits above the screen, so you tend to talk to the screen rather than to the camera lens. Train yourself to speak to the camera lens and treat the screen like notes you glance at. Raise the laptop so the camera sits at eye level, which immediately improves the angle and your perceived confidence. Mini-summary: Look into the camera lens, not the screen. Raise the camera to eye level to eliminate distracting angles. What lighting and background choices make your message easier to absorb? Make lighting a priority. If the room looks gloomy, the audience must work harder to read your face, and that weakens engagement. Add lights focused on you so you become the clear centrepiece. Control backlighting: close curtains behind you if outdoor light is too strong, because a bright background can make you hard to see. Do what you can to control the background so it does not compete with your message. If bandwidth allows, use a virtual background to prevent your home environment from becoming the focus. If you cannot, remove distracting items or reduce background lighting so attention stays on you. Mini-summary: Light your face clearly and control backlighting. Simplify or darken the background so your message wins the competition for attention. How do smiling and facial expression change how you sound on screen? People feel tense and uncertain in an unpredictable business world, and your face can reveal those worries without you noticing. On camera, that matters even more because the audience sees you in a large close-up. Smile deliberately, even if your smile is not perfect, because smiling signals confidence and friendliness. A simple reminder can help: place a note above the camera that says "SMILE" so you remember during the call. When you smile, you look relaxed and in control, which helps the audience trust you. Frowning, tightening facial muscles, or creasing your eyes sends the opposite signal and undermines credibility. Mini-summary: Your face communicates your confidence before your words land. Smile on camera to signal control, warmth, and authority. How do you use body language and energy to own the screen? Do not let the screen shrink your presence. Body language still communicates powerfully through a camera, so sit up straight, lean slightly forward, and synchronise your gestures with your key points to underscore what you say. Avoid becoming a monotone talking head; speak with passion and animation. If it helps, stand up to present. Standing can lift your energy and improve your delivery, as long as you keep close enough for the microphone to capture your voice clearly. Treat the room, the screen, and the camera as the same stage. The fundamentals of presenting stay the same; you simply need to make a bigger effort when broadcasting remotely.  Mini-summary: Posture, gestures, and energy drive credibility on screen. Use your body language deliberately and bring passion to your delivery. How do you improve quickly in this screen-based environment? Awareness drives improvement. Record sessions when possible, then watch how you come across on screen. Identify distractions such as poor camera angle, weak lighting, flat facial expression, or low energy, and fix them one by one. Repetition and practice turn these fixes into habits. Remote presenting does not change the fundamentals of messaging, but it raises the bar on visible detail. When you consistently manage logistics, eye contact, lighting, facial expression, and body language, you look professional and your message lands more strongly. Mini-summary: Review recordings to find what undermines you. Practise the fundamentals until screen-based delivery feels natural and professional. Author Bio: Dr Greg Story is the host of THE Cutting Edge Japan Business Show. He is a Dale Carnegie Award winning franchise owner, master trainer, President of Dale Carnegie Tokyo Training, and a three time best selling author.

    12 min

  4. JAN 11

    382 Consensus Selling: The Invisible Decision-Makers Behind The Meeting Room Wall

    Why does a request for a proposal in Japan not always mean you are winning? In Japan, reaching "please send a proposal" can feel like major progress, because it sounds like interest. But the request can also be a polite way to avoid a direct "no". Because Japan is a very polite society, a blunt refusal is often uncomfortable, so people use indirect ways to close a conversation without confrontation. Therefore, if you automatically treat the request as a buying signal, you can waste hours producing a proposal that was never going to be acted on. The practical takeaway is to treat the proposal request as a checkpoint, not a victory lap. Use it to test fit and seriousness before you invest heavy time in writing. Mini-summary: A proposal request can mean interest, or it can be polite disengagement. Treat it as a test point, not proof you have the deal.  How can you quickly test whether the proposal request is real or just politeness? A simple way to test is to agree to provide the proposal, but add a second step: discuss pricing while you are still together. Because you usually understand what will be involved in the solution, you should be able to talk about pricing, or at least the main pricing component, on the spot. If the real issue is budget, raising pricing early helps flush that out immediately. This approach protects your time. If the buyer reacts as if the pricing is impossible, you have saved yourself from "slaving away" on a document that will be rejected later. If they stay engaged, you have a stronger sign that the request is not just a soft "no". Mini-summary: Say yes to the proposal, then discuss pricing in the meeting. You are testing budget fit before you spend time writing. Why does pricing discussion still not produce a clear yes or no in Japan? Even if you talk about pricing, you should not expect an on-the-spot commitment. Because the person in front of you often needs internal consensus, the decision makers may be "unseen", effectively sitting behind the meeting-room wall. Therefore, the meeting is rarely the final decision point, even when the buyer personally likes your offer. What you can gain is intelligence. When you introduce pricing, watch body language closely. It can indicate whether you will be a serious contender or whether the organisation will quietly move away from you later. Mini-summary: Consensus decision making limits instant decisions. Pricing is still valuable because body language can reveal your standing. Why might Japanese buyers still ask for a proposal even when they do not want to proceed? There are at least two common reasons. First, they may need something written to show colleagues as part of building consensus. Second, they may prefer to deliver the "no" when you are not physically present, because that is less stressful and less embarrassing. Because people tend to choose the path of least resistance, delaying the refusal can feel easier than saying it face-to-face. This is why a proposal request, by itself, is ambiguous. You need additional signals to understand whether the written document is for internal alignment or for an indirect rejection. Mini-summary: They may need paper for internal discussion, or they may want to reject you at a distance. The same request can serve both purposes. Why does a guilt-based proposal tactic from the United States not translate well to Japan? One sales tactic described in Victor Antonio's podcast involves highlighting how many hours it takes to create a proposal, to encourage the buyer to give a clear answer. In Japan, this does not work well because the buyer often avoids confrontation. Rather than choosing a firm "no", they may default to "interested but not sure" regardless of reality, simply to keep the interaction smooth. Because of this, you should avoid methods that depend on direct refusal or open disagreement. Instead, focus on non-confrontational tests such as discussing pricing and observing reactions.  Mini-summary: Techniques that rely on forcing a direct "no" can fail in Japan. Use low-friction tests that do not create confrontation. What do tatemae and honne mean, and why do they matter for proposals? Tatemae is the public truth, and honne is the real truth. In Japan, tatemae is a basic tool of polite society. Western businesspeople can feel they were lied to when they first encounter tatemae, but the mechanism is familiar: many cultures use "little white lies" to protect feelings and avoid unnecessary conflict. Because tatemae exists, your buyer's words can be courteous without being decisive. Therefore, you need to listen for what is not said and to design your process so you can clarify intent without pushing the buyer into an embarrassing refusal.  Mini-summary: Tatemae (public truth) can mask honne (real truth). Your process must account for polite ambiguity. If you still have to create a proposal, what is the biggest mistake to avoid? The biggest mistake is sending the proposal by email and letting it arrive "alone and undefended". When the document lands without you, the buyer can misunderstand what you mean. It does not matter whose fault that misunderstanding is; the consequence is that your value can be lost before you ever get to explain it. Because buyers often look straight to the numbers first, the cost can taint their view of the value explanation that appears earlier in the document. Therefore, you need to control how the document is consumed. Mini-summary: Do not send an undefended proposal. If they jump to the price first, you may lose the value context. How should you present a proposal so the value does not get drowned out by the price? Whenever possible, present the proposal in person. Walk them through the value explanation first, and check along the way that you have correctly understood what they need. This lets you answer questions, clarify misunderstandings, and "shepherd" the buyer through the logic of the offer before they reach the number section. By the time they see the price, it should be wrapped in context: outcomes, fit, and a shared understanding of the problem. This approach improves your chances because it reduces misinterpretation and keeps the focus on value before cost. Mini-summary: Present proposals in person and guide the buyer through value before price. Control the sequence, context, and understanding.

    11 min

  5. 12/22/2025

    381 Why Japan's Talent Crunch Makes Retention a Core Strategy

    Why is "recruit and retain" becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies spend heavily to train early-career hires, so losing them soon after onboarding forces employers to pay twice: once to train and again to replace. Mini-summary: Japan's talent pool keeps tightening, and early departures turn training spend into replacement cost. How does the traditional April intake model still shape recruiting in Japan? Major firms still run large-scale April intakes at the start of the financial year, with uniformed new recruits seated in rows. That model remains visible and important, but it no longer tells the whole story. As demand for young workers intensifies, companies can't rely only on a predictable, annual graduate cycle. Mid-career hiring of younger workers is moving into the spotlight. In practical terms, HR teams shift from one big annual intake to continuous recruiting throughout the year. As the labour market grows more fluid, firms compete for talent in real time—not just once a year. Mini-summary: The April intake remains, but year-round mid-career hiring becomes strategically central. Why will mid-career poaching intensify, and what does that change for employers? Younger employees increasingly know their market value, and recruiters actively scout them. As a result, more young workers will likely move jobs more frequently. Recruiters lean into poaching because high volume can make the model profitable even when individual fees stay modest. Expect a "free-agent" rhythm where people recycle through roles every two to three years. That churn reinforces itself: recruiters place the same cohort repeatedly, younger workers normalize frequent moves, and employers feel instability as a default condition. If you want stability, you must treat retention as a core strategy—not an afterthought. Mini-summary: Poaching becomes systematic because volume pays, and frequent moves become a market norm. When should retention start, and who should it target? Retention starts earlier than many leaders assume—right when a candidate says "yes." Accepting an offer triggers second thoughts for some people, especially when competing messages, family opinions, or pressure from a current employer shows up. So retention doesn't only apply to current employees. It also applies to new hires who haven't started yet. Stay in contact, reinforce the decision, and remove the space where doubt grows. Mini-summary: Retention begins at "yes," not on day one, because buyer's remorse can derail hires before they start. How should employers respond to counteroffers and the rising cost of replacement? Incumbent employers will counteroffer more aggressively because replacing people costs more than paying to keep them. Don't wait for a resignation to act. Increase pay and improve conditions before people decide to leave, rather than matching numbers after they quit. Replacement costs stack fast: lost time, reduced productivity, internal friction, recruiting effort, and onboarding load. If you wait until resignation to respond, you often choose the most expensive option overall. Mini-summary: Proactive pay and retention reduce costly churn; reactive counteroffers arrive too late and drain productivity. What is different about onboarding mid-career hires in Japan, especially in large firms? Mid-career hires arrive one at a time, not in large cohorts. In big firms, HR teams typically manage onboarding, paperwork, and training, but routine can hide weak execution. When teams run a process on autopilot for years, quality slips without anyone noticing. Treat onboarding like something you continuously inspect. Review how you bring people in, and ask recent hires what worked and what didn't. In a retention fight, onboarding becomes a front-line capability—not a box to tick. Mini-summary: Large firms need to audit onboarding quality, because autopilot processes can quietly undermine retention. What do smaller firms need to change to retain mid-career hires? Smaller firms often provide only the basics: payroll setup, insurance, a desk, and a phone. That approach doesn't protect retention. Busy leaders sometimes avoid investing time in a new hire, but that "time-saving" move often backfires. Under-support raises the risk of early departure—right when the hire matters most. Owners and senior leaders need to show up more than they used to. Treat talent like gold because the market won't supply easy replacements. Mini-summary: Small firms must increase leader involvement, because minimal onboarding drives expensive churn. What does a "well organised and welcoming" onboarding programme look like? Build a full daily programme in advance: briefings, self-study, mentoring, and training. New hires watch for signals of professionalism, and a clear plan sends a powerful one. That first impression shapes whether they see the company as a stable, well-run home. Design onboarding templates and reuse them. A template lowers friction, reduces randomness, and makes each new hire's experience more consistent over time. Do the design work upfront and you'll improve execution—and retention—later. Mini-summary: Planned daily onboarding and reusable templates strengthen first impressions and improve retention by making quality visible. About the Author Dr. Greg Story (Ph.D. in Japanese Decision-Making) serves as President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He has won the Dale Carnegie "One Carnegie Award" twice (2018, 2021) and received the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he delivers global programs across leadership, communication, sales, and presentation skills, including Leadership Training for Results. He has authored several books, including three best-sellers—Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery—along with Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese translations include Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg publishes daily blogs on LinkedIn, Facebook, and Twitter on leadership, communication, and Japanese business culture. He also hosts six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows—The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews—that executives use as ongoing resources for succeeding in Japan.

    12 min

  6. 12/14/2025

    380 Control the Narrative: What Buyers See Before You Meet

    Why do clients "check you out" online before the first sales meeting? Buyers now assume that everything about us is only a few mouse clicks away, so online "checking you out" happens before the calendar invite becomes real. Because this scrutiny is routine and increasing, therefore your credibility is being scored before you speak a word in the meeting. The script frames this as a certainty for salespeople: prospects will look at your social media and search results to decide who you are and whether you are worth their time. Because the check happens before the conversation, therefore it can either lift trust early or create doubt that you have to fight through later. Mini-summary: Pre-meeting research is inevitable. Because it happens first, therefore your digital presence shapes the starting trust level. What should salespeople assume buyers will find when they search? Buyers may use a standard search engine, or they may search using tools driven by artificial intelligence, and the question is whether the results look random or controlled. Because random results can misrepresent you or hide your expertise, therefore the recommended aim is "content within your control." The script does not argue for perfection; it argues for intentionality. Because prospects are forming an impression from what is easiest to see, therefore you want the first page to reflect business credibility rather than accidental content. Mini-summary: Buyers will search. Because first-page impressions form quickly, therefore you should control what appears. How does "content marketing" function as pre-selling for sales professionals? Content marketing is described as putting your wares up for free on social media to demonstrate you provide value. For sales professionals, the instruction is to be clinical about what you publish. Because your job is to earn trust before the meeting, therefore your content must help buyers solve problems, not merely announce your existence. This is "pre-selling" in a practical sense: your expertise does part of the persuasion before you arrive. Because value is visible, therefore trust is easier to earn when you finally meet. Mini-summary: Content marketing is proof-of-value in public. Because it is visible before the meeting, therefore it pre-sells your credibility. What kind of content builds credibility without triggering buyer resistance? The script recommends articles about issues in the industry or market and how to fix those. It warns strongly against propaganda for your company, product, or service. Because audiences disengage at the first blatant hint of gross self-promotion, therefore credibility-building content must sound like useful analysis rather than a brochure. A further advantage is distribution: these articles may also suit industry or business magazines because editors want high-quality free content. Because third-party placement signals seriousness, therefore good articles can multiply your authority beyond your own channels. Mini-summary: Lead with market problems and fixes. Because overt self-promotion repels attention, therefore keep the value educational and practical. How can one idea be repurposed into blogs, podcasts, and video? The script outlines a simple repurposing chain: write a blog, then read it into a microphone, record, add light production such as music, and turn it into a podcast. Because many people multitask while learning—walking the dog, running, commuting, or training—therefore audio makes your expertise easier to consume. The same blog can also be delivered on camera to create video content for YouTube, either live-streamed on a phone or recorded with higher-quality gear, including teleprompters, if you choose. Because different buyers prefer different formats, therefore one core idea can become multiple discovery doors. Mini-summary: One idea can become text, audio, and video. Because audiences consume content differently, therefore repurposing expands reach without inventing new topics. What if you do not like writing but still need to publish? The script uses Gary Vaynerchuk as an example of someone who relies on video as the main delivery channel and then strips audio for podcasts and turns transcripts into text posts. The practical lesson is not celebrity; it is flexibility. Because some people communicate better by speaking than writing—and many salespeople can certainly talk—therefore recording yourself can be a faster path to consistent publishing. You can then use support to shape transcripts into readable text if needed. Because the medium is a tool, therefore choose the channel that keeps you producing credible content. Mini-summary: If writing blocks you, speak first. Because spoken content can be repurposed, therefore you can still build a strong footprint. Why do "voice assets" matter for discoverability? The script flags a shift: search is not only text; voice search is part of the game, supported by artificial intelligence. It argues that if you have not created voice assets like podcasts or video soundtracks, you miss the opportunity to be found by clients. Because buyers learn while doing other things and because search methods change, therefore audio and video become additional ways for prospects to encounter your ideas. This is not about trends for their own sake; it is about making sure your expertise is discoverable in multiple modes. Mini-summary: Voice-enabled content widens discovery paths. Because search behaviour evolves, therefore podcasts and video audio can increase findability. What is the strategic point of all this online presence? The script is blunt: "The point is to control what clients will see by getting your best foot forward." Because you will be checked out, therefore the only real choice is whether the buyer finds thin or strong evidence of expertise. The recommended approach is to "cram" your social media with content that makes you look like a legitimate expert. Because credibility can be built before the sales meeting, therefore the first conversation begins deeper and faster. The script ties this directly to the buyer mantra "know, like and trust" and treats online content as an amplifier rather than a replacement for relationship-building. Mini-summary: The goal is narrative control through evidence. Because buyers will research you anyway, therefore fill the footprint with credible proof of expertise. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified globally across leadership, communication, sales, and presentation programmes, and has authored multiple best-sellers including Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japanese editions such as Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). He publishes daily blogs, hosts six weekly podcasts, and produces three weekly YouTube shows including The Cutting Edge Japan Business Show.

    12 min

  7. 11/30/2025

    379 Why Your Posture Is Important When Presenting

    Why does posture matter for presenters on stage and on camera? Answer: Posture shapes both breathing and perception. A straighter posture aids airflow and spinal alignment, while signalling confidence and credibility. Because audiences often equate height and upright stance with leadership, slouching erodes trust before you say a word. Mini-summary: Straight posture helps you breathe better and look more credible. What posture choices project confidence in the room? Answer: Stand tall with your chin up so your gaze is level. Use intentional forward lean and chin drop only when making a strong assertion—do not default to a habitual lean that reads as weakness. Treat posture as a conscious tool that directs energy toward the audience. Mini-summary: Neutral tall stance for credibility; deliberate lean for emphasis. How does age-related posture drift affect credibility? Answer: As we age, hip flexion and a bent back can make us appear physically weaker. Audiences read that as diminished authority. Counteract the effect by elongating through the spine and avoiding any default stoop. Mini-summary: Counter "older = weaker" perceptions with upright alignment. What common online posture and camera mistakes destroy authority? Answer: Two frequent errors: (1) excellent posture but a low camera that looks up at you, which reads as distant or aloof; (2) correct camera height but rounded shoulders leaning into the lens, which reads as uncertain. In both cases, the message suffers because the image signals the opposite of expertise. Mini-summary: Bad camera angle or rounded posture undermines expertise online. How should you set up for online authority? Answer: Raise the lens to eye level; stand to present if possible to unlock full body language. If seated, sit tall a few centimetres off the chair back, remain vertical, and keep your gaze in the lens. Never slump into the back support, which looks casual and disengaged. Mini-summary: Eye-level lens + upright body = authority on screen. Why do filler sounds and posture interact so badly? Answer: Hesitation ("um" and "ah") plus a rounded, forward-leaning posture compound into a single signal of uncertainty. Clean alignment and calm pacing reduce verbal fillers and raise perceived expertise. Mini-summary: Upright posture helps your voice sound more confident. What is the low-cost posture checklist before you present? Answer: Straighten through the spine, level the chin, square the shoulders, lift the camera to eye line, and commit to looking into the lens. If you can, stand to present; if not, sit tall, avoid the chair back, and hold posture for the full session. Mini-summary: Five fixes—spine, chin, shoulders, camera, commitment. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified globally across leadership, communication, sales, and presentation programmes, and has authored multiple best-sellers including Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japanese editions such as Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). He publishes daily blogs, hosts six weekly podcasts, and produces three weekly YouTube shows including The Cutting Edge Japan Business Show.

    11 min

  8. 11/23/2025

    378 The Foreign Leader In Japan

    Why do "crash-through" leadership styles fail in Japan?  Force does not embed change. Employees hold a social contract with their firms, and client relationships are prized. Attempts to push damaging directives meet stiff resistance, and status alone cannot compel people whose careers outlast the expatriate's assignment. Mini-summary: Pressure triggers pushback; relationships and continuity beat status. What happens when a foreign boss vents or shows anger? Answer: It backfires. Losing one's temper is seen as childish and out of control. Credible leaders stay composed, persuade, and conceal negative reactions with tactful language and controlled body cues. Venting does not move work forward. Mini-summary: Composure and persuasion equal credibility; anger erodes influence. How should a foreign leader gather input if people will not volunteer it? Answer: Do not ask for open-ended opinions; ask why a proposed step would be "difficult." In practice, "difficult" signals "impossible," inviting detailed critique. Capture objections comprehensively—then pivot to "how could we make it work?" Mini-summary: Elicit critique with "difficult," then redirect to solutions. What keeps change stuck, and how do you unstick it? Answer: Early replies will be half-hearted. Leaders must be politely persistent, repeatedly asking for deeper thinking. Consensus building is time-heavy, but once agreement emerges, execution accelerates because stakeholders are aligned. Mini-summary: Patient iteration builds consensus; agreement speeds delivery. How does language shape leadership effectiveness? Answer: Japanese communication is indirect and skilled at masking true reactions; English is more direct. Effective leaders read subtle cues, avoid blunt dismissals, and use careful phrasing to maintain face while guiding decisions. Mini-summary: Indirect language protects face; nuanced messaging earns traction. Why do headquarters expectations often misfire? Answer: Timelines ignore local trust-building. Without patience for hearts-and-minds work, targets set from afar become fantasy. Expatriate leaders are squeezed by HQ pressure above and local resistance below. Mini-summary: Unrealistic HQ clocks collide with local consensus cycles. What is the typical outcome of short expatriate rotations? Answer: Progress stalls. Just as momentum builds, leaders are reassigned, leaving little legacy and forcing teams to restart under a new boss. Stability and continuity are strategic advantages in Japan. Mini-summary: Short tenures reset progress; continuity compounds gains. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, he is certified globally across leadership, communication, sales, and presentation programmes, and has authored multiple best-sellers including Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, alongside Japanese editions such as Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). He publishes daily blogs, hosts six weekly podcasts, and produces three weekly YouTube shows including The Cutting Edge Japan Business Show.

    12 min
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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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